<<
>>

PRECONDITIONS of CREATION And PRINCIPLES of FUNCTIONING of STRATEGIC ALLIANCE RENAULT­ of nissan-autovases

Having asked a question of success of functioning of the alliance, many realise, that failures consist not only in financial, monetary and legal spheres, and and in absence of an intercultural synergy.

Researches, it agree Kwintessential Ltd [225], show, that «the percent of failures of the majority of merges and absorption lays somewhere in between 40-80 %». Up to 65 % of unsuccessful merges and absorption occur owing to «human decisions», for example, intercultural distinctions serve as the reason of communicative dissonances that (Table 13) is shown in low efficiency. P.Morozini in the research underlined, that the underestimated national cultural
Distinctions were mentioned as the most important factors after a high level of failures of global joint ventures and alliances (it is resulted on) [226 [227].

Table 13. The reasons of failures of strategic alliances.

The failure reasons Percent
Revaluation 36 %
Insufficient postintegration fulfilment 26 %
Insufficient dointegratsionnoe planning 16 %
Absence of due diligence 9 %
Absence of the external administrative repayment 7 %
Absence of the internal repayment 3 %
Absence of stimulus at workers 1 %
Other 2 %

------------------------------------------------- 227

Source: it is made по227.

The majority of these reasons of failures have been considered in alliance Renault - Nissan. In 1990th years company Renault required the partner which would help it to leave from a relative small car market on global arena. Nissan, the second largest player on a car market of Japan, had billions dollars of debts, and its shares in the national market were on recession. President Nissan Y.Hanava required the partner which could supply solid monetary injections.

If to look at preconditions of creation of a strategic alliance Renault - Nissan they to the full keep within the theoretical concepts offered by the author in chapter 1 of the present research, namely in the concept transaktsionnyh costs for Nissan and the concept of "creative destruction» for Renault.

K.Gon named one of the reasons of unprofitableness Nissan structure of the company existing at that time and mechanisms of decision-making within the limits of concrete
Departments [228]. In particular, company's resources have been invested in not profile assets, including in the partnership formed by a principle "kejretsu"; at the same time shares most Nissan also have been distributed by the same principle. In force razmytosti blocks of shares between numerous firms, and also disinterest of their management in optimisation and development Nissan, the company did not modernise production, did not develop an innovative component. The existing structure was largely bjurokratizirovana, that was the reason high transaktsionnyh costs within the limits of firm.

Thus, optimisation of structure Nissan at the expense of creation of the mechanism of the decision-making became one of the first steps on a way of revival Nissan after the conclusion of the partner agreement, allowing to produce successful strategy within the limits of multipurpose groups. And the given approach has acquired and sinergetichesky effect - optimisation transaktsionnyh costs has occurred both in most Nissan, and within the limits of the general partnership with Renault.

Despite that fact, that management Renault in strategic alliance Renault-Nissan looks the original saviour, the company had motives for formation of the given partnership and acceptance of a certain share of risk in case of a failure. The basic preconditions for Renault to enter a strategic alliance were aspiration to run in the market of the North America which remained absolutely for it not run in, and also aspiration to enter into the four of world motor-car manufacturers.

Considering objects in view, Renault understood, that in modern conditions their achievement will be impossible separate firm. Lidersky items of the automobile company are reached not by firms which make cars with minimum costs but only firms which are innovators, that is which through process of "creative destruction» promote technological breaks and qualitative development.

228

Practical realisation of partnership has begun in 1999, when

President Renault L.Schweitzer has suggested to purchase 36.8%229капитала Nissan for 5 billion dollars, having created thus an alliance with preservation by each partner of the individuality and independence. In March, 1999 L.Schweitzer and Y.Hanava have signed the agreement on an alliance between Renault - Nissan in Tokyo: Renault acquires 36.8%230акций in Nissan Motors, 15.2%231акций in Nissan Disel and purchases five financial affiliated companies Nissan in Europe.

Carlos Gon who is chief Renault - Nissan, has conducted strategy revision according to which coped Nissan. Thanks to the basis of the Organization of Sales Renault - Nissan retail prices Nissan have been lowered on 20%232 at the expense of economy from scale. As 43 from 46 products sold in Japan, were non-profitable, K.Gon постановил233, that any new model it will not be developed, the financial position will not improve yet. The big changes concerned reductions of 21 000 workers мест234, closings of five factories therefore use of production potentialities has been increased with 53 to 82%235. When financial position Nissan has improved, he has purchased 15%236 share in Renault, and Renault in turn in 2002 has increased the share in Nissan to 44.3%237.

