Ioanna Dimitrakaki* |
Corresponding Author: Ioanna Dimitrakaki, South-West University |
Revised: 21 September 2020; |
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Object
of present report consists the analysis of case strategic alliance of Renault,
Nissan, Mitsubishi and results their change. This is how the processed are
examined through which he moved the specific decision, as well as priorities
that companied the suggested change.
Reference
is made in basic axis of plan alliance Renault, Nissan, Mitsubishi that is the
decrease of cost production and “tightening” of relations.
In
continually, reference is made of leader roles of three companies in terms of
platforms models every company but also in technological development of
possible points.
Also,
is examined how this new business model of alliance will allow in
companies-members make the most of it the experience and their competitiveness
to enhance the alliance in her total, in a radically changing global
environment cars.
After,
from the description of external environment with the use of dimensions
P.E.S.T. (Political – Economic – Social – Technological), discusses issues
required of competitive macro-environment of company with the use of model five
forces of Porter.
In
continually, is examined the result of alliance and end is done an effort
analysis of available strategic choices for Renault, Nissan, Mitsubishi.
Finally, is recorded as series proposals, in order to recover the three
companies.
Target
of present project is the analysis of meaning alliance of entrepreneurships as
well as the reasons for which the entrepreneurships proceed to synapse
strategic alliances. While, the target of plan alliance Renault, Nissan,
Mitsubishi is decreased the models of three companies until the year 2025 at
20% while the new models will increase from the todays 9% in 48%.
Keywords: Alliance, Cost
production, Renault, Nissan, Mitsubishi.