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tv   Talk to Al Jazeera  Al Jazeera  November 7, 2014 5:30pm-6:01pm EST

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signed off on a plan to take a city out of bankruptcy, and as tensions in the middle east heat up again we look at history and the politics behind the latest flare-up on violence. those stories and much more coming up tonight on al jazeera america at 6:00. >> from now on, it will be different than the one we were chasing in the past. we have to adapt to it. >> carlos helped restrushing nissan pulling it out of near bankruptcy and transforming it into a company with more than $100,000,000,000 in a one of a kind collatration, he not only heads nissa. he also leads renaut. >> there was no other model like this.
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>> the auto executive is february used on ing markets? >> average is residents. >> he is hard at work creating a car for the future. >> they are not driverless cars. you are still in the car. you are in command but we are car. >> carlos goen was born in brazil, raised in lebanon, educated in france and now west. he's concerned about the rise of extremim in the middle east. >> saying there is an obvious solution would be arrow gavent from anybody. >> he says that anybody . >> i don't think anybody contests the fact that there is a need for much more discipline in fighting. nobody contests that. >> i spoke to carlos when he was passing through new york sdlfrn some years ago, you took me for a ride in a nissan leaf and you
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first walked me around it to make sure i recognized that there is no exhaust pipe recognized that there is no exhaust pipe . this is an electric car. what is your enthusiasm about electric cars? what is your forecast for the role that they will play? >> look. i am very excited about it. i think the technical challenge of mass marketing putting on the mass market for electric car is a success. we don't have quite a few problems. we don't have any reliability problems. the highest level of satisfaction between any other nissan car or renau car so in term of product, it's success. where we are having a problem is the sales. one of the reasons for which we have less sales than we were hoping for or forecasting is due to the fact that a lot of people would love to buy electric car but as long as i don't see the charging infrastructure,
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saying okay, autonomy is not enough. what am i going to charge my car? as long as i don't have an answer, i am not going to be buying in. now, we are being held by governments because china, france, u.k., united states, all are, japan are moving in to support zero emission transportation, and not only financially for the consumer but to developing the charging infrastructure. i am very optimistic about the future of the electric car and zero emission. we will have to be patient. the consumers, a little bit more pricing down on the car from one side, which is normal in a new technology but at the same time, an infrastructure that makes him feel good about the fact it's going to go anywhere and he would be able to charge in a reasonable period of time this is where it will take place. >> you are happy you went for a full electric car, not a hybrid? >> no doubt about it.
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there is a place and a big place for zero emission cars. not hybrids. zero emission cars, besides hybrids, besides gasoline engine, beside diesel general, all of the other tech noiingz. this is not going to be a substitution effort. this is going to be specific for some countries who are going to be particularly privileging the zero emission like in my opinion, china is going. >> let's talk about an car. you guys said you will have one. that? >> we are looking forward and this is coming from a very simple observation is today, to interrogate consumers, young consumers about what do you want for the future? it's a very simple question. between the different answers, you are getting, two main things attention. >> they are saying we want more time available in general. and second, we want more pleasant time.
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so when you take a look at that, let's say, okay. i want more time available. i want more pleasant time. what as an economy factor can i do to go on this direction. people spend on average two hours on that car every day. not 2 out of 24 hours. this is 2 out of 16 hours. most people sleep on average eight hours. it's a huge amount of time. during this time, there is nothing you can do. so, if you can free some of this time, make time more available and connect the car. >> that's why i am seeing more development for with a we call autonomous car. autonomous car are not driver cars. you are still in the car. you are in command, but we are giving you more power on your car. you can give up command whenever you want. you can take back command whenever you want but at the same time, we are building more connectivity in the car in order for if you want time for you, you can do things which are pleasant and useful. video conferencing, other things that are being very useful. >> is it useful that you and
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other car makes makers and google are going on your own, in your own direction? >> there is a lot of collaboration, ali. there is a lot of collaboration even though everybody else wants to defend their interest. >> right. >> there is a lot of collaboration, benchmarking, ex change. i don't think google is looking for the same thing as the car manufacturers but in a certain way, we are all going in to the same direction. we know that the cars of the futures are going to be giving you much more control, giving you much more autonomy, much more connected because this is a command from the consumer. everybody is trying to find his own interest into this. >> let's talk about you. in 15 years, this renault/nissan alliance. a lot of people probably don't get them. you don't buy them in the same place. ifteen years ago, there were lots of people who didn't think it would make sense. take us back in time to where you were, how that decision was made to connect two completely different cultures run by, by the way, by a guy who wasn't inherently from either of them. >> uh-huh.
