Nissan: Strategies to Build Global Presence

Deepika Jindal and Chandan Jee

Institute of Management Technology, Ghaziabad

ABSTRACT

Nissan is one of the world’s largest automobiles company. It has got manufacturing locations
in 18 nations and services available in around 160 locations. Thus, it would be appropriate
to call the company global to a large extent. In year 2007, Nissan’s Executive Vice President,
Tadao Takahashi mentioned its strategy of moving to transnational from multi-domestic. At present
Nissan has increased its focus on emerging markets like India and Russia. In March 2010,
Renault-Nissan Alliance inaugurated its first plant in Chennai, India. The plant will become
operational in May and expected to launch car by mid this year only. This is not the first
global move of Nissan. It has been making strategic alliance with number of other
automobiles companies for example Renault, Volvo etc. as per its business strategy of direct
technology transfer.

This paper aims to study Nissan’s “Go-Global” strategy. During the study, we will try to understand
the various imperatives that company have to operate at multiple locations, how it chooses among
various locations and how it goes about implementing the expansion plan. Studying Nissan’s global
strategy and focussing on its moves specifically in India and Russia, will help us enhance our
understanding of Nissan’s strategy. Also, it will not only provide us understanding of Nissan, but also
help us to understand the concept and its practical usage in real time scenario in general.

Keywords: Nissan, global, India, Russia, strategy, alliance

INTRODUCTION
With the increasing trend of globalization and heightened competition, most of the companies
at some point of time think of expanding to new locations because of different imperatives
ranging from efficiency, growth, competition, knowledge or mix of few. Each company
decides its own parameters while making strategic choices of a market or a country. Every
firm has a different strategy to make choices of the countries, understand their market
potential, and make risk-return analysis of the country. The firm then determines the entry
mode strategy after deciding a country and how and to what extent, they want to transplant
their DNA to the new venture. The automobile industry is one such industry where one needs
to be globally competitive to survive and as well as to keep growing. Many automobile
companies have ventured into different countries for one or more imperatives mentioned
earlier. Nissan Motors is one of such companies which have made its presence felt in all the
parts of the world.

This paper is an effort to study the global strategies of Nissan focussing mainly on its new
ventures in India and Russia. It studies the advantages and disadvantages of Nissan’s strategy
and recommends strategies to be followed in India.

AUTOMOBILE INDUSTRY
Global automobile industry had a smooth ride and the industry rose in leaps and bounds till
the recession hit the world. Automobile industry was highly impacted by the global financial
downturn and the industry went into a crisis. The period from 2008-10 is considered to be
period of automotive industry crisis. Most of the big guns in the industry lost huge deals of
profits and sales declined. Many big players reached stage of bankruptcy like GM and
Chrysler. The situation is getting better in 2010 with markets recovering and sales increasing
slowly. In 2008, more than 70 million vehicles were produced but it was less than that of
2007 due to reduction in demand [13]. The markets in North America and Japan have become
stagnant but there has been rise in demand in developing nations mainly Brazil, Russia, India
and China. China surpassed Japan to become the largest producer of vehicles. Toyota is the
largest automobile company in the world followed by Volkswagen and GM.

Automobile Industry in most parts of the world is highly competitive which has led
companies to go for global expansion and form strategic alliances to be competitive in the
market. The companies are moving towards the fast growing developing nations for their new
market and even using them for exporting vehicles to other parts of the world. Automotive
industry is also incorporating new technologies. The launch of hybrid engine cars in the
recent past is one of the major technological advancement. Many companies are working to
produce electric vehicles and looking for another means of fuel for the cars. The automobile
industry is constantly changing. Due to the recent global recession, there has been a
slowdown in the demand of vehicles and people are moving towards small compact cars
which are normally low priced. Many companies which earlier normally catered to luxury
segment are also entering this new attractive segment. Global expansion has been the foray of
automobile industry since long. Companies started expanding themselves since early 1900’s.
Nissan is also one of the major automobile companies which started its global expansion
around 50 years back.

