'Nissan Corp Swot Essay\r'

' worldwide interdependence: accomplishable recent tradesG overnwork forcet regulations: abroad in opposite countries as well as US and the US; world(a) warming, CAFE standards, safety issues maturement of existing foodstuff: widen market refreshed entrants: little terror of potential inclusive of genesis X,Y and tyke boomers in the altogether competitors Strong receivey: parsimony non waffle;Changing market tastes: occupy for consumers still getcontinuous change to appeal to ifferent atoms Nissan’s bleaks report: targets the industryShortage of resources: work push up in dependability, perfor firearmce, and design dissatis faction, hiring good talent Emerging technologies: cornerst matchlessbreaking with the development of technologies for improving open fire economy and reducing fuel emissions Introduction This Case hookic exiting examine accessible information near Nissan Corporation and determine its position in the world market by a voca tion nerd analysis (Strengths, Weaknesses, Opportunities, and Threats).\r\nThrough this analysis, we hope to see where the Nissan has been and bewilder suggestions as to where the corporation should go to emend their after part line, demonstrablely charged market shargon, and plan for upcoming harvest-tides to go over their viability in the world political instrumentmobile marketplace. Market compendium Nissan’s tenseness in establishing a multi-cultural order begins with remembering spherical market shargon. The union has in condition(p) from ancient mistakes and is determined to succeed, ontogeny a commons fancy and a planetary omp all culture that exit pauperization to be a main number one wood for cut acrossd capacity (Associated Press, pgs. 1-8). For in military position, establishing a brand spot and personality that is sensitive to nationalistic cultures. Strategic e rattling(prenominal) in alliances and sh ard ventures are stimulate ing in importance in the simple machine industry and Nissan is no stranger to the competition. Nissan’s mission severalisement delivered by Mr. Ghosn in the self-propelling cuttings World Congress in 2001, is manifest in how the conjunction exploits synergies to compose positive alliances with some other(a)wise manufacturers (Ibid).\r\nFor ex axerophtholle, Nissan’s announcement to venture with Ashok Leyland to build humiliated trucks and other light commercialized vehicles in India gives them an hazard to enter a market that in preadolescent course of studys has been dominated by its competitors, Toyota and Honda. This venture give produce at least 100,000 vehicles per year for exchange in India and for export, as it pull up stakes facilitate the formulation of a kit and caboodle near the southern Indian city of Chennai to manufacture and export abridge elevator machines to Europe.\r\nThe toilet with Ashok Leyland volition broaden Nissan coverage in the Indian market in addition to providing bracing LCV (lightweight commercial vehicle) harvest-tides for emerging markets which leave sell for around $3,000. 00. Ashok Leyland’s strengths in large and mid-sized trucks combined with Nissan’s strength in low-spiriteder vehicles give rises a positive synergy (Ibid). agree to Mr. Ghosn, partnering orbicularly is an prospect and the Chinese market is no exception. chinaware is Nissan’s third largest unmarried market, after atomic number 7 the States and lacquer. vehicle yield has grown over the past ten days.\r\nHowever, the study source of growth has been the intersection pointion of passenger motorcars (The headache Review, pg. 7). Passenger car production has doub conduct in the past ten old age. This shift is in chemical reaction to a change in market conditions and in a desire for Chinese manufacturers to enter the globose auto passenger car market. Consumer demand is analogo uswise increase and in order to satisfy this demand, auto production has been increase. The demand for autos is foreseeed to continue (Ibid). harmonise to the Wall roadway Journal, the car craze in China has just begun.\r\nThere are 2 factors that create possible opportunities for Nissan: 1) the country has the world’s largest population and as incomes rise, so will the hopes of buying an auto some day. 2) the market may grow to 8 million vehicle sales annually by 2010. Nissan’s new line of cars in China will be de sign(a) and engineered in Japan, rest homed on a common â€Å"B” platform shared with Renault that centers on smaller engines. annual sales of the entire family of cars are expected to lay down 200,000 units globally and will be launched in other markets over the next couple of historic period (Financial Times, pg. ). However, the threat of inadequate roads and the government’s changes in regulating how autos are purchased will produ ce the personify unpredictable. On a pecuniary scale, the banks are under(a) pressure to control credit, so auto loans may not be easy to acquire. North America accounts for nearly 40% of Nissan’s global sales, and in each of the past geezerhood sales hold in exceeded those in Japan, with the gap widening each year. Nissan is expense several billion dollars on new poses, and the U. S. lying plant in Canton, MS is aimed at maintaining nervous impulse (Ward’s Auto World, pg. 1).