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it. >> look. in 1999, when the alliance was seen between the two company, people didn't pay too much attention to the itself. nissan was in trouble. nissan was on the verge of collapsing. the main attention was on is this going to be able to help the turnaround of nissan. the main foch us was on the turnaround of nissan. when the turnaround was done successfully and nissan we want bo a revival mode, then the attention shifted. there was skepticism about the lines, but how the company which are intend autonomous with two executive committee, two different board of directors, two different headquarters, two different set of shareholders, how this company can continue to collaborate as intimately as clabsration was taking place without nelead to go a merger. some people said, in a certain way, you are going tospray or you are going to merge.
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>> uh-huh. >> this stability of an alliance was really seen with a lot of skepticism for a simple reason. there was no other model like this, no other example like this. but, you know, this is a very classical problem is people think because it was never done, it cannot be done, which obviously is not true. it's not because it was never done in the past that you cannot do it and have a reference for the future. but after 15 years, i am seeing less skepticism about the perm nance and the statety and the model by which you still keep the brand separate because, the culture separate and distink and make company like this working together. and the sign of this is we are having more collaboration. now, nissan is becoming kind of a platform of collaboration where we have a strategpick up with daimler. we have a
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strategpick up with lada in russia and minutes bishi. many other cmakers. you can be competing but be collaborating is something for me very important because it's a kind of sprepinpreparation of w september trial will be about. >> how big were the cross-cultural challenges? >> yeah. >> the french are known to be proud of their culture and the japanese are proud of their do you recall and specific about it. again, you are an outsider to durltz. >> yeah. >> how did that work for you, companies? >> because the two cultures are so distinct and such a strong, you know, distinct personalities, we didn't try to do, okay, we are going to do something hybrid. >> right. >> didn't do that. frefrling? >> it was going to be doomed
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anywhere. you were going to hit the wall. the only way to make it happen was to say, okay. everybody stays home in a sustain way. everybody keeps its own identities, own history but as we need scale, we need cooperation, we need complementarity. this is a cooperation for the long-term. it was in a certain way easier because the personalties were so strong of the culture and we have heard over the last few years that you were approached several times by american car makers at one point to run ford and then in the worst of what was going on the american auto industry, to run general motors. tell me about what you thought of those. >> no. look. competition is first, you know, i remember at the moment which was the most difficult time in the industry, i said, you know, everybody is going to come back. don't worry about it. >> you did say that. >> i said it. and that's when are we are today.
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you know, i think the american companies are back. they are much stronger. they put their house in order. we need to come with them. i think it's great for the consumer. this being said, the gail or the competitive game is going to be different than the one we have been facing in the past. and we all have to adapt to it. in our industry, positions are never secured no matter how strong you are today, you are never sure because as i said, you know, this is an industry where you need both creativity, but make sure you are going in the right direction, which is usually based upon experience and a avoid. it's a combination which is not very easy. >> that's why, you know, as you know, it's always a very exciting industry becauses nothing is guaranteed. >> you mean those were traps because you were invited to run two car companies much bigger now. you were up to the challenge? >> we are the
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fourth largest automotive group and we are hopeful will be moving forward. anyway, we are doing everything for that. what's important in the car industry is consistency. i mean it's first obviously making sure that you are selecting the right path. you understand where the market is going. you understand thoroughly and then you are very consistent into moving into this direction. popping from one to the other, moving on the right and on the left is not going to help your purpose. so, i have always been consistent that my mission is really to build the alliance action make sure that we have the future. we have a clear intention to become within the top 3 within a reasonable period of time, 2018. i really believe it's possible. we just need to be consistent. >> i think you were in your last job for 18 years. so i don't think you really pop around all that much. >> no. i don't.
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i don't because i have resisted way. ? >> because i believen to the benefit of consistency, being consistent, making sewer that you are selecting the right path and just delivering and working towards this directs. >> what happens when you decide to leave renault/nissan? >> the success plan involve companies? >> look, the board of each company is in charge to make sure that there is success and we are not an exception. we have that. now, will it be one person to manage two companies or two different persons with the kind of governance? it's still too early. the last work in both systems, at the beginning of the alliance, there was one person, i think renault, another person, nissan and the alliance went up to 2005 between 1999 and 2005, you had two different leaders. starting from 2005, we end up with one leader. but it doesn't mean that it can work only with one leader.
