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and 1995; however, the strength of Labour union at that time has made both plans unsuccessful. In addition, Ghosn (2002) also stated that : Nissan gave away $1000 for every car sold in the U.S due to the lack of brand power. It also can be noticed that in in the early 90s Nissan did not improve in the new car model, which customers trends were changing fast in the U.S market. Moreover, the price of productions cost, Nissan had to pay to the suppliers, were too high when Carlos compared it to the costs of Renault. Thus, the profits per car of Nissan were quite lower than many carmakers such as Daimler-Benz, Toyota, Chrysler, Honda, Ford (refer the table below): Company name Profits per car ($) in 1998 Daimler Benz 1792 Chrysler 1577 Honda 1376 Ford 1245 Toyota 1105 GM 905 Nissan 305 Source: The Economist, May 14, 1998. Accordingly to the reports, Nissan announced the huge debts in 1998, which was about $22 billion (around 2.6 time compared with its equity). Even after merged with Renault, this number was still too high as more than $11 billion. In the press, many analysts had believed that Nissan on the verge of bankruptcy due to the crash crunch as company had to pay alone almost $1 billion interest charged on the debt (Hughes et al, 2003). Although, Nissan has taken various steps to turn it around, but with no money left, it faced a do-or-die situation. As mentioned above, culture of Nissan was one of many problems. According to Nakane (1970), she argued that every department of Nissan formed closed groups, which was not communicated with each other. For example: the operations between Nissan North America & Europe were separate when it came to finance, sale and marketing. This typical structure is known as based on the vertical on horizontal relationship (Nakane, 1970). When Nissan faced problems, company blamed the affected of external environment and there were also lack of communication among the departments in the company.
support for the changes, not only in Japan, also in global too. These teams will give idea and any recommendations to the revival plan. In the past, Carlos already built this structure twice effectively and successfully in Michelin and Renault turnaround, thus Ghosn were confident to use it again to destroy the lack of communication between divisions in Nissans hierarchy (Hughes et al, 2003). This powerful tool also helped Ghosn can define where line manager responsibilities if something goes wrong or fixing it. In addition, every area in Nissans organisation from research &development to product department was all working together to contribute to Nissans performance. At the end of each quarter, every team will report and feedback to the head of CFT, therefore the top management will able to make decisions based on the reviews from CFT. The first stage of plan, Ghosn wanted to reduced the cost of productions by 20% by 2002 (Anon, 2003). In order to achieve this plan, he tried to break into the Japanese traditional parts suppliers network, as called keiretsu. Accordingly to Magee (2003), Nissans suppliers were paid too much compare with the others automobile companies, thus in Carloss revival plan, the numbers of suppliers will be reduced nearly two third by 2002.
Reference: Cole, G (2004). Management Theory and Practice. 6th ed. London: Thomson Learning. p204-206 FAGAN, M. (1992). Jobs to go as Nissan predicts loss. Available: http://www.independent.co.uk/news/business/jobs-to-go-asnissan-predicts-loss-1543064.html. Last accessed 20th Feb 2012.
Ghosn, Carlos. (2002). Saving business without losing company.Harvard Business Review. 80 (3), p37-45. Anon. (2003). Nissan's Turnaround Story. Available: http://www.icmrindia.org/casestudies/catalogue/Business%20Strategy1/BSTR07 3.htm. Last accessed 20th Feb 2012. Hughes, K et al.. (2003). Leading change. Redesigning change . n/a (B), 1
Nakane, Chie. Japanese Society. Berkley and Los Angeles: University of California Press, 1970.
Magee, David. (2003). How Ghosn set stage for Nissan's rebound.Autimotive news. 77 (n/a), n/a.