Nissan

As we known Nissan is a Japanese brand name, which is famous of their high quality in electronic and enduring products. In SWOT analysis we can see how Nissan business goes and how they look in customer view. Strength: Strong Research and Development: Nissan is also known for its engineering, development directed towards performance improvement, safety, customer satisfaction, and development of new and innovation products. The company allocates significant resources to its Research and Develop operating in 65 engineering and Research & Development centers around the world.

Nissan is one of the most popular automobile brand names, which having a high global reach and they have over 1. 5 million employees globally in the world. Nissan is like a pioneer in the electric car segment having its global presence and in electronic car Nissan has proved to customer and other automobile that it’s really challenge to compare to their brand name base on their quality and technology they have. As globalization Nissan has manufacturing locations in Japan, India, Brazil, Spain, Thailand, USA, Malaysia and others countries. Therefore, Nissan production output capacity can manufacture around 4 million units.

Nissan’ brand was the fastest growing automotive brand name in 2012; Nissan’s brand was the fastest growing automotive brand in 2012, according to Interbrand. Its value rose by 30% to nearly $5 billion and became the 73rd most valuable brand in the world. However, Nissan claim this reward from Interband is from their top car seller: Teana, Leaf, Altima, Versa all of these models targeted to young generation and economic family. From this target and price they have given with their quality they have attract more customer to use their brand name. Weakness:

Declining reputation due to product recall: Nissan recalled a number of cars recently due to safety problem in November 2010. It recalled 604,500 vehicles due to faulty steering shaft and battery defects. More than 300,000 frontier pick-up trucks and more than 280,000 Xterra SUV were also recalled due to faulty steering shaft. About 20,000, Sentra units were also recalled to battery defects. In October 2010, there are 830,000 units of nine models were recalled due to problems in engine control switches. Significant product recalls negatively impacts the consumer confidence in Nissan’s roducts and brand image (Datamonitor, 2011) Although Nissan recalls comparably less cars than its competitors do, such situation still hurts firm’s brand reputation and customers loyalty.

Secondly, Nissan weakness is unclear brand. Despite long history in the automotive industry, Nissan is rarely considered as a strong brand. They are notion as unclear marketing strategies and brand development initiatives that it has implemented in the recent years. Despite efforts to compete and re-design its brand, the brand struggled in anonymity and settled in becoming a “generic Japanese brand”.

Even for Nissan’s corporate group, it is not where Nissan stands. Lack of experience in diesel technology: till this moment, diesel vehicles sold has been increase a lot compare to 2006 with 0. 4% vehicles. In contrast, diesel is very popular and its share in the overall sales has been increasing. In the end of 1th January, 2006 the number of diesel cars sold increased by 7. 5% and many people believe that the diesel market will account more than 80% of total vehicles sales in Europe by the end of 2008. Diesel technology has been proving significantly over the past few years because of reducing emission, fuel consumption and cost.

Japan (Nissan’s home country) has a low demand for diesel engines and this causes Nissan lack of experience in produce diesel technology than its competitive. Opportunities: After Nissan Leaf release shares at the Tokyo Stock Exchange was up 5. 4% to 726 yen, the highest level from 29-9 last year. CEO of Nissan, Carlos Ghosn, said electric cars could account for 10% of global car sales by 2020 and not utility-emission electric vehicle can offset its weakness is limited to distances traveled. But Mr. Koichi Nishi, equity strategist of Nikko Cordial Securities Inc. Said investors scrambling to jump into the car after the Nissan widely awaited debut.

“The product meets its commitment to environmentally friendly is always encouraging,” said Koichi said. As the increase of greenhouse affect the demand for environmental friendly vehicles also increase. Vehicles have been a major factor in intensifying greenhouse effect by discards a large quantities of CO2 and heavily polluting air. Government and customer are being aware of this negative impact and USA has given a lot of concessionaries to people who buy friendly environmental vehicles that discard less CO2.

Nissan has done well in experience of creating strategic parnerships that bring new capabilities, technology, and synergy to the firm. In this situation, many firms find ways to cut the costs. However, Nissan need to establish more partnerships, alliances, and benefit from the advantages that come with them The increasing of fuel and price is one of the most factors that Nissan like: From few years ago, Nissan has favoring fuel-efficient cars with hybrid, hydrogen or electric engines which will save money and more friendly with environmental.

