Summer internship Project On Renault Group :

(Report Submitted in Partial Fulfilment of Requirements for the degree of Master of

Business Administration in JNTU Hyderabad)

Submitted by
Name: M. Saikanth Reddy
Roll No: 22R01E0022

MBA II year I seem

Under the esteemed guidance of
G. UmaMaheswara
Rao
Associate Professor & Head

Department of Management Studies (MBA) :

CMR INSTITUTE OF TECHNOLOGY

UGC Autonomous
(Approved by AICTE, Permanently Affiliated to JNTUH, Hyderabad, NBA Accredited and
NAAC with “A” grade)
Kandlakoya (V), Medchal Road, Hyderabad – 501401
Academic Year 2023-2024

1
 CONTENTS

CHAPTER NO PRATICULARS PAGE NO

1 COMPANY ANALYSIS 3-8
2 INDUSTRY ANALYSIS 9-16
3 MARKET ANALYSIS 16-21
4 COMPETITOR ANALYSIS 22-24
5 CONCLUSION 24-27

2
CHAPTER - 1 :

3
Company analysis :

Given company Profile-

Owner Renault S.A.

Country France

Introduced December 1898

25 February 1899; 124

Founded years ago,

Founders ● Louis Renault

● Marcel Renault

● Fernand Renault

Headquarters France

Area served Worldwide; 128 countries

4
 Key people Luca De Mau (CEO)

Products ● Automobiles

Production output 2,524,234 (2021)

Revenue €46.21 billion (2021)

Operating income €1.40 billion (2021)

Net income €0.97 billion (2021)

Total assets €113.74 billion (2021)

Total equity €27.89 billion (2021)

Owners ● French
state (15.01%)
● Nissan (15%)

Number of 170,158 (Q4 2020

employees

Financial data in € billions

Year 2013 2014 2015 2016 2017 2018 2019

Revenue 40.932 41.055 45.327 51.243 58.770 57.419 55.537

5
Net income 0.695 1.998 2.960 3.543 5.210 3.302 -141

Assets 74.992 81.551 90.605 102.103 109.943 114.996 122.171

Renault, the ninth best automobile maker in the world with hundreds of players in this
section of business across the globe has presence in about 118 countries. With an
impressive 115 years of experience behind their name in automobile making, they are
now more than one lakh people strong. They took up the charges of managing the company.
And this was how “Renault” was set up. The company started producing automotives
from the year 1905, and almost immediately caught the right
nerve of the market and became a hit. Société des Automobiles de Place was them
first major success story who bought the cars in bulk to set up a fleet of taxi.
"Renault Founders"

It was in the late 1930s that the company started to see intense debacles, though for
short periods of time. The brand struggled consistently. The obstacles came in the
form of strikes and labour disputes that sparked across the French automobile
industry. Renault somehow managed to sail through this via their tractor, weaponry
and railroad businesses.

Renault produced huge number of cars and other automobile products till date, often
revolutionizing the built and engine performance according to the need of the hour.
Never believers of keeping all the eggs in the same basket, they played by
diversifying businesses in making a lot of other products other than just cars. They
have always had their foot firmly on the ground, not shattered or unshaken for more
than a century now. This despite the colossal damages faced multiple times.
The ‘never give up’ attitude is what makes Renault stand out like a long run

6
automobile warrior forever.

Renault vision:
Renault's vision is to be a leading automotive company in terms of innovation, sustainability, and
customer satisfaction.

The company aims to offer affordable and accessible mobility solutions for all.
Renault envisions a future where electric and autonomous vehicles play a vital role in reducing
carbon emissions and improving road safety.

Renault Mission:
Renault's mission is to design, manufacture, and sell vehicles that meet the needs and
expectations of its customers.

The company strives to provide high-quality products that are reliable, safe, and technologically
advanced.

Renault is committed to promoting sustainable mobility by developing eco-friendly vehicles and

adopting environmentally responsible practices.

7
RENA Balance sheet:

8
RENA Cashflows :

9
CHAPTER - 2

10
Industry analysis :
Renault SA (Renault) is an automobile company. The company designs, manufactures, sells, and
distributes passenger cars, light commercial vehicles, and electric vehicles. It also provides
various services including sales financing, leasing, maintenance, and services contracts.
Renault is one of the market leaders in the utility vehicle market. It is a leader in electronic
vehicles in Europe and has been in the industry for over 119 successful years. Thus, with their
vast knowledge, they have been developing exciting products to provide their customers with the
latest features.
Renault has been implementing some excellent marketing strategies to attract its customers and
make its brand visible worldwide. With the changing of trends, new digital platforms for
marketing a company’s products. So, if you are interested in learning the latest skills – check out
our by the CEO and Founder of IIDE, Karan Shah.
Thus, this makes us keen to know how Renault became one of the market leaders in the industry,
we have covered the topic SWOT Analysis of Renault in detail. So, before we begin decoding
the answer let us first know about Renault the company and its products, competitors, financial
health, and more.

