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on 27 May 2015

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Transcript of Nissan

Carlos Ghosn's Success with Nissan
Nissan, Japan's #2 automobile manufacturer
Sales in 2009 - $90 billion, 48 new car models
Nissan was on the verge of bankruptcy
Renault, a French automaker, took 44% stake
Installed Carlos Ghosn as Nissan's CEO
Returned Nissan to profitability & became a celebrity
Ghosn's Ability to Overcome Obstacles
Closed inefficient factories
Reduced Nissan's workforce
Curbed purchasing costs
Shared operations with Renault
Introduced new products
Nissan evolved from troubled carmaker to corporate success story
Case Question #1 Con't
Case Question #1
In what ways is Carlos Ghosn a visionary leader?
Fast decision making
But yields to consensus
Inspires and pushes staff forward
Mundane events are handled like big media shows
Case Question #4
Global firms pursue a relatively centralized approach to international operations.
What are the characteristics of the trend toward global integration of company operations?
How does Nissan demonstrate these characteristics?
Case Question #3
Describe Nissan’s organizational culture.
What are the characteristics of Nissan’s culture?
In what ways has Carlos Ghosn contributed to Nissan’s culture? Elaborate.
Marc Garrido
Monica Manalo
Cherrie Yeo

Case Question #5
Examine Nissan in terms of the integration responsiveness framework.
What are the pressures that Nissan faces for local responsiveness?
What are the pressures that Nissan faces for global integration?
What advantages do local responsiveness and global integration each bring to Nissan?
Case Question #2
What is the nature of Nissan’s international strategy? Is the firm’s strategy primarily multidomestic or global? Justify your answer.
What advantages does Nissan derive from the particular strategy(s) that it pursues?
In what ways does Nissan demonstrate efficiency, flexibility, and learning?
What traits does he possess that are typical of a visionary leader?
Balance between vision & action
Ability to reach organizational goals
Encourages growth in business
Bold moves that create excitement
Nissan’s firm strategy is global. It has factories in Britain, France and the United States.
It also has manufactures in China, Taiwan, and the Phillippines to leverage low-cost, high quality labor.
Some of the advantages that Nissan has is their board of directors consists of four members from each organization which has globalizing, engineering, production and purchasing operations.
They have a common strategy for product development and engineering.
One of their engineering centers consolidates global production and engineering.
Nissan minimized the number of platform used in manufacturing where they say $500 million annually.
Nissan has a major manufacturing and marketing presence in the US.
Some of the pressures that Nissan faces for local responsiveness is the break through technologies and innovative products.
Many buyers are looking for new the newest technology and gas efficiency in their cars.
Nissan launched four models in less than eight months to produce cars that fits the country’s growing market.
As for green technology Nissan stress’ all electric vehicles.
The pressures that Nissan faces with global integration is achieving the buyers with cars that have efficiency and synergy. In order to take maximum advantage of similarities between countries.
Advantages that local responsiveness and global integration each bring to Nissan is for the company have a better understanding of their products. They adapt to customer needs and the competitive environments.
Transition from the typical Japanese bureaucratic and clubby style, to one that is faster, proactive, inclusive, and globally focused.
Nissan system in buying, building and generation got to be worldwide. It put 45 million dollars in its building focus close Tokyo to consolidate its designing and generation exercises in one spot. Not just Nissan had manufacturing plants in key markets, for example, Britain, France and the US additionally the refers to in China, Taiwan and the Philippines were manufactured to make utilization of low works cost in these nations. Ghosen's attention on R&D was a key part in his prosperity.
He was successful to change the profitability of the factory by implementing strategies such as cutting unnecessary expenses by closing inefficient sites, reducing workforces, utilizing less expensive materials, sharing operations with Renault, introducing new products.
He improve the efficiency and flexibility of his business and inspire sense of internationalism. He could change the atmosphere of his company from a local firm to an international one. The first step to reach this goal was the incentive scheme for mangers who can learn English. By encouraging them and making English as official language of Nissan, he made his company culture closer to a global firm.
Nissan shows worldwide qualities through its worldwide building, generation, and buying operation
Infiniti luxury automobile- a uniform look and global image
Renault and Nissan offer stages and eight motor plans and also designing and parts buy
They created the world's most global car, called the Nissan Versa in the U.S, the Renault Clio in Europe, the Nissan Tiida in Asia, and the Renault Logan in the middle East
Lastly, Nissan produces in the vast majority of its most imperative markets, including the US, where it is generally extravagant to make
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