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The Logan lower cost model produced by Renault's Romanian affiliate Automobile Dacia SA is setting a pattern that is being looked at as a model for the future throughout Renault. It is combining the advantages of Japanese manufacturing methods with their attention to detail and good practices evident at Nissan, Renault's partner company, with the cost conscious methods evident in operations in a Renault joint venture with Mahindra and Mahindra of India. Dacia Automobile was a Soviet era plant, and Renault has modernized it but keeps a more labor intensive attitude with good basics operation here, in contrast to the trend to automate everything and use robots extensively that became popular at other plants in Europe, U.S., and Japan. As Renault managers in France and its overseas operations look at both the expanding markets for lower cost cars and the profitability of the Dacia plant in Romania, it is becoming a model to be imitated. Other plants built earlier now look overautomated and costly for manufacturing cars in a cost conscious pricing sensitive competitive market that automakers face. Logan is contributing to Renault's bottom line, and may help it in reaching the 6% in operating margins that is a new goal for Renault for 2009. Dacia Automobile S.A. initally owned 55% by Renault is now 99% owned by Renault. It has sales of 2 billion euros ,in 2007 with revenue increase of 30% over 2006. The profit was 100 million euros in 2007. It employs 14,000 workers and Renault's investment has reached 1 billion euros upto this point. The plant turns out 60 cars per hour. Compare this with a similiar investment by VW in a Soviet era Skoda automobile plant in the Czech Republic, where VW started with an inital investment in part ownership and ended up in full ownership of Skoda with large investments in modernizing Skoda, and the success in selling Skoda cars known for their good quality. The Skoda is expected to sell at the million dollar sales level in 2010 and is the fastest growing brand in Europe. It ties with Honda in quality surveys. ...

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Renault's low cost entry cars which were originally designed with emerging markets in mind, are now popular in France and other countries in Europe. Renault gets 30% of its market share, up from 15% in 2006, from low cost cars like the Logan, which cost conscious buyers buy for around $10,000, instead of buying a used car. This has helped Renault at a time when other segments are not doing so well, and when Peugeot had to arrrange a 1 billion euro emergency capital increase. The profit margin on these low cost cars is 6%, compared to 2-3% profit margin on other Renault models. Renault manufactures the cars under the Renault label or the Dacia lavel depending on where they are sold, and uses a factory in Romania. Renault's model is to set the margin first and then ask suppliers such as LG and others to try to come up with a low cost design that meets its margin requirement. This eliminates features that add cost and may be dispensed with for the customer in mind. It requires a fresh approach. Cutting edge is replaced by working with parts designed for older models that cost less. Renault also used the experience gained in the Romanian factory where some of the tasks are done manually instead of using robots, and waste is reduced. The process has taken time because the Dacia Romanian factory was acquired under a previous CEO Louis Schweitzer in the late 1990's, and the first Dacia Logan was made in the Romanian factory at Pitesti, near Bucharest, in 2004. The reliability of the Dacia made cars is well established, say experts. On the sales side the Logan is sold on a no discount basis with fixed price. Dealers are told no discounts are permitted. Total sales of these cars reached 814,000 in 2011 and are expected to cross 1 million in 2012. This is similiar to the achievement of Toyota with its low cost multipurpose vehicles for emerging markets, which is expected to cross 1 million in 2012. The difference is that Renault has achieved this with European buyers in a bold strategy. Tata Motors which pioneered the effort to build low cost small cars with its $2000 vehicle is planning its own entry in Europe, the Pixel as a low cost city-car in European markets in 2015. And Renault is moving further down in cost than the Logan, as its next step, with such a car manufactured in India by Nissan-Renault and regional partners....

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General Electric has become an example of how not to run a a business. Once  a leader in American business it is now a shadow of its former self, and withered in many of its markets, with a slumping share price. This report in the WSJ shows how the involvement in banking and capital markets was the first error at GE that hit the company's share price hard during the global recession of 2009. Other decisions and a hard driving culture led to more mistakes leading to the current situation. By 2008 GE Capital brought 38% of GE's revenue, for a company that was a leader in infrastructure a huge misstep, and the start of the decline. In terms of company culture and management a more thoughful management style, a willingness of management to have self-criticism and different views represented are better for companies. A hard driving culture can hurt companies over time- here the example Jack Welch CEO, and Jeff Bornstein as CFO are given for this hard driving culture. Renault-Nissan is a recent example of CEO running into issues with the company's culture and profile developed under a larger than life personality. There is a lot to be said in favor of a gentler disposition, a healthy lifestyle, and a thoughtful style, in the management ranks of companies at all levels which produce better results. This serves as a part of Lessons in Management and Culture. ...

