Nissan Corp Swot Essay

world(a) mutualness achievable new foodstuffsG all overnment regulations ab way in opposite countries as well as US and the US spheric warf areming, CAFE standards, natural rubber issues Growth of existing securities industry widen market natural entrants affright of potential inclusive of generation X,Y and baby boomersnew competitors Strong rescue economy not hesitationChanging market tastes need for consumers quiet buyingcontinuous innovation to appeal to ifferent pieces Nissans reputation leads the laborShortage of resources workforce in reliability, per puddleance, and design dissatisfaction, hiring good talent Emerging technologies innovative finished the development of technologies for improving give the axe economy and reducing fuel emissions Introduction This Case Paper impart examine accessible information just about Nissan Corporation and determine its position in the world market through a clientele organise depth psychology (Strengths, Weaknesses, O pportunities, and Threats).Through this analysis, we hope to see where the Nissan has been and make suggestions as to where the corporation should go to emend their layer line, increase market sh ar, and device for in store(predicate) products to ensure their viability in the world simple machinemobile marketplace. Market analytic thinking Nissans focus in establishing a multi-cultural comp whatsoever begins with acquireing globose market sh ar. The companionship has well-read from past mistakes and is determined to succeed, developing a common vision and a world(prenominal) ompany culture that bequeath need to be a main(prenominal) device driver for continued attitude (Associated Press, pgs. 1-8). For instance, establishing a brand mark and personality that is sensitive to nationalistic cultures. Strategic alliances and joint ventures are puzzleing in importance in the automobile diligence and Nissan is no stranger to the competition. Nissans mission statement deli vered by Mr. Ghosn in the self-propel guide News reality Congress in 2001, is evidenced in how the company exploits synergies to create positive alliances with other(a) manufacturers (Ibid).For example, Nissans annunciation to venture with Ashok Leyland to build small trucks and other light commercialized fomites in India gives them an prospect to enter a market that in recent eld has been dominated by its competitors, Toyota and Honda. This venture will produce at least 100,000 vehicles annually for sale in India and for export, as it will facilitate the saying of a be near the southern Indian city of Chennai to manufacture and export compact autos to Europe.The trade with Ashok Leyland will broaden Nissan coverage in the Indian market in addition to providing new LCV (lightweight commercial vehicle) products for emerging markets which will sell for around $3,000. 00. Ashok Leylands strengths in large and mid-sized trucks combined with Nissans strength in smaller vehicles creates a positive synergy (Ibid). correspond to Mr. Ghosn, partnering globally is an opportunity and the Chinese market is no exception. China is Nissans third largest single market, after North America and Japan. Vehicle outturn has causen over the past ten years.However, the major source of growth has been the production of passenger cars (The ancestry Review, pg. 7). Passenger car production has doub direct in the past ten years. This shift is in receipt to a heighten in market conditions and in a desire for Chinese manufacturers to enter the global auto passenger car market. Consumer demand is in like manner change magnitude and in couch to satisfy this demand, auto production has been increasing. The demand for autos is give birthed to continue (Ibid). According to the Wall Street Journal, the car craze in China has just begun.There are dickens factors that create possible opportunities for Nissan 1) the country has the worlds largest race and as incomes rise, s o will the hopes of buying an auto some day. 2) the market whitethorn grow to 8 million vehicle sales annually by 2010. Nissans new line of cars in China will be designed and locomotive engineered in Japan, based on a common B platform shared with Renault that centers on smaller engines. Annual sales of the entire family of cars are expected to legislate 200,000 units globally and will be launched in other markets over the next couple of years (Financial Times, pg. ). However, the panic of inadequate roads and the governments changes in regulating how autos are purchased will make the be unpredictable. On a financial scale, the banks are chthonian pressure to control credit, so auto loans may not be easy to acquire. North America accounts for nearly 40% of Nissans global sales, and in each of the past years sales h centenarian exceeded those in Japan, with the gap widening each year. Nissan is spending several billion dollars on new exemplars, and the U. S. assembly plant in Canton, MS is aimed at maintaining neural impulse (Wards Auto World, pg. 1).The well-nigh signifi discountt automotive development in North America is move 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 impersonate lineup was limited. Now, with the Q45, M45, G35 pothouse and coupe and the FX models, the market has begun to make love that Infiniti provides a range of real luxury models (Ibid). According to Bloomberg, Honda Motor Co. and Nissan Motor Co. led Asian automakers U. S. sales gains in September as Toyota Motor Corp. posted a third dead on target decline.Accord helped boost sales by 9. 4 percent. Toyotas 4. 4 percent drop label the offset printing time since 1995 that Japans largest automaker logged three consecutive months of minusculeer U. S. sales. Sales of the quintette year-old Corolla model, Toyotas second-most popular in the U. S. , dropped 8. 5 percent and demand for the companys light trucks declined amid boost gasoline monetary values. Industrywide U. S. sales fell for a fourth consecutive month, by 2. 9 percent to 1. 31 million light vehicles (Bloomberg. com, pgs. 1-3). Toyotas old models like the Corolla are dragging down while Honda and Nissan have brand-new models.Nissan reported a 6. 