nissan’s u-turn
TRANSCRIPT
![Page 1: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/1.jpg)
NISSAN’S U-Turn
Dina Eldrina
Tovanny Panjaitan
Amritha Mendonca
Liang Liang
Vadim Neumann
Pavan Bagade
![Page 2: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/2.jpg)
Overview
FY 1999 - FY 2000
FY 2001 – FY 2002
Start Up
Charismatic Leadership
Awareness
Activation
Innovation and
Marketing
Nissan is Back
Consolidation
Enhancing Brand
Zero Debt Environment
![Page 3: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/3.jpg)
Start Up
• Charismatic leader
• Identifies problem
• Sets the goals and objectives
• Provide resources
– Handpicked executives
• Change in organizational culture
![Page 4: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/4.jpg)
Activation
• Innovation and Marketing– R&D– Brand Re-enhancement
• Cut Cost– Suppliers– Globalization– Shut down plants
• Increase efficiency– Optimize machine utilization
![Page 5: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/5.jpg)
Activation
• Improve communication– Bottom-up Approach– Use of Emails– Clear and constant communication– Internal Agreements
• Delegation– Accountability and responsibility
• Other changes in culture– Transparency– Language– One rule
![Page 6: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/6.jpg)
Consolidation
• Turn profit around by 2001
• Enhancing brand
![Page 7: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/7.jpg)
A Framework for Taking Charge
Avoiding the traps•He interacts with people• Identifies the problems• Listening to others• Hand picked executives
Enabling tools• Visited plants • Set clear goals
Meeting Challenges• Involvement of stakeholder
Creating Momentum• For Employees
Bottom up approach• For Stake holders
Turn profit around• For Public
Transparency • No Choice
Managing oneself• Strong leader style• Clear understanding
![Page 8: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/8.jpg)
Start Up 2001
• Urgency awareness• Promotions
– Product– Employee
• For Shareholders– Dividend payment
• For Employees– Stock options, salary increase
• Gender equality• Increase in stock price
![Page 9: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/9.jpg)
Activation
• Product Innovation
– Flashy new vehicle
• Brand Campaigns
– Tokyo motor show
• Meeting market needs
• Debt reduced to half
• “Nissan is back”
![Page 10: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/10.jpg)
Consolidation
• Zero debt environment
• Plan 180
• New 3 year supplier cost reduction
![Page 11: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/11.jpg)
How to keep the Momentum Going?
• Keep the underdog spirit
• Continuous improvement
• Set new goals
![Page 12: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/12.jpg)
Recommendations
• Improve relationship with stakeholders
• Customer satisfaction
• Expanding overseas market
• Incentives to keep the momentum going
• Employee satisfaction
![Page 13: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/13.jpg)
Ghosn Leadership Skills
• Self awareness
• Self regulation
• Motivation
• Empathy
• Social Skill
![Page 14: NISSAN’S U-Turn](https://reader035.vdocument.in/reader035/viewer/2022081800/55245a034a7959fa488b4713/html5/thumbnails/14.jpg)