Renault is a famous car-constructor. It was created in 1899 by the brothers Renault and was considered one of France's flourishing industry throughout the XXth century. But now the firm has adapted itself to a new global and more complex environment. This adapting process was no simple "deal": the firm had first to change its status: turn a public "institution" into a private competitive company.
In order to introduce Renault, one can go through its main figures. In 2004 Renault's sales turnover was 40 715 million €. This result is to divide between two main activities: car construction on the one hand (38 645 million €) and sales financing on the other hand (2 070 million €). In terms of geographical repartition of Renault's sales turnover in 2001 39.2% was located in France and 60.8% abroad. In 2004 that same value had changed: 34.7% came from France and 65.3% abroad. This simple ratio is a hint that Renault's activity is quickly evolving towards a more and more global activity. In 2004 the Renault Group, which means Renault constructor, Dacia and Samsung, has produced 2,471,654 units. During the same period the group has sold 2 489 401 units. Renault assumes industrial and commercial activity that is 350 industrial and commercial sites in 40 countries. The automobile section concerns conception, development and sales activity. The sales financing section includes financing and commercial accompaniment through RCI banks which represents about 60 societies and above 5% of the global sales turnover.
[...] Fabius' directeur de cabinet within the ministry of budget then at Matignon until 1986 when he was appointed responsible for the control of management. Renault was nationalised after the Second World War. During the 1980's Renault was victim of its own enthusiasm. On the one hand it launches several new models and on the other hand it has a expansionist policy that not supported by the government. This paradoxical situation leads to a high deficit. In 1985 with the production falls of 300000 units, the global debt represents half of the sales turnover and the group makes 500 million of losses. [...]
[...] Fighting obstacles, gaining successes 1 Presentation of the world car industry 1. Global presentation Today the car industry represents in terms of tax free sales turnover 111 billion of which 56% are dedicated to export. Worldwide this turnover implies two different activities: the car construction in itself (91 billion and the car equipments (20 billion The car industry is the main concern of 540 firms and employs persons. One can compare the car production in 1998 and 2002 in order to understand a modern tendency that gives full explanation of Renault's and other groups' evolution. [...]
[...] A structural cooperation streamlines the production Common load-decks (plates-forms) Renault shares with Nissan two kinds of load-decks (common structure of a vehicle), namely B and to produce twelve mid-range cars and utility vehicles. In the long run, they'll produce up to thirty models on ten common load-decks. Thanks to this partnership, the cost of manufacturing has decreased of 15% ; since car models are compatible, both brands can take advantage of the other's expertise and existing factories in the world. [...]
[...] Finally 1996 is the most important event for the group: its privatisation For the future This achievement enables Renault to consider a strategy of profitable growth. Schweitzer fixed the new goals of the firm: 4 million units sold by 2010. This strategy is based on 5 priorities: make an effort on Renault's identity be the more competitive on its markets in terms of quality, costs and delays deepen the international growth develop Renault's values express Renault's successes with its financial results II. [...]
[...] Of course money matters because Renault has invested a lot since 1999. But innovations and technologies, improvement of Renault's capacities of production are the main targets. In this respect the groups have decided not to merge, even though it would have been a good operation for Renault's finances and shareholders. The Alliance's principles Innovation, cost-effectiveness, balance and the use of difference between the partners, who keep their areas of expertise, are the key aspects of the Alliance's success. Both groups refuse the weakening of their identity and a shift of their image: Renault remains French, Nissan Japanese. [...]
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