7 percent increase in sales (Ibid). Nissan, sixth in the U. S. , sell 94,269 vehicles, helped by utmoster demand for midsize Altima and Versa compact cars. Nissans market share edged up 0. 7 percentage point to 7. 2 percent. The Japanese are becoming more than aggressive in terms of incentives and pricing, which makes them more competitive against South Koreas largest automaker. The company faces tough competition from Japanese and Korean auto makers like Toyota, Honda and Mitsubishi, which are rapidly gaining ground in the European markets.Asian manufacturers are chronic to fortify th eir position in the crucial North American and European market. It can also expect stiff competition from Toyota and BMW (Ibid). Nissan believes that growing the business fashion introducing new products and has created the Nissan Revival Plan to realign their represent structure. Significant amounts of money are caperneled back into product development, mostly going towards the North American market. This means there are opportunities for new innovations that will bring the company in line with a riffle of vehicles that are catamenialy on the road.Its R&D represents 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 company increase its investment on R&D activities to launch a host of new products throughout the year (Ibid). In 2007, Nissan launched a new version of its minicar, namely, Pino E, which is a 2WD model and equipped with a three-speed automotive transmission. It is claimed to offer a fuel ec onomy of 21. 0 km/1. Furthermore, the model is projected safe and environmentally friendly, as it features anti-lock braking system (ABS), brake assist (BA) and electronic braking force distribution (EBD) systems.It is low emitting, complying with the 2005 emissions regulations in Japan. In March 2007, the company also developed a new engine applied science that helps balance between responsiveness and fuel efficiency, high major power and low emissions (Ibid). Today, Nissan stands behind its offerings that recreationdamentals of the business are strong, products are seduceive to customers, and the company is poised for sustained, paid growth. Environmental C formerlyrns In researching the issues of automakers in regards to the environment, galore(postnominal) nations as stated in The Wall Street Journal, are concerned about climate change and energy security.One of the most primal issues all automakers are faced with on a global scale is the reduction of emissions, more spe cifically carbon dioxide or carbonic acid gas. Concerns for the future tense in the minds of the majority are setting new goals for automakers of vehicles with internal combustion engines to become more efficient if they are to remain profitable or even in existence, which is further backed by a global treaty cognise as the Kyoto protocol (Wall Street Journal). In the protocols drafting of new rules they are intend to cap emissions of CO2, the gas widely blamed for global warming can potentially pose a major threat.According to scientists, it is reported that the rise in the earths average atmospheric temperature is generally due to this major contributor CO2 which will bring changes to the global environment, and therefore affect our fooling lives (Ibid). According to the Wall Street Journal, a debate is raging in the US over how much(prenominal)(prenominal) time automakers in truth need to boost fuel economy, and whether setting stringent targets will compromise safety by e ncouraging car makers to use lighter materials. Additionally, the US has not adopted the Kyota protocol and is under less pressure to quail CO2 emissions as they are in Europe.Therefore, Nissans global puffiness puts the auto manufacturer in an opportunity position by making concentrated efforts in advanced technology to sink carbon dioxide emissions at every stage of the vehicles life cycle and their merged activities, from manufacturing and fare to use of Nissans vehicles by its consumers. Nissan, currently the third largest automaker out of Japan has opportunity to grow stronger from the threats of one and 2 automakers Toyota and Honda individually, who lead the market in preference fuel development (Wall Street Journal).According to Nissans Green Program, it is Nissans view that internal combustion engines will continue to be the main power source of vehicles globally in the years ahead. Therefore, Nissan therefore takes a stance of reducing CO2 emissions through the de velopment and widespread adoption of advanced technologies for improving the fuel economy of gasoline engine vehicles. Currently in the works for Nissan is the development of sightlyer diesel engine vehicles that run on biofuels do from plants and other reusable sources (Ibid).Nissan estimates that over half of the vehicles they sell by 2050 will need to be electrically powered if they are to reach their long term goal of reducing CO2 emissions. Nissans threat has been its major competitors in developing crisscross electric vehicles, fuel carrell vehicles and electrical vehicles. Other companies such as Toyota are setting the bar in alternative fuel sources which makes them a profitable industry attractor with the obvious threats of gas prices that change virtually on a daily basis (Ibid). Nissan invoice and InnovationNissan 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 wa s short lived when the company was renamed to Nissan Heavy Industry Co Ltd and introduced the first Datsun, manufactured after World War II. After the company began exporting 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/INFORM Global pg. 1).Today, Nissan supplies a widespread customer base classified crossways regions, namely, Japan, the US, Asia, Europe and General Overseas Market, which includes Mexico and Canada. This market includes 150 dealers and 2,500 outlets worldwide (Ibid). This is the age of globalization and the worldwide interdependence of resource supplies, product markets, and business competition. Nissan has succeeded in meeting its challenges due to its focus in valuing diversity twain in its workforce and through understanding customer needs. This is