About Renault:

Renault is a french, transnational automobile manufacturer established in the year 1899 by Louis,
Marcel, and Fernand Renault. It has its headquarters situated in Boulogne-Billancourt, France,
and has a workforce operating in 128 countries as of 2021.
Renault was earlier controlled by the French Government. Besides automobile production, it has
additionally been a participant in motor athletics sport from the beginning. Being a leading car
manufacturer from the start, in 1963, Renault 8 was the first serial car that had a four-wheel disc
brake system.

It is also known for its role in motorsports, specifically in Formula 1 and Formula E. Its early
work on mathematical curve modelling for car bodies was an important factor in the history of
computer graphics.
In 2016, Renault was the ninth largest automaker in the world by production volume according
to Organisation Internationale des Constructers automobiles. The company had revenue of
43.474 billion euro in 2020 with and is in the utility vehicle market share.

Products of Renault:

Renault has been in the market for over a century and has produced different products some of
which are:

11
 ● Cars and vans
● Trucks
● Buses/coaches
● Tractors, tanks

PESTEL ANALYSIS

PESTEL is analytical instrument that identifies and analyses the external influences on 10 years
period and clarify the way an organisation should deal with the key external and internal factors
that need to be taken into account in order to accomplish any organisations' initiatives. The term
PESTEL refers to the: Political, Economic, Social, Technological, Environmental and Legal
factors. These factors are significant especially in the global automobile industry where billions
of several large brands are competing for market share. Since its foundation in the 19th century,
this sector has increased and become an important aspect of today's economy in terms of
revenue. In this essay, the organisation of Renault will be presented.
The French automobile manufacturer Renault takes its name from Foulis Renault, the company's
founder, and is currently the fourth-largest automaker in the world. It was created by Foulis,
Marcel, and Fernand Renault, and also Thomas Evert and Julian Wyer, with Foulis Renault
being the main force behind the Société Renault Frères. From 1944 to 1946 the government
nationalised the industry Renault with the aim of curbing the production. (Histories de France).
By its activities Renault is now one of the most significant automobile firms, that is capable to
adapt itself in several contexts from 1898 until today. (Jean Louis Loubet).

TECHNOLOGY:
From the Renault 16 to Space, Twingo and Twizy, Renault has marked history

12
with its innovative architectural approach, which remains a core focus for the
Group today.
• Electric vehicles and their ecosystem. In addition to our existing range of four
full electric vehicles, we are pursuing our efforts in the exploration of new. battery
technologies, extending range and reducing charging times and costs.
• Internal combustion-engine vehicles. We have set ourselves the objective of
significantly reducing our CO2 emissions. The Group was the European leader
on low CO2 emissions in 2013 – and the first automotive group to go below an
average 116 g/km for its passenger cars sold. To go even further, we are
preparing a vehicle that will consume less than 2 l/100 km.
• Travelling well-being. Our aim is to develop innovations that make car travel a
pleasurable and serene experience. To that end, we have developed onboard
multimedia systems and personalized cabin features. These initiatives are ideally
demonstrated by the autonomous, connected vehicle, NEXT TWO.
• New services. We are working to meet the needs of our customers looking to find
on board their vehicles the same possibilities as those offered by electronic and
connected technologies – and smartphones in particular – including real-time
information and harmonious use between the different worlds of drivers and
passengers.
• And affordable costs. As part of a customer-centric approach, all our innovations
are designed to be broadly affordable. This calls on all the ingeniousness of us
teams, who endeavour to simplify and standardize the solutions that we develop.
I. Innovation:
Renault ranks in the list of the most innovative companies in the world and stands as
the carmaker that has most consistently introduced innovations since the start of
automotive history. For Renault, innovating means designing and developing an
affordable range of products and services that hold value for customers, and
developing technologies that anticipate customer expectations. But it is also about

