Renault, France’s largest car brand and the second-largest car brand in Western Europe, has entered the harvest period under Ghosn’s rectification. In November, Renault’s sales were promoted by the new Laguna’s European sales. The sales growth of the car in November reached 15.5%, setting the largest increase this year. Renault’s sales in January-November also ended its bad luck for two consecutive years, an increase of 1.3%. Ghosn's Renault Motors 2009 Commitment program, which began in 2006, has achieved initial success.
In the thriving Chinese market, Renault is still presenting a brand image suitable for niche and personalized consumption. Although Dongfeng Renault was the first domestic joint venture project to be proposed, Renault announced that the Megane sedan will be available as early as the year before. It was the first model to achieve domestic production; although at this year's Frankfurt Motor Show and Tokyo Motor Show, Ghosn continued to announce that Renault’s plan for full access to China has not changed.
In fact, Renault’s swift development in overseas markets has created an awkward contrast between China’s ambiguity in the most promising markets for emerging markets and consumer spending. The objective environment of market development has shown that Renault lost. The best time to enter China in the blowout period has also missed the “prosperity†period of stable development. Renault's prediction that domestic automobile growth will fall to 10% within the industry next year will enter the Chinese market and will inevitably become a second-tier brand.
However, it can be seen that the market environment is just a matter of time. It was the prudence in the partnership and site selection that led to Renault’s prudence and wait-and-see on domestic projects in China. Just this year, Renault’s plant in India realized the first-ever production of two brands, Renault and Nissan, which is considered to be the future production model of the Renault-Nissan Alliance. Nissan, which has already established itself in Huadu, has become this The best model for the model continues to deepen: two brands collinear, one supporting system supply, and one core component sharing. Renault will realize the cost advantage of the latecomers through the sharing of supply systems. However, under the control of two local interests in Guangzhou and Wuhan (because the partners are Dongfeng), Renault could not achieve both human and geographical advantages after losing time. .
The joint venture partner is Renhe. The current state of development of domestic joint ventures has clearly demonstrated that the selection of a partner is of far-reaching significance for the success and sustainable development of the company. This can be seen from the different situations of BMW and Mercedes in China. Choosing Guangzhou means that Renault cannot get full support from Dongfeng, which is extremely unfavorable to a joint venture that is a latecomer; choosing Wuhan indicates that Renault has to start anew, and the huge cost input caused by asymmetric information is irrelevant. Renault or Dongfeng is an adventure.
Another factor that affects the process of Renault's sinicization is that, overall, Renault has been declining in the global market for more than a year. However, since July this year, Renault has stopped to decline, especially the new Kango and Logan. After local sales, the new Twingo began to heat up the market. In the second half of the year, Renault recovered strongly. The new Laguna, which began to be sold in October, became a landmark event. Laguna, which began selling in October, has sold 16,200 vehicles in one and a half months. The market's response has greatly surpassed Renault's expectations. It should be noted that Renault Laguna has been almost abandoned by the B-Class market since 2005, and it is far behind the Passat’s annual sales of more than 300,000 vehicles. The resilience of the European market is seen as the cornerstone of Renault’s strategy to restart China.
After losing days, Renault’s Orient Express is no longer “swift,†but the sober mind still gives last-minute opportunities to this historic automobile brand for more than 100 years. What's the final result? Whether or not the Orient Express will reach its end will depend on Renault’s determination and Dongfeng’s focus on the future is still based on the current strategic vision.
View related topics: Dongfeng Renault project tracking report
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