The increasing fuel price would have a lot of benefit for Nissan because it encourages customers to buy such electronic cars and Nissan is already in its position to offer many car models with friendly environment engines. Threat: Sometimes, the decreasing of fuel price also has a real big effect to the sale of electronic or hybrid car. And the possible of drop of fuel price is much high when technology getting more improves and more shale gas fuels will be extracted. So for this reason, hybrid, electric and hydrogen vehicles may become less attractive to consumers.

However, most of Nissan profits come from other countries and after Japan Tsunami the exchange rate of Yen compare to other countries exchange rate has fall down and it also lead to the decrease of revenue Nissan earn. The competition between Nissan and others automotive companies will intensify in the future. Hyundai, Honda, Toyota and other car producer competitive will have to introduce new models faster and compete more on the price, quality, and design to 1 target, which can satisfy customers need and wants can earn more profits.

As the economic rising of China there are a lot of things have been affected and Nissan sell quantity also being effect. For a year, the price of steel used to produce car has increased about 30% (London Metal Exchange, 2006). Nissan has founded their own step to reduce the effect of rising steel prices. In 2000, Nissan began using hot dip zinc coated steel and converted to less expensive steel in 2002, which saved about $16 million per year (Nissan Motor Co. , 2004).

In Conclusion, Nissan have its good and bad side. They need to keep their goods and improve what they miss in market. We can see that many people leave their hope in Nissan Leaf world first electronic car and this car will build up a new face for Nissan like Mercesbenz, Audi, BWM is world’s most famous luxury car and if Nissan focus on Nissan Leaf project to produce a better technology on Nissan Leaf. Improving the strong of brand name also very important because it’s what customer believes in Nissan brand name. Nissan need to define their one target in the market like other brand name.

Good communication skills can help a manager successfully delegate responsibility to subordinates. It is a process of good thing that spreads the workload, rewards subordinates with decision making power, develop subordinates capabilities and allow decision to be made. By practicing delegation process, an organization can do achieve their set of goal. Nissan, a renowned Japanese automaker is the best example of practicing delegation. From the case study “Too much delegation at Nissan”, we have got some findings that how Carlos Ghosn, CEO of Nissan, did apply to get success by practicing delegation.

Question 1: What are some advantages that Carlos Ghosn can expect to obtain from retaining decision-making authority at the CEO level? What are some potential pitfalls that he must be aware of? Answer : Carlos Ghosn, CEO of Nissan joined in 1999. Nissan, Japanese automakers vehicle that is 44% own of second largest car company in Japan namely Renault. Before joining Carlos, Nissan was near bankruptcy. They had unappealing models, low market share and declining profitability. At this crucial moment, Carlos took responsibility in Nissan to safe its sink.

Skilled Carlos think “what people think about him and which approach should apply? ”. He did not apply traditional approach even he did not convince the people. Ghosn laid off employees who acted as advisors but had no operational authority. He consulted his subordinates, then made decision own. He hired hot designer from rival firms and gave them authority over new product development resulting slew of innovative, award winning designs such as the Xterra and the updated stylish new altima.

As a CEO, Carlos can expect to obtain from his subordinates- To get more work following a team based work – To help him burden by doing major portion of the organizations work. – Designer will do provide high range car design. – To solve any existing problem and innovate of new idea. – Subordinates will operate and monitor all about operational activities. As Carlos, got all type of supported from his subordinates, He did able to revive new model. Although he had aware of some pit falls. – Actually, he did follow boldness and risky approach where as all other Nissan Manager followed Caution and slowness.

As cost cutting approach had lead to success all other divisions of Renault, Carlos did reduces expenses. – And most important his hidden inspiration. He inspired the designer hired from china for their special design. Upon his successful guide and delegation, Nissan profits and sales are up substantially. With eight new models in 2003 and four more in 2004. Nissan has the potential to surpass Toyota currently number one automaker in Japan and the innovation is continue. Question 2: Give at least three example of decisions that can be most effectively made with a decentralized process.

Give at least three examples of decisions that can be most effectively made with a decentralized process. Do not use example from the case above. Explain your choices. Answer : Decentralization and its example: Decentralization refers that, decision making is not only restricted to top management. Decision are also made by lower level employees because they are more towards the action of performance. They can quickly solve the problem and more people are involved in giving decision. Decentralization make employees feel that organization is trusting on them and giving right to make decision.

