The Sustainability of a Renault-Stellantis Alliance

The thesis examines whether an alliance between Renault and Stellantis would be viable within today’s automotive environment. It begins by looking into the global industry context, market shifts, and regulatory pressures, then uses key theories on strategic alliances and M&A to identify the main drivers, risks, and conditions for success. Past cases are reviewed to extract lessons that can be used in the Renault–Stellantis scenario. A detailed analysis of both companies follows, covering financial performance, competitive advantages, strategic priorities, and historical partnerships. The core section looks into the implications of a potential partnership in terms of cost-reduction synergies, shared EV platforms, expansion opportunities, as well as regulatory constraints, competitive threats, and political sensitivities. The thesis then assesses the organisational, cultural, and stakeholder impacts of such an alliance, considering how it could reshape industry dynamics, and influence consumers in terms of pricing, model availability, and brand identity.