Renault-Nissan: A study into the advantages of a prior strategic alliance in the development of a post-merger corporate identity

This paper highlights the role corporate identity plays in merger and acquisition activity and examines the advantages of a prior strategic alliance in the development of a new corporate identity post-merger. This paper considers whether a prior strategic alliance could be of benefit in developing and installing a new post-merger corporate identity. In order to do this the framework that is suggested by Melewar and Jenkins (2000) is applied to the Renault-Nissan strategic alliance to analyse which areas in the formation of a new corporate identity are directly aided by the alliance. The potential success of a Renault-Nissan merger on corporate identity grounds is also considered.