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you may have a system with one head for each company working together under a system. >> still ahead on "talk to al jazeera requested, i will speak to carlos goen about places where there is incredible potential for growth, emerging markets. we are talking about russia, china and india next.
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i am ali velshi. you are walking "talk to al jazeera" my guest is he carlos goen. he leads nissan and renault. >> let's talk about ing markets. north america and europe are still mature markets. you are hoping to get to a point where you were at and it may be get some marginal increase in america. you are hoping to get back to where you were at in europe and it may be get some marginal increase but the real, the real energy is in other places. let's talk about how you are
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looking at india and china and russia and other places. >> yeah. well, you know, we didn't change. we obviously believe that even though as you know in theing markets, the development is never linear. never even year 7 or 8% increase. not going to happen like this. you will have from time to time crisis. you are going to have rofshingdz. you are going to have two step forward, one step backwards or side wars. >> that's what you are seeing for example in markets like brazil, you know, nobody was able to foresee that the brazilian car market would go down 9% in brazil in 2014. after having grown so much for the past year, but it's part of the mechanism, parts of the hectic way to find your way towards development. so but this doesn't for me change the trend. the trend on this markets are up. the trends are up for a very simple reason. is the level of remodelizations low.
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i don't even come near the u.s. whereas you know you have 700 cars per 1,000 residents. if you go to the european market, every european is 500 cars 1,000 residents. china is at 100. india is at 20. when you start to go to the new emerging market like indonesia, nigeria, vietnam, you know, some countries in south america, you are at 20 or 30 cars per 1 residents. there is no way you can imagine that these levels are going to stay so low. particularly when the country is rich in resources and whenever there are investments being made in infrastructure. we continue to do that a lot, bet on ing market, the classic ones with the bricks but there are new ones. >> is there a measure, is there a gdp per capta that signals people are ready for more cars that you are going to see that 500? >> when the gdp per capta cross
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$12,000 a year, you start to see some accelerated moved in to the car industry. this is something which is a rule of thumb that you see across countries but what we focus on, the countries with rich resources, oil, natural gas, metals, ag culture, et cetera, and large population and good demographic and that's what qualify the country with, you growth. >> let's talk about india. very interesting things happening in india when modi was here in the united states, he ? >> hum. >> a lot of hope being put into problems. >> yeah. >> that have been going on for a long time. >> yeah. >> you are invested in india. >> yes. >> what's your sense? >> i am optimistic first because i think there is a lot of hope and when there is a lot of hope on the shoulders of one man, what happens is everybody has a tendency to help him, which is
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exactly the kind of dynamic that you want to see. so obviously, he cannot do everything, but if he has this report of the whole indian society, they are going to make him successful. on top of what he would be doing, himself, the fact that people are betting and are believing and they want to give you a hand for this to happen, happen. >> austerity versus stimulus. what's the right next? coming up on "talk to al jazeera" car loss goen shares his thoughts. >> tomorrow on tech know. a brutal killing. a thorough investigation. >> we're pushing the envelope. >> but this is no ordinary c.s.i. >> what went on right before that animal died? >> hunting the hunter. >> we're gonna take down the bad guys. >> solving the crime. >> we can save species. >> tech know's team of experts show you how the miracles of science. >> this is my selfie, what can you tell me about my future? >> can affect and surprise us. >> don't try this at home. >> tech know, where technology meets humanity.
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tomorrow at 7:30 eastern. only on al jazeera america.
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>> on the next "talk to al jazeera", legendary tv host dick cavett. >> steve jobs said, "how does it feel to be dick cavett"? about the only question that's ever floored me, you know? >> "talk to al jazeera".