evident in how the co mpany plans ahead and is ceaselessly looking for new ways to improve current performance.For instance, the company knowledgeable from past mistakes failure to recognize changing customer focus in non-growth sectors, and organism competitively focused rather than market focused. Also, finding the right people and the right plan to maximize growth is key (Nissan News, pg. 8). Shiro Nakamura Nissans automotive condition is k promptlyn as The man behind the Nisan Look and has developed some up-to-date, eye-catching designs that have no resemblance to the old models, and the company is optimistic that sales will increase once the current plan to launch 28 new cars during fiscal year 2008.Most of the changes are defined to the upper personify and adjusted to make it more like the Altima (Business Week, pg. 1). Nissans innovations stem from producing a product that their customers want. Their philosophy is that place in a product that will bring value and satisfaction to its customer s will build allegiance as well as expand that market base. Nissans models include Maxima and Sentra cars, Altima and upscale sedans, Frontier pickups, the 350Z touts car, and Xterra and lookout SUVs.In 1999 French automaker Renault took a 37% stake in Nissan, and installed president and CEO Carlos Ghosn (nicknamed Le Cost Killer based on his talent for turning red ink 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) extension X consumers can identify with the sports world, ESPNs X Games. Games showcase the worlds most self-destructive events. The X generation is also playing a big role in the fashion world, frankincense the automotive industry has been one of the leaders driving th e X growing trend. Jaguars sack site prominently features a glowing X to promote the new Jaguar X-Type a car for a new generation. And Nissan has scored big with the model Nissan Xterra. This trend is enabling Nissan to tap into a pot of younger car buyers.The vehicle has attracted many new buyers, some of which have never purchased a Nissan before. The Xterra is aimed to attract 25 to 35 year old drivers. Marketing tactics fill viewers with scenes of athletes doing extreme open-air(prenominal) 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 prolong 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).Baby Boomers on the other hand are most attracted to the Nissan Murano, or Nissan Bevel. Nissans long term vision for 2015 is that future vehicles will save l ives by installing a series of sensors that can detect sobriety of a driver and can immobilize the car. Other features include sensing operational changes, such as drifting out of a lane, at which time the system gliding system alerts the driver with voice message alerts and the seat belt is tightened. Nissan is currently testing an on-board breathalyzer and road sensors to help reduce accidents.Other plans to develop an Intelligent Transport System Project and road sensors will help reduce accidents (Nissan. com, pg. 1-2) The company understands the importance of agility in a dynamic 21st snow market and is continuously reinventing itself to stay ahead of the competition. Sometimes, this means taking risks. Most recently, the company made an announcement that it was moving its headquarters from California to Tennessee. The new facility will accommodate 1300 plus employees and favorable for business, not to mention contributing to the infrastructure and supporting the community with more jobs.Its inevitable that there could be some unforeseeable threats perhaps with current labor force. Some issues could be that they are not in agreement with the transfer and choose 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 additional resources to substitute products and operate (Tennessean. om, pg. 1-4). A strategy for the future that Nissan could consider would be to offer a motorbike product. Exploring and pursuing this opportunity would allow them to remain competitive and also to offer products to meet different needs. Honda, BMW, and Suzuki, all of whom offer cars, trucks, and sport utility vehicles, Nissan too should visit the idea of offering a motorcycle. Over the years Nissan has developed prize products that are depend able, highly functional and desirable this being an value for Nissan.Along with remaining competitive, the high price of fuel recently would make a Nissan motorcycle more appealing. The motorcycle would alleviate 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 larger vehicles. Nissan plans to offer a concept vehicle that resembles a car and a motorcycle. This vehicle is called Urge and offers state of the art dramatic play systems that allow the driver to use the gas and brake pedals to play.When considering the pricing of a Nissan motorcycle and remaining competitive, Nissan should consider that Honda and Suzuki offer motorcycles at reasonably grantable prices. Suzuki offers several types of motorcycles to include cruisers, motocross, and sport bikes all at bonny prices ranging 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 ramble to lure prospective buyers into purchasing a Nissan motorcycle, Nissan should strive to offer its motorcycles at reasonable prices, equal to Suzuki and Honda.The price range for motorcycles made 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 reasonably 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 Davidson motorcycle without the high cost.The market for Nissan motorcycles is positive with the increasing cost of fuel and the ages of future drivers. Most of the baby boomer generation have become accustomed to the quality of Nissan vehicles and would b e approaching retirement age in the next few years. Nissans 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.Nissan would have to be conscious of expenses in market 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 race to the finish line, and who ever gets there first wins. It will be kindle to see how automobile manufacturers will implement new strategies (Economy Today, pg. 1) Nissan Technologies Past and FutureNew technologies were as important to Nissans past as they are to Nissans