Both Renault, and Nissan, despite a heavy economic situation, were of great importance for the national governments. Apparently under Table 14, it is the companies with long history and the features in approaches to business dealing. Renault it has been aimed at the European market, Nissan was guided by the American and Asian markets. Nevertheless firms had also general lines - similar bargaining positions and taken

Niche - which, including, promoted partnership development.

229 Renault-Nissan Alliance: Facts &Figures 2013. P.4. (Electronic

http://www.renault.com/en/lists/archivesdocuments/bookletalliance2013 gb.pdf; circulation date: 12.02.2014)

Access:

230

231

232

233

234

235

236

In the same place. P.20-23.

In the same place. P.20-23.

Renault-Nissan Alliance: Facts &Figures 2008. P.5.

In the same place. P.5.

In the same place. P.5.

In the same place. P.5.

Renault-Nissan Alliance: Facts AND Figures

2013.

P.20-23.

(Electronic

Access:

http://www.renault.com/en/lists/archivesdocuments/bookletalliance2013 gb.pdf; circulation date: 12.02.2014)

Table 14. The general and distinctive lines of firms at the moment of creation of a strategic alliance.

Parametres Renault Nissan
Country of incorporation France Japan
Culture The European The Asian
The property The state The private
Market niche Wide grocery ruler, weak item in lorries Wide ruler in all niches
Key values and the competence Management of expenses, style Reliability, quality and

Adaptability to manufacture

Management structure Centralised, formal information streams The centralised
Traditional seller's markets Continental Europe Japan, the North America, Asia, Europe, Africa, Middle East
Bargaining position 10 place 9 place

Source: it is made by the author.

Despite existing distinctions between two firms, signing agreements on alliance Renault-Nissan has poured out on March, 27th, 1999 in creation of unique business model which has added essential cost to both companies. 15 years employees Renault and Nissan work as partners from items of mutual respect and pride of the companies, at the same time, saving individual brands and corporate uniqueness.

The alliance is directed on development and realisation of strategy of profitable growth and puts before itself following purposes [229]:

- To be recognised as buyers as one of three best automobile groups on quality and cost of the goods and services in each region and a market segment;

- To be among the best three automobile groups in the field of key technologies, thus being the leader in specific areas of each partner of an alliance;

- To create a common benefit from sales by the maintenance of a high level of a trading profit supplying a finding of an alliance among the best three automobile groups.

The alliance in the actions is guided by a Charter signed in July, 1999 in which principles of joint aspirations are accurately stated. Alliance activity bases on trust and mutual respect. Its organisation is transparent, that guarantees:

- Accurate decision-making, efficiency, the accountability and performance high level;

- Peak efficiency by association of advantages of both companies and development of joint activity through the general organisations and technical interchange (the general platforms and accessories);

- Attraction and deduction of the best workers at the expense of maintenance of good operating conditions and development in workers of adherence to the enterprise;

- The offer of the attractive income in the long term for shareholders by application of the best recognised standards of a corporate governance.

According to Renault, the bargain with Nissan has been caused by the following:

- It was realizable and accessible, as both partners were in search of a large strategic alliance;

- It has been wished, as there were obvious additional dignities in the international positioning, technological advantages (on the goods, processes and methods) and production potentialities to form the global manufacturer of the complete equipment among six manufacturers of cars worldwide with annual issue in 4 million cars.

According to opinion of the majority of analysts Nissan, the bargain has been approved, as the Japanese partner had no real chances of the warranty of a survival, entering an alliance with the competitor and to accept the inadequate agreement. Subject to the conditions bargains, have not been mentioned the purposes,
Mentioning share dividends. In practice, because of hearings about heavy debt Nissan, there was a negative influence on shares Renault and positive influence on shares Nissan.

If to look at the general strategic motivations, it is obvious, that Renault has found situation Nissan absolutely equivalent own in the mid-eighties: a huge financial debt, diversifitsirovannyj a portfolio

Activity, low sales owing to obsolete design of a lineup. Therefore Renault has assumed, having sufficient experience of an exit from crisis situations that there is a real possibility to receive benefit from sharing in an alliance.

Having behind the back a lesson from failure with Volvo, Renault has developed a set of recommendations for successful merges, absorption and alliances, having united in the allowance accessible to all top-managers, all potential errors and positive items. It has been approved by K.Gonom when it has been presented as the chief executive, and then president Nissan. It remains absolutely confidential.

Economic and finance results of bargain Renault - Nissan are obvious. The bargain directed on revival Nissan and on financial data Renault, has raised margin of profit and long-term decrease in a debt. Two companies enjoy now remarkable growth of their market capitalisation.

