Strategic mangement - case of Renault

Résumé du document

Louis Renault was born in February 1877 into a bourgeois Parisian family. Louis was a pampered child. He developed, at an early age, a great enthusiasm for all mechanical things, including engines and electricity. Studies were not his strong point but he had 2 vital assets for getting on in life: he was both intuitive and practical.
  

He made a brilliant entrance into the emerging world of the motor car at the age of 20. He converted his tricycle into a small, four-wheeled vehicle and added another of his inventions that would soon propel the motor car into a new era: the first gearbox. In Christmas Eve 1898 confident about his invention, he bet his friends that his vehicle could climb the 13% slope of the Rue Lepic in Montmartre. Louis didn't only win his bet, he also pocketed his first 12 orders, along with cash deposits. His career was under way. A few months later he filed the patent for the direct drive system that would make his fortune. It was soon adopted by all the manufacturers of the time.

His 2 brothers, who ran the family business prudently, set up the Renault Brothers company in 1899. They left Louis the ownership of his patent and paid him a good salary on condition that he shows results. It was through racing that Renault Brothers became known (with Louis and Marcel as drivers). 

The victories were the most efficient form of advertising and direct marketing that the brothers could have wished for. An admiring public made their order books bigger with every race. The cars were sold for 3 000 francs (equivalent of 10 year's average salary). The company expanded rapidly. The Renault catalogue integrated several models, including the 1st saloon car of the market. In the same year he introduced the 1st engine, with 4 cylinders and horse-power of 24. Soon after, he patented the 1st turbo. 

Extraits

[...] Renault eco2 is also an asset for Renault marketing. By launching this appellation, it shows that Renault offers a line of vehicles which are environmentally-friendly and affordable for all. Finally, with the Logan, Renault (Dacia) knows a real success, not only in eastern countries. Indeed, Logan is a modern, reliable and affordable car. Financial aspects Indeed, for the period presented as extremely difficult by all the analysts for the automobile, Renault obtains in 2006 the best second profit of its history ( 2.86 billion behind 2005. [...]

[...] For instance, the average age of the French number of cars on the roads went up to 8 years. Attribute Matrix We consider that as far as the critical elements of the attribute matrix are concerned, Renault has to put the impression as a priority. So we decided to give 5 at the impression for the product for the access and the service and finally 2 for the price because the price isn't a main issue for Renault's vehicles. Conclusion With a marketing strategy which seems to the point, quality, environmentally-friendly and safety-approved vehicles, Renault seems on the good way. [...]

[...] An admiring public made their order books bigger with every race. The cars were sold for francs (equivalent of 10 year's average salary). The company expanded rapidly. The Renault catalogue integrated several models, including the 1st saloon car of the market. In the same year he introduced the 1st engine, with 4 cylinders and horse-power of 24. Soon after, he patented the 1st turbo. More than 100 years of international trade In 1903 one of the Renault brothers was killed in an accident during a race. [...]

[...] The plant received ISO 14001 certification in July 2005. Renault's answer In order to respond to the issues raised by sustainable development, Renault has made a number of commitments. - the Declaration of Fundamental Social Rights, - the Code of Good Conduct, - Global Reporting Initiative, - the UN Global Compact scheme, - the Mobility 2030 program, - the Global Corporate Citizenship Initiative. In order to fully incorporate these ideas into its activities on a day- to-day basis, Renault is adapting its organization to the requirements of sustainable development. [...]

[...] Exported from 1947 onwards, the 4CV was the leading source of foreign income. When Pierre Dreyfus replaced Pierre Lefaucheux at the Régie Renault on March 27th 1955, his goal was to prove that a nationalized company was "as much of a fighter as a private one and just as successful". He based his strategy on two main ideas: corporate planning (to define the direction the company would take and how to get there) and exporting half of the company's production. [...]