In a project like this, the important thing is to know what the commitments are and what their ramifications will be. We have made three simple commitments: a 6% operating margin by 2009; 800,000 more cars sold in the period; and ensuring that the Laguna is one of the three best models in its class and, consequently, a sort of symbol of Renault's focus on quality. These are not aims, but commitments that we have taken while at the same time explaining how we intend to respect them. This is very important for the company's personnel and partners. When all is said and done, the feeling is that the plan is not flashy, but solid. How have Renault workers reacted?They are the people most closely concerned. They need to understand the objectives of the plan. Vente Sac Longchamp pas cher
And I can tell you that they agree with my views on Renault, about whose problems they have been aware for a long time now. They are relieved that we are talking about them openly and dealing with them. But with your reputation, based on what you did at Nissan, everyone was expecting you to come out with something spectacular. Look at other manufacturers. Volkswagen just laid off 20,000 workers
There are two ways of developing a plan; you can focus either on resources or commitments. Our approach falls into the second category. Objectively, I consider it to be a very complete plan. grand longchamp pliable We are the only manufacturer to project dividends up to 2009. Basically, we are being very transparent vis-à-vis the shareholders. But Renault's position is unusual in that the French government, which owns 15% of the company, is the largest shareholder. Were you really free to take the measures you felt appropriate? To my mind, the position is very clear: a boss must have 100% freedom to act and, equally, must assume 100% responsibility for his actions. I would not have tolerated this principle being tampered with. I would not have accepted any interference in terms of my responsibilities. The government did not intervene. longchamp magasin
If they had wanted to, they would have chosen someone else for the job. And I think that I am fairly credible on this issue. However, wouldn't it be true to say that, basically, the Renault plan places a good deal more emphasis on objectives and targets than it does on resources? No, it places a lot of emphasis on resources, but that's not what people see. When I was at Nissan, a lot of people said that you can't save a company just by cutting costs. However, I also talked about product, about strengthening the brand, about management. But everyone thought all that was just window-dressing. Today, it's the other way around: we are talking about products and image rather than cost-cutting.
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