Revival Nissan under the guidance of K.Gona, today the president of both companies, by a nickname «the murderer of costs» who now is lead "example" at many business schools was one of tremendous achievements of a management of an alliance. When he has agreed to become chief Nissan, he actually searched the international recognition. As soon as the similar purpose has been reached, it began to be perceived as «the excellent manager», that is bringing company cost. Now he wishes to be perceived as «the great manager», that is «doing history» the companies.

It is obvious, that management Nissan has agreed to accept experience Renault in global strategic management, the international finance and is innovative-aggressive design instead of resisting to changes on these questions. Operational management and the general qualitative management inside Renault in high degree are caused by practice Nissan. Would be exaggeration to assert, that any of partners did not try to impose the sights and did not reject acceptance of new principles, giving reason for it that at them the different structural organisations, rules or norms of morals. On the basis of data GLOBE (Table 15) shows the analysis of cultural (behavioural) profiles, nevertheless, that they had sufficient bases for successful development and joint business dealing.

Table 15. Comparison of cultural (behavioural) profiles of managers of France and Japan (according to GLOBE).

Profile France Japan
Orientation to result 4,11 4,22
Orientation to the future 3,48 4,29
Persistence 4,13 3,59
Institutsionalnyj a collectivism 3,93 5,19
Equality of man's and female roles 3,64 3,19
Humanistic orientation 3,4 4,3
Power distance 5,28 5,11
Group collectivism 4,37 4,63
Uncertainty avoidance 4,33 4,07

Source: it is made by the author on

First of all it is necessary to notice comparability of estimations practically on all indicators, especially in orientation of managers of France and Japan to result that serves as the proof of possibility of successful joint activity. Nevertheless, one of key differences of the Japanese culture from

239

The reel of M. A, Grachev M.V.Mezhdunarodnyj business: Strategy of alliances. M: Business. 2006. С.181,187.
Its patriarchal character - domination of man's roles, and also essential orientation to teamwork is French.

For the Russian motor industry of the end of 20 centuries there was characteristic a huge demand for cars, growth of production of out-of-date models and simultaneously crisis is sold this production. For example [230], in 1998 in warehouses of such large Russian manufacturer as Autovases was 90 thousand not sold cars. Demand for production the Autovase has at that time decreased on 30 % [231].

There was a real pressing need in investments for production modernisation at sharp shortage of investment resources. First plans of foreign partners in the Russian market included planned large investments. Further plans were switched in a direction «realisation of the elementary operations otvertochnoj assemblages of cars from made abroad and imported then to Russia ready knots and units» [232]. During this period of Autovases carried on negotiations on cooperation with corporation General Motors in which result in March, 1999 the Memorandum of intentions has been signed. Signing of the definitive agreement and real realisation of the project was tightened.

Foreign manufacturers continued strategy of expansion of the presence in the Russian market at the expense of opening of car assembly factories. Autovases in these conditions extremely required the strategic investor, however within several years of attempt to find the reliable partner were ineffectual.

By 2007 of Autovases nevertheless, was the largest manufacturer of cars in Russia. In 2004 the company manufactured 717 thousand 985 cars [233] (40 % [234] sales of new automobile cars in the country). In 2005
The enterprise has made 721 thousand 491 автомобиль245, in 2006 - 765 thousand 627 автомашин246. For 2007 in Russia it has been made 735 thousand 897 автомобилей247 the companies of Autovases; sales have made 663.5 thousand автомобилей248 productions of Autovases, and the share of cars of production of Autovases in structure of sales of the Russian market has made 27.7%249.

In 2007 of attempt the Autovase in search of the partner were successfully finished: it has appeared it not Fiat, not Magna, not General Motors, and Renault. The basic argument the Autovase in favour of the decision on a choice as partner Renault was preservation and development of brand Lada.

According to chief Renault - Nissan K.Gona250 at mark Lada is prospects not only in Russia, but also behind its limits. K.Gon's special attention акцентирует251 on prioritetnost developments of brand Lada for Renault, explaining to these the partnership with avtovazom, and in any way necessity of assemblage of models Renault and Nissan on the Autovase. These purposes at Renault are executed by factory "áóÔ«õÓἫß" in Moscow, and in St.-Petersburg for this purpose there is factory Nissan. Appeal of mark Lada consists in great volumes of sales. It proves, according to an alliance management, that the potential of mark Lada is huge.