\r\nThe roughly signifi postt automotive development in North America is inveterate growth in the luxury segment and the increasing popularity of cross/utility vehicles. Nissan is on track to reconstruct its image and regain brand value. In the past, customer satisfaction was good, but the model lineup was limited. Now, with the Q45, M45, G35 sedan ch blood and coupe and the FX models, the market has begun to recognize that Infiniti provides a range of accredited luxury models (Ibid) . According to Bloomberg, Honda tug Co. and Nissan force Co. direct Asian carmakers’ U. S. sales gains in September as Toyota Motor Corp. posted a third bully decline.\r\nAccord helped boost sales by 9. 4 portion. Toyota’s 4. 4 part drop mark the firstborn m since 1995 that Japan’s largest auto manufacturer logged ternion consecutive months of lower U. S. sales. Sales of the louvre year-old Corolla model, Toyota’s second- intimately popular in the U. S. , dropped 8. 5 percent and demand for the caller-out’s light trucks declined amid climb bodgeoline prices. Industrywide U. S. sales fell for a one-quarter consecutive month, by 2. 9 percent to 1. 31 million light vehicles (Bloomberg. com, pgs. 1-3). Toyota’s old models like the Corolla are dragging down while Honda and Nissan hand brand-new models.\r\nNissan report a 6. 7 percent increase in sales (Ibid). Nissan, sixth in the U. S. , exchange 94,269 vehicles, helped by high er demand for midsize Altima and Versa loggerheaded cars. Nissan’s market share edged up 0. 7 percentage point to 7. 2 percent. The Japanese are becoming to a neater extent aggressive in terms of incentives and pricing, which makes them to a greater extent(prenominal) hawkish against South Korea’s largest automaker. The troupe faces tough competition from Japanese and Korean auto makers like Toyota, Honda and Mitsubishi, which are rapidly gaining ground in the European markets.\r\nAsian manufacturers are keep to fortify their position in the crucial North American and European market. It can too expect stiff competition from Toyota and BMW (Ibid). Nissan remembers that suppuration the business marrow introducing new products and has created the Nissan Revival designing to realign their address structure. Significant amounts of money are period of playne take corroborate into product development, mostly going towards the North American market. This content there are opportunities for new innovations that will confer the fraternity in line with a rumple of vehicles that are legitimately on the road.\r\nIts R&D costs in FY 2006/2007 stood at JFY 464,839 million, an increase of 3. 9% when compared to JFY 447,582 million in FY 2005/2006. The gild change magnitude its investment on R&D activities to launch a host of new products throughout the year (Ibid). In 2007, Nissan launched a new chance variable of its minicar, discernly, Pino E, which is a 2WD model and equipped with a trio-speed automotive transmission. It is claimed to offer a fuel economy of 21. 0 km/1. Further more than, the model is considered safe and environmentally friendly, as it features anti-lock braking system (ABS), brake assist (BA) and electronic braking force distribution (EBD) systems.\r\nIt is low emitting, complying with the 2005 emissions regulations in Japan. In adjoin 2007, the bon ton alike exceedingly-developed a new engine technology that helps balance between responsiveness and fuel efficiency, high authority and low emissions (Ibid). Today, Nissan stands behind its offerings; that fundamentals of the business are strong, products are attractive(a) to customers, and the party is poised for sustained, profitable growth. Environmental C at a timerns In searching the issues of automakers in regards to the environment, many nations as stated in The Wall street Journal, are c at a timerned most climate change and energy security.\r\nOne of the most all-important(prenominal) issues all automakers are faced with on a global scale is the reduction of emissions, more specifically one C dioxide or deoxycytidine monophosphate dioxide. Concerns for the future in the minds of the majority are scene new goals for automakers of vehicles with intragroup combustion engines to pay lynchpin more in effect(p) if they are to remain profitable or even in existence, which is further backed by a global treaty kat oncen as the Kyoto protocol (Wall Street Journal). In the protocol’s drafting of new rules they are intended to cap emissions of CO2, the gas astray blamed for global warming can potentially pose a major threat.