NISSAN MOTORS
Nissan is a multinational automaker headquartered in Yokohama, Japan. It is the 3 rd largest
auto manufacturer in Japan. The company was founded on 26th December, 1933, with the
merger of the automobile components department of Tabata Casting with a small automobile
producer and repair shop factory owned by DAT Motors, a new company was formed with
the name DATSON, which was later changed to DATSUN (Nayebpour and Saito, 2007). It
formerly marketed vehicles under “Datsun” brand name but later changed it to Nissan. Nissan
markets its vehicles mainly under two brand names i.e. ‘Nissan’ and ‘Infiniti’. Infiniti is the
luxury car division of Nissan and works as a separate subsidiary. Nissan is a Fortune 500
company with around $93 billion revenue in 2008 [12]. It has manufacturing centres in 18
countries and R&D centres in 5 nations and services in around 160 countries in the world.

Nissan made a conscious decision to expand in the global markets in late 1950s. They
realized that their small car line would fill an unmet need in markets like Australia and USA.
They first showed cars at the 1959 Los Angeles auto show, and sold a few cars that year in
USA [12]. The company formed a US subsidiary in 1959. Nissan started improving its cars
technologically and exporting them to these countries. By 1970, Nissan was one of the largest
exporters of automobiles. After oil crisis in 1973, demand for small cars increased
substantially and Nissan opened new setups in Mexico, Australia, South Africa and Taiwan
to meet the growing demand [12]. The company decided to give its economy cars a sporting
flavour to cater to the new markets. By sixties, US started imposing strict tariffs on imported
vehicles. In response to the tariff, Nissan along with other Japanese players began building
plants in USA. Nissan entered China in 1972 and is an established player in Chinese market.
Recently, Nissan has ventured into India and Russia and opened new plants which will be
operational by 2010.

Nissan went into deep crisis after the bubble burst of Japanese economy in early 90s. From a
profit of 101.3 billion yen in 1992 Nissan went into a loss of 166 billion yen in 1995 [18].
The problems with Nissan were many. The concept and style of Nissan’s cars were not in
tune with the current market. Nissan’s culture was that of complacency and there was lack of
urgency. There was no cross-functional and cross-regional communication. In 1998, the
planning department came up with an idea of global alliance to survive. At the same time,
Renault proposed an alliance with Nissan. The company realised that there are lot of benefits
in alliance with Renault. Both had market strength in different parts of the world and different
expertise. Also, Renault had a similar market capitalization and thus the threat of takeover
from either side was very less. Daimler wanted to acquire Nissan during the same period but
Nissan didn’t want to lose its independence. It decided to go for an alliance with Renault in
1999. As per the contract, Renault owned 44.3% shares of Nissan which allowed voting
rights to Renault while Nissan owned only 15% of Renault’s shares [6]. The company after
the alliance went for a complete restructuring and reduced its cost hugely. The alliance also
helped both the companies to develop better global strategies using the strengths of each
other. The key highlights of the alliance are:

1. Global Alliance Logistics Committee (GALC). GALC's mission is to "decide together on

an action plan which involves all the steps needed in order to reduce logistics costs in the
world and to standardize all the processes between Renault and Nissan."
2. Identity remains intact for both the companies.
3. A production strategy of synchronous delivery which was already employed at Renault. It
helps in planning the production plan six days in advance and notifying the supplier, which
were at high distance for Nissan.
The Renault-Nissan alliance went on for a strategic alliance with Daimler AG on April 7,
2010 where both the sides announced an equity exchange of 3.1% of each partner [10].
The highlights of the cooperation are:
1. Next generation 4 seater smart Fortwo and Renault Twingo including electric versions
will be engineered on the basis of jointly developed architecture.
2. Sharing of highly fuel efficient, diesel and gasoline engines between Renault-Nissan
and Daimler.
3. Collaboration on light commercial vehicles.
4. Additional synergies encompassing selective common purchasing opportunities,
exchange of operational benchmarks and best practices to be shared across both
groups

GLOBAL STRATEGIES OF NISSAN

Nissan aims to be the leader in all the markets where it is operating, atleast in its high priority
countries. All the global strategies are made keeping the above in the focus. Nissan follows a
business strategy of direct technology transfer through formal tie-ups with foreign
automakers like British, American, and German automakers or part manufacturers
(Takahashi, 2007). This helped in easy and fast transfer of technology and company’s cars
can directly compete with competitors’ high tech vehicles. However, the disadvantage was
that few technologies were in early stages. Thus, they were not tried and tested. Hence,
bearing their failure was the additional cost.