According to the president B.Alyoshin's Autovase the key moments in activity the Autovase for Renault at that time were:

- Potential volume of issue of 1 million units in год252;

- The low cost price производства253;

- The largest in Russia marketing сеть254;

245 Annual report of Open Society "AUTOVAZ" for 2005. С.4. http://www.lada.ru/images/annuals/annual 2005.pdf; date of the circulation 15.01.2013).

246 Annual report of Open Society "AUTOVAZ" for 2006. С.4.

http://www.lada.ru/images/annuals/annual 2006.pdf; date of the circulation 15.01.2013).

247 Annual report of Open Society "AUTOVAZ" for 2007. С.4.

http://quote.2stocks.ru/upload/1227528428.pdf; date of the circulation 15.01.2013).

(Electronic

(Electronic

(Electronic

Access:

Access:

Access:

248

249

250

251

252

253

254

In the same place. With. 12.

In the same place. С.12.

www.kommersant.ru/doc.aspx? DocsID=849130 (date of the circulation 15.01.2014) http://steer.ru/archives/2007/12/11/004731.php (date of the circulation 15.05.2014) http://top.rbc.ru/economics/27/06/2008/191533.shtml (date of the circulation 15.05.2014) http://steer.ru/archives/2007/12/11/004731.php (date of the circulation 15.05.2014) Open Society "AUTOVAZ" Annual report for 2008. S.13-14.

(Electronic

Access:

http://quote.2stocks.ru/upload/1249458218.pdf; date of the circulation 15.05.2014)

- The generated park of suppliers [235].

On December, 8th, 2007 S.Chemezov, the head of State corporation Rostehnologii, chairman of board of directors AvtoVaZ, S.Skvortsov, president Troika Capital Partners and K.Gon, the president of company Renault have signed the Protocol on mutual understanding (Memorandum of Understanding). Thus state corporation Rostehnologii, the main shareholder the Autovase, has saved the sharing in a company capital, and will supply still support from the party Russian the authorities.

On February, 29th, 2008 [236] cooperation Principles have been signed: Renault the Three acquires from group of the companies Dialogue of 25 % of shares in the capital the Autovase. The amount of transaction has made 1 billion dollars plus the postponed payment which size will be defined by results of financial and economic activity of Open Society of Autovases in 2008-2009 (Earn Out). According to [237] vitseyoprezidenta on strategic planning Renault of Z.Verdonka, this payment will not exceed $160 million bargain Scheme differs from earlier discussed variant, when Renault should receive 12.8 % of shares and after that to wait for liquidation of cross system of possession avtovazom and transformation of this package to 25 % + 1 share [238].

In partnership plans there was an adjustment by 2014 of issue to 1.5 million cars [239] in a year. The first car under mark Lada, developed within the limits of the Memorandum of cooperation principles, should go on sale already in the end of 2009. Under the agreement with avtovazom and its shareholders, sales volumes of cars the Autovase will be consolidated Renault.

In respect of increase of appeal, competitiveness and quality of production the Autovase and Renault the exchange of technologies and a know-how, especially in the field of production and marketing was assumed. Technological offers
Renault in the field of platforms, motors and transmissions for updating and expansion were too as it is impossible by the way. For more effective work Renault has offered on key posts in board the Autovase of four top - managers:

- J.Vensan (Yann Vincent), the Senior Vice-president, the Chief executive (Chief Operating Officer);

- H.Demarshele (Huges Desmarchelier), the Vice-president, the Director for planning, production and programs;

- K.Muller (Christian Muller), the Vice-president, the Director for purchases;

- A.Karrer, the vice-president, the director for the administrative account worked at the Russian factory "áóÔ«õÓἫß" making cars Renault.

«We hope for serious changes in area of deliveries of accessories at transition to new models is and work with system suppliers with orientation to a platform method of working out and krupnouzlovuju assemblage» [240], - president B.Alyoshin underlined.

The post of the director for planning, production and programs «new function for our company, - was marked by B.Alyoshin. - the structure of modern automobile corporation has matrix character: projects and programs lean against battalions - divisions with independent functional structure. Coordination of these works - the major element. Statement on production of this or that model in many respects depends on that, how much within the limits of one project all battalions» [241] will be co-ordinated.

In Board of directors the Autovase to representatives Renault it has been granted three places from twelve: President Renault K.Gon (Carlos Ghosn), P.Pelata's Executive vice-presidents (Patrick Pelata) and T.Mulone (Thierry Moulonguet).