13
creating the car of the future, by working on foresight and keeping a market watch.
• Consistent with its ambition of making electric transport the most attractive
option available, Renault is innovating with a record 400 km travel range
(NEDC) for ZOE with its new ZE 40 battery. The energy payload of 41 kWh is
almost twice that of the standard 22 kWh battery.Haa
• The R-Link2 vehicle control centre is overtly inspired by smartphone and tablet
technology. There’s a large-format touchscreen, plus voice control, for
operating an extensive range of vehicle functions, and there’s an intuitive
internet connection interface, enabling you to safely check your email or
download applications from behind the wheel. R-Link2 offers ergonomic
access to vehicle personalization menus, driver assistance systems, services
such as Tom navigation, sound system controls, digital device
connections, and automobile application downloads from R-Link Store.
• Advanced Driver Assistance Systems fall into several categories depending on
Their purpose: to extend the driver’s field of vision, to warn of a loss of
Alertness, or to provide electronic co-driving functions, anticollision systems or
Parking aids. Some of these systems are already available on our vehicles,
Including New Space, to make life easier for drivers.

Close Competitors of Renault:

In the worldwide market, Renault has many different competitors. The top 5 competitors of
Renault are:
● Hyundai

● Honda
● Kia
● Toyota
● Suzuki
Now that we know about the company. Let us now start with the in-depth SWOT Analysis of
Renault.

14
Built on three phases, set in motion simultaneously, the Renaulution plan aims to restore
competitiveness by:

● Improving function efficiency and adopting strict cost discipline;

● Harnessing the Group’s industrial assets and leadership in electric vehicles in Europe;
● Leveraging the Alliance’s technological expertise to boost efficiency;
● Taking data services, mobility services and energy services to the next level;
● Tapping into the most competitive and distinctive brands, for customers and markets, and
to enhance profitability.

● News
● Press

Built on three phases, set in motion simultaneously, the Renaulution plan aims to restore
competitiveness by:

● Improving function efficiency and adopting strict cost discipline;

● Harnessing the Group’s industrial assets and leadership in electric vehicles in Europe;
● Leveraging the Alliance’s technological expertise to boost efficiency;
● Taking data services, mobility services and energy services to the next level;
● Tapping into the most competitive and distinctive brands, for customers and markets, and
to enhance profitability.

MORE ABOUT THE RENAULUTION, WHICH KICKED OFF IN 2021

Relive the highlights of the "Now, Revolution!" conference

15
 Towards lasting performance

Revaluation an initial assessment:

The Renaulution is already delivering tangible results: the company is more profitable, more
competitive and more efficient, its brands are shining brighter, and it is revamping its product
line-up.
The Resurrection phase was completed ahead of schedule. The Group is profitable again since
2022:
>5%
Group operating margin
achieved 3 years in advance
~ €3bn
Automotive free cash flow
achieved almost 1 year in advance
8-9%
R&D Capex (% of revenue)
since 2021

● We reached our 2025 profitability target in 2022.

● We generated €2.7 billion by end-2022 and are well on track to meet our €3 billion target
in 2023.

16
 ● And we have set our R&D spend above 8%.

Profitability of industry:

Renault 7.5% increase in net profit in the first half (2016), a result the French

Automaker said was a record in terms of profitability.

Net profit came in at 1.5 billion euros on sales of 25.2 billion euros, up 13.5%, as

Strong sales of new car models kicked in.

Renault’s operating margin was 6.1% of sales, an increase of 1.2 points over the

Same period last year.

The Brazilian car market is expected to decline by 15 to 20% and Russia by 12%,

But China and India are both expected to rise.

Renault’s home market France is likely to expand by 5%, as is the rest of Europe.

Renault’s shareholding in alliance partner Nissan contributed 749 million euros to

Profits, while Russia’s AvtoVAZ weighed in with 75 million.

17
 CHAPTER - 3

Market analysis:
Customers, Market Size and Trends, Emerging Trends in Products, Product Distribution and
Sales.

Revenue for India is projected to reach US$0bn in 2024.

The market segment Renault in India is expected to show an annual growth rate (CAGR 2024-
2028) of 1.47%, resulting in a projected market volume of US$1bn by 2028.
Unit sales of Renault in India are expected to reach 86.6k vehicles in 2028.

18
The volume weighted average price of Renault in India in 2024 is expected to amount to US$6k.
From an international perspective, it is shown that the most revenue will be generated in France
(US$8,600m in 2024).
Renault's market share in the compact car segment in India is steadily increasing due to its
affordable pricing and fuel-efficient models.
Renault is a car make from Boulogne-Billancourt, France. It was founded in 1899 and today it is
a part of Renault–Nissan Alliance.

