Nikhil

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“Renault-Nissan Alliance” Case Report
"I pledge on my honor that I have not given or received any unauthorized assistance on this assignment/ examination."

1.What are the strategic reasons for the Renault-Nissan alliance?
Strategic alliances are voluntary arrangements between firms that involve the sharing of knowledge, resources, and capabilities with the intent of developing processes, products, or services (Rothaermal 244). The most common reasons firms enter into strategic alliances are – * To strengthen competitive position * To enter new markets * To hedge against uncertainty * To access critical complementary assets * To learn new capabilities (Rothaermal 245).
The Renault-Nissan alliance was not an exception to the aforementioned reasons. In the late 1990s, Nissan was falling apart, with consistent drop in its auto sales and poor returns. It had been losing market share for 27 years in the Japanese market and by 1999 it had about $20 billion in debts. Analysts attributed Nissan’s bland styling, infrequent model changes, high manufacturing and parts costs, and bureaucratic decision-making to its poor performance. At the time when Nissan was looking for somebody to bail them out of their financials crisis and put the on the profits, Renault came to their rescue. Renault was a maker of small- to medium-size cars with consistent, but slim profit margins. It sold 85% of its automobiles in Western Europe with third of them in France. Renault had marginal international presence and also marginal presence in the premium cars and trucks segment. Renault was both looking to expand in the international market and in the premium cars and trucks segment. Renault thought Nissan, with its strong presence in North America and good engineering capabilities would be potential partner for them to fill those gaps. While, each of the companies had…...

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