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ic alliance may turn actual or potential competitors into partners working toward a common goal. For many global and international companies and firms, Use of strategic alliances is become a more and more common useful tool for expanding the reach of goals and purposes without committing yourself to expensive internal expansions beyond your core business. Usually, the businesses use strategic alliances in order to achieve the value and growth that will bring some profits from the global market. There is a list goals for international business that have investigated and concluded including achieve advantages of scale, scope and speed increase market penetration enhance competitiveness in domestic and global markets, enhance product development, develop new business opportunities through new products and services, expand market development, increase exports, diversify, create new businesses and reduce costs(Varadarajan, 1995). Because of these tempt benefits brought by the strategic alliance, it has expanded dramatically over decades among diverse business or industry, and their use will continue to increase as we enter the 21st century.

Therefore, in this paper, we take two common examples about the activities of the international strategic alliance to understand how to manage this practice in today`s global market. Then, some suggestions discribed and analysied that should be helpful to set up a competitive international strategic alliance.

2 Two examples for International Strategies Alliances
2.1 Renault Group in India

The Renault reputation in the carmakers was began with very early. In 1899, Renault launched the first production sedan car as well as patenting the first turbocharger. Today, Renault turns into the number one private manufacturer in France and becomes the world's top 100 automobile manufacturer with the Nissan, Ford and Benzi. In 2005, the firm announced the decision of entrying into the indian market, and design a brand of Logan. Including India, the Logan will be produced in six countries: Romania since 2004, Russia, Morocco and Colombia in 2005, and Iran from 2006., India, with a population of more than 1 billion, has experienced strong economic growth, exceeding 8% in 2004. The automobile market progressed by 68% between 1998 and 2003, reaching 1,040,000 vehicles in 2004 with a marked preference for small and medium segment cars.

Recently, Renault has decided to increase its presence in Indian car market by building together with Nissan a shared plant in Chennai (former Madras). This new vehicle production site could become one of India’s biggest, with installed capacity set at 400,000 units/year. Renault will provide its engineering skills and industrial expertise and Nissan its technological expertise. The new products built by Renault at the Chennai plant will be sold under the Mahindra-Renault brand through the Mahindra & Mahindra distribution network.

Over the years, theRenault-M&M Jonit Venture is proved to be an powerful economy group, common sedan in Indian automobile market. The strategic alliance is also considered to be a successful example to the international alliance management. The new joint venture plant, an extension of the existing partnership between both the partners, is a win-win for both M&M and Renault. With a flexible assembly line that is shared, for Mahindra, the alliance plant will pr