Nissan follows transnational strategy by reducing its costs as well as localizing its products.
Initially, know-how was mainly transferred from Japan to other countries. Now a web like
structure is followed where knowledge is transferred from each location to all the other
location. It uses one market’s successful strategy in another if it feels that strategy can work
in the new market as well and if the new market is having similarities with the old market.
For example when Nissan entered China it used some of its strategies followed in Japan and
Taiwan to establish itself in China. Again, when Nissan decided to enter India, it went into an
alliance with Ashok Leyland which was a similar sort of strategy followed by the company in
China. It went for joint venture with Dongfeng Motor Corporation in China to provide a full
range of product lineup of both passenger and commercial vehicles. Similarly, Ashok
Leyland was chosen as it has a product lineup of commercial vehicles and Nissan wants to
use this alliance to offer a full product lineup focusing on Light Commercial Vehicles (LCVs)
which is their one of the most successful products recently. Nissan’s approach has been
globally focussed but regionally concentrated. The company uses its best practices wherever
it goes but makes products which cater to the needs of local consumers like Livina Geniss for
China. The subsidiary of each country is an independent unit and works as a separate SBU
but every SBU is integrated with other to avoid any duplication and reduce costs.

Nissan strongly believes in alliances to grow in the current global world. It believes that
mutual cooperation and learning is extremely valuable in todays and even more tomorrow's
global auto industry. It helps both the sides to broaden and strengthen their product offerings.
They have made several global alliances with firms like Renault, Daimler, Mazda, Volvo,
Mitsubishi, etc. More than 73% of its global market is covered by these alliances (Palmer,
2009). In fact, USA is the only market where it is operating without any sort of alliance.
Nissan’s biggest reason for alliances is gaining knowledge. It forms an alliance with a local
company or the company which knows the market whenever it enters a new market. The
alliances are also made to share technical and management expertise.

Nissan follows a 4G strategy for global coordination [11]. Various components of 4G

strategies are:

1. Global Training Centre: Its focus is global standardization of training tools and best
practices to be implemented at all sites. Its global training centre is located in Japan.
The hierarchy at the training centre is Global master trainer at the highest level
followed by master trainer, local trainer, and operators in the same order as decreasing
level.
2. Global Production Engineering Centre: Its focus is quality Evaluation with Data &
Data Transcription to Mass-production.
3. Global Launching Expert: It diagnoses/ evaluates preparation status & give practical
support.
4. Global Package Design Centre: It works towards efficiency improvement in logistics
through digitalization.

Nissan’s future global plans focus on emerging nations mainly BRIC countries. Nissan plans
to follow a multi-pronged approach with a network of alliances to manufacture a complex
array of future products in all classes upto eight tonnes gross vehicle weight (Palmer, 2009).
Nissan wants to develop its range of LCVs and become the largest supplier of Light
Commercial Vehicles (LCV). Strategic alliance with Ashok Leyland in India is done keeping
LCV in focus. Although USA and Japan are still one of the big markets for Nissan but these
markets have matured and the future of Nissan depends on its success in emerging nations.

STRATEGIES IN EMERGING NATIONS

Most of the companies in today’s world are moving to developing countries as they are the
fastest growing markets while the developed markets have matured and their growth have
come to stage to be counted as standstill. Automobile companies have also followed the suit
and started to look towards the emerging nations. Companies like GM, Volkswagen, Toyota,
Honda, BMW, Nissan-Renault have already entered into major developing countries like
Brazil, China, India and Russia. BRIC countries line as the top priority markets for Nissan
and many of their global strategies revolve around these countries mainly China, India and
Russia.

a. China: Nissan entered into China in 1972 with the export of Cedric Sedan. But it
established its unit only after 30 years in 2002 by forming an alliance with Dongfeng Motor
Corporation. Together, they established a 50-50 joint company, Dongfeng Motor Co. Ltd.
(DFL) in 2003 [7]. The alliance helped Nissan to establish itself in Chinese market. Dongfeng
already had established network of agents and dealers and had expertise in commercial
vehicles. As a result, they were able to offer a full product lineup of both passenger and
commercial vehicles, the only company to do so in China.