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The sharp decline in the value of the ruble combined with high interest rates is having a serious impact on Russia's automobile industry. Major foreign manufacturers are cutting production and laying off workers. Foriegn automakers have raised prices by as much as 56%, according to PwC. Avtovaz, majority owned by Renault and Nissan, cut its workforce by 12,000 in 2014 own to current level of 50,000, and an additional 1100 layoffs are planned for 2015. Volvo Trucks and General Motors plan to suspend production later in 2015. The decline is also reflected in sales of consumer appliances and computers. Popular imported notebook computer prices surged by as much as 54% in Jan. 2015 compared to Oct 2014, according to Yandex.

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Ghosn of Renault-Nissan used to be a skeptic about electric cars. Now he is on board. Nissan plans to sell an electric car in the US and Japn by 2010. It will be only hundreds of vehicles at first so it will take more time to take it to mass market, but the goal is to go for mass market. By 2012 Nissan will plan for a lineup of electric vehicles, so it will extend beyond small cars to small minivans and small commercial vehicles and small crossovers. 100% electric cars also are described as zero emission vehicles. But Nissan won't be the only company doing this. Mercedes is moving "very fast" in the direction of emission free vehicles, see the the interview with Daimler's Zetsche. Mitsubishi Motors and Fuji Heavy Industries are testing versions of electric cars. And GM plans to introduce the Chevy Volt in 2010. Toyota plans to have a plug in hybrid about this time. Mercedes will be the first to bring a lithium oin battery in its S400 coming out later this year which will be a hybrid. It is the cooling of lithium ion batteries that has been a major hurdle to development of electric cars and Daimler's Zetsche says they have solved this problem, have 24 patents, and developed a cooling system that works inside the car. Nissan has an electric car project that it is working on with California based Project better Place to produce electric cars for the Israeli and Danish markets. Ghosn has grasped the idea that the market is signalling a major and irreversible change towards smaller emissions and regulators are way behind on this curve. He says that if one is to sensibly participate in the growth of emerging markets which Nissan is doing in North Africa and India and Eastern Europe then one has to think in terms of sustainability and lower emissions, as putting tens of millions of more cars on the road around the world can damage the environment. And the only way this can be done to meet the aspirations of people in emerging markets is to lower emissions and to set this as the overriding goal. One gets the same sense from the Germans, see Zetsche, Daimler....

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Not much interest or sympathy for Ford and GM in Congress or the White House. Nissan-Renault interest in GM makes little difference. Leaving it to the shareholders and management of GM and that of Nissan and Renault.

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How Ratan Tata's vision of a small car for 1 lakh rupees or about $2500 for the Indian market may change the way the world looks at and buys cars. Note that the Indian car market is expected to become the fastest growing car market by 2013 at 14.5% compared to 8% in China according to estimates by CSM Worldwide. In 2008 Tata will come up with its new 1 lakh rupee car. What Tata's vision has done is challenge the world's leading car makers to come with versions of a small car for the Indian market of their own, with Renault-Nissan, Hyundai and VW and Honda all taking up the challengein the days and years ahead. This is also a challenge for Indian infrastructure, and for the road system in all of South Asia from Sri Lanka to all the way up the South Asian subcontinent to Pakistan and Afghanistan. It will also bring about greater integration of the whole region and create the conditions for significant economic development.

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Ghosn hires Alain Dassas to be Chief Financial Officer of Nissan. Since 2003 Nissan did not have a CFO and Ghosn acted in that capacity. Ghosn has also given up overseeing the US market to concentrate on overall business of Renault-Nissan. It also rehired Mark McNabb to be in charge of the worldwide Infiniti business. Nissan is investing in plants in Morocco, Russia and India and expanding its overseas operations, even as its larger vehicles are not doing so well in the USA.

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Carlos Ghosn of Nissan Renault is under criticism for trying to manage two companies at the same time and fills positions for head of North American operations, and the CFO position at Nissan. Still there is skepticism that Ghosn may be trying to do too much himself. Is Ghosn underestimating the intense competition inthe American market as the Detroit manufacturers gear up and Toyota, Honda and the Koreans and Germans also push ahead. The international market and the market in Chiona and India also is very competitive. In Europe Renault is losing market share already and Toyota and Fiat are increasing market share. Renault's sales are down 9% for the first half and its model lineup is aging.just as Fiat is coming up with new models.