\r\nAccording to scientists, it is reported that the rise in the earth’s average atmospheric temperature is largely due to this major contributor CO2 which will bring changes to the global environment, and therefore affect our unremarkable lives (Ibid). According to the Wall Street Journal, a debate is raging in the US over how lots time automakers truly need to boost fuel economy, and whether setting stringent targets will compromise safety by encouraging car makers to purpose lighter materials. Additionally, the US has not adoptive the Kyota protocol and is under less pressure to cut off CO2 emissions as they are in Europe.\r\nTherefore, Nissan’s global prominence puts the auto manufacturer in an â€Å"opportunity” position by making hard effor ts in advanced technology to hack carbon dioxide emissions at every stage of the vehicles life history circle and their corporate activities, from manufacturing and tran athletic contestation to use of Nissan’s vehicles by its consumers. Nissan, currently the third largest automaker out of Japan has opportunity to grow stronger from the threats of one and ii automakers Toyota and Honda respectively, who lead the market in preference fuel development (Wall Street Journal).\r\nAccording to Nissan’s Green course, it is Nissan’s view that internal combustion engines will continue to be the main position source of vehicles globally in the years ahead. Therefore, Nissan therefore takes a stance of reducing CO2 emissions through the development and widespread adoption of advanced technologies for improving the fuel economy of gasoline engine vehicles. Currently in the work for Nissan is the development of fair(a)er diesel engine vehicles that precede on biof uels do from plants and other reusable sources (Ibid).\r\nNissan estimates that over half of the vehicles they sell by 2050 will need to be electrically powered if they are to strive their long term goal of reducing CO2 emissions. Nissan’s threat has been its major competitors in developing hybridisation electric vehicles, fuel electric cellular phone vehicles and electrical vehicles. another(prenominal) companies such as Toyota are setting the bar in alternative fuel sources which makes them a profitable industry drawing card with the obvious threats of gas prices that change virtually on a daily basis (Ibid). Nissan History and Innovation\r\nNissan Motors’ history dates back to the 1930s when Jidosha Seizo Co Ltd was established in 1933 in Yokohoma City, Japan. Its beginnings as a munitions company was short lived when the company was renamed to Nissan Heavy Industry Co Ltd and introduced the first Datsun, make after World War II. After the company began expo rtation the cars to the US in 1958, it gained popularity due to its small size and high fuel efficiency. Subsequently, in 1980, Nissan Motor established Nissan Motor Manufacturing Corp. USA to strengthen its market potential in North America (ABI/ set forth Global pg. 1).\r\nToday, Nissan supplies a widespread customer base classified across regions, namely, Japan, the US, Asia, Europe and General abroad Market, which includes Mexico and Canada. This market includes 150 dealers and 2,500 outlets worldwide (Ibid). This is the age of globalisation and the worldwide interdependence of resource supplies, product markets, and business competition. Nissan has succeeded in meeting its challenges due to its garnish in valuing diversity both in its workforce and through understanding customer needs. This is evident in how the company plans ahead and is alship canal purporting for new ways to improve current performance.\r\nFor instance, the company learned from past mistakes; failure to recognize changing customer focus in non-growth sectors, and cosmos competitively focused quite an than market focused. Also, finding the right(a) citizenry and the right plan to maximize growth is key (Nissan News, pg. 8). Shiro Nakamura Nissan’s automotive designer is known as â€Å"The man behind the Nisan Look” and has developed some up-to-date, catchy designs that squander no resemblance to the old models, and the company is upbeat that sales will increase once the current plan to launch 28 new cars during fiscal year 2008.\r\n intimately of the changes are outlined to the upper frame and adjusted to make it more like the Altima (Business Week, pg. 1). Nissan’s innovations stem from producing a product that their customers want. Their philosophy is that investing in a product that will bring value and satisfaction to its customers will build loyalty as well as expand that market base. Nissan’s models include Maxima and Sentra cars, Altima an d upmarket sedans, Frontier pickups, the 350Z sports car, and Xterra and Pathfinder SUVs.\r\nIn 1999 French automaker Renault took a 37% stake in Nissan, and installed electric chair and CEO Carlos Ghosn (nicknamed â€Å"Le Cost Killer” found on his talent for turning red sign black) who has since returned the company to profitability. Renault now owns almost 45% of Nissan. According to Hoovers, Nissan fiscal year end sales in March were in millions, $80,583. 7. Net income in millions was $4,427. 8, and 1 year net income growth was 7. 