Study on the Challenge of Conservation of Strategic Change: A Case of Alliance Renault-Nissan-Mitsubishi
There was a global financial and business catastrophe last year. Small and medium-sized businesses are increasingly failing, and the majority of them are attempting to produce the necessary profit to stay afloat. Furthermore, it has been discovered that this crisis is affecting large corporations that have either gone bankrupt or are on the verge of doing so. The following project will present and analyse Renault, Nissan, and Mitsubishi’s strategic alliance. The existing external environment and the decision’s drivers are discussed. The new tendencies in the automotive sector toward mobility, connection, and green products are examined in further detail. The alliance’s model, as well as the results in terms of sales and development, are also given. During the preceding year, the three companies established a new cooperative scheme based on the “Leader-Follower” business model. This technique is also presented in a critical light. After that, a SWOT analysis is performed, and recommendations for future tactics are produced. The goal of this article is to look at the three firms’ merger strategy and see how far a vision of transformation, of a better scenario, can be built. Also, to see if Renault, Nissan, and Mitsubishi would be able to compete effectively in domestic, hourly, and international markets as a result of their growing market share.
Author (S) Details
Ioanna Dimitrakaki
International Hellenic University, Department of Business Administration, Greece.
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