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Tensions continue between Nissan and Renault after the prosecution of Carlos Ghosn. Renault asks a Japanese investment bank to approach Nissan to setup a plan for a holding company. Nissan owns a smaller share of the shares in the alliance 15% stake even though it is the dominant partner, compared to 44% for Renault, and 15% for the French government.  This is the result of the original merger decades ago when Nissan was in a financial crisis. The imbalance in management control and shareholding structure is a major complaint of Japanese executives. Today nationalist sentiment in Japan, and Nissan executives see the arrangement giving Renault major management role as an affront to Japanese sentiment and underrating the contributions on the Japanese side of the alliance which is technically superior.

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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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Renault SA sales increased by 3.2% to 2.7 million cars in 2014. Renault does not sell vehicles in the U.S., and it has only a small operation in China. Sales in emerging markets outside of Europe declined from 50% of sales to 46%. Sales in Brazil were up 0.3% and sales in Argentina declined by 40%. Sales in Russia declined. The sales outlook in emerging markets Brazil and Russia is poor for 2015. Renault has been a laggard in China, and plans to make large investments to catch up with competitors. Sales in Europe were significantly better. Sales were 577,601 in France for 2014, an increase of 5.5% over prior year. The most popular model is the Dacia, with sales up 19.1% in 2014 to 511,465, now making up 18.9% of total sales. Renault plans to introduce 5 new models in 2015, and forecasts sales growth of 2%.

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Renault-Nissan acquired a controlling stake in AvtoVAZ for $750 million in April 2012.

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Renault signs an agreement with labor unions which provide for longer working hours and a one year wage freeze to reduce labor costs. Renault will in turn not close French factories and invest 1.1 billion euros to increase production in France. A similiar agreement was signed by Renault in Spain in 2012 and increased the urgency for reaching an agreement in France. Renault says increasing working hours 6.5% provided in the agreement will save the company 300 euros per car. Analysts estimate lower breakeven point for Renault after the deal. Renault said it will increase production to 710,000 cars in France by 2016 as part of the deal, taking output up to 85% of factory capacity. Production in 2012 declined to 532,000 in 2012, from 646,000 in 2011 and 1.2 million in 2007. Unions went into the negotiations sensing the danger in lack of competitiveness vs. Spain and Germany, and CFDT published a book titled "Renault in Danger!." Based on the experience in the U.S. as the economy recovered and sales recovered for Ford and GM, Renault may be seeing the effects of a gradual recovery in Europe by 2016. The 710,000 figure is a one third increase from the low 2012 figure, leaving room for expansion if this strategy succeeds. Renault's market share declined in Europe by one percentage point in 2012 to 8.4%, and its sales in Europe declined by 19%, according to the European Automobile Manufacturers Association. The increased production planned by Renault also includes 80,000 cars made for its partner Nissan....

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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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Rapid growth in SUV sales in China in 2011-2014. SUV sales increased by 49% in 2013 over 2012.

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Renault takes ownership in Avtovaz to expand in the Russian market.

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In France MEDEF the employers union is calling for relocating strategic industries back to France. In its plan of reopening of May 28 it calls for "targeted relocating of strategic sectors, to France, and Europe, with healthcare a priority." The French government of president Macron and people support this. To get an idea of how people feel consider that surveys recently taken show 89% of French people wanting to relocate industries back to France, and 47% want to do this completely, even if this means higher prices for consumers.  French carmaker Renault announced 4600 job losses in France as demand has dropped, even after the 5 billion euros of state help it has received for the pandemic losses. France has a 15% stake in Renault and Renault has given a commitment to bring value added manufacturing back to France after state aid. President Macron has called for economic sovereignty. His call as the pandemic leads to rethinking of old supply chains is - "We must build more in France, on our soil. And rebuild our national and European sovereignty." It is a rethinking that is now getting overwhelming support of the French people. ...

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Renault and Nissan will work with Mr Agassi to test electric cars in Israel on an experimental basis before developing its own electric cars from scratch by 2010.

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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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The personality based governance under Carlos Ghosn is seen as a problem now that Mr. Ghosn is in a jail cell in Tokyo and under investigation by Japanese prosecutors. Mr. Ghosn faces charges that he under reported his deferred pay over a five year period to 2011.  The Economist magazine points out the other problems that might have led to to the authorites being informed about the failure of Nissan to make the internal audits. This relates to the activities  of Mr. Ghosn to arrange a possible takeover by Renault through a merger. Nissan owns only 15% non voting stake in Renault, and Renault by comparison owns a 43.4% ownership in Nissan. The French government has a 15% stake in Renault and efforts were made by Mr. Macron, as Economy minister, to secure double voting rights for long term shareholders such as the French government. This leaves the Japanese government and Nissan reluctant to see the move to Renault's takeover. The French government left with suspicions on the reasons for Mr. Ghosn's removal now less likely to cede control over the joint venture. The jet setting high flying ways of executives such as Mr. Ghosn with the company's identity being defined by their activities are also coming under much criticism. The CEO of Chrysler Mr. Marchionne was gravely ill at 66 following a decade of deal making, with chain smoking, leading to a severe illness. Renault under Ghosn rescued Nissan in 1999, Fiat under Marchionne rescued Chrysler in 2009 with U.S. government help. The Economist magazine points out the Nissan alliance with Renault is now tarnished by another high flying executive.   ...