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Renault-Nissan CEO Carlos Ghosn has high ambitions for the French-Japanese carmaking alliance. His aim is to "install Renault-Nissan as one of the top three global automakers," Ghosn told shareholders at Renault's annual meeting in April.

Ghosn is counting on a rebound at Renault, where key products will be renewed over the next three years, as well as growth in markets such as China and Russia to help turn his vision into reality. The alliance is entering a "new phase of acceleration," he told shareholders, who renewed his CEO mandate until 2018.

Renault-Nissan says the alliance's global vehicle sales rose 2 percent to a record 8.3 million last year. That puts Renault-Nissan fourth in worldwide volume and leaves the alliance with a long way to go to catch the top three. Toyota's 2013 worldwide sales totaled 9.98 million, Volkswagen's were 9.73 million and General Motors' totaled 9.71 million, Bloomberg has reported. Toyota, VW and GM all aim to sell 10 million units or more this year.

But analysts say Ghosn's goal may be realistic.

"Breaking into the top three by 2020 is feasible. Look at Volkswagen. Who would have expected them to be where they are now 10 years ago?" said Rabih Freiha, lead analyst on Renault at equity researcher Exane BNP Paribas. Freiha said Nissan, which has added a lot of capacity, will help increase volume and Infiniti's expansion will be significant.

"As a group, they will reach levels that will allow them to compete with the top three. But whether they break into the top three or not is not really a priority since what matters most is profits and not volumes."

IHS Automotive analyst Ian Fletcher said Renault-Nissan will continue to gain on rivals over the next five years because its vehicle sales are expected to rise at a faster rate than GM's and Toyota's.

IHS forecasts that alliance sales will rise to 9.5 million vehicles by 2020. Ghosn told shareholders that volume growth will not come at the expense of profitability. He aims to increase Renault's operating profit margin to 5 percent in 2017 from 3 percent last year. Last month, he said Nissan targets an 8 percent margin by 2017, up from 5 percent last year.

Boosting synergies between Renault and Nissan is key to Ghosn's vision of increasing volume without causing costs to soar. In March, Ghosn announced the deepest moves to date to integrate the two companies. The alliance is combining four key areas -- engineering, manufacturing, purchasing and human resources -- under a new team of managers with Japanese executives from Nissan leading engineering and manufacturing while Renault executives will head purchasing and human resources.

Ghosn has been criticized for not pushing the two automakers to integrate more during their 15-year alliance, but industry watchers say that takes time.

"It took 25 years for Peugeot and Citroen to complete their merger after Peugeot purchased Citroen. It is going to take 20 years for Fiat to fully integrate Chrysler," said Deutsche Bank analyst Gaetan Toulemonde.

Ghosn outlined other key strategies at the April 30 annual meeting in Paris:

• Positioning Renault as Europe's No. 2 brand by sales.

• Reinforcing Renault's position as the world's biggest and best-known French automaker.

Renault is Europe's No. 4 brand by volume with sales in the European Union and European Free Trade Association markets of 291,220 vehicles in the first four months. Ahead of Renault were VW brand (541,148), Ford (366,332) and Opel/Vauxhall (299,862).


Carlos Ghosn wants Renault-Nissan to be a top-three global automaker, but he vows that volume growth will not come at the expense of profitability.

Photo credit: BLOOMBERG

A key part of Ghosn's vision to become a top three global automaker rests on success in markets such as China and Russia. China, Nissan's biggest market, accounts for a quarter of the Japanese automaker's sales. The alliance will soon gain full control of Russia's AvtoVAZ, which builds Lada, the country's top-selling brand. In China, Renault will begin making crossovers in 2016 in a new joint-venture plant with Dongfeng Motor, which is Nissan's partner. The plant will have initial annual production capacity of 150,000 vehicles, with the potential for 300,000.

In 2007, AvtoVAZ surprised many when it rejected General Motors and Fiat in favor of Renault-Nissan as a strategic partner. Ghosn's bet on Russia has yet to yield substantial results. With the downturn of the Russian market, which was once forecast to overtake Germany as Europe's largest as early as this year, the alliance's investments to modernize the outdated Lada brand and improve its huge Communist-era factory in Togliatti seem a bad move. But Ghosn, who is AvtoVAZ chairman, takes a long-term view, encouraged by Russia's growing middle class, low car density and an aging fleet.

"I'm bullish on the market. I recognize the fact the market declined last year and will probably decline this year, but when we invest we engage not for this year but five, 10, 20 years down the road," he said in April in Moscow.

Analysts see the recruitment of former GM purchasing chief Bo Andersson as AvtoVAZ CEO as a good move. Andersson, a tough cost-cutter, is credited with turning around Russian bus and truck maker GAZ.

Ghosn said in Moscow that the Renault-Nissan-AvtoVAZ alliance aims to take a 40 percent market share in Russia, although he did not give a time frame. Renault, Nissan and AvtoVAZ have a combined share of 32 percent.


Andersson: Cost cutter

The outlook for Ghosn's other big bet -- on electric vehicles -- may not be so positive as rivals such as Volkswagen, which has said it aims to be the global No. 1 in electromobility, and BMW, which is rolling out its i3 battery-powered compact car, push into the niche. Renault has said that the alliance will not meet its goal of selling 1.5 million EVs globally by 2016.

Exane BNP Paribas' Freiha believes the Renault Zoe subcompact, which was supposed to be the brand's breakthrough, big-selling EV, will continue to struggle because it is sold only in Europe.

Expanding the alliance's portfolio of low-cost cars with Datsun's revival is another of Ghosn's growth pillars. Renault's no-frills Dacia brand has been a success in Europe with its market share reaching 2.7 percent in the EU and EFTA markets after four months, equal to Kia's and higher than Seat's 2.3 percent share.



Ghosn e' uno dei più potenti ceo del mondo dell'auto, Reanult-Nissan e' il quarto gruppo mondiale dietro a Toyota, Gm e vw ma davanti a Hyundai-Kia e Ford.
A causa di motivi politici ( lo stato francese ndr) non potrà avvenire una fusione completa tra la società nipponica e quella francese ma il desiderio di essere tra i grandi rimane e in questi ultimi mesi ci sono stati molto cambiamenti per attrezzare la crescita.
Molto rimane da fare in casa Renault, la Dacia e' un vero trionfo ma il vero marchio Renault e' molto debole, la scommessa sulle elettriche e' un flop mentre la tentata offensiva nel segmento D con laguna e Koleos e' stata un disastro. In più Ghosn deve stare molto attento con la Lada dove il ruolo del governo russo e' ancora pesantissimo e c'è il rischio che diventi una palla al piede per il gruppo.
Al contrario Nissan va benissimo ( con margini più bassi dei target) e la Datsun sta avendo una buona partenza nei primi mercati ( Indonesia, India e Russia).


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