For working out of strategy and coordination of joint activity of two automobile companies the Joint strategic committee has been created. Thus, as well as in a case with Nissan each of two enterprises has saved the
Autonomy in acceptance of strategic decisions. «For us a great honour to co-operate with avtovazom, - president Renault K.Gon declared. - I am assured, that the next years the Russian automobile market becomes one of the world's largest, and Autovases - its leading player. In these purposes we will conduct a mutually advantageous exchange of ideas, technologies, engineering operating time, to co-operate in the field of marketing and lineup development under brand Lada» [242].

The main strategic market for brand Lada was and there is Russia. Therefore the partnership with avtovazom gives Renault and to all alliance new possibilities of growth in the Russian market and possibility of teamwork regarding accessories for production. It was supposed, that Autovases will actively work over lineup development so in 2008 cars have been delivered on production: Lada Kalina the versatile person and Lada Priora a hatchback. Long-term plans of cooperation the Autovase with the Alliance have been defined in «to the development Program for the period till 2020», developed to execute the order of the Government of the Russian Federation №2080-r from December, 25th, 2009. To save and strengthen competitiveness it was supposed, including by:

- Cost-savings and increases of efficiency of all links of production;

- Constructions of effective corporate structure;

- Increases of a capital efficiency by introduction of principles and system of design management.

Fulfilment of these problems should allow to save lead in a price niche of mass demand for cars in cost to 12 thousand dollars, to supply the maximum loading of acting production, to give to suppliers and the enterprises of a dealer network of reliance of the future, to guarantee long-term development the Autovase and to strengthen brand Lada.

262

Making comments on "Sheets" the bargain on buying shares the Autovase, K.Gon declared, that thanks to it Renault becomes the automobile group largest in Russia in the market with the highest potential. At this K.Gon [243] did not exclude, that the Russian market will be the largest in Europe, and did not exclude, that the market will grow in Russia and further, and the next 5 years he does not see the reasons that growth has stayed. « I do not assert, that annual growth remains 25 %. But I think, that market growth in percentage will be still two-place »[244], - president Renault has added. But except access on the market, at the Autovase there are capacities which too will be accessible Renault, and suppliers the Autovase can become suppliers of concern, has noted also K.Gon. He has underlined [245], that for Renault this bargain - not absorption, and partnership. President Renault did not exclude possibility of cooperation Nissan with avtovazom from the point of view of technologies, and that Nissan the same as and Renault, will get access to a huge network of suppliers the Autovase. Answering a question as Autovases, Renault and Nissan will divide the Russian market, K.Gon informed [246], that models Renault and Nissan are already dissolved, and now it is necessary to position correctly models the Autovase in an alliance.« But, I promise to you, crossings will not be. Product Lada will differ from Renault »[247], - he has added.

Creation joint venture Alliance Rostec Auto B.V became on December, 12th, 2012 a following stage in development the Autovase and all partnership within the limits of a strategic alliance as a whole., to which has passed the control over avtovazom. «The today's historical agreement is a prize of all three companies-participants of an alliance: Renaul, Nissan and the Autovase. It is the sign new chapter of existing solid partnership», - declared K.Gon at press conference. - the joint venture will promote acceleration of our development in the Russian market. It will support
Competitiveness an Autovase, being the leader of the Russian automobile branch »[248].

On terms of transaction [249] Renault-Nissan invests 23 billion roubles that will supply with it a share at a rate of 67.13 % in joint venture to the middle of 2014. As a result of Alliance Rostec Auto B.V. Will be the holder of 74.5 % of the capital the Autovase [250]. Renault which possessed 25 % of shares the Autovase since 2008, invests [251] about 11.3 billion roubles in joint venture and plans to receive the control over 50.1 % Alliance Rostec Auto B.V. By June, 2014. Nissan which had earlier no share in the Autovase, invests [252 11.7 billion roubles and plans to receive 17.03 % in a dale of joint venture during the same term. At the same time Rostehnologii will receive 32.87 % of joint venture. However subject to the conditions [253] bargains, Rostehnologii re-structure outstanding credits the Autovase at a rate of 8 billion roubles proceeding from expectations of results of sale of not profile assets; other part of the interest-free credit at a rate of 46 billion Roubles it will be prolonged till 2032. Also terms of transaction had been provided the repayment by joint venture Alliance Rostec Auto B.V. All share IK the Three Dialogue in the Autovase at a rate of 20.53 % [254] by the moment of end of the bargain in 2014.

Joint venture Alliance Rostec Auto B.V activity. The Autovase will be concentrated to the decision of key questions between shareholders, and also will be a forum for discussions between Renault-Nissan and Rostehnologijami. K.Gon became the Chairman of board, and the company board of directors included three representatives Renault-Nissan and two representatives Rostehnology.