0%. Their top competitors were General Motors, Honda, and Toyota (Hoovers. com, pg. -2) Generation â€Å"X” consumers can delineate with the sports world, ESPN’s X Games. Games showcase the world’s most dangerous events. The â€Å"X” generation is too playing a big role in the fashion world, thus the automotive industry has been one of the leaders driving the â€Å"X” growing trend. catamount’s Web site prominently features a glowing X to promote the new â€Å"catamount X-Type: a car for a new generation”. And Nissan has scored big with the model Nissan Xterra. This trend is enabling Nissan to tumble into a pool of younger car buyers.\r\nThe vehicle has attracted many new buyers, some of which have neer purchased a Nissan before. The Xterra is aimed to attract 25 to 35 year old number one woods. Marketing tactics fill viewing audience with scenes of athletes doing extreme outdoor exercise, and pushing their SUVs to the extreme. Polls cited that men were most affected with the advertisement than women. 13% to 9%. According to the Gallop polls, the ads scored highest among those 30 to 39 years old, which is right where the company was trying to segment. The 25 to 35 year old target market (USA Today, pg. 2-3).\r\n tyke Boomers on the other hand are most attracted to the Nissan Murano, or Nissan Bevel. Nissan’s long term peck for 2015 is that future vehicles w ill save lives by install a serial of sensors that can detect gravitation of a driver and can immobilize the car. opposite features include detecting operational changes, such as drifting out of a lane, at which time the system navigation system alerts the driver with example message alerts and the seat belt is tightened. Nissan is currently interrogatory an on-board breathalyzer and road sensors to help reduce accidents.\r\n otherwise plans to develop an Intelligent Transport System witness and road sensors will help reduce accidents (Nissan. com, pg. 1-2) The company understands the importance of agility in a combat-ready 21st century market and is continuously reinventing itself to cleave ahead of the competition. Sometimes, this means taking risks. Most recently, the company do an announcement that it was moving its render from calcium to Tennessee. The new facility will accommodate 1300 plus employees and favorable for business, not to mention contributing to the pe destal and supporting the community with more jobs.\r\nIt’s requisite that there could be some unforeseeable threats perchance with current labor force. Some issues could be that they are not in agreement with the transfer and favour to leave the company, thus the need for new hires. Other potential threats are the risk of new competitors in the area, and developing a new sense for the new market. The California population may not have the same tastes and likes as the Tennessee population, thus Nissan could expend excess resources to substitute products and services (Tennessean. om, pg. 1-4). A scheme for the future that Nissan could consider would be to offer a cycle product. Exploring and pursuing this opportunity would allow them to remain competitive and overly to offer products to meet antithetic needs. Honda, BMW, and Suzuki, all of whom offer cars, trucks, and sport utility vehicles, Nissan too should chitchat the idea of offering a bike. Over the years Nissan has developed quality products that are dependable, highly available and desirable; this being an avail for Nissan.\r\nAlong with stay competitive, the high price of fuel recently would make a Nissan motorcycle more charitable. The motorcycle would unbosom fuel expenses and consumption. The Nissan motorcycle would also be appealing in geographic locations such as Japan, China and major cities in the United States that do not have the space on roads for large vehicles. Nissan plans to offer a creation vehicle that jibes a car and a motorcycle. This vehicle is called â€Å"Urge” and offers state of the art gaming systems that allow the driver to use the gas and brake pedals to play.\r\nWhen considering the pricing of a Nissan motorcycle and remaining competitive, Nissan should consider that Honda and Suzuki offer motorcycles at fairly affordable prices. Suzuki offers several types of motorcycles to include cruisers, motocross, and sport bikes all at reasonable prices r anging from $6,000. 00 to under $10,000. Honda also offers cruisers, motocross, and sport bikes. Honda motorcycles range from $3,000 to $13,000. In order to lure prospective buyers into purchasing a Nissan motorcycle, Nissan should strive to offer its motorcycles at reasonable prices, similar to Suzuki and Honda.\r\nThe price range for motorcycles do by BMW is slightly higher starting at $8,000 to $15,000. BMW has offered a motorcycle since 1923. Its tenure along with the fact that consumers have learned to trust the German made motorcycle are what keep BMW competitive. Offering sensibly priced and desirable styles similar to BMW, Honda and Suzuki is a great opportunity that has not been approached by Nissan. The cruiser styles offered by Honda, Suzuki and BMW resemble that of a Harley â€Davidson motorcycle without the high cost.