Example 1: As the company X is suffering from loss for two years, the employee concluded that as the company is closed for 5 to 6 days per month in a year due to strikes in country, productivity is low. So to achieve the productivity, employee will do over time. Example 2: Franchise company like KFC, control most product development and marketing strategy at the top, but they give franchise owners a great deal of independence in running their individual stores. Franchise owners make staffing decisions, decisions on hours of operation and compensation decisions completely on their own.

Example 3: Sainsbury`s, the second largest retail shop in across the UK, the CEO Justin King have given their store manager considerably more discretion on what merchandise to stock in their store. Today in modern world, most organization is following decentralization. It makes organization more flexible and responsive. Centralization and its example: Centralization refers that decision making in the organization can be done by only top management. It is the formal authority that top management will give decisions which will be followed by everyone without any changes.

When only top managers take decision without any option of lower level employees, the organization is centralized. In simple word, top manager has right to take decision without any view of lower level of manager is called centralization. Example 1: Top management of Company X decided that the medical facility of the employees will not be provided for six month because the company is suffering from loss for two years. Example 2: A manager of a trucking company makes all operational decisions, sending information to the individual drivers through dispatches.

Example 3: The central bank of Bangladesh monitoring and evaluating all other govt. owned bank and private bank in Bangladesh. They published rules and regulation for other bank and every bank followed this rules. Those decision are taken by only top management without any recommendation of lower level employee. Question 3: Japanese management system depends on high specialization. Dose a high level of specialization typically lead to decentralization? Why or Why not?

Answer: The Japanese management system depends on high specialization and this lead to decentralization. We know that, specialization typically related with decentralization. Specialization is the degree to which the overall task of the organization is broken down and divided into smaller component part where as the decentralization is the process of systematically delegating power and authority through the organization to middle and lower level organization.

That means, when specialization follow its every steps like rotation, enrichment, enlargement etc. every employees got some power to achieve the selected target i.e. some systematic delegation has been practiced . An example like Pin factory, improved its productivity using specialization. One man drew the wire, another straight tended, a third cut it and a fourth ground the point and so on and thus on ten man produces 48,000 pin in a day, where as a man alone could produce 20 pin per days. Here, we see that the systematic delegation has been followed in every lower level employee to do work independently as well as the employee did team work that completely reflected decentralization process.

From the case study we have known that, all most all business firms in Japan, are traditionally team based structure and a consensus approach to decision making which clearly reflected decentralization. The management system in Japan allows a lot of participation from employees at all levels. The management expertise understand the consumer, understand the people they are dealing with and they understand the government and they need in the market place. Based on need they hire high ranking manager who guide the employee as well as give them power to achieve target and they are getting success.

The above description of specialization and decentralization, it is clear that both are the same pattern and interrelated. For success in any business not only in Japan but in all across in the world it is essential to follow decentralization a well as specialization. I am strongly agree that high level of specialization lead to dencetralization. —- Question 1: What are some advantages that Carlos Ghosn can expect to obtain from retaining decision-making authority at the CEO level? What are some potential pitfalls that he must be aware of? Answer :

Nissan, Japanese automakers vehicle that is 44% own of second largest car company in Japan namely Renault. Before joining Carlos, Nissan was near bankruptcy. They had unappealing models, low market share and declining profitability. At this crucial moment, Carlos took responsibility in Nissan to safe its sink. Ghosn laid off employees who acted as advisors but had no operational authority. He consulted his subordinates, then made decision own. He hired hot designer from rival firms and gave them authority over new product development resulting slew of innovative, award winning designs such as the Xterra and the updated stylish new altima.

As a CEO, Carlos can expect to obtain from his subordinates- To solve any existing problem and innovate of new idea. – Subordinates will operate and monitor all about operational activities. – To get more work following a team based work – To help him burden by doing major portion of the organizations work. – Designer will do provide high range car design. As Carlos, got all type of supported from his subordinates, He did able to revive new model. Although he had aware of some pit falls. – Actually, he did follow boldness and risky approach where as all other Nissan Manager followed Caution and slowness.

As cost cutting approach had lead to success all other divisions of Renault, Carlos did reduces expenses. And most important his hidden inspiration. He inspired the designer hired from china for their special design. Question 2: Give at least three example of decisions that can be most effectively made with a decentralized process. Give at least three examples of decisions that can be most effectively made with a decentralized process. Do not use example from the case above. Explain your choices. Answer :

Decentralization: Decentralization is the process of systematically retaining power and authority throughout the organization to middle and lower level manager. They can quickly solve the problem and more people are involved in giving decision. Decentralization make employees feel that organization is trusting on them and giving right to make decision. Example 1. As the company X is suffering from loss for two years, the employee concluded that as the company is closed for 5 to 6 days per month in a year due to strikes in country, productivity is low.

