Renault Strategy Five Forces

Corporate Strategy Assignment 3: Renault 1 A) Describe the French automotive industry and its main features In 2008, in terms of value, France represents 14.1% of the European automobile market. On the other hand, in terms of value, Germany represents 20.2% of the European automobile market. But this simple comparison hides some differences in terms of strategy. For example, French automobile manufacturers dominate the market with international players generally doing less well in

their power buying. Second, Russia has a lot of natural resources at its disposal. It is very interesting for Renault if it wants to increase its market shares there. Indeed, Renault will not have to import some raw materials indispensable to build a car. Then, the abundant oil at a low price (less than 50$ the barrel) will also maintain the demand of car. Third, we saw that RENAULT has to adapt his self to the trends of the Russian people like the average time of 11 years to keep a car. Thus

| Michelin: Strategy of an organization | Strategy and competitive analysis The mission Michelin is a tyre manufacturer which is based in Clermont-Ferrand. It mission is provide tyres which can be used during a long period and which guarantee security of drivers when they use it. Michelin has a responsibility to advance how people and goods are transported across the globe. At the same time, Michelin has to be socially responsible. It must find ways to make its products more fuel efficient

placement, product promotion or pricing. Innovation is characterized as a change introduces into a process of production being aimed at putting on the market products or services which contain more of value for the customers. Innovation includes five characteristics therefore. The first one is that it is entirely linked to the market. The second is that it constitutes an act volunteer which aims at making better with the existent. Each can so innovate at his level, whatever it is. The third characteristics

Ecological Environment ............................................................................................ 3 Legislative Environment............................................................................................ 4 II. Competitive forces. .................................................................................. 4 III. Market / segment Analysis ....................................................................... 5 ABCABThe Automotive Market Segments ..................

b) Environmental Analysis P.6 1. PESTEL P.6 2. SWOT P.8 3. PORTER’S FIVE FORCES P.9 4. ANSOFF MATRIX P.10 5. BCG MATRIX P.10 c) Positioning P.11 3. Competitor Analysis P.12 a) Strategic segments of the automotive sector P.12 b) But what are the advantages of PSA? P.12 c) The competitors on the French market P.13 4. Strategy P.15 5. Conclusion/ Recommendations P.16 Introduction The automotive sector is a competitive

1. MARKETING STRATEGY 3.1.1 Goals: 3.1.2 Mission: 3.1.3 Strategic goal: 3.1.4Governance and organization: 3.1.5 Strategic field: 3.1.6 Strategic Activities: 3.1.7 Strategic themes 3.1.8 Strategic Positioning: 3.1.9 Orange’s strategy relevance 3.1.10 Strategic problems 3.1.11 Orange’s implementation of its strategy 2. SWOT ANALISIS OF ORANGE GROUP 3. PORTER’S FIVE FORCES ANALISIS 3.3.1 Porter’s five forces analysis applied to Orange

ANALISIS…………………………….15 1. MARKETING STRATEGY……………..….15 3.1.1 Goals…………………………………………………..….15 3.1.2 Mission………………………………………………….….15 3.1.3 Strategic goal……………………………………………….16 3.1.4Governance and organization…………………………………….16 3.1.5 Strategic field……………………………………………….16 3.1.6 Strategic Activities…………………………………………….17 3.1.7 Strategic themes……………………………………………….17 3.1.8 Strategic Positioning………………………………………….17 3.1.9 Orange’s strategy relevance…………………………………….18 3.1.10 Strategic problems………………………………………

I) Introduction/Historique des sociétés et intérêt de L’alliance II) Swot Analyse externe 1. Diagnostic des facteurs clés de succès Analyse interne 1. Renault 2. Nissan III) Problématique A) Déroulement du rapprochement Renault Nissan 1. Objectifs et intérêts du rapprochement 2. L’alliance dans les faits A) Analyse des moyens 1. Les principes de l’alliance 2. Structure financière 3. Coopération structurelle 4. Coopération régionale 5. Coopération humaine B) Conséquences Conclusion April 29, 2010

knowledge of main concepts in strategy to understand the firms’ actions Strengthen the knowledge acquired throughout your curriculum (accounting, marketing, economics…) Improve your culture of business market Become aware of firms current transformations 2 1 Programme 1. 2. 3. 4. Introduction The strategic diagnosis An evolution of the economic and business environment The new strategies of firms 3 Introduction 1. 2. 3. What is the strategy ? A multiplicity of approaches