ルノー・日産BV（RNBV）はアライアンスの戦略やルノーと日産が共同で行うすべての活動を監督するために設立された50対50の合弁会社である。取締役会を控え、経営幹部は今後困難な課題に直面すると考えた。製造と販売拡大の面で、追加的な節約やシナジーをどこまで実現できるのか？企業文化や国の文化、職種機能、地域の差異を越えて社員が協働することで浮き彫りとなった問題にRNBVの取締役会はいかに対処すべきか？ 最終的に、両社はアライアンスを深化することと「それぞれのアイデンティティや文化が尊重され、日常の事業運営に対して干渉することはない」ことのバランスをとることができるのであろうか？ On Wednesday, May 29, 2002, the board of directors of Renault-Nissan BV (RNBV) met for the first time to discuss the state of the alliance between Renault SA and Nissan Motors-two of the world's largest automakers. RNBV was a 50/50 joint venture company established in March of that year to oversee the strategy of the alliance and all activities undertaken jointly by Renault and Nissan. The new company would "steer alliance strategy and supervise common activities on a global level, while respecting the identity and culture of each company and not interfering in operations." Executives at both companies believed much had been accomplished in the first three years of the alliance. Nissan, under Carlos Ghosn's leadership, had improved its finances dramatically and was rapidly reemerging as a major player in the global auto industry. Moreover, the alliance partners were in line with their initial forecast of $3.3 billion in cost savings and synergies promised by 2002, according to their internal reporting. As the board prepared to meet, Louis Schweitzer and Ghosn believed the alliance faced difficult challenges ahead. To what extent would the two companies be able to realize further savings and synergies, particularly in the areas of manufacturing and additional sales? How should the RNBV board address issues that had surfaced as employees of the two firms worked together across disparate corporate and national cultures, functions, and geographies? Ultimately, would the two firms be able to strike a balance between deepening their alliance while "respecting the identity and culture of each company and not interfering in operations?"

【書誌情報】

ページ数：26ページ

サイズ：A4

商品番号：HBSP-308J02

発行日：2003/5/9

登録日：2020/3/3