The given report is about the study of the innovation analysis of the product Renault Clio. Debuted back in the year 1990, the Clio invented by the Renault industry is classified to be amongst the excessive selling vehicle worldwide (Kamp 2015). The Renault Clio is entitled as the most preferred car between the populations of French people and in Europe is positioned on first place in the B segment cars since 2013. Beginning from the launch period of the first generation of Clio in 1990, it is frequently designed, innovated and modified by the Renault industry in no small extent.
The introduction of Renault Clio brought a significant change in the history of the Renault industry (Rawlinson and Wells 2016). Hence, the sector critically focused on making it better and comfortable. In this connection, the industry focused on inventing the new ranges of its Renault Clio’s production, and with the time Clio turned out to be one of the most innovative vehicles produced by the Renault. The improvement in the technologies of the Clio begins with the amendments in its designs and modification to develop the service sectors of the vehicle that moulds the customers’ life to be more convenient and more accessible to travel and henceforth, fosters in building a better future for the entire Renault industry. The introduction of all new Clio tends to assure ease and emancipation advantages to the connection of human-friendly nature as well as procuring a modified environment for all by debuting its eco-friendly prospects. The customers are offered an improved suite of active components to help decrease the consumption of fuel and hazardous release of CO2 gases (Piecyk et al. 2015). The innovation strategy of the Clio with its passing generations can be examined as given below in the chart.
|
Generation of Renault Clio |
Innovation in the Renault Clio |
|
Clio I |
· Marketed in the year 1990. · Matches with the technological features of Espace and Megane |
|
Clio II |
· Debuted back in 1998. · Modified to better standards of ease and is voluminous to the driver. |
|
Clio III |
· Marketed in 2005. · Designed in the context of a modern era and recognisable quality. |
|
Clio IV |
· Debuted in 2012. · Modified with a well-built design, aroused from all the other ranges of Renault industry. |
|
Clio V |
· Marketed in the year 2017. · Innovated with the theory of “Principle of Evolution and Revolution “emphasising the technology of- Drive the Future. |
Figure 1: Analysing Innovation generation of Renault Clio
(Source: Based on Bouigeon 2015)
The vital features that the Renault Clio comes up with are analysed to be – an attractive technology of wheels that is considered to be the flex wheel and alloy wheel differently introduced in different models (Ahmed 2013). Advancing with the technology it comes up with touchscreen facilities and cameras attached to its parking sensors and automatic light sensor. The new generations of Clio are debuted with standard driving safety features included in it (
The quality attributes provided by the Clio differentiates it from other modern cars. The uniqueness in the safety protocol offered by the mentioned product is claimed to be eliminated or less qualified in other modern cars (Nairn, Partner and Generals 2016). In this viewpoint, it was alleged that the Clio is approaching towards its stairs of innovation and success platform. The innovative model of 4P’s in this connection tends to examine the analysis of innovation paradigm of the Renault Clio (Refer Appendix 3).
|
Product · Clio is classified as the star performer in the country Europe. · Clio is innovated up to five generations since the beginning. · The fifth generation is designed with the latest features and is considered as the best-seller. |
Place · Present and marketed globally. · The manufacturing units of Renault obtains 75% of the European market. · The manufacturing units are also available in Africa, Asia and South America. |
|
Process · Mobility in electrification. · The mobility of connected features. · The mobility of autonomous features. · The innovation of new and modern mobility. |
Position · Marking an overall sale of 39,746 in number is positioned first in the brand paradigm of the French Market. · Marketed in 1990, has claimed to report a sale margin of around 11.5 million numbers in 115 countries. |
Figure 3: Showing Innovation model of the Clio
(Source: Based on Orfila et al. 2017)
As analysed by the given pieces of illustrations, it was understood that the area of innovation of Renault Clio is majorly dependent on the prospect of product innovation and design strategy (Garud, Tuertscher and Van de Ven 2013). The modifications designed in the vehicle with each passing generation debut has resulted in making it known in the eyes of its targeted market and end customers. The mentioned evidence also tends to prove that the most significant milestone of innovation strategy followed by the Renault is examined to be both radical and incremental strategy of innovation. This statement can be determined by stating that the production and marketing of new generations of Clio followed both the need of improvement with the new trend of technologies and also improving the surviving designs with the respect of inspiration of the same.
As opined by King (2016), measuring the experience of Renault Clio in the sectors of functional, professional as well as the emotional aspects, the Renault Clio contemplates the symbol of the observation of electric, shared flexibility and independent mobility for its industry. Clio brings a considerable dive in the prospect of a large production scale in the automobile sector of its industry. Renault Clio is claimed to be a mix of technological innovations being advanced from the coaction of the vital features it procures. Clio is claimed to be the only car that has been awarded the Title of Car of the Year twice (Lansley 2016). In this connection, to critically analyse the impact of this product in its industry, the theory of SWOT analysis will help in the examination of the potential and prospects the industry is impacted with since the origin of its product the Renault Clio.
