How did Ghosn rejuvenate Renault?

After two years of sluggish growth, after six months of "2009 commitment", Renault-Nissan alliance CEO Ghosn began to take a strong shot. This iron bowl manager

After almost one-fifth of Renault’s previous high-level cleaning or expulsion, he let go of his transformation in “NISSAN” style. Seven years ago, Ghosn had tried once in the fortified Japan, this time. Ghosn only moved the command of the massacre from Ginza, Tokyo, seven years ago to the banks of the Seine in Paris.

Whether it was the sloppy French people who were used to being shocked or Ghosn really amazing, Ghosn's results obviously played a role. In the first half of the sluggish period, Renault began a strong revival from the second half of this year. Renault Motors announced at the Frankfurt Motor Show that it had brewed for many years - a whole new generation of Laguna, but not one. The good news is that the Dongfeng Renault Automobile Cooperation Project signed in 2005 is still not showing signs of starting. If Renault Automotive really wants to completely rejuvenate through the development of emerging markets, missing the fast-growing Chinese market is a fatal blow for Ghosn and Renault.

In addition, for Ghosn, testing whether a manager is brilliant not only depends on how he climbs the summit, but also depends on whether he is decent or not. In general, the glorious car wizards like Sloan, Toyota Shoichiro, and old Ford have become rarer and rarer. Two vivid examples are: Although the rescue of Chrysler is in the water, but Ekka's departure in the late 90's made him lose most of his brilliance; Ford's legendary CEO Nasser in the late 90s made Ford in 1999. The peak reached by the car is still an unattainable peak in the auto industry so far, but the Visteon Tyre incident caused the Australian prodigy to fall from heaven to hell within six months, and never to be seen.

So, Ghosn? His eight years in NISSAN have proved his miracle, but if he can successfully enter the automobile hall, the reform of Renault will be the best opportunity! This does not, in order to prove that he is the best car manager of the decade, he lifted the butcher knife without mercy!

Relieved data

Do not know if Ghosn had known until the 13th that the official sales of Renault vehicles in the world rose sharply from July to August, and the launch of Renault’s 2007 Frankfurt Motor Show starting at 5:00 PM (German time) on the 10th. Ghosn on the look very confident, after Renault’s continued sluggish sales and declining profits, the smile was almost condensed on Ghosn's face.

Returning to the data released on the 13th to let Gonense breath, after a sluggish year and a half year, the European second-largest car company car company released data show that under the help of new models, Renault Automobile In the beginning of global growth recovery, in July and August, Renault’s global sales increased by more than 10% year-on-year to 11.4%. This is the first time Renault Motors has resumed its growth after a one-and-a-half year-long cataclysmic decline.

Taking a closer look at this detailed data, Renault’s brand sales grew by 9.1%, Dacia increased by 34.1%, Renault Samsung’s growth by 12.2%, and the Renault Renault brand’s growth was almost modest at 90%. In addition, in the regional market, Reynolds sales in July-August accounted for 29.6% in markets outside Europe. Renault’s traditional strengths in the European market increased only by a poor 1.9%. Renault’s brand growth was almost non-existent. The Chia brand has achieved a strong 87.6% increase.

Despite strong growth in the second half of the year, Renault’s market share in Europe continues to decline to 8.6%, continuing to surrender aggressive Volkswagen. In the European market, Volkswagen, Fiat, and BMW have begun a strong pace of growth. The two French companies, PSA and Renault, and the superb Mercedes-Benz brand for many years have continued to remain sluggish. The European structure has only been happening in just two years. Earth-shaking changes.

In 2004, Renault’s market share in Europe remained high at 10.8% vs. 9.7% for Volkswagen. But just two years later, Volkswagen replaced the Renault car, which had been boss for almost eight years, with 11.2% vs. 8.7%.

So, despite the resumption of growth, Renault’s road is still difficult and tortuous. However, Ghosn is satisfied that the performance indicators in the first half of this year still exceed the expectations of the beginning of this year. Ghosn is leading the renewed Renault automotive team to the difficult goal of “2009 promise”.

