Case of Renault group

Résumé du document

Renault Group is a French car manufacturer, closely related to the Japanese automaker Nissan since 1999. This group has factories and subsidiaries around the world. It is founded by brothers Louis, Marcel and Fernand Renault in 1898 and stands fast by his innovations. Renault's mission is to provide a wide range of products and services related to the automotive sector in all its forms. His vision is to become leading in Europe and establish itself as a major global automakers.

Renault is the brand history and founder of the group, and is present in all segments of the automotive market. The brand has great international expansion.
Dacia is the second brand of the Renault Group; it ranks fourth among the world's automakers.
Dacia is the first Romanian car manufacturer and develops its strength to the international. Dacia is the center of development of the Renault Group in Central and Eastern Europe, with a mission to produce modern, robust, and affordable for new markets and tailored to the needs and expectations of new customers. At the heart of its strategy, we find the Logan project, a completely new vehicle that does not resemble the old Renault models.

Extraits

[...] Dacia is the second brand of the Renault Group; it ranks fourth among the world's automakers. Dacia is the first Romanian car manufacturer and develops its strength to the international. Dacia is the center of development of the Renault Group in Central and Eastern Europe, with a mission to produce modern, robust, and affordable for new markets and tailored to the needs and expectations of new customers. At the heart of its strategy, we find the Logan project, a completely new vehicle that does not resemble the old Renault models. [...]

[...] However, this development also reflects the emergence of new competitors. S as Socio-cultural Consumers seem to have changed their attitude toward the automobile. The car seems to have democratized but expectations have also evolved. "The blingbling car, it's over. Motorists favor less the quality, style or comfort. "The expectations are however always on "security and reliability." However consumers are looking to cut their budget in the automotive field. The search for products more energy efficient also becomes a priority. T as Technological Environment is constantly changing. [...]

[...] With regard to the Renault group, we will quote the most important, those who dominate. Carlos Ghosn calls for full transparency of the organization resulting in a direct supervision within the WRC, independent of each other. Each person in two or three head and is accountable to each of them. This process offers the advantage of reporting raises. It is difficult to implement in a large organization but Renault has made such arrangements with shared concepts and implementation of IT services. [...]

[...] Global Functional Structure The Renault group also organizes global, fairly classic, in the form of a functional structure. Directed by the deputy directors general, they depend directly on the Renault President Carlos Ghosn. There are five main functions whose directors are members of the Executive Group (CEG) and the Renault Management Committee (CDR) functions and five "annexes" whose directors are only members of the CDR: The 5 main functions are: o Commercial o Manufacturing and Logistics o Finance - including the SBU Sales Financing o Plan, Product Planning and Programs and Management Control o Engineering and Quality The 5 functions "schedules" are: o Communication o Purchasing - whose director is also the CEO of RNPO (Renault- Nissan Purchase o Organization) o Industrial Design o Public Affairs o Renault F1 Team Renault's third SBU The cross-functional teams 11 in number, the cross-functional teams have mini-figure of revolution when the Ghosn introduced on his arrival at the head of Renault, as he had done before at Nissan. [...]

[...] ) are ready. From all the elements, the contract is formalized and signed. Two years later, the executive committee checks to see if the contract has been fulfilled . This has the advantage verify performance, and understand the mistakes of strategies in order to improve on the following projects. Finally, cultural processes that are difficult to enumerate have important consequences for everyone in the group. At Renault, Carlos Ghosn tries to motivate his staff, not by financial reward but by involving them in strategy and business organization. [...]