Prepared by: Valeria Kostyan Ekaterina Sopova Ekaterina Efimova

 Executive summary  Answers to case questions  Conclusion and lessons

 “Freeze” agreement on March 16, 1999  Product development  Brand image vis-a-vis customers  Free capital resources from non-strategic, no- core assets  Increased investments

 New production lines  Improvement of manufacturing position  Increase of capacity utilization  $109 billion in sales, $4 billion in net profit

 Weak industry players  Daimler-Chrysler’s failure

 Boundary-spanning leadership  Company-wide building blocks  The Nissan Revival Plan  Building glue between Nissan and Renault  Communication rituals  Cross-boundary rotations

 Increase in operating margin  Restored allure to Nissan tarnished brand image vis-a vis the customers  Additional research and development investment  Conquered the U.S. market, 1/3 of Nissan sales

 Cultural and corporate differences  Functional boundaries

 22 entirely new car models  Innovative car model produced in Brazil  Company-wide building blocks  Cross-functional teams  Nomination Advisory Committee  Producing Renault cars in Nissan plants

 LCV leader in Western Europe, 14.4% share of market  New vehicles  International expansion, broader brand portfolio  Global Supply Chain Organization (GSCO) in 2008

 Global brand image  Focuses on China and Russia, 5% market share  New markets in India and Brazil  Aggressive planning strategy

 Importance of a strong ”common glue”  Don not try to be an alliance of equals  Create the environment of genuine trust, mutual loyalty, reciprocity, and low-risk