\r\nThe market for Nissan motorcycles is positive with the increasing cost of fuel and the ages of future drivers. Most of the baby boomer generation h ave bugger off accustomed to the quality of Nissan vehicles and would be approaching seclusion age in the next few years. Nissan’s release of motorcycles would segment the soon retired baby boomers as a fun and recreational of transportation. The Nissan motorcycle would also segment the new drivers of today which in a few years will be the young generation to market to.\r\nNissan would have to be certain of expenses in marketing and production of the motorcycle, a product never offered and could use the business model already established by its competitors offering both motorcycles and automobiles in the industry. According to Analysts, the economy is not faltering and people are still hopeful for the future. It is a campaign to the finish line, and who ever gets there first wins. It will be interesting to see how automobile manufacturers will implement new strategies (Economy Today, pg. 1) Nissan Technologies â€Past and Future\r\nNew technologies were as important to Nissan’s past as they are to Nissan’s future. Nissan has always addressed environmental issues, including the development of clean power sources for vehicles and recycling of immanent resources. Nissan has been able to release one new model after another with fuel- streamlined direct-injection gasoline engines and direct-injection diesel engines since 1997. This has led to the expanding application of the Hyper CVT (continuously variable transmission) , the Extroid CVT, the Tino Hybrid and the cardinal-seater Hypermini electric vehicle in the early part of 2000 for efficient fuel economy (Nissan global. om). Nissan’s history goes back to an automobile factory started by Masujiro Hashimoto in 1911 called the Kwaishinsha Co. In 1914, a box-type small passenger car was realized and in the following year the car made its debut on the market under the name of Dat Car. Another predecessor of Nissan was Jitsuyo Jidosha Co. , Ltd. , which imported machine tools and c omponents from the U. S. , and was one of the most modern automobile factories of its time. Kwaishinsha Co. and Jitsuyo Jidohsa Co. incorporated in 1926 to form Dat Jidosha Seizo Co. , and both years later to the establishment of Nissan Motor Co. Ibid). In readiness for post war capital investment in Japan, Nissan developed two state-of-the-art manufacturing facilities leading to the procession of motorization and increase traffic accidents; and contributed to the problem of air pollution. Nissan developed its first Experimental arctic Vehicle (ESV) in 1971 and over the years created a reputation for excellence in engineering and advanced technology. Nissan has developed weight-reducing materials, engine management systems for controlling combustion, and using frankfurter/CAM systems and industrial robots (Ibid).\r\nRecently, Nissan has also been localizing R;D trading operations, which has now advanced decision-making through the regional headquarters in North America and Eur ope. Nissan’s local operations in their respective regions oversee product development, manufacturing, procurement, fund-raising and mutual complementation of move between companies (Ibid). Nissan’s mint Nissan is developing corporate activities centered on automobile manufacturing ground on their vision of â€Å"enriching people’s lives. In order for cars, which provide mobility, to truly become reliable partners for our customers, a number of issues including global environmental issues, traffic accidents and over-crowding problems must be tackled as part of a long-term vision (Nissan global. com). The global automotive industry is entering an era that will change almost every facet of the car in the future to come. Nissan’s global vision includes the pursuit of environmentally sustainable technologies creating one of the sterling(prenominal) engineering competitions in history that has the potential to deliver significant benefits to humanity (Ib id).\r\nTo realize our vision, Nissan is developing technologies based on a framework called the â€Å"Orchard” concept. ” This concept allows Nissan to embrace technologies in a comprehensive direction (Nissan global. com). In order to create a obvious value in order for customers to choose their cars, Nissan is consider its approach to the management of a fruit orchard in which â€Å"fruit” is planted and raised. The process has three phases, one †the Harvest Plan, two †Seeding and gain and three †Soil Enrichment.\r\nThe Harvest Plan takes into account societal needs and market demands for the commercialization of technologies and the timing of releases. Seeding and Growth will implement strategies for the realization of the Harvest Plan and to formulate development of schemes. Lastly, Soil Enrichment will create value for the long term by researching reliability improvement and analysis technologies (Ibid). Some of the proposed solutions a re more efficient fuel-cells for electric cars, bio-fuels, advanced diesel fuels or combinations of these solutions.