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              [html]<thead><tr><td>Authority</td><td>support α a key to attanning those objectives. White to role on : not rigoly detired, the Alliance will nevertheless be an integral player in the process.</td></tr></thead><tbody><tr><td>A major change in the Alliance is that Carlos Ghosn now serves as CEO of Renault and</td><td>Nissan. As the chair of the executive committees for both companies, he has an invaluable dual</td></tr><tr><td>perspective that will help us solve major issues, identify fresh opportunities, and create more</td><td>shategic discussions within the Alliance board. “ Synergy ” is an overused word, but in this case</td></tr><tr><td>an entirely appropriate one.</td><td>An example of this purposeful fusion is in benchmarking competition. Confidentiality</td></tr><tr><td>effectively prevents the accurate comparison of performance between two different compariso.</td><td>However, the Alliance transparency policy between Nissan and Renault makes such disclosures</td></tr><tr><td>natural and beneficial, presenting opportunities to identify averues of progress from two angles.</td><td>Engineering is one specific area where the Alliance presents opportunities for better</td></tr><tr><td>coordination and resource optimization. Powertrains offer a practical example by combining the</td><td>expertise and industrial capacity of the current Renault and Nissan workforce, both partners can</td></tr><tr><td>upgrade the quantity and quality of their output. When engineers challenge each other, better concepts are the nule rather than the exception.</td><td>Another prospective area for synergy is in General Overseas Markets ( GOM ). Further</td></tr><tr><td>optimization of the Alliance will help us to penetrate these widely dispersed markets, particularly</td><td>where one partner is present and the other is not. For totally new markets, both comparies will</td></tr><tr><td>meet to decide which will enter first. This is more than just a sales and marketing strategy ; it is</td><td>also about production optimization. One company can use the other ’ s production capacity fo fest</td></tr><tr><td>a new market, which lowers cost and risk.</td><td>A key here is that both companies must operate in fandem. We will only pursue</td></tr><tr><td>opportunities that offer a win - win situation. If it is not mutually beneficial, we will either find a way</td><td>to balance the equation or abandon the project.</td></tr><tr><td>1.2004, the Alliance released its Vision - Destination paper to clarify the cooperative aspects</td><td>that would make both partners successful. It reinforced this unique partnership and set precise</td></tr><tr><td>targets for the Alliance, including becoming one of the top three automotive groups in qualify,</td><td>key technologies, and total operating profit. Vision - Destination created a positive environment of</td></tr><tr><td>intramural competition.</td><td>The real importance of the Allance fies in its potential. The two companies do not exist in</td></tr><tr><td>separate worlds, but they do possess different cultures and strengths. Renault is strong in</td><td>Europe, which is good for Nissan. Nissan is strong in Japan and North America, which is good</td></tr><tr><td>for Renault. We can challenge each other, and in doing sq, drive ourselves to greater heights.</td></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr><tr></tr></tbody>
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