學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Carlos Ghosn and Nissan Motor Co., LTD. (A)
內容大綱
In March 1999, Renault, the ninth largest car maker in the world, announced acquisition of a 36.8 percent stake in Nissan Motor for $5.4B. Second, Carlos Ghosn would take charge of the struggling company. The news shocked Japan as well as the global business community. Would a Westerner be able to bring about change in a Japanese company with a deep-rooted tradition of bureaucratic behavior and a consensus-building style? Case A describes the steps that led to the acquisition of Nissan. Case B covers the story of Carlos Ghosn and how he changed the company and brought profitability to Nissan. The case discusses such techniques as the art of listening and understanding in depth, formation of cross-functional teams, and Ghosn's three management principles: transparency, 5% strategy and the rest execution, and communication of company direction and priorities.