Unbearable 2006

After carefully reviewing the pace of Ghosn after serving as Renault CEO in mid-2005, after Renault Motors reached its peak in 2004 and 2005, Renault Motors in 2006 ushered in a dismal year. Let's take a closer look at Renault’s products. In terms of composition, in the 2.5 million or so sales, Renault’s car mainly depends on the following products: in terms of sales volume: Megane (70-800,000 units), Clio (300,000-400,000 units), Modus (15 to 200,000), logan (20 to 250,000), kangoo (10 to 150,000), Laguna (10 to 150,000), and 300,000 light trucks. The first five models accounted for more than 65% of Renault's total sales.

The biggest culprit for Renault’s declining sales in the last two years is that Megane’s products have been declining too quickly. In Renault’s sales of around 2.5 million vehicles, Megan has provided about 25% of sales and contributed more than 75% of profits. The importance of Megane can be imagined. However, Megane fell by nearly 20% in 2006, and Renault’s sales and profitability were conceivable. However, this Renault automobile fist model that began to change in 2002 has reached an impressive annual sales of 800,000 vehicles in 2005. In 2006, it suddenly suffered from Waterloo, and its sales dropped sharply to 650,000 vehicles, which fell by more than 18.5%. This is not a fatal blow. Among the top five models, except for Clio, which has remained stable after the replacement, Modus, Laguna, and Twingo have all fallen. Although Logan has enjoyed a strong increase, this model does not make money. Can not bring enough to make up for Megana's profit loss.

What's worse, the old generation of Laguna, which was launched in 2000, is also swiftly declining. In 2004, Laguna still sold more than 140,000 units of Toyota Avensis with 160,000 units. In 2005, it also barely sold more than 110,000 units. 2006 The year dropped to 73,000 vehicles. As the flagship of Renault, Laguna's general trend has shown that Renault needs a real revolution.

However, despite being unbearable in 2006, Renault Motors began to embrace a completely new revolution in 2007. In the afternoon of the Frankfurt Motor Show, Carlos Ghosn lamented over 500 journalists from all over the world: Renault’s toughest days are over, and Renault will launch several new cars in the second half of next year, including the new Renault. The flagship high-end car Laguna will begin sales in the European market in October.

Ghosn's Butcher Knife

Renault’s headquarter on the Seine side has now changed its style because Ghosn has raised a butcher’s knife. According to statistics, almost 20% of the different levels of management have already left Renault quickly. Renault, a familiar Comrade Dai Baile, the president of Automotive Asia Pacific, has left Renault and went to a rowing company for a long time.

This situation is similar to NISSAN many years ago. However, when Ghosn announced the NISSAN Revitalization Plan, the hard-working Japanese chose to fight with Ghosn. When Ghosn moved the Nissan North American headquarters from the bustling of California last year, After the birdless western rural area, almost half of the rice people and Nissan and Ghosn said "88."

Fortunately, the Frenchman's situation is between the scattered Americans and the dedicated Japanese, but this is for the French who go to work at 9 o'clock in the morning, get off work at 5 o'clock, and then go home to romantic evenings with lover, family and strangers. It is a challenge, because people who are accustomed to slow work and enjoyment of the French will have to make great efforts if they want to follow Ghosn to achieve great ideals.

In the entire process of the “Renault Exploration Tour” by five journalists in China, we had a comprehensive visit to the Renault Automotive Technology Center, the Renault F1 Engine Design Center, and the Renault’s suburban testing ground. The change that Ghos brought to Renault after two years of office was so remarkable.

Renault’s people said to me, “For less than two years, Renault is no longer like a French company.” This is an interesting fact. Also a French company, PSA Peugeot Citroën is still at least a very pure The French company, for example, in July and August of this year, the Hafei Motors who had been negotiating with the PSA for the details of the joint venture, were surprised to find that all the French negotiators were making bird droppings, turning off the mobile phone and MSN, Mail and all the things that could be contacted. , near Provence, far to the South American continent to enjoy a long vacation.

