Psa Peugeot Citroen

Stockholm University12/09/2008Strategic Management School of BusinessSara Värlander Case 3 prostate specific antigen Peugeot Citroën: Strategic Alliances for Competitive service sort 16 Maria Raychuk Marina Oliveira Nuno Luis Patrik Pålsson Sébastien Argoullon content 1. Introduction3 2. Reasons for to form alliances4 3. Advantages and disadvantages when forming alliances5 4. Transferability of PSA’s strategic alliance recipe7 5. tradeoff amidst outsourcing and in-house production8 6. Future challenges and how to tackle them9 7. References12 1. Introduction In 1970’s Europe, opposite to the USA where the Big Three (GM, Ford and Chrysler) had a similar oligopoly situation, there were many car makers who fought distributively other to puff in bigger market shares. This competition between the German (Volkswagen, BMW, Mercedes…), Italian (Fiat), cut (Renault, Peugeot, Citroën), Spanish (Seat) and Swe dish (Volvo) or eventide US (Ford, GM-Opel, Chrysler Europe) car makers was intense. Because of different products, tariffs, nationalism, cultures and local taxes, no iodine correspond more than 10-12 percent of the whole European market.

In that time, Peugeot was a symbol of capitalization, “à la française”. Peugeot used to be a family own firm, making low-risk strategic choices. The firm was known for each category having one of the best financial results of the industry. However, this was not liberal for the French company and if it commanded to continue to be rivalrous in the E uropean mass market, Peugeot had to look for! economies of scale. Meanwhile, Citroën who belonged to Michelin confront a disastrous crisis due to a lack of newfangled and frugal cars and the non-utilisation of diesel motors (a highly demanded feature following the 1973 zilch crisis). Michelin, flavor for a worldwide expansion in the pneumatic industry, could not afford paying for Citroën’s issues anymore....If you want to line up a full essay, order it on our website: OrderCustomPaper.com

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