So to achieve the productivity, employee will do over time. 2. Franchise company like Pizza Hurt, control most product development and marketing strategy at the top, but they give franchise owners a great deal of independence in running their individual stores. Franchise owners make staffing decisions, decisions on hours of operation and compensation decisions completely on their own. 3. Wal-Mart the largest retail shop in across the USA, The higher authority have given their store manager considerably more discretion on what merchandise to stock in their store.

Centralization: Centralization is the process of systematically retaining power and authority in the hand of higher level manager. When only top managers take decision without any option of lower level employees, the organization is centralized. In simple word, top manager has right to take decision without any view of lower level of manager is called centralization. Example 1. Top management of Company X decided that the medical facility of the employees will not be provided for six month because the company is suffering from loss for two years. 2.

A manager of a trucking company makes all operational decisions, sending information to the individual drivers through dispatches. 3. The central bank of Bangladesh monitoring and evaluating all other govt. owned bank and private bank in Bangladesh. They published rules and regulation for other bank and every bank followed this rules. Question 3: Japanese management system depends on high specialization. Dose a high level of specialization typically lead to decentralization? Why or Why not? Answer : The Japanese management system depends on high specialization and this lead to decentralization.

We know that, specialization typically related with decentralization. Specialization is the degree to which the overall task of the organization is broken down and divided into smaller component part where as the decentralization is the process of systematically delegating power and authority through the organization to middle and lower level organization. That means, when specialization follow its every steps like rotation, enrichment, enlargement etc. every employees got some power to achieve the selected target. An example like Pin factory, improved its productivity using specialization.

One man drew the wire, another straight tended, a third cut it and a fourth ground the point and so on and thus on ten man produces 48,000 pin in a day, where as a man alone could produce 20 pin per days. Here, we see that every lower level employee had some power and authority to do work independently as well as the employee did team work that completely reflected decentralization process. From the case study we have known that, all most all business firms in Japan, are traditionally team based structure and a consensus approach to decision making which clearly reflected decentralization.

The management system in Japan allows a lot of participation from employees at all levels. The management expertise understand the consumer, understand the people they are dealing with and they understand the government and they need in the market place. Based on need they hire high ranking manager who guide the employee as well as give them power to achieve target and they are getting success. I am strongly agree that high level of specialization lead to decentralization.

In 1999, the Nissan was suffering under a decade of decline and un-profitability, in fact the company was on the verge of bankruptcy, with continuous loses for the past eight years resulting in debts of approx. $22billion. Lack of market knowledge, innovation, customer needs, quality management and competition consideration as well the devaluation of Yen against the US dollar have dramatically impacted Nissan performance. Also both formal and informal internal procedural Nissan norms, as well as Japanese cultural norms were holding the company back.Through keiretsu investments Nissan management believed would foster loyalty and cooperation between members of the value chain, hence they invested in real estate and suppliers’ companies.

When French auto manufacturer Renault acquired Nissan, president Hanawa of Nissan requested Carlos Ghosn to engineer the failing company’s turnaround. The Brazilian-born, French-educated son of Lebanese parents, Ghosn first learned the management principles and practices while rising through the ranks at Michelin and Renault. His globalized background designated him as an appropriate choice to lead the turnaround of the Japanese company.Renaissance Upon his arrival at Nissan, Ghosn began his new position by embarking on a three-month intensive examination of every aspect of the business Although Nissan had technologically superior products, Ghosn found there was a distinct absence of vision and leadership. Ghosn organized cross-functional teams to develop a new corporate culture using the best elements of the Japanese national culture. By October 1999 Ghosn was ready to announce his strategy to turn the company around with the Nissan Revival Plan (NRP).The NRP become a highly successful cultural intersection that created the most dramatic turnaround in automotive history.