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only on al jazeera america. this is ta"talk to argues" i goen. >> you were born in brazil, raised in lebanon, got your education in france. you run a company based out of france and out of japan. york. so you qualify as someone we can ask questions about the world at the moment. there is this very compelling and difficult situation going on across the middle east, and then we've got the russia/ukraine situation bleeding into an already slowing european economy. let's start with your view of ? >> well, it's very unentail. it's bad. it's obviously taking out of the market, you know, countries which now should
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be really where demand can be big like iraq. it's a pity because there is a lot of wasted opportunity and i fear. >> is there some obvious solution? it looked like there were some hopeful things going on in the middle east. there were a lot of people who thought the arab spring, the idea there was democracy coming to some of these countries was going to mean a new reality and a new beginning. >> yeah. >> is this an interim problem? when you look atrage and syria, you have power vacuums that are being filled by extremists. what's the solution? >> yeah. saying that there is an obvious solution would be arrogant from anybody. i think it's a complex situation but at least the remedies we know them. the first thing is as much as possible, try to diminish fear by establishing a much better communication and knowledge between the different entities
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which for the moment are just, you know refusing to see the evidence, you mentioned the fact that lebanon, which is a kind of melting pot of religions and different ethnicities, you have seen the very best and the worst in the same environment. the very best came when there was tolerance and understanding. and cross-cultural understanding and in a certain way, working between the different community, it has been very pros prosperous at this period of time and you have seen the worst with the civil war with the same communities, same differences people started to suspect each other. >> that's what we were seeing today at the level of the middle east. i mean, if we can reestablish some kind of understanding, some kind of communication, accepting the difference, no matter what the difference are between countries, between religions, between sects, ethnicities because no matter what, they are going to always be there and
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coming back to, more cross-cultural, cross lee lunchous, cross country's collaboration, we are going to be much better off. there are solutions. i don't think they are obvious. but it's possible to restart something allowing the middle east to really deliver its potential, which is huge. >> as a businessman, you really think about the economic potential that can be realized if there aren't these civil wars going on and constant unrest which leads to a lack of investment and a lack of consumer spending so others won't invest in the middle east in the meantime. consumers won't spend t potential? >> we know very well economy development is handicapped by fear when people are afraid they just don't invest. nobody comes. you know, there is plenty of potential in the middle east. but large companies are not going to walk inside a region where there is lack of security, lack of investment in the future, and i am saying this understanding is possible. i mean it is possible. we just need to eliminate fear.
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>> let's talk about eastern europe. these tensions between russia and ukraine and eastern europe have exacerbated already slowing economies. some are worried about a recession in western european countries. what are you seeing? >> well, first, i think europe is in a recovery mode. there is no doubt about it. but this recovery mode has been put in doubt by the fact that there is die virgentions inside europe about the policy to be implemented. this divergentions now is taking place inside the european central bank which has many choices and cannot make what seems to me as obvious choices because the different constituents of europe do not agree. at least for the moment. now. >> means we are in the middle of a crisis in europe. this crisis is not due to the fact that there is lack of economic development. we are in the middle of a recovery in europe. actually 2014, particularly for the car industry
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>> has been pretty good with an increase of the sales of cars around 5 to 6%. this was something we didn't see for a while. it's based upon the fact it was about time that the recovery takes place, but it's being blocked by the fact that every time you have a major decision to be made, you need to make sure that all of the european countries are aligned behind this decision. every time you have an important decision, you have two, i would say, two schools of thought. and two different attitudes is process. >> that's what we are seeing and that's what we in the business world really don't like at all. >> and broadly speaking, those two schools of thought are about os tearty versus stimulus. i mean, there are lots of versus of them in between but do we, as central banks and governments continue to stimulate the economy or do we repair the inefficiencies of these european economies that have been there for general operations? this is a tough situation. >> yeah. i don't think that anybody contests the fact that there is
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a need for much more discipline in fighting the deficit. nobody contests that. even the most liberal people do not contest that. the question is about the next. what is the mix? >> uh-huh >> that you want to do. >> i don't think anybody is neglecting the fact that we need the development and growth and at the same time, we need to fight against the deficit. the question is the timing, the magnitude of the effort which is being debated. and, you know, frankly, i think the sdmrus is a great -- in a certain way benchmark to follow. we, when we look at certain way benchmark to follow. we, when we look at for example in the case of the car industry, 2014, you will recover the level of the sales for the car industry that was prevailing in 2007. you know, we all applaud the recovery. in europe, even with the five or 6% increase of the car sales in 2014, we are still
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20 persianbly where up in 2011. >> car loss, always a pleasure. . >> troops will go to iraq to help against isil. back at home leaders sit down sighing they want to hash out their differences. >> the american people just want to see work done here in washington. >> the day detroit has been waiting for. a judge gives the okay for thecy to get out of bankruptcy. and trading blame in jerusalem as relations between israelis and palestinians become more strained by the