Study on the Challenge of Conservation of Strategic Change: A Case of Alliance Renault-Nissan-Mitsubishi

In last year’s, there is a global financial and business crisis. The bankruptcy of small and medium-sized enterprises is increasing and the majority of them are trying to make the necessary profit to survive. In addition, it is observed that this crisis also affects giant companies that either went bankrupt or came very close to it. The following project aims at presenting and analyzing the strategic Alliance of Renault, Nissan and Mitsubishi. Reference is made on the existing external environment and the drivers of the decision. More specifically the new trends in automotive industry towards mobility, connectivity and green products is discussed. Also, the model of the alliance, as well as the results, in terms of sales and development are presented. The three companies, during the previous year, developed a new co-operative scheme based on the “Leader- Follower” business model. This scheme is also critically presented. Then, SWOT analysis follows and proposals on future strategies are made. The purpose of this article is to study the merger strategies of the three companies and to what extent a vision of change, of a new better situation can be formed. Also to study whether the increased market share will create the ability of Renault, Nissan and Mitsubishi to compete effectively in domestic, hourly and foreign markets.