Nissan is currently the 5th largest automobile company in China. It saw a tremendous increase
in growth of sales of 39% in 2009. Infact, China was the only market where Nissan attained
profits during recession. Currently, Nissan is preparing the ground for Renault’s entry into
China in 2010 so that their alliance can further strengthen their position in China. China is
considered the most important market by Nissan due to its profitability and growth and that’s
why Nissan has a special focus on China.

China is the largest automobile market in the world and is booming since last two decades
[14]. Most of the big players have already entered into Chinese market and few left are also
planning to enter. With the rise in automobile manufacturers, the competition in the market
will continue to be fierce. Nissan is planning to continuously introduce new models with
advanced technologies to exceed the customer needs and maintain its strong presence in the
market. Nissan is planning to expand its operations in China to meet the growing demand and
has setup a new plant in Zhengzhou which is expected to start producing vehicles from late
2010 (Palmer, 2009). With the successful launch of LCVs in China, Nissan is planning to
launch six more LCVs by 2012 some of them coming from the new plant. The alliance is also
increasing its number of dealers mainly in inland areas where vehicle concentration is still
low and potential for growth is high. Nissan also works to train its dealers in China to
increase customer satisfaction. Apart from fulfilling the needs of Chinese market, Nissan is
also planning to export some of its vehicles including LCVs and is working with the
government in this area.

b. Russia: Russia is another emerging market which is on the priority list of Nissan. It is the
most important market for Nissan in Europe. Nissan entered Russia by importing its vehicles
from neighbouring countries. Realizing the market potential of Russia and unmet need of
LCVs, the company started to import LCVs in 2008. In 2008, the firm decided to establish a
plant in St. Petersburg to meet the growing demand of Nissan’s cars in Russia and to avoid
the high import duties. Nissan followed the same strategy of joint ventures in Russia as well
to enter the market. Nissan-Renault made a strategic alliance with AvtoVAZ by taking 25%
stake in it [17]. AvtoVAZ is the biggest player in the market with around 28% market share.
The JV was done so that Nissan-Renault can use the market expertise of AvtoVAZ and its
strong established distribution network. AvtoVAZ would also gain by the advanced
technologies used by Nissan-Renault. This alliance was made to reduce risk for Nissan as the
market for the firm was new and different and Nissan wanted to learn the market with the
help of its local partner.

Russia as a market for Nissan was booming until recession hit the world. Sales of Nissan
declined by more than 50% in the period [4]. But situation has started improving in 2010 and
Nissan is ready to grab the opportunity.
Future strategies for Russia

Nissan is ready with its big plans in Russia. It is planning to increase its market share from
5.7% to 7% by the year 2013. It has set up manufacturing plant to build Nissan Teana and X-
Trail, its most successful cars in Russia. It will also get its products assembled in one of the
manufacturing plants of AvtoVAZ. The reason for internal manufacturing is that it is the
Nissan’s policy to be close to its priority markets. Nissan wants to utilise the benefits of being
close to market production. It also allows them to have more flexibility in adapting to the
changing market needs. Apart from this, it will also reduce the cost of the cars which are
being imported currently. Nissan is working closely with its partner AvtoVAZ to gain 40%
combined market share by 2014 and be the most powerful group in the market. To increase
its power, Nissan-Renault is also planning to increase its stake in AvtoVAZ [19]. The current
capacity of the plant established by Nissan is 50,000 units which it will expand once the
demand gets stabilised in Russia after recession [8]. Nissan, which has launched LCVs in
2008, is aiming to be the largest player in the LCV market by 2012. Some of the most
ambitious plans Nissan has for its LCV division are currently being put in place in Russia.
Company is planning to extend its range from two products to six products by the end of
2011, by which time the local market is expected to be the largest in Europe overtaking
Germany (Palmer, 2007). Nissan is also planning to produce a budget car in alliance with
AvtoVAZ to cater the mass market.

