1 Introduction

Since its establishment in 1883, the French Union has persisted in its mission despite crises, adapting to the international environment through flexible organization. In 2019, FAW had 832 branches worldwide, 14100 employees, served 490000 learners, sold 28 million class hours, and hosted 25000 cultural events. The purpose of the French Alliance is to spread French language and culture, and enhance France's international status. Its mission includes promoting French language teaching, disseminating French culture, fostering cultural diversity and dialogue. The Alliance is positioned as a non-profit organization, with activities unrelated to politics, religion, and ideology, and possessing openness and inclusiveness. This article analyzes the alliance strategy from three levels: operational principles, models, and practices, in order to provide inspiration.

The operational strategy of the French Alliance

The operational strategy of the French Alliance includes global layout, adapting to local conditions, and maintaining a special relationship with the French government. The global perspective is reflected in the establishment of the Promotion and Action Committee of the French League, as well as the attention paid to the number of French language learners in different regions. Adapting to local conditions is reflected in the localization of the French League institutions, including their names, nature, management methods, and council composition. The special relationship with the French government provides the French League with credit assets and operational guarantees, including government funding, support from the Ministry of Foreign Affairs, and the honorary presidency.

3 Conclusion and Implications

The operational strategy of the French Alliance shares similarities with Chinese international communication, providing the following five insights: 1 Maintain openness and inclusiveness, value communication, mobilize multiple forces to participate, utilize various resources, maintain independence from the government while seeking support; 2. Actively adapt to changing environments, make self adjustments and reforms, such as adjusting management structures, determining priority development areas, enriching curriculum and cultural activity forms; 3. Make full use of commercial marketing methods to provide financial support for institutions, maintain vitality and independence; 4. Practice the concept of cultural equality, pay attention to the promotion and exchange of different languages and cultures, and reduce public resistance; 5. Have a forward-looking awareness, target the younger generation, attach importance to network and digital construction, and ensure the sustainable development of institutions.

4 Conclusion

The French Alliance is facing unresolved issues and new challenges. Macron proposed the desire to open 10 French alliances every year, but only one was opened in 2019. Due to the impact of the pandemic in 2020, the future of the French Alliance is uncertain, and it needs to respond to the crisis through reform and adjustment.