It was designed to address the company’s severe short-term problems and stop the years of declining performances. In the plan, through the Cross-Functional teams organized, Ghosn consistently challenged the tradition-bound thinking and practices of Japanese business that inhibited Nissan’s effectiveness. Ghosn closed plants, laid off workers, broke up long-standing supply networks, and sold off marginal assets to focus on the company’s core business.Nissan was now breaking the cultural norms of keiretsu investments. Cutting down costs was just the first step in Nissan’s recovery. Actually changes were introduced in every corner of the company, from manufacturing and engineering to marketing and sales: update of Nissan’s car and truck lineup; introducing new, dynamic designs; quality improvement. These strategies quickly polished Nissan’s image in the marketplace, and re-established the company in the minds of consumers as a leader in innovation and engineering.

His so-called Nissan Revival seems to be working. But Ghosn is definitely an iconoclast. He defies Japanese business etiquette and shakes hands with every employee he meets, not just top managers. But his radical moves have made him Public Enemy No. 1 to Japanese traditionalists. Eighteen months later, Nissan was back in the black, and within several more years it had become the most profitable large automobile company in the world. Ghosn transformed Nissan once again into a powerful global automotive manufacturer.

NRP returned the company to profitability, achieving 7. 9% operating margin and $2. 5 billion profit in 2001. Management Lessons from Ghosn? Ghosn has a results-oriented approach in which he holds people clearly accountable. Therefore, he enthuses and directs, and then leaves them to get on with it and can check back later if they have delivered. In spite of the media’s attempts to blow Ghosn up into demi-god status, the far wiser assessment comes from Garel Rhys of the Cardiff University Center for Automotive Industry Research in Wales.He tells Fortune: “[Ghosn] is not a superman, only a human being, but he gets results.

He sets goals and holds people accountable. ” Leadership the Carlos Ghosn way Some of the most interesting revelations in one of Forbes articles May 22 2006 relate to Ghosn’s personal management style, which is tough, demanding and straightforward. In one of the his interviews with CNN he describes himself as people motivator and inspiring which lead to people beleiving in the company and increased level of commitment. Trans-cultural LeaderThe Raoul de Vitry d’Avaucourt Clinical Professor of Leadership Development Manfred Kets de Vries; Research Project Manager Elizabeth Florent-Treacy and case writers Mark Mildon and Antoine Ting illustrate Ghosn’s success in bridging such yawning cultural differences. The authors detail Ghosn’s somewhat unorthodox managerial philosophy, including a far more hands-on approach and absolute insistence on maintaining what he considered a healthy work/home life balance. And while Ghosn was careful to avoid being disrespectful of Japanese cultural norms, he never “did things the Japanese way”.He also proved himself a savvy exploiter of the local media, gaining invaluable exposure while allowing him to polish Nissan’s quite tarnished image.

The key success factors of the Nissan turnaround were vision, strategy, and people commitment to the turnaround. For sure the changes were not easy to implement, but the clear vision brought that people were motivated to bring to life, and the results that showed off rapidly, gave Ghosn credibility, making people feel safe about the company.