If to address to history of development of the general structure of a strategic alliance its beginning was necessary on March, 28th, 2002 - at global level it has been created Renault - Nissan b.v. - joint strategic administrative structure of group Renault - Nissan (a Fig. 12). Registered under the Dutch legislation Renault - Nissan b.v. Equally belongs Renault and Nissan. Renault - Nissan b.v. Is headquarters of Advice of the Alliance which is regularly convoked in Paris and Tokyo.

Alliance advice supervises over intermediate term and long-term strategy of the Alliance and co-ordinates joint activity on a global scale. Renault and Nissan remain responsible for the daily management. SA independently is responsible intermediate term and long-range planning (three - five-and ten years' plans), joint projects in cars and capacities, and for definition of principles economic and a financial policy of both partners. It passes eight times a year. The president of Advice of the Alliance K.Gon is the president and chief Renault and Nissan. Alliance advice consists of three other members from Renault and three members from Nissan.

Renault - Nissan b.v. Is the unique holder of two joint companies of the Alliance: Purchasing Organization Renault - Nissan (RNPO) and Information Services Renault - Nissan (RNIS) (a Fig. 11). One of early key actions of both partners was to take care of creation of the joint company under the name Purchasing Organization Renault - Nissan.

RNPO it has been founded in April, 2001 as the first joint venture of the Alliance. The scale of joint purchasing activity and geographical responsibilities RNPO has been expanded in January, 2004, having raised volume annual from 21.5 billion dollars (in the end of 2002) to 33 billion dollars [255]. It has made 70 % [256] trade turnover of the Alliance.

Renault and Nissan harmonised information systems and information technologies of research and development. It is important for maintenance of effective technical cooperation between two groups and to supply an essential cost-saving. In July, 2002 it has been founded RNIS to start effective systems on costs and to optimise an infrastructure of departments of two groups. The high quality private network of an infrastructure for the Alliance has connected four basic telecommunication centres Renault and Nissan.

Commands with the mixed structure (Cross company teams) and Commands under the decision of functional problems (Functional task teams) develop joint projects of the Alliance and report before Steering committees (Steering committees).

*RNPO: Purchasing Organization Renault - Nissan

RNIS: Information systems Renault - Nissan

Fig. 11. Structure of alliance Renault - Nissan.

Steering committees operate Alliance activity. They gather approximately once a month, choose priority themes for Meetings of Advice of the Alliance and accelerate decision-making process. They also co-ordinate the activity connected with the Alliance in a zone of the responsibility and supervise over Commands with the mixed structure and Commands under the decision of functional problems.

*без votes

Fig. 12. Binding elements of alliance Renault - Nissan.

In 2001 Purchasing organisation Renault - Nissan, the joint company on purchases is founded. According to official statements, the significant cost-saving has been reached in the Alliance thanks to the joint
To workings out and joint base of suppliers. That, Renault and Nissan the general premises and regional warehouses of spare parts in Lattervorte (Great Britain) and in Hungary divide deserves a mention, for example. Association of logistical functions of two companies reduces time of delivery and reduces costs.

Interfunctional commands (Cross functional teams) became a sign of new style of management. At Nissan nine similar commands, influencing the purposes for the Plan of Revival Nissan and the subsequent business obligations have been formed. But Nissan was not the unique company which won from an alliance. Command Renault has soon adopted industrial operations and technologies Nissan.

Cooperation structures basically base on work of 19 Commands with the mixed structure (CCT), their consisting working both companies. These Commands expand possibilities for a synergy between Renault and Nissan, build joint projects and check their fulfilment.

Within the limits of the Alliance allocate nineteen Commands with the mixed structure, formed in November, 2005:

1. Commodity planning

2. Researches and the advanced workings out

3. Motor industry

4. Capacities

5. Technological workings out

6. Production

7. Logistics

8. Purchases

9. Automobile commercial cars

10. Spare parts and accessories

11. Europe

12. The Western Europe

13. Korea

14. China

15. Asia and Ocenia

16. Africa and the Near East

17. Mexico

18. Central America

19. The South America

It is remarkable, that there is no separate such Command for the North America. It is caused by older presence Nissan at this region.

Philosophy Renault in style unconditionally transformed appearance of absolutely new models Nissan from traditional classical style to more aggressive and innovative, and new procedures of quality of cars Nissan have been introduced in Renault.