c. India: Another market India holds even more promise for Nissan over the longer term,
but it will have to start there from its current minimal presence. Indian automobile industry is
one of the fastest growing industries in the country. It is the ninth largest producer of vehicles
and the largest small car producer overtaking Japan [15]. It is also one of the largest exporters
of automobiles mainly to Europe and Africa. The industry showed strong market growth even
in recent difficult times. One of the most important factors for India’s future growth as an
automobile market is that its vehicles penetration ratio is very low even lower than most of
the emerging nations. The prospects of automobile industry in India can be further analysed
with the help of its PESTEL Analysis.

Table 1 : PESTEL Analysis of Indian Automobile Industry

Political Factors

Factor Impact Importance

Approval of foreign equity Positive a) Attracts multinational
investment upto 100% with companies to invest
no minimum investment b) Strategic alliance not
criteria forced on companies
Emphasis on R&D activities Positive a) Promotes R&D at a
giving a tax reduction for in- cheaper cost than other
house research and R&D parts of the world
b) Attracts companies to open
R&D centres
 Emphasis on making India Positive a) Assistance for small car
hub for small cars companies

Economic Factors

Factor Impact Importance

Increasing per capita income Positive a) Increases the buying power
of people
b) Increase in customer and
sales
Cheaper and easier finance Positive a) Allows people to purchase
scheme vehicles easily
b) Increases the sales
Continuous growth in GDP Positive a) Tells that overall economic
environment is favourable

Social Factors

Factor Impact Importance

Growth in urbanization and Positive a) Major car market lies in
upward migration of urban India
household income level b) Allows more people to
purchase vehicles
Rise in education and Positive a) More employment means
employment more money and hence
more market
Indian people are very well Positive/Negative a) Difficult to fool customers
informed and emphasize on b) Forces company to keep
value for money the price low
c) Promotes market for small
cars

Technological Factors

Factor Impact Importance

Advanced technologies Positive/Negative a) Development of better cars
getting developed like hybrid b) Increases competition
engines c) Difficult for smaller players
to survive with big global
players known for their
technology
d) Increase in operational
efficiency
 Developing India as a testing Positive a) Support of government in
hub : NATRIP the project
b) Enhance R&D and
technological advancements

Environmental Factors

Factor Impact Importance

Less polluting engines being Positive/Negative a) Leads to advanced
promoted technology and better cars
b) Increases the cost of the
companies and hence the
price

Legal Factors

Factor Impact Importance

Well established regulatory Positive a) SIAM is part of the
framework regulatory rules
b) Leads to better regulatory
rules

Existing complex labour laws Negative a) Operational problems

b) Neither workers nor
management knows
completely about the law
c) Leads to exploitation of
weaker group

The PESTEL Analysis shown in Table 1 clearly indicates the strategic importance of Indian
automobile industry in the global arena. This is one market which can change fortunes for
any automobile company including Nissan. Nissan realised this and decided to enter the
market on a large scale. The strategies of the company are currently in the preliminary stage
and are being worked upon. Nissan has a very minimal presence in India and is unaware of
the market conditions as it is different from most of the markets where the firm is operating.
This is the reason why Nissan-Renault has gone for three strategic alliances in India. It has
made an alliance with Mahindra & Mahindra, Bajaj and Ashok Leyland. Nissan is also
planning to make India global hub for small cars which is a good move considering its
location and availability of resources and trained people.
Nissan started its operations in India in 2005 with the launch of Nissan X-Trail followed by
Nissan Teana in 2007. It currently imports fully imported built models. Nissan decided to
fully venture into Indian market in 2009 and set up a manufacturing facility in Chennai with
Renault which will start production from mid 2010. The company inaugurated the plant in
March 2010 which will undergo production from May 2010 [9]. Nissan-Renault alliance has
invested $990 million in the plant with a capacity to produce 400,000 cars. The first vehicle
to be produced will be the new Nissan Micra, a global sub-compact car. It is destined for the
Indian market as well as for export to over 100 countries in Europe, the Middle East and
Africa. In 2011, the plant will start production of the Renault Koleos and Fluence, both
destined for the Indian market. It has also partnered with Bajaj Auto to manufacture an entry
level car priced at around $2500 [20]. It is constructing a new plant in Pune for the
manufacturing of same. The third venture of Nissan is with Hinduja Group owned Ashok
Leyland. The alliance has started constructing a plant near Chennai which will build light
commercial vehicles and their powertrains (Palmer, 2009). The major focus of the alliance is
towards producing LCVs.
Nissan is still building on its capacities and products in India and they will make strategies
and tactics completely after they decide upon the complete product line [16].