TECHNOLOGY:
From the Renault 16 to Space, Twingo and Twizy, Renault has marked history
with its innovative architectural approach, which remains a core focus for the
Group today.
• Electric vehicles and their ecosystem. In addition to our existing range of four
full electric vehicles, we are pursuing our efforts in the exploration of new. battery
technologies, extending range and reducing charging times and costs.
• Internal combustion-engine vehicles. We have set ourselves the objective of
significantly reducing our CO2 emissions. The Group was the European leader
on low CO2 emissions in 2013 – and the first automotive group to go below an
average 116 g/km for its passenger cars sold. To go even further, we are
preparing a vehicle that will consume less than 2 l/100 km.
• Travelling well-being. Our aim is to develop innovations that make car travel a
pleasurable and serene experience. To that end, we have developed onboard
multimedia systems and personalized cabin features. These initiatives are ideally
demonstrated by the autonomous, connected vehicle, NEXT TWO.
• New services. We are working to meet the needs of our customers looking to find
on board their vehicles the same possibilities as those offered by electronic and
connected technologies – and smartphones in particular – including real-time
information and harmonious use between the different worlds of drivers and
passengers.

19
• And affordable costs. As part of a customer-centric approach, all our innovations
are designed to be broadly affordable. This calls on all the ingeniousness of us
teams, who endeavour to simplify and standardize the solutions that we develop.
I. Innovation:
Renault ranks in the list of the most innovative companies in the world and stands as
the carmaker that has most consistently introduced innovations since the start of
automotive history. For Renault, innovating means designing and developing an
affordable range of products and services that hold value for customers, and
developing technologies that anticipate customer expectations. But it is also about
creating the car of the future, by working on foresight and keeping a market watch.
• Consistent with its ambition of making electric transport the most attractive
option available, Renault is innovating with a record 400 km travel range
(NEDC) for ZOE with its new ZE 40 battery. The energy payload of 41 kWh is
almost twice that of the standard 22 kWh battery.
• The R-Link2 vehicle control centre is overtly inspired by smartphone and tablet
technology. There’s a large-format touchscreen, plus voice control, for
operating an extensive range of vehicle functions, and there’s an intuitive
internet connection interface, enabling you to safely check your email or
download applications from behind the wheel. R-Link2 offers ergonomic
access to vehicle personalization menus, driver assistance systems, services
such as Tom navigation, sound system controls, digital device
connections, and automobile application downloads from R-Link Store.
• Advanced Driver Assistance Systems fall into several categories depending on
Their purpose: to extend the driver’s field of vision, to warn of a loss of
Alertness, or to provide electronic co-driving functions, anticollision systems or
Parking aids. Some of these systems are already available on our vehicles,
Including New Space, to make life easier for drivers.

Abstract:

20
 Renault's communication strategy in India in late November 2011, Roger Laroux de Seacourt
thought about the challenges ahead for the French brand in India. Renault wanted to be one of
the five major foreign carmakers in India and occupy 2.7% of the passenger car market by the
end of 2012, from a 0.3% market share in July 2011. Achieving this objective would require
Renault to have a full range of cars. Renault had launched two cars in 2011, and prepared to
launch three more models by the end of 2012. In terms of positioning, Renault wanted to
establish itself as a premium car brand, while at the same time launching car models to cater for
the mass market too. This would be an extremely challenging task; hence special
communications tools were required. Roger, who had been designing successful communication
strategies for the brand in France, was confident that what he was going to propose would be
innovative and efficient for the brand in India. He had spent almost two months in India
developing communication tools for Renault there. Now it was time to present them and to
convince Renault India's executive board that they would be critical for the brand's future in
India. Before the meeting, Roger decided to review all the points.
Market Share of Renault:
With a market share of just 2%, Renault is only a marginal player in the Indian passenger vehicle
market of over 3.5 million units annually. The new product intervention is to improve this
position by grabbing the new opportunities the growing Indian economy and car market offer.

I. Demand of the industry:

Renault-Nissan emerges as India’s 2ndlargest car manufacturers.

It has less than 5% share on domestic market and making most of the manufacturing

presence in the country by shipping vehicles overseas, mainly to Europe, Africa and Middle

East.

It piped up Mahindra & Mahindra to 2ndposition in 2017 with exports of its Nissan modes

and solid domestic demand for the Renault Kid hatchback.