Case study report: Carlos Ghosn: Multicultural Leader as CEO of Nissan and Renault Written by Syeda (Alaina) Irfan- 15180 Introduction Think of a company with losses worth $5. 5 Billion, debts of $19 Billion, poor product portfolio, rapidly decreasing market share and diminishing brand value. Now ask yourself would you invest in such a company? The obvious answer is probably not but would you re consider had you known that in 3-5 years time the company would be the third largest automaker in the world and one of the most profitable? Renault, 2010) Such is the case of the phenomenal turnaround brought about by Carlos Ghosn when he took over the reins of the Japanese auto maker Nissan. Carlos Ghosn- The Turn Around Artist Carlos was born in Brazil in 1954. His parents were both of Lebanese origin. Since childhood he showed credible signs of strong leadership traits, analytical skills and managing capabilities. He was brought up amongst students from a variety of cultures which encouraged him to master 5 languages (Arabic, Portuguese, French, English and Japanese). Straight after graduation he was recruited by French tyre company Michelin where he served for 18 years.He joined Renault (French auto maker) in 1996 where he earned the nick name, ‘Le Cost-killer’. After Renault’s publicly criticized alliance with Nissan, Yoshikazu Hanawa (CEO Nissan) requested that Carlos join Nissan as COO in 1999. The “Nissan Magic”- Case Summary Carlos arrived in Japan with no knowledge of the culture there. He once said, “I did not try to learn too much about Japan before coming, because I didn’t want to have too many preconceived ideas. I wanted to discover Japan by being in Japan with Japanese people”. Known for his strict regimes and cost cutting strategies his arrival in Nissan was not a welcoming one.He was faced with the challenge of making Japanese employees understand the concept of accountability and ownership without the use of dictator ship that would quickly lead to de-motivation. So he created a sense of urgency amongst the workforce by mobilizing the managers. He realized that Nissan was driven to achieve short term goals only, their profits were spent on equity purchases not needed, their designs were outdated and spending costs were very high. In a culture that strongly opposed cross-functional teams he managed to convince the Japanese to form them by explaining its importance and the overall benefits.This led to the execution of the Nissan Revival Plan (NRP). Phase 1 of the plan included closure of 5 plants, 12 platforms, 10% of retail outlets and cutting of 21000 jobs. The results were 1. 5 Billion profits. Phase 2 involved dropping non performing products and introducing new innovative trendy designs. The result was 1 Million in Profit and all debt was cleared. Later platforms, workers and technology were integrated with Renault to create a culturally diverse workforce. Theoretical Motivation Analysis: Japan Hofstede’s Cultural DimensionsIn the case of the Nissan, Carlos was faced with a workforce that rated extremely high on uncertainty avoidance which meant job security was vital for them and his leadership was tested when he had to let go employees, however his way of executing it by means of golden handshakes etc is commendable. Power Distance ranks fairly high thus explain why Carlos felt that the employee’s reluctance to speak out to contribute in the decision making process was the ‘greatest hurdle’. The Japanese rank lowest on Individualism, confirming that it is a Collectivist Society, however they like to be in groups that they are familiar with e. . engineers with engineers, when thrown into groups with different people e. g. engineer with sales person, their biggest strength becomes their biggest failure. However Carlos overcame the problem by explaining the purpose and giving them a common goal to work towards. Japan ranks highest in the world in Masculinity, employees need traditional formal structures to feel motivated. This is why Carlos defined high yet attainable goals, responsibilities were clearly indicated and there were consistent checks on progress. Work Centrality – Meaning of Work (MOW)Japan ranks highest in MOW research with a score of 7. 78, whereas Britain ranks the lowest with 6. 36. This means that the Japanese people give a higher degree of importance to work. The research indicates that such countries have a more motivated and committed workforce. Because the importance of work is so high firing of workers causes morale of the entire workforce to drop dramatically. Carlos used a variety of methods (Golden handshakes, retirement plans and pre retirements) to let go of people as he knew that work centrality was high in the culture. Global mindset The greatest competitive advantage companies in the twenty-first century can have is effective global leaders”(Deresky,2010) Critical factors have been identified that seem to exist in such leaders. These include High Cultural quotient (CQ), open minded and flexible, effective cross culture communicator and collaborator etc. Carlos Ghosn has been internationally acclaimed to have a global mindset. Globe Project Global Leadership and Organization Behavior Effectiveness (GLOBE) has conducted a research of 62 countries to understand the effects of cultural variables on leadership and the organization.The globe project reading indicates that the most effective style of leadership should consist of Not be very charismatic, not a highly team oriented nor self protective, moderately participative and humane and lastly not Autonomous. It seems that Carlos adaptation to the culture more or less suits the above description. However due to his unique way of doing things, sometimes that were ‘un Japanese’ he may have molded the above attributes to suit his agenda. Conclusion Carlos Ghosn is a true Trans-cultural leader He based the revival of Nissan on rebuilding the motivation of its employees.He adapted his leadership style to blend into the Japanese culture and though unpopular in the beginning, gained celebrity status in Japan soon after. He is solely accredited for Nissan’s revival. All the theories and research used above without a doubt indicate his ability to successfully use ‘cultural diversity as a catalyst rather than a crutch for the company’

References

• Helen Deresky H. (2010). International Management Managing Across Borders and Cultures. 7th edition. Retrieved on 10 November 2010 Gayatri D. (2010).Carlos Ghosn: Multicultural Leader as CEO of Nissan and Renault. Retrieved on 10 November 2010 ICMR. (2003).
• Carlos Ghosn – The Turnaround Specialist. . Retrieved on 11 November 2010, From http://www. icmrindia. org/casestudies/catalogue/Leadership%20and%20Entrepreneurship/LDEN020. htm CNN(2008).
• The True Story of Carlos Ghosn. Retrieved on 11 November 2010, From http://edition. cnn. com/2008/BUSINESS/06/11/ghosn. profile/#cnnSTCText Morosini P. (2005). Renault Nissan The paradoxical Alliance. Retrieved on 12 November 2010, from