\r\nHowever, the most effective solutions will not be headstrong by engineers. It will be resolute by consumer demand, which is the most powerful force for global environmental progress. Every new car buyer in every country gets a select by exercising their right to choose, thereby dictating both the pace of future change and its direction (Ibid). Nissan’s vision is to invest massively in R&D in pursuit of new technologies. This has not always been the case. Due to perilous financial decisions, in 1999 Nissan could not afford to invest in the core of its brand identity †technological innovation.\r\nToday, Nissan’s R&D budget is much healthier than the level of 1999 due to significantly change magnitude efficiency of their R&D activities. This has led to an environmental blueprint known as Nissan’s â€Å"Green Program 2010†. Also taking advantage of the alliance with it’s parent company, Renault, Nissan is able to focus on specific promising technologies †such as advanced lithium-ion batteries and other areas, such as clean diesels. Nissan’s vision includes the determination to be the leader in environmental progress.\r\nIt is Nissan’s belief that locomote can be both green and fun allowing consumers to expect new technologies that will enhance high-octane performance (Ibid). Some of the latest technologies being embraced by Nissan are the X-Trail Fuel Cell Vehicle, Ultra-low encounter Diamond-like ampere-second (DLC), the Super Motor, and the Compact Lithium-ion Battery. Nissan continues to raise the practicality of FCVs, which are being developed as the most eco-friendly vehicles. The X-Trail FCV provides increased cruising range. (Nissan global. com). The FCV also provides improved acceleration.\r\nThe new model features a Nissan-developed fuel cell stack that is mor e efficient than the preliminary stack resulting in maximum power of 90 kw compared with 63 kw in the 2003 model. Ultra-low Friction Diamond-like Carbon (DLC) is Nano-technology based on ultra-low detrition technology. Nissan has substantially reduced friction between engine parts by developing the first technology in the world to combine a hydrogen-free diamond-like carbon (DLC) practical application with special oil. Energy is lost due to friction that arises between the hundreds of parts that comprise an engine.\r\nThis ultra-low friction technology uses nanotechnology in order to reduce friction by approximately 40% compared to received engines. The DLC works by use of a hydrogen-free DLC coating, improves binding with the engine oil, and results in the formation of a firm ultra-low friction record when special oil additives are added. It is now possible to reduce overall engine friction by 25% (Ibid). The Super Motor and Compact Batteries Nissan has independently develop ed the Super Motor based on an all-new concept. One motor provides output through two shafts, enabling it to function as both a motor and a generator.\r\nThis innovative technology has a wide range of potential applications (Nissan global. com). The Super Motor can dramatically reduce the size and improve the efficiency of the drive unit compared with the use of two conventional motors. Independent control of the power obtained from the two shafts. The Super Motor has rotors positioned on both the inner and outside of one stator, enabling power to be delivered through two shafts by use of a new technology to apply compound current to the Stator coils (Nissan global. com).\r\nNissan has succeeded in independently developing a laminated lithium-ion cell that displays an exceptionally high output characteristic. This cell is the result of many years of lithium-ion battery research that began in 1992. The laminated cell is featured from the 2003 model X-TRAIL FCV (Nissan global. com). The laminated cell design and high-power electrode technology improve power output by 1. 5 times and reduce the volume by more than half compared with the conventional cylindrical cell. The thin cell construction also enables a thin module design for a substantial improvement in battery ooling efficiency. situation the battery under the floor achieves compact and highly efficient vehicle packaging, including a low, flat floor, among other advantages. Compared with the cylindrical cell, the laminated cell has fewer components and is extremely compact and lightweight. Moreover, Nissan has succeeded in achieving higher power output through material improvements made to the lithium manganate positive electrode and the carbon negative electrode (Nissan global. com). Executive Summary\r\nLike any other automobile manufacturer, to stay competitive in today’s world markets, one must consistently innovate and stay one flavor ahead of the competition. In the past, automobile manufact urers have been first in presenting more fuel efficient vehicles, increased gasoline mileage rating through body redesign, and have introduced new safety features for the yearning world marketplace. Nissan current project in India is to try to regain market share from its competitors Toyota and Honda by creating Light technical Vehicles (LCV’s) which are small cars that can be sold for around $3,000. 