Since Carlos Ghosns arrival as the head of Renault in 2005, there were many innovations in the strategies of Renault. These changes are implemented in the 2009 contract. Three directions are given:
Quality (Laguna III in the top 3 in quality of product and services).
Profitability (operating margin of 6 % in 2009)
Growth (800.000 sales of vehicles in 2009).
Currently, Renault has difficulty in selling its products in the European zone and at the same time, it launches new products. We can say it is a period of change.
Created in 1898 by Louis Renault, Renault became in January 1945 a nationalized industry and the company's name was changed to "Regie Nationale des Usines Renault". Since 1990, French State gets only 15 % in Renault parts. Then Renault made an alliance with Nissan in 1999.
[...] Nevertheless we know that it currently is a difficult period for Renault which has difficulties to sell cars in Europe. CR (Current Ratio) = CA (Current Assets ) / CL (Current Liabilities ) CA CL CA CL CA CL b. Long term The Total Debt Ratio gives an indication of the management ability to forecast future dispenses and then to make growth. We note that Renault business has on average 0.7 in debt for every euros on assets. We can say this business is in good health and, better, it improves year by year. [...]
[...] C / Asset Management D / Profitability E / Market 3 / Report form analysis A / Report Cover B / Report Inside Conclusion References 1 / Renault management A / Organization and Government In 2006, Renault Corporate is constituted by 128.893 employees working everywhere in the world (Europe / Asia / Africa / Euro med / Americas). How does Renault Corporate manage the whole thing? Which tools are used? Renault Corporate 18 members compose the Renault Board of Directors: - 13 directors are appointed by the Annual General Meeting of Shareholders; - 3 directors are elected by employees; - 1 director is appointed by the Annual General Meeting of Shareholders on the recommendation of employee shareholders. [...]
[...] DSI (Days sales In Inventory) = 365 / Inventory Turnover In average, Renault needs 63 days to sell its Stock while General Motors needs 34 days in 2006. This ratio really depends on firms. Nevertheless, we can say this Inventory turnover is not in the average at all. Renault has to product speeder to remain competitive. d. Profitability PM (Profitability Margin) = Net Income (NI)/Net revenue (Sales) The Profitability Margin indicates the management ability to be efficient by creating value from sales. [...]
[...] In March 2002, the Alliance created a linked strategic management company equally owned by Nissan and Renault to define a common strategy and manage all synergies. In this way they organize 10 meetings per year: Carlos Ghosn is the president of the board, which also includes 3 Renault executive vice-presidents and three Nissan executive vice- presidents. Other members of the Renault Group Executive Committee and Nissan Executive Committee (the 2 companies' most senior directors) also attend Alliance Board meetings. The board steers the Alliance's medium and long-term strategic objectives and co-ordinates joint global activities. [...]
[...] Renault wants to show that is a close people brand. On the last page we can see a man and a mother with her child. We can understand that Renault wants to be close to young and middle - age people. B / Report Inside Then, we can observe that the inside of the report is organized in a way to make the report dynamic and easy to read. There are a lot of photographs facing young people (family, friends Epinal pictures) and showing different aspects of Renault trade (commercial, industrial, etc.). [...]
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