The general platforms (B and C) Renault and Nissan have been developed for reception of the maximum economy. Platform B: it was the first general platform started Nissan in March, 2002 for models March, Micra, Cube, Note, Tiida and Tiida Latio. In May, 2004 Renault has started Modus, first model Renault with use of platform B, then has gone Clio III in September, 2005. Logan, developed under marks Dacia and Renault, and, manufactured in September, 2004, also has been made on platform B. A platform With: it was the second joint platform started Renault in the end of 2002 for it Megane new generation. Nissan used platform B in production of new minivan Lafesta in December, 2004 and minivan Serena in May 2005

277

Year

Sharing and development of capacities - engines and transmissions - in the Alliance is accelerated by huge rates. Till 2003 cooperation has been limited by an exchange of accessories. However, in 2004 Renault - Nissan have begun joint working out of the general engines and transmissions. Between 2004 and 2005 years three petrol

277 Renault Annual Report 2005. P.58. (Electronic access:

http://www.renault.com/en/lists/archivesdocuments/renault%20 - % 202005%20annual%20report.pdf; circulation date: 14.02.2014)
The engine, one diesel engine and one transmission has been in common developed Renault and Nissan [257].

As to researches, development and design, similar, that Renault has won from item Nissan in technology of hybrid cars, even if Nissan is far from were among leaders, and lags behind from Toyota and Honda, and in the technologies connected with reasonable system of transportation.

According to [258] Renault following the results of 2005 it is possible to allocate six basic achievements in co-production:

- Co-production of engines, transmissions and details;

- Use of possibilities Nissan for production of models Renault: assemblage Scenic at factory Nissan Cuernavaca and Clio in Aguascallientes and working out of design Platina on the basis of Clio;

- Use of base Nissan Teana for models SМ7 and SМ5, made Samsung Motors in Korea and other platform Nissan for SМ3;

- Co-production with General Motors in Latone (Great Britain) since 2001 and with Nissan in Barcelona (Spain) since 2003 of panel lorry Trafic/Primaster/Vivaro for Renault, Opel/Vauxhall and brands Nissan;

- Joint assemblage of automobile commercial cars at factory Renault in José's Dignity dos Pinas in Parana (Brazil): Renault Master, pickup Nissan Frontier, Nissan Xterra which also is sold in Argentina.

Market komplementarnosti, transferred above, basically are obvious. But, undoubtedly, there will pass a lot of time before they will bring real volume of possibilities:

- In the North America it is active only Nissan, and Renault for the present has no plan for returning to this difficult market where the company already came off second-best in the past twice;

- In Europe Nissan has already received profit through reproduction and rationalisation of local representations, but it already showed activity to partnership;

- In Asia: Renault still remains the small player in Japan and China.

Sales Nissan were slowed down and while are insignificant in Japan, also as well as in Europe. Not all occurs as on magic wand wave, there are complexities in reception of a share of the market and at an alliance. Actually, since 1999 its remarkable returning to the market of the North America was the most essential achievement Nissan. Data show, that growth in volume of production of an alliance is a merit of restoration of activity Nissan in the USA.

Return to the USA, has occurred owing to production of models Nissan, thanks to influence of the concept of style Renault, having reached the best sales. Returning Nissan to the North America has occurred owing to the plan of Revival of K.Gona. But an important point is at that, that Renault it is obliged by the returning to Mexico Nissan.

Comprehensive restoration of a network of sales [259] was one more contribution of an alliance:

- In Europe, in the end of 2005, approximately 2 800 basic dealers Renault and Nissan have been re-structured, 740 regional centres Renault and 600 Nissan from which approximately 380 are joint have been created;

- In Western Europe Renault co-ordinates import and distribution of models Nissan to Romania, and two local representations co-operate in Russia;

- In Central America importers Nissan Mexico and Nissan in Ecuador, the Ale El Salvador, Guatemala, Honduras and Panama supply activity Renault;

- In Asian-Pacific region Nissan sells cars Renault in Japan and imports them to Australia, Taiwan, Indonesia, Malaysia (together with TC Euro Cars, the local partner).

- In Southern Africa and in the Near East (Kuwait, Bahrain, Qatar, the United Arab Emirates and Oman) Nissan supports Renault;

- In the North Africa, for example Morocco, Renault, having acquired dealer Nissan, has taken in the lead items.

Since 2008 thanks to cooperation with avtovazom Alliance Renault-Nissan has got access to the huge consumer market, and also possibility to consider sale the Autovase in total amount of sales of the Alliance together with Renault and Nissan. Process of inclusion the Autovase in alliance structure is difficult enough process. At the initial stage the general audit of the company, an estimation of its capacities, a financial rating the Autovase was carried out, and also the Program of development of the company till 2020 »has been confirmed long-term«.