Renault-Nissan’s production surged over 50% to more than 3 lakh units last year, according to
calculations by ET, based on data from the Society of Indian Automobiles Manufacturers. A
year earlier, it was in fifth position. The Franco-Japanese company’s closest rival, Mahindra &
Mahindra, registered a growth of 5% in production. Renault sold 9897 units of Kid in July
against 9459 units in June registering a month-on-month growth.
Still, Renault-Nissan’s plant in Bragada, Chennai, which started functioning in May 2010,
accounts for only 3% of the alliance’s global production of almost 10 million units. The plant

21
has the capacity to build 480,000 cars per year.

ii. Market growth rate:

French auto major Renault’s India market is the company’s fastest-growing turf in the world
with sales increasing 145.6% in 2016, chiefly on the back of the Kid.
The Indian market has risen five notches to become the company’s eighth-largest worldwide.
In Europe, Renault's registrations were up by 11.8% to 1,805,290.
Outside Europe, it reported 15.3% growth, and its product range renewal programme was
successful with the Kid in India, the QM6 and SM6 in South Korea, the Kaptur in Russia,
the Kolos in China, the Megane Sedan in Turkey and the Orochi in Latin America.
In 2016, the firm sold 132,235 units in India and the Kid registrations totalled 105,745. The
combines Groupe Renault registrations for Africa, West Asia and India, rose by 36.4% in
2016, giving a market share of 6.2% (up 1.7 points). In Iran, sales rose 110.7% and in
Morocco, registrations were up 22.5%.

iii. Nature of the demand of Renault:

Renault India said it will expand its dealerships across India to 320 by the end of this
year, from 270 now.
The company will also add 50 outlets for its pre-owned (used-cars business) cars
outlets — Renault Selection — from 20, Sumit Sawhney, Chief Executive Officer, and
Managing Director, Renault India Operations, told reporters that,
“They are in full network expansion mode. They are getting full advantage —
somewhere while they are growing — they are also catching the depth. For instance,
in Delhi, they have 11 outlets and probably by end of next three months, they will
have 15 and by end of the year, 18 (dealer outlets),” they said, adding that it will be
fair split between rural and urban cities.
On the pre-owned cars, Sawhney said since the company completed five years in
On the pre-owned cars, Sawhney said since the company completed five years in

22
India, it was natural to start that business too since it was achieving the required
numbers and there were demand for some of its older vehicles.
“After-sales is a key business and our dealers are happy because it gives additional
revenue to them. This will have good advantage because the future products that we
will be launching years ahead of time, our existing customers may look for selling
back to our used car outlets,” he said.
The company sold 1.32 lakh units last year, mainly because of the success of its mini
car Kid, and simultaneously launching of variants of the same model.
Meanwhile, the company has launched another variant of its Kid — called Kid
Climber — which will be available in both manual transmission (MT) and automated
manual transmission (AMT) modes. While, the manual variant is priced at ₹4.3 lakh,
the AMT trim of the vehicle comes for ₹4.6 lakh (ex-showroom, Delhi).

23
 CHAPTER – 4 :

COMPETITOR ANALYSIS :
Companies producing same products & services are competitors . Identify your
company.

24
Competitive analysis with following tool :
Factors My Strength Weakness Competitor Competitor
business A B
Product Automobi Durability Efficiency Honda Tata motors
les

Price According Affordable Less Around 5 Around 1 lakh

to model prices efficiency lakhs – 50 to 75 lakhs
lakhs

Quality Quality is Great No accuracy Not bad Great quality

good initiatives

Selection Based on So many Less Mostly High Mostly High

mood brands popularity

Service Good Automobil Service Less issues Less issues

service es issues

Expertise Very It has 100+ Innovation 50 years of 50 years of

experienc years of experience experience
ed experience

Company High In Reliable Low Very high in Great

reputation European advancemen automobiles reputation
countries t because of
donations

Location France European Less known America India

countries in other
areas

Appearanc Billion Creativity Limited Brand of Easily

e dollar content motorcycles & recognisable
company cars company

Sales Automobi Brand Unclear Statistical Sales on

method les sale’s recognitio available methods of automobiles
n information automobiles and other
sectors

Advertising Marketin Celebrity Less Great Brand

g campaign promotions Marketing awareness of
strategies throughout advertisement tata motors
the world

Image 3 out of 5 Easily Brandimage 4 out of 5 4 out of 5

recognisab
le

25
company

26
CHAPTER-5

27
FINDINGS ANS CONCLUSION :

FINDINGS :