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Layoffs, cost saving measures that hit Russian suppliers at Renault's Russian operations OAO Avtovaz, taken by Swedish born CEO Andersson during his 2 years at the company lead to his resignation. The layoffs hurt ordinary Russians in Togliatti, a city 500 miles east of Moscow, leading to social discontent. The slump in the Russian economy following western sanctions led to decline in auto sales, and the situation was precarious. The minority partner Sergei Chemezov owns 25% of the company, is a friend of Mr. Putin, and says Andersson took business away from local suppliers. Carlos Ghosn, CEO of Renault credits Andersson with modernizing the plant and operations at Avtovaz.

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Osborn and Gauthier Villars describe how Russian president Putin and his former Dresden KGB associate Chemezov executed their strategy for Avtovaz to create a Russian state owned autombile industry in alliance with Renault. Troika Dialog and state banks put in hundreds of millions of dollars, and Renault put up $1 billion with more of it in cash up front, to get the necessary restructuring and financial setup to obtain state ownership and control of all of Avtovaz's assets. This had to be done because the company had descended into control by gangs and criminal elements by 2005 when Putin put Chemezov in charge with help of state police and prosecutors. And Putin conceded only 25% ownership to Renault as the Russians have gradually reasserted control of their companies and driven out gangs and elements that have grabbed assets in the lawless environment that prevailed with the collapse of communism. What is happening is that the state is then attracting capital and technology from foreign companies by selling them a stake at the best price possible. In the case of Avtovaz because of the highly deteriorated lawless situation, the state will use some of the Renault money to take financial ownership of Avtovaz in addition to loans from state banks. Putin says he has attracted $80 billion in foreign capital in 2007. During the Brezhnev years Fiat invested in Russian automobile factories which became part of Avtovaz. In 1993 it was privatized, but by 2005 it had fallen into Mafia type gangs hands and the state had only about 2% control of ownership. From this low level Avtovaz has recovered, and now is where it was before privatization, with the added infusion of technology and capital and part ownership by foreign companies interested in expanding in a fast growing Russian market. Note that its location is Southern Russia, and its employment base is huge employing 104,000 people. The company is now back on its feet and improving its prospects with newer models to replace the old Lada, of which 736,000 are turned out each year. With the help of Renault, Russians hope to create a large automobile industry of their own. Compared to 2004 when 24% of companies were state owned, now 40% are stateowned as the Putin strategy continues. By getting much better deals and selling off stakes at higher prices, keeping state control of the bulk of the assets, and seeing that capital and technology infusions occur as technology moves forward, this strategy is proving to be a winning proposition for Russia. For foreign companies the growing attractiveness of the Russian market, and the probability that even at the higher prices these assets might be worth much more in the future, makes it a win-win proposition. This is the direction Russia will increasingly take under the Putin-Medvedev administration. Note that Chemezov may take up Aviation industry reorganization next....

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The Chevy Niva is a $14,000 sports utility vehicle manufactured in the Volga River industrial city of Togliatti in Russia. It is manufactured through a joint venture between Russia's AvtoVaz and GM. It is considered a reliable car and about 500,000 Nivas were sold in the last decade. GM plans a $200 millon investment in a new plant that will increase production to 120,000 Nivas a year by 2015.

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A Whirlpool appliance factory in Amiens in the Somme region is slated for closure and relocation to Poland. Emmanual Macron made a surprise visit to the factory to talk to worker representatives. He says he cannot prevent the closure but can work to arrange for good terms for the closure. Marine Le Pen the far right candidate also visited the site at the factory gates where workers were on strike. Afterwards Macron said "I try to fix problems, not to exploit them."  Macron has come under criticism in the French press for taking too much for granted in the second round and not fighting for support the way he had earlier. Le Pen has appealed to workers facing factory closure and areas that have been neglected as factories closed in previous years. In the north and northeast smaller towns and areas neglected in the tech boom and facing deindustrialization have turned to Le Pen. Macron's effort to go into these areas is part of his style and his conviction that the problems have to be tackled in the deindustrialized areas, and to break the image that the National Front is striving to create of a candidate from investment banking that does not understand workers. ...