By 2012 of Autovases already without the state support has started to increase production that was promoted in many respects by start of the first joint project of alliance Renault-Nissan-АвтоВАЗ - in Tolyatti first line B0 on production of cars under mark of all three brands has been opened. Signing of the agreement on joint venture Alliance Rostec Auto B.V creation became the following step on a way inkorporirovanija the Autovase in alliance structure., to which has passed the control over avtovazom (a Fig. 13).

Fig. 13. Structure of alliance Renault - Nissan - Autovases to the middle of 2014.

For today of Autovases together with Renault-Nissan continues work on introduction of industrial system Alliance Production Way which should make essential impact on efficiency and productivity growth. This system includes system of fast reaction to quality problems in production, standardization of jobs, it is synchronised with inquiries of consumers. System Alliance Production Way will allow to achieve the Autovase of peak efficiency at use of all available resources, reducing costs and possible losses everywhere where it it is possible to reach.

Autovases continues reforming of system of purchases on the basis of experience and uniform procedures RNPO (the purchasing organisation of the Alliance), in particular it is planned: optimisation of base of suppliers, optimisation of volumes and frequency of orders and delivery, consolidation of volume of purchases with Renault and Nissan (an exchange of the prices, conditions...), optimisation of processes of purchases according to standards Renault-Nissan.

Special significance for the Autovase and an alliance as a whole has innovative development of the companies. With the purposes of long-range planning, increases of productivity, alignment of structure and approaches to innovations in the Alliance in 2012 have been started a number of actions which continue

281

To be realised on present time [281]:

- The structure of the plan of scientific researches and workings out has been changed: concepts search (with prospect in 10-15 years), predesign (within the limits of 5-10 years) and design (calculated for the term up to 5 years) are entered;

- Perfection of standard base and kompetentsy the staff involved in realisation of research and development is initiated;

- Work on attraction of leading high schools and the scientific organisations to working out and research and development realisation is conducted.

According to the president I.Komarova's Autovase [282] process of embedding of business processes in the international structure of the Alliance goes uneasy, but is effective: cooperation goes deep, the partnership became really strategic, after all partners have entrusted the Autovase that built decades. K.Gon also supports the further cooperation declaring, that «alliance Renault, Nissan and the Autovase is following logic step and opens the new chapter in already taken place partnership» [283].

3.3.

<< | >>
A source: DMITRIEVA DARYA MIHAJLOVNA. STRATEGIC ALLIANCES AS the FORM of the INTERNATIONAL ECONOMIC COMPLEMENTATION (on an example of strategic alliance Renault-Nissan-ÀâòîÂÀÇ). The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. St.-Petersburg - 2014. 2014

More on topic PRECONDITIONS of CREATION And PRINCIPLES of FUNCTIONING of STRATEGIC ALLIANCE RENAULT­ of nissan-autovases:

  1. DMITRIEV DARYA MIHAJLOVNA. STRATEGIC ALLIANCES AS the FORM of the INTERNATIONAL ECONOMIC COMPLEMENTATION (on an example of strategic alliance Renault-Nissan-АвтоВАЗ). The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. St.-Petersburg - 2014, 2014
  2. Methodical bases of management of the organisation as the subject of the international strategic alliance
  3. Methodical approaches to formation and management of chains of creation of value at integration of university into an alliance
  4. METODICHESIKE TOOLS OF STRATEGIC MANAGEMENT OF INTEGRATION OF UNIVERSITY INTO THE INTERNATIONAL EDUCATIONAL ALLIANCE
  5. Strategic business model and an evaluation procedure of organizational productivity of integration of university in the international educational alliance
  6. 2.4.1. The general principles of strategic management of high school
  7. 8. Principles of formation of a portfolio on the basis of strategic analysis OU.
  8. Principles of strategic planning and programming of development of mining complexes of local significance
  9. 3.1. Preconditions of creation of an international legal mode of space navigation
  10. preconditions to creation of boundary bodies in Russian empire. Their place and a role in machinery of state
  11. 3.1. Creation of preconditions for introduction and application of audit of efficiency in the Russian Federation
  12. Functions, principles and methods of strategic management of the noncommercial organisations in the conditions of crisis
  13. §2. Principles of the organisation and functioning of municipal service
  14. creation of the European regional courts of justice and their functioning on a constant basis
  15. Principles at the heart of Product creation
  16. Practice of Court of the European Union concerning creation and functioning of the uniform market of the electric power of EU
  17. § 2. Theoretical bases of creation and world practice of functioning SEZ
  18. § 2. Theoretical bases of creation and world practice of functioning SEZ
  19. § 2. Functioning principles rynkatruda at transition to new economy