Case study Renault - Nissan

Type :

Case study

Pages :

18 pages

Format :

.doc

Published date :

01/20/2009

Category :

Business & market

Sub category :

Business strategy

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Summary :

Theoretical part.
1. Theoretical presentation of an alliance.
2. Complementary strategic alliances.
3. Additive strategic alliances.
The practical part.
1. Presentation of the Renault group and its alliance with Nissan.
2. The Renault Group.
3. The Renault-Nissan alliance.
Is the development strategy of Renault relevant?
1. Objectives of Renault.
2. The strategy of Renault.
3. Results.
Do you think that Renault's decision to resort to an alliance is justified?
1. An economic context conducive to internationalization.
2. Advantages and Disadvantages of possible alternatives of the company.
3. Joint growth: Type of alliances.
4. Assessment: Choice of alliance.
What do you think of the choice of Nissan as a partner?
1. Complementary competences on the level of sales.
2. Complementary resources: Geographical penetration.
3. Cross diagnosis and Value chains.
Evaluation of the initial terms of the agreement.
1. The modalities of an equitable alliance.
2. The financial perspective.
3. The management perspective.
4. The capacities of reorganization at Nissan.
Recommendations.
Sources.

Abstract

A strategic alliance is an official commercial collaboration, adopted by mutual agreement between companies. The partners of the alliance share, exchange or integrate some their resources for their mutual benefit, while remaining distinct and completely independent entities. For an alliance to be strategic, it must be of determining importance to the companies which form it, or at least to one of them. If not, it is a simple agreement. One of the typical characteristics of a strategic alliance, it is that it often allows companies to do together what they could not have done alone, like launching new products, finding new markets for already existing products or reducing the production or operating costs of partners by increasing efficiency. Strategic alliances take very diverse forms. They have evolved considerably and have become more flexible these past few years. Companies can choose an alliance which only relates to simple commercial exchanges or an agreement of reciprocal concessions of licenses. They can also establish a more complex partnership starting with agreements, industrial co-operatives or joint ventures with share capital.