More Synergies and Presence in Emerging Markets

The challenges that await are not negligible. The three companies are trying to find better ways
to work together. This includes greater platform sharing, especially in a more electrified
automotive landscape. And there's still a long way to go: 6 out of the top 10 alliance vendors in
2022 shared their platform with other alliance products.
In addition to this, the withdrawal from the Russian market is also a big challenge. In 2021, when
Lada was still under the control of Renault, Russia was the third most important market.
The case discusses the story of Nissan’s miraculous turnaround after Renault decided to invest in the
company. The automobile industry had just begun another wave of consolidation, and many industry
leaders believed that size was crucial for survival. This conclusion led to several mergers and acquisitions
that produced varying results. The deal concluded between Renault and Nissan was remarkable because
it was not billed or designed as an acquisition or even a joint venture. It was structured as an alliance,
emphasizing the fact that both companies would have their own separate identities in the marketplace
and separate executive committees that would run their strategy. However, the benefits were expected
to originate in cross-company synergies, ranging from design to manufacturing, and logistics to research
and development. The case offers a rich description of the critical competitive elements that
characterized the industry at the time the deal was signed. It also provides a good background on the
strengths and weaknesses associated with each of the two companies before getting into the details
associated with creating the turnaround plan and its implementation. The case paints a very good
picture of the internal challenges that Carlos Ghosn, the incoming leader from Renault, faced in
implementing the significant changes that were called for. It particularly emphasizes people-related
issues such as: (1) performance management; (2) creating change in a tradition-bound culture; (3) the
weight of administrative heritage and its impact on performance management; and (4) other related
issues. Given the global nature of the setting, the cross-cultural angles provide additional insights into
the challenges leaders face when given a mandate for change. The case ends with a description of
Renault and Nissan, both of which reported poor performance in late 2007. Ghosn had been at the helm
of both firms for some time already, and was finding it difficult to sustain the momentum behind the
change. The case may be used with a variety of audiences. It works very well with executive audiences
who can easily identify with the pluses and minuses of administrative heritage and its role in strategy
implementation. It also works well with advanced strategy students at the graduate level seeking to
specialize in global strategy.

28
Before jumping to conclusions, it’s essential to perform some basic troubleshooting to identify
the root cause of the problem. Some troubleshooting techniques include:
· Check for Error Codes: If the check engine light is illuminated, use an OBD-II scanner to
retrieve the error codes. These codes can provide valuable information about the issue.
· Inspect Fluid Levels: Check the levels of essential fluids, such as engine oil, coolant, brake
fluid, and transmission fluid. Low fluid levels can contribute to various problems.
· Visual Inspection: Conduct a visual inspection of relevant components, such as hoses, belts,
wiring, and connectors. Look for signs of damage, leaks, or loose connections.

DIY Repairs

If you’re a hands-on car owner, you may be able to tackle some repairs yourself. However, be
cautious and only attempt repairs that you’re confident in doing. Some common DIY repairs for
Renault car problems include:
· Replacing Spark Plugs: Worn-out spark plugs can cause engine misfires and poor
performance. Replacing them is a relatively simple task that can improve engine performance.
· Changing Air Filters: Clogged air filters can reduce fuel efficiency and engine performance.
Regularly replacing them can improve airflow and overall engine performance.
· Replacing Brake Pads: If you have basic mechanical skills, you can replace worn-out brake
pads yourself. This can save you money on labour costs.
· Research Local Repair Shops: Read reviews and ask for recommendations from friends,
family, or online communities. Look for repair shops that specialize in Renault cars or have
experience working on them.

29
· Choose Certified Renault Specialists: Certified Renault specialists have undergone specific
training and have access to the latest technical information and tools. They are best equipped to
handle complex Renault car problem

Conclusion:
From this Summer Internship Project, done here in Renault Showroom Rol, we

conclude that this company is one of the best automobile companies present in

today’s date. After it gets collaborated with Nissan, Renault becomes the 2nd

best largest car manufacturing company in India. Both the company have there

own strength. Renault, the company had succeeded in positioning in Western

European countries. Also, it has three pillars which is AIA (Attractive Innovation

Affordable).

Renault cars are known for their stylish designs and innovative features. However, like any other
vehicle, they are not immune to mechanical issues. In this comprehensive guide, we will explore
the most common problems faced by Renault owners and provide practical solutions to fix them.
Whether you own a Renault Clio, Megane, or Scenic, this article will equip you with the
knowledge to tackle these issues head-on.

(“The ‘never give up’ attitude is what makes Renault stand out like a long run automobile
warrior forever”)

30