But this is almost unimaginable at Renault. Ghosn's butcher's knife is cut to one department after another. Ghosn demanded that Renault's French be accustomed to using numbers instead of romantic thinking. So, this is why Renault’s sales revenue fell by almost 5% in the first half of this year, profits increased by 2.5%, and profit margins also rose from the poor 1% of last year to 2.6%. Ghosn’s iron bowl pushed the French crowd out. Do not know how much coffee and dating time to contribute a little bit of profit for Renault.

Ming gambling Laguna Darkness Megane

As the first of the "Renault 2009 Commitment" released by Ghosn in February this year, Renault has promised to ensure that the new Laguna will rank among the top three in its class in product and service quality, but this is undoubtedly a glorious and difficult one. Task.

In the current western European market, the Volkswagen Passat B6, Opel Weida, and Ford Mondeo occupy the top three of the new cars of the same grade in Laguna. Among them, the highest-selling Passat sales are stable at between 300,000 and 350,000 units. The fourth is Toyota Avensis. The previous generation of Laguna was downgraded to less than 100,000 units in 2006 due to the aging of its products. It was only ranked fifth in its class.
Laguna's mid-to-high-end car market is a fierce market. The new Passat, which was listed on the market in 2005, is in full bloom. The monthly sales have climbed to 350,000, and Opel's Weida has not shown any signs of recession. Mondeo, which was listed on May last year, changed the decadence of the second-generation Mondeo and began to increase at a rate of around 30%. The monthly sales volume has reached around 15,000 units. Even if it is not Toyota's Avenis, Laguna's pressure can be imagined. . Therefore, even confident Ghosn, only in the "2009 Renault commitment" carefully stated that to ensure that Laguna in quality and performance to maintain the top three in its class, did not dare to mention the top three sales target. But with Ghosn’s character, Laguna’s “2009 Renault Promise” has fallen by half if sales cannot approach the top three.

Of course, my confidence in Laguna is still enough. After visiting the Renault Automotive Technology Center and subsequent test drive tours throughout the “Reno Exploration Tour”, the models that are highly hoped for by Ghosn and Renault are still quite With admiration, the new generation of Laguna's exterior fashion is elegant, and as always, it retains a strong French car style. However, in the process of driving this new car, she still feels that her comfort, power performance and noise control have reached new levels. the height of.

Regarding the grand "2009 Renault Promise" plan, Ghosn said brightly that Laguna had high hopes, but in reality, Renault's revitalization plan is more time to look at Megan's performance that will begin next year. Laguna's launch this year is only Ghosn wants to show the world that Renault's determination to build high quality cars, but it is really necessary to provide stable profits and sales for Renault Motors. Megan, who holds 25% of Renault's car sales, will be the key.

Therefore, from a strategic point of view, Ghosn ostensibly gambled Laguna, the darkness of Megane, and Megan, which was launched in 2002, was not unexpected. From 2008, he will gradually enter the Megan III era. , This is a decisive model, also in line with Renault's "2009 promise" timetable. Megana, which will be launched next year, is expected to be less stable than in 2009, plus the fact that the 2005 Clio III is still in full bloom. With the Logan, a low-priced car that started selling in 2004 all over the world, Renault Motors 2009 will usher in a peak period of normal circulation. However, once Megan III was inadvertent, Renault’s “2009 Promise” sales increased by 800,000 units, and the plan to achieve a profit rate of 6% was very difficult.

By the way, there is another news: The entire new generation of Laguna will be imported into the Chinese market next year with imported cars. Since Renault Automobile's imported car business fell into a slump in 2004, its development speed has been very rapid in the past three years. In 2006, the number of imported cars reached more than 3,000, which is more than six times that of 2004. Another major reason why Laguna had to land in China as an importer is that the Dongfeng Renault sedan joint venture project is still hopelessly launched.

Imagine unlimited Renault-Nissan cooperation

On September 6, Renault Motors and Nissan Motors announced that they will set up a technology and business center in Chennai, India, which will be officially opened in 2008. This is just a small incident in the recent Renault-Nissan Alliance's frequent actions. Renault from last year After Nissan and Nissan joined forces to announce that they will establish a factory in India, Renault-Nissan, which originally planned to achieve a common production base in China, has begun to realize in India.
The relationship between Renault and Nissan is not just as simple as Renault's 44.4% stake in Nissan. From the first day of its establishment, Renault and Nissan, both of which are also ranked second in Europe and Japan, have started the same platform products. Construction. According to the Renault-Nissan plan, there will be 11 sharing platforms in the alliance. Laguna and the current Nissan Scorpio-class models will share engine and other core components.

