| About the Authors |
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ix | |
| Foreword |
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xi | |
| Introduction |
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1 | (4) |
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5 | (86) |
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Chapter 1 Upstream Exploration: April 2010--October 2011 |
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7 | (12) |
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1.1 A Growth Strategy with Echoes of 1995 |
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7 | (1) |
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1.2 The Need for Coordination Within the Renault-Nissan Alliance |
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8 | (3) |
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1.3 The Key Role of an Integrated Exploratory Approach: LCI |
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11 | (3) |
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1.4 The Alliance Converges on a Strategic Scenario |
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14 | (1) |
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1.5 Convergence Driven by XBA |
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15 | (4) |
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Chapter 2 From Definition to Confirmation: A Unique and Independent Approach (October 2011--July 2012) |
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19 | (8) |
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2.1 Formation of the 2ASDU Team |
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21 | (3) |
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2.2 Confirming the "2ASDU Way" |
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24 | (3) |
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Chapter 3 Product-Process Development: Spring 2012, Autumn 2013 |
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27 | (24) |
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3.1 Target-Based Cost Control |
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28 | (3) |
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3.2 Adjusting Specifications According to the Local Market |
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31 | (2) |
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3.3 To Save a Few Rupees More |
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33 | (4) |
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3.4 Hitting Deadlines Under "Design to Cost" |
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37 | (5) |
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3.4.1 Converging on a Style: An Early but Adjustable Freeze |
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39 | (2) |
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3.4.2 Extended Supplier Relationships; Key Dates Driven by Achieving Targets |
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41 | (1) |
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3.5 The New Powertrain Plant: An Example of Frugal Industrial Investment |
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42 | (5) |
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3.5.1 A Plant Without Walls or Doors |
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43 | (1) |
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3.5.2 Deconstructing the Guidelines |
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44 | (1) |
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3.5.3 Targeted Innovations |
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45 | (1) |
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3.5.4 Machine Installation: Compactness, Flexibility, and Manual Transfers |
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45 | (1) |
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3.5.5 The Vehicle Plant: Difficult Coexistence in the Nissan Site |
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45 | (2) |
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3.6 Behind the Scenes in India |
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47 | (4) |
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3.6.1 No Plant Is an Island |
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47 | (1) |
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3.6.2 Lean Production Versus Indian Administration |
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48 | (3) |
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Chapter 4 Supplying from India |
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51 | (10) |
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51 | (4) |
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4.2 Three Supplier Stories |
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55 | (3) |
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55 | (1) |
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56 | (1) |
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57 | (1) |
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4.3 Supplying in the Chennai Region |
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58 | (3) |
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Chapter 5 Investment Decisions at Industrial Start-Up and Ramp-Up: July 2013--June 2016 |
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61 | (8) |
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61 | (3) |
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5.1.1 Development of Crash Safety Performance |
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62 | (1) |
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63 | (1) |
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5.2 Project Commando Meets Plant Bureaucracy |
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64 | (2) |
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5.3 Leveling the Competitiveness of the Plant |
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66 | (3) |
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Chapter 6 The Commercial Launch of Kwid in India: March 2015--June 2016 |
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69 | (12) |
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6.1 Lessons Learned from Entry |
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69 | (3) |
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6.2 Indianizing the Business |
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72 | (2) |
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6.3 Throwing Down the Gauntlet to Maruti and Hyundai |
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74 | (3) |
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6.4 Success Comes at a Price |
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77 | (4) |
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Chapter 7 Prospects for International Deployment of a New Lineage: 2016 and Beyond |
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81 | (10) |
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7.1 A Difficult Transition: The End of a Project and the Birth of a New Lineage |
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82 | (1) |
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7.2 Kwid's Indian Product Lineage |
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83 | (1) |
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7.3 International Expansion Plans Confirmed |
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84 | (1) |
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7.4 Brazil: The First International Deployment |
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85 | (6) |
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Part II Fractal Innovation, Frugal Engineering, and Emerging Countries Growth Strategy |
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91 | (52) |
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Chapter 8 Fractal Innovation and Creative Product Development |
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93 | (16) |
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94 | (2) |
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8.2 Organizational Conditions of Fractal Innovation |
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96 | (6) |
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8.2.1 Concurrent Engineering |
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96 | (4) |
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8.2.2 Intrusive Management |
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100 | (1) |
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8.2.3 Heavyweight Project Management |
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101 | (1) |
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8.3 The Dynamics of Fractal Innovation and Design Processes: The Return of Creative Product Development |
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102 | (7) |
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Chapter 9 The Maturation of a "Trickle-Up" Approach of the Automobile at Renault |
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109 | (18) |
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9.1 Renault: Built to be Ambivalent |
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113 | (4) |
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9.2 From the Logan to the Kwid: A Marginality Less and Less Marginal |
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117 | (3) |
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9.3 A Crew of Real Renault Fighters |
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120 | (3) |
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9.4 The Emergence of Peaceful Co-Existence Between the Entry Range and the Rest of the Segment |
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123 | (4) |
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Chapter 10 The Global Innovation Playing Field |
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127 | (16) |
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10.1 Internationalization: The Hallmark of the Automotive Industry |
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128 | (2) |
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10.2 The Entry Range: The Main Driver of Renault's Delayed Internationalization |
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130 | (2) |
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10.3 The Kwid: A Case of Reverse Innovation? |
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132 | (5) |
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10.4 The Role of Proximity |
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137 | (3) |
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10.5 Will India Be a Lead Market for the Kwid? |
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140 | (3) |
| Conclusion |
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143 | (6) |
| Bibliography |
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149 | (8) |
| Appendix: List of People Interviewed |
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157 | (4) |
| Index |
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161 | |
