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Since this time, one of the most noticed and eye-catching news in the domestic and international automotive market is undoubtedly the rumor that GM intends to merge with Renault-Nissan. Although the parties to the incident are still making in-depth consultations on specific issues, accounting for potential interests in the merger from various perspectives, and the incident’s protagonists are invariably obsessed with the speculation of the outside world.
It can be predicted that the "marriage" between GM and the Renault-Nissan camp will bring about the integration of cross-regional automobile culture, and the consequent conflicts and integration of design concepts and marketing methods will follow. It is worth noting that the localization of the Renault brand is full of thorns and twists and turns, and it is looking forward to a relief.
Renault on the race track has long proved himself
Renault’s love and commitment to motor sports have been best verified in the F1 field. The Renault team is not a F1 giant in the traditional sense. It does not seem to occupy a very important position in F1 history. Although the team was also established, the championship was obtained in the form of an engine; they repeatedly retired and retired several times, and did not follow the direction of the F1 in the direction of traditional giants, but their efforts were Everyone has witnessed. Reynolds finally took the F1 podium on behalf of the factory team in the 2005 season. He hoped to win the championship of both the driver and the team. This is also the highest honor for the team since participating in this top-level event. The accumulation and accumulation of 30 years have contributed to it.
Ghosn Halo How much can one person do
Carlos Ghosn, a name full of Latin tastes, a stubborn strongman. On March 27, 1999, the Renault-Nissan Strategic Alliance was formally signed. On March 28, 2002, the Renault-Nissan Alliance strategic management company was established. Under the leadership of Ghosn, the brothers Renault and Nissan began to tie their belts. Live. First, Ghosn demands that the products of the two companies be developed using the same platform. In Lei-Japan, the integration of Japanese and French cultures must be completely realized by Ghosn. This may be the reason why he must hold two positions. Because only he is convinced on both sides and can communicate with them. Of course, perhaps no one is better able than he at the same time to deepen the cultural identity of both countries, and to push reforms forward. In this busy and glorious year, the only thing that can make him face a certain frustration is the investment business in China. Maybe he would say that he was too busy to attend to the crops on this side, so he did not come to China for nearly a year, but he knew in his heart that he was unwilling to admit that he was indeed confused about Chinese culture. The solution, and therefore produced a fear of difficulty.
Domestically produced joint venture projects are frequently blocked
The Renault-Nissan alliance in 1999 saved Nissan and consolidated Nissan’s position in the Asian market to some extent. However, the prosperity of Nissan in China did not bring any benefit to Renault. On the contrary, Renault’s joint venture plan in China was frequently blocked while Nissan’s products gradually became popular.
In 1994, Renault conducted a joint venture in Hubei Xiaogan and Sanjiang Group to form the Sanjiang Renault Automobile Company and produce the Tafik Bus. In August 2000, due to poor sales of Tafiq, Sanjiang Group quitted. In the following years, Sanjiang Renault had a few easy hands. It was controlled by the torch of the Huachen Group and the listed company under the Delong Department. In the past 10 years, Renault has had very little growth in the Chinese market, in addition to frequently changing partners. Correspondingly, Nissan and Dongfeng had a full-scale joint venture for only one year, but its development has grown by leaps and bounds. In a very long period of time, it became Renault’s greatest wish to achieve a joint venture with Nissan.
At the beginning of the establishment of Dongfeng Limited, Ghosn once said that if a consensus can be reached, the joint venture between Renault and Dongfeng will only be a matter of time. But at the time, Renault's mind was not entirely on Dongfeng. In the negotiations with Deron, Renault has always hoped that Deron could help it realize its desire to produce cars in China. Reynolds wants to be in the right place in China and it has become a bottleneck restricting its development in China.
Conclusion:
The “doctor†who once gave a helping hand to Nissan is now receiving assistance from “patients.†Renault, who controls Nissan, is sharing Nissan’s profits in China, but its own performance in China’s field shows only fruitless results. Withered. In fact, if we analyze from the point of view of the maximum benefit of the Renault-Nissan Alliance, it is not as cost-effective to enrich Nissan's product line in China as it is to spend a lot of money on the construction of Renault's factories and make the products of similar Renault and Nissan brands kill each other. Accelerating Renault domestically may not be a wise move at this stage. In today’s shopping malls, such as the battlefield, each concentrates its superior strength and focuses on the dominant battlefield, which is the essence of the alliance’s victory.
View related topics: Dongfeng Renault project tracking report