RECOMMENDED STRATEGIES FOR NISSAN

Potential Market: Nissan has kept its focus on emerging nations mainly China, India and
Russia. Apart from these, Nissan should also pay attention towards South American market.
South America has a huge market potential for automobile industry. Ignoring such a huge
market can prove disastrous for a company. Nissan currently has a manufacturing location in
Brazil to cater the South American market. But one location is not enough for such a huge
market. They need to setup atleast one more manufacturing location preferably in Argentina
as it is the second largest economy there with a good domestic market and favourable
conditions to setup a plant. Nissan just needs to give more attention to the South American
market before it is fully captured by other players.

China: China is the most important market for Nissan and the company has been doing well
over there in the recent past. Their strategies have paid off well in China and they should
continue with the strategies. Nissan should also try to use its business model of China in other
countries. Nissan should try to increase its capacity in China and use it to export its vehicles
to other places.

Russia: They should keep their strategies on hold for Russia for sometime till the market
stabilises. Russia is a volatile market and Nissan should wait for a year or two before it
decides to increase the production capacity of its plant and expand its product line. In the
mean time Nissan can learn and understand the market of Russia with the help of its partner.
Russian market is complex and needs to be understood completely before making a fully
fledged entry into the market.
India: Because of low awareness about Indian market, Nissan went for alliances. The only
problem was that they made just too many alliances which made their operations and
business strategy complex in India. It also led to the differences with their old partner
Mahindra & Mahindra. Nissan should give its attention towards its alliance with Ashok
Leyland with which they can launch full range of product lines. Nissan aims to be the market
leader in LCVs and Ashok Leyland alliance can help them in achieving this faster. Nissan
also needs to launch its entry level car with Bajaj as soon as possible before Tata Nano
completely captures the market. Bajaj doesn’t have an experience in car manufacturing nor
have enough capacity to support Nissan’s ambitions. Their advantage over other partners is
that they have the strongest network of dealers and agents in India. They are present even in
the rural India due to their strong two wheeler market which can prove to be very useful
market for their entry level car. Nissan should use Bajaj to expand its network throughout
India. Nissan knows the potential of India mainly as a market for compact and sub-compact
cars. Nissan should churn out different types of such cars to tap the market. They should try
to bring cars in the lower segment targeting Maruti Alto and Hyundai Santro with a better
technology product to give them competitive advantage. This is a big market which is catered
only by a very few variants and has got a lot of scope.
Nissan is trying to learn the Indian market conditions through its partners, which is a good
sign. They are trying to learn different marketing skills and ways in which Indians are
experts, mainly frugal marketing. Nissan should continue doing so and establish a strong
network of distribution taking the help from its partners. This can help them to go
independent in future. It also needs to adapt to Indian context to be sustain in the market.

Nissan should just keep its focus on emerging countries apart from its other big markets and
make strategies specific to regions. It should also give more attention to South American
market which can prove to be very fruitful market in the future and keep away from European
market from time being till the market completely stabilises.

REFERENCES

1. Mohamad R. Nayebpour, Akira Saito (), “Toyota Vs Nissan: A contrast in Culture,

Corporate Governance, Operational Strategy and Financial performance”
2. Tadao Takahashi, Executive Vice President, Nissan Motors (2007), “Nissan’s Global
Strategy”
3. Automotive LOGISTICS (July/August 2005), “Renault and Nissan - Alliance through
logistics”, CarMaker, pp. (36-41)
4. Price Waterhouse Coopers Report, ( 20 January 2010), “Prospects for the Russian
automotive market”
5. Andy Palmer, “Follow the Light” (January/february2009) -
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