| Abstract | 第4-5页 |
| Chapter One:Introduction | 第7-9页 |
| 1.1 Research background | 第7页 |
| 1.2 Object of the research | 第7-8页 |
| 1.3 Scope of the study | 第8-9页 |
| Chapter Two:Theoretical framework | 第9-14页 |
| 2.1 SWOT analytical framework | 第9页 |
| 2.2 Strategic alliances theory | 第9-10页 |
| 2.3 Enterprise core competence theory | 第10-11页 |
| 2.4 Porter five forces analysis | 第11-12页 |
| 2.5 Marketing mix theory | 第12-14页 |
| Chapter Three:Analysis of the environment of the company | 第14-31页 |
| 3.1 Analysis of the international environment | 第14-22页 |
| 3.2 Domestic environment | 第22-31页 |
| Chapter Four Analysis of the joint venture strategy of Renault | 第31-53页 |
| 4.1 Background of Joint Venture | 第31-32页 |
| 4.2 Company competency of Renault | 第32-53页 |
| Chapter Five.Analysis the operating strategy & the challenge and solution | 第53-83页 |
| 5.1. General concept of Operations strategy | 第53-54页 |
| 5.2. Culture conflict & Internal integration | 第54-67页 |
| 5.3 Market competition & External solution | 第67-83页 |
| Chapter Six:Conclusion | 第83-86页 |
| References | 第86-88页 |
| Acknowledgements | 第88-89页 |
