Abstract
Set in 1993, this series of cases (A,B,C,D, and B [abridged]) concerns the strategic alliance between the automotive businesses of AB Volvo, the largest industrial group in Scandinavia, and Renault S.A., the largest enterprise in France. This alliance was one of the most prominent failures of multinational business integration seen in recent years. The aim of this series is to explore three broad themes: strategic alliances, leadership of corporate transformation, and governance and investor relations. The A case reviews the original formation of the strategic alliance in 1990 and its status as of March 1993, when the probability of Renault's privatization increased. The tasks for the student in the A case are to assess the origins and current health of the strategic alliance and to recommend responses to the impending privatization of Renault.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
