静夜思(赠友人)
作者: 爱尔兰UCD 赖小琪
静夜,
你倚窗而凝望.
孤星零光,
折射不出昔日的辉煌.
一杯清茶,
袅袅幽香,
如何将往事淡忘?
走不出的世界,
唯有黯自神伤.
镜中的你,
风采如常,
只是眉眸之间,
多了一丝淡淡的惆怅.
是怎样的漂泊流浪,
让你如此经老沧桑?
是怎样的生活历练,
让你如此沉稳不慌?
不慌? 不慌?
一个情字,
却让你撕心断肠.
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Renault-Nissan
Renault is known as the second largest automobile maker in France. In 1999, Renault injected 5 billion dollars to acquire 37% of Nissan’s equity. At that time, Nissan was undergoing a faded brand, awesome debt loads and an uncertain future.
Carlos Ghosn, an executive from Renault was appointed as the chief operating officer of Nissan in 2000 and later as CEO in 2001. After taking office, Ghosn adopted several strategies to turn the declining Nissan round to growing profitability.
First of all, facing the fact that 43 of the 46 models in Nissan were unprofitable in Japan, Gohsn ruled that no new model would be developed unless it made money. Meantime, since 2000, Ghosn shut down 5 plants in Japan and reduced the 21, 000 work force. These measures had tremendously lowered the costs of the company’s daily operations. Moreover, Ghosn shifted more production of new models to the United States to enlarge its market share in the U.S to achieve a wider source of profits.
Secondly, Ghosn was well versed in balancing the needs for radical strategic changes and the respect for Nissan’s identity and the self-esteem of its employees. As we all know, Renault and Nissan enjoyed totally different corporate cultures stemming from their home countries. Therefore, it was vital for Ghosn to consider Nissan’s Japanese corporate culture when making strategic decisions and changes. Otherwise, the total French-featured management would probably undermine the Japanese employees’ morale and work efficiency. However, when it came to some fundamental issues that needed to be tackled, Ghosn insisted on his own stance and would not back down regardless of all the criticisms from the employees. For instance, he ditched the time-honored seniority system in Nissan and installed a performance-based promotion system, which formed a brand-new culture in Nissan that could substantially boost the employees’ motivation to work.
Thirdly, Ghosn created 9 cross-functional teams involving 500 Nissan managers. As a saying goes created by myself, no one knows China than Chinese themselves. The Japanese managers in Nissan had a better and deeper understanding of the company and the local market than Ghosn and other French managers. They knew the key problems that plagued the company and could make practical recommendations and effective implementations that helped the company revive.
Last but not least, in 2002, Renault and Nissan set up a 50/50 joint venture in Netherlands. The joint venture manages two joint companies: Renault-Nissan Purchasing Organization and Renault-Nissan Information Services. Particularly, the Renault-Nissan Purchasing Organization had covered 83% of all Renault and Nissan purchases, leveraging the significant purchasing power of the combined group.
With all these bold and effective measures, Renault and Nissan group has achieved dramatic performance. The group, moving from selling less than 5 million vehicles in 1999 to more than 6 million in 2007, surged to become the world’s largest automobile group in terms of volume. Also, the share prices of both companies had soared substantially since 1999, much more than their counterparts in France and Japan. |