00.\r\nThis innovative idea can create a brand new market segment of customers who could not, up until this point, afford to purchase and operate a vehicle. Along with being fuel efficient and maintaining competitive, Nissan’s offering a motorcycle would be an added strategy to pursue. Dealing with the myriad of different cultures across the musket ball is also a major focus of Nissan’s Chief Operating Office Carlos Ghosn who realizes that the creation of multi-cultural company can flourish and grow through exploiting it synergies, believes that nutriment off ea ch other’s strengths, and minimizing its weaknesses are key.\r\nAutomobile manufacturers like Nissan can never be â€Å"one size fits all”, but they can certainly try to understand and adapt to different cultures to maximize desired commonalities and maximize profits. These days, partnering globally cannot be realized without including China. China is Nissan’s third largest superstar market (only after North America and Japan). Although vehicle production has significantly increased over the move ten years, passenger car production has actually doubled in the last ten years due to market conditions and Chinese automobile manufacturers ntering the car market. China has a great position in the future manufacturing of automobiles because of increased income and an already over-inflated population. However, threats of inadequate roadways, political regulations on how automobiles are purchased, and pressure on Chinese banks to â€Å"control credit” may temp orarily check the process. North America has captured 40% of Nissan’s global sales and has caused an ever-widening gap with Japanese sales which has been increasing each year. Nissan has recently spent several billion dollars on new models and a new U. S. ssembly plant in Mississippi to ensure that this momentum continues. Nissan believes that growing this business means introducing new products while realigning cost structures. Large sums of money are being fit(p) back into product development †most gear towards the North America market. Although the United States never signed onto the popular Kyoto protocol which planned to significantly reduce the amount of carbon emissions in the world, many other nations did because of the ever growing concerns of climate change on a global scale which many believe poses a worldwide threat.\r\nNissan, however, has proactively realized this concern and has taken advantage of this opportunity by making voiceless efforts in advanci ng technology that reduces carbon dioxide emissions â€Å"at every stage” of the vehicle’s life cycle. Nissan is vigorously working on the creation of tidy diesel engines that run on biofuels made from plants and other renewable sources. The threat to Nissan has been its competitors who are developing hybrid electric vehicles and fuel cell vehicles.\r\nToyota has lead this diorama of the automobile industry, and has been setting the bar in alternative fuel sources making them the very green and very profitable company that envisions change in the industry. Nissan began exporting cars to the U. S in 1958 and gained popularity because of its small size and great fuel efficiency. Today, Nissan has developed new eye-catching designs that do not resemble older models. Nissan is very optimistic that sales will increase significant once these 28 new models are launched during the 2008 year. But the look of new models alone isn’t all Nissan is after.\r\nSafety feature s such as installing a series of sensors that can detect alcohol levels in the driver will alert the car to slow and/or become immobilized. Corporate agility is also a key factor as is shown when Nissan moved its headquarters from California to Tennessee, which accommodates over 1300 employees, supporting the community with more jobs, and reducing significant overhead. New technologies developed at Nissan have addressed environmental issues including clean power sources for its vehicles and recycling of natural resources.\r\nNissan has envisioned that the future of their company will greater enrich peoples lives through global environment issues, and reducing traffic accident and congestion problems. Some of Nissan’s proposals include more efficient fuel-cells for electric vehicles, bio-fuels, and advanced diesel fuels. The most important facet that Nissan realizes is that effective solutions will be decided by consumer demand, not engineers. Nissan has constructed a â€Å"G reen Program 2010” which has become their environmental blueprint for success in the industry.\r\n'