Since 2005, Renault-Nissan has begun to implement the design and product joint development mechanism on the C platform. Renault’s Megane and Small Landscape have already achieved a shared platform with Nissan’s TIIDA. Subsequently, Renault’s new generation of vehicles Platform B not only produced new Clio III, Kangoo, Modus, but also the new Micra from Nissan.

Renault’s product manager, VP, told us in an interview at the Frankfurt Auto Show’s reception that not only the B platform and the C platform, Renault Motors will continue to cooperate with Nissan on the higher level D and E platforms in the future.

In addition to the product platform, Renault-Nissan also continues to strengthen its cooperation with key assemblies. In terms of the most important power systems, after Renault Megane, landscape, Laguna, Vesaidi, Nissan's Qashqai and X-Trail all adopt the same 2.0 engine, there will be a new V6 diesel engine and 1.5dCi. And the gasoline engine enters the common market of both sides.

In addition to the beginning of product design integration, Renault and Nissan will focus on different regional markets in terms of global division of labor. For example, in Europe, especially in Central and Eastern Europe, the Renault brand appears. In the Asian market, Nissan will play more roles. Therefore, in Asia, the largest regional market in Asia, Xintiandi will carry the same power system as Xin Laguna and will be listed next year.

Therefore, the future cooperation of Renault-Nissan Automobile is imaginatively unlimited, but it is still a distant dream for Laguna and Megane and other ace models to truly settle in China.

Sad Dongfeng Cooperation Project

If there is any regret in the world, Ghosn does not know whether he will regret having signed a cooperation framework agreement with Dongfeng at the end of 2004. The cooperation agreement signed in 2004 was suspended at the end of 2005 because Dongfeng insisted on selecting the production site for Wuhan, even though Ghos, who is proficient in the four languages, has always failed to understand why Chinese bureaucrats and entrepreneurs must always put political interests above the commercial interests. The warm autumn winds that swam freely on the Seine for many times cannot restore their firm thinking.

“The Dongfeng Renault project is still in a suspended state and it is suitable to restart. It is still uncertain.” Yesterday, Renault Motor’s source stated that “In the short term, the Dongfeng Renault project is unlikely to start.”

Of course, the hardline Ghosn will certainly not be overwhelmed. Since last year, Renault Motors has begun to shift its focus on Asian strategy to India and South Korea due to the delay in making progress in cooperation projects with Dongfeng. Renault-Nissan Alliance CEO Ghosn started drastically integrating bloated and inefficient Renault vehicles. Due to the overall downturn in the Asia-Pacific market, Renault has now canceled its original configuration in the Asia Pacific region and merged it with Africa to become an Asian-African region. . In this regional market, Renault Motors has shifted its focus to South Korea and India due to the Dongfeng Renault project's reluctance to be excessively affected by Dongfeng Motor. In emerging markets, Logan’s launch in Iran marks Renault’s capture of the largest regional market in the Middle East. In India, Renault’s design center in Mumbai is already in operation, which will also become Renault’s fifth global design center.

However, there are indications that Renault will use the basis of South Korea's Samsung Renault to enter the Chinese market, combined with Nissan's global sharing platform, will provide cost advantages for Renault, the Chinese market's latecomers. After all, RNPO (Reynolds-Nissan Purchasing Agency) is responsible for 83% of the Union's procurement business, including powertrain components for all vehicles. This will become Renault’s ultimate support for China.

In fact, before the Chinese market could not be domestically produced, Renault had two choices. On the one hand, it used the power of South Korea’s Renault Samsung to gradually try to develop a model suitable for Asian consumers. On the other hand, it puts small cars that it is good at producing in India. To open up markets in Southeast Asia. Once the Chinese project is relaunched, the experience of India and South Korea can immediately play a role.
View related topics: Dongfeng Renault project tracking report

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