Looking back at the past 11 years, the Renault-Nissan Alliance have been through a remarkable journey. Together, we have navigated the road of progress, successes, challenges, obstacles and opportunities.
“...I want to talk about the financial meltdown of 2008 and 2009… about how governments intervened during this time of crisis… and about how those interventions have changed the course of the global automobile industry for years to come. “
With auto show season in full swing, the annual New York show provides a good balance between two of the major global shows in Geneva and Beijing/Shanghai. Last week I attended the first media day and overall, the mood seemed cautiously optimistic, boosted by many new product intros.
One of the great strengths of the Alliance is its diversity – it’s our way of doing business. Showing respect for the varied cultures we have within the companies allows us to capitalise on that diversity, which in turn makes the Alliance stronger and longer lasting.
On a recent trip to India, the media repeatedly asked me why the Alliance has chosen to work with multiple partners in that market. Partnerships and strategic alliances are not new for the auto industry, but the way in which the Alliance has chosen to work in India seems to raise constant questions.
What is the Renault Nissan-Alliance? Why has it proved to be the most enduring and successful of any partnerships within the auto industry? Where will it be at the end of this decade? Until now we haven't really shouted about the Alliance’s successes – successes achieved when similar automotive partnerships have failed.