The SWOT analysis tool helps in the determination of the concepts that conditions the working structure and thereby the performance and strategic development of the industry (Kim and Mauborgne 2014). The SWOT analysis of Renault Clio impacting its whole and sole industry Renault can be explained as below (Refer Appendix 4).
|
Strength · The different variations of features and technologies. · The market structure available all across the globe. |
Weakness · The brand image of the industry is somehow affected because of the cases of recall that took place in the car industry. |
|
Opportunity · The vehicles can be improved to be more hybrid. · Increasing demand from places where the presence of the automotive industry is growing at a steady pace. |
Threats · High level of competition in both the local and international market. · The debut of new technologies and innovations needs frequent changes in the existing ones. · The need for increment in investment and production cost. |
Figure 4: SWOT Analysis showing the impact of the Clio in its industry Renault
(Source: Based on Dincer, Hamut and Javani 2016)
The illustrated examples and the critical analyses of the Strengths and Opportunities the production of Clio offers to its industry and also the Weakness and Threats it can bring to the trade shows the future consideration of the product to the industry. This analysis shows the current innovation performance and capacity of the industry and also tends to examine the realisable upcoming that may affect the strategic management plan of the future paradigm in the industry. In this connection, the study tends to recommend a few strategical implementations to provide a better prospect to the future of the industry.
As opined by Taylor-West (2013), the innovation of Renault Clio is focused on accommodating the highest range of uses and formats. In this contrast, the industry needs to concentrate well on its strategic management plans and procedures. Although succeeding with one of the leading sold cars industry, the adoption of a few developmental strategies may help the organisation to maintain its paradigm in the market structure and perform better than its potential competitors.
Conclusion
The reflection of this study tends to conclude that the Renault Clio has brought a revolutionary change in the market position of its industry Renault. Build on the notional facts provided in the paper it was examined that the Renault industry is analysing and engaging with their possible market situations and conditions about their vision for the future betterment and stabilising its leading paradigm in the market. Clio since its debut in the market is a promising product in the context of innovating its features and designs. Undertaking the trends of new technological inventions and is committed to continuing with the same zeal of working with the implementation of more unique and modified innovations of product and service that would put forward a theory of introducing the proposal of smart cities. However, the application of better and improved strategic management planning can comfort the firm to earn the advantage of competitiveness in the global market and also reduce their cost of production and increase their revenue.
References
Ahmed, A., 2013. Vehicle Architecture. Lulu Press, Inc.
Bouigeon, V., 2015. Renault SA: Equity research (Doctoral dissertation).
Dincer, I., Hamut, H.S. and Javani, N., 2016. Thermal management of electric vehicle battery systems. John Wiley & Sons.
Epstein, M.J., 2018. Making sustainability work: Best practices in managing and measuring corporate social, environmental and economic impacts. Routledge.
Garud, R., Tuertscher, P. and Van de Ven, A.H., 2013. Perspectives on innovation processes. Academy of Management Annals, 7(1), pp.775-819.
Kamp, B., 2015. Examination Of Dedicated Relationships Between Automotive Suppliers And Carmakers: Evidence On The Flagship/5 Partners Model. Business Development: Outsourcing, Teamwork and Business Management.: Keys for Exponential Growth, 191.
Kim, W.C., and Mauborgne, R., 2014. Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press.
King, E., 2016. Virtual orientalism in Brazilian culture. Springer.
Lansley, G., 2016. Cars and socio-economics: understanding neighbourhood variations in car characteristics from administrative data. Regional Studies, Regional Science, 3(1), pp.264-285.
Nairn, A., Partner, F., and Generals, L., 2016. Effective marketing strategies for automotive campaigns. London: Institute of Practitioners in Advertising.
Norman, D.A. and Verganti, R., 2014. Incremental and radical innovation: Design research vs technology and meaning change. Design issues, 30(1), pp.78-96.
Orfila, O., Saint Pierre, G. and Messias, M., 2015. An android based eco-driving assistance system to improve the safety and efficiency of internal combustion engine passenger cars. Transportation Research Part C: Emerging Technologies, 58, pp.772-782.
Orfila, O., Salgueiredo, C.F., Saint Pierre, G., Sun, H., Li, Y., Gruyer, D. and Glaser, S., 2017. Fast computing and approximate fuel consumption modelling for internal combustion engine passenger cars. Transportation Research Part D: Transport and Environment, 50, pp.14-25.
Piecyk, M., Browne, M., Whiteing, A. and McKinnon, A. eds., 2015. Green logistics: Improving the environmental sustainability of logistics. Kogan Page Publishers.
Rawlinson, M. and Wells, P., 2016. The new European automobile industry. Springer.
Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach. John Wiley & Sons.
Taylor-West, P., 2013. An empirical investigation into the use of complexity levels in marketing segmentation and the categorisation of new automotive products (Doctoral dissertation, © Paul Taylor-West).
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