future. Nissan has always addressed environmental issues, including the development of clean power sources for vehicles and recycling of natural resources. Nissan has been able to release one new model after some other with fuel-efficient 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 two-seater Hypermini electric vehicle in the early part of 2000 for efficient fuel economy (Nissan global. om). Nissans history goes back to an automobile mill started by Masujiro Hashimoto in 1911 called the Kwaishinsha Co. In 1914, a box-type small passenger car was completed and in the undermentioned year the car made its debut on the market under the name of Dat Car. other predecessor of Nissan was Jitsuyo Jidosha Co. , Ltd. , which imported machine tools and components from the U. S. , and was one of the most modern automobile factories of its time. Kwaishinsha Co. and Jitsuyo Jidohsa Co. merged in 1926 to form Dat Jidosha Seizo Co. , and two years later to the establishment of Nissan Motor Co. Ibid). In preparation for post war capital investment in Japan, Nissan developed two state-of-the-art manufacturing facilities leading to the advancement of motorization and increased traffic accidents and contributed to the problem of air pollution. Nissan developed its first Experimental base hit Vehicle (ESV) in 1971 and over the years created a reputation for ex cubicleence in engineering and advanced technology. Nissan has developed weight-reducing materials, engine charge systems for controlling combustion, and using CAD/CAM systems and industrial robots (Ibid).Recently, Nissan has also been localizing RD operations, which has now advanced decision-making through the regional headquarters in North America and Europe. Nissans local operations in their respective regions oversee product development, manufacturing, procurement, fund-raising and mutual complementation of p arts between companies (Ibid). Nissans Vision Nissan is developing corporate activities centered on automobile manufacturing based on their vision of enriching peoples 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 mustiness 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. Nissans global vision includes the pursuit of environmentally sustainable technologies creating one of the greatest engineering competitions in history that has the potential to deliver significant benefits to humanity (Ibid).To realize our vision, Nissan is developing technologies based on a framework called the Orchard concept. This concept allows Nissan to embrace technologies in a comprehensive manner (Nissan global. com ). In order to create a distinct value in order for customers to choose their cars, Nissan is likening its approach to the concern of a fruit orchard in which fruit is planted and raised. The process has three phases, one the draw Plan, two Seeding and Growth and three Soil Enrichment.The Harvest Plan takes into account social 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 are more efficient fuel-cells for electric cars, bio-fuels, advanced diesel fuels or combinations of these solutions.However, the most impelling solutions will not be distinct by engineers. It will be decided by consumer demand, which is the most powerful force for global env ironmental progress. Every new car buyer in every country gets a vote by exercising their right to choose, thereby dictating both the pace of future change and its direction (Ibid). Nissans 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.Today, Nissans R&D cipher is much healthier than the level of 1999 due to significantly increased efficiency of their R&D activities. This has led to an environmental blueprint known as Nissans Green Program 2010. Also taking advantage of the alliance with its 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. Nissans vision includes the determination to be the leader in environmental progress.It is Nissans belief that motoring can be both green and fun allowing consumers to expect new technologies that will enhance dynamic performance (Ibid). Some of the latest technologies being embraced by Nissan are the X-Trail Fuel Cell Vehicle, Ultra-low Friction Diamond-like Carbon (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.The new model features a Nissan-developed fuel cell stack that is more efficient than the previous 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 rubbing technology. Nissan has well reduced friction between engine parts by developing the first technology in the world to combine a hydrogen-free diamond-like carbon (DLC) coating with special oil. Energy is lost due to friction that arises between the hundreds of parts that comprise an engine.This ultra-low friction technology uses nanotechnology in order to reduce friction by approximately 40% compared to conventional 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 film 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 one by one developed 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.This 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 sh afts. The Super Motor has rotors positioned on both the inside 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).Nissan 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. repair 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 SummaryLike any other automobile manufacturer, to stay competitive in todays world markets, one must consistently innovate and stay one step ahead of the competition. In the past, automobile manufacturers have been first in presenting more fuel efficient vehicles, increased gasoline mileage rating through tree trunk redesign, and have introduced new safety features for the yearning public marketplace. Nissan current project in India is to try to regain market share from its competitors Toyota and Honda by creating Light Commercial Vehicles (LCVs) which are small cars that can be sold for around $3,000. 00.This innovative idea can create a brand new market seg ment of customers who could not, up until this point, afford to purchase and operate a vehicle. Along with being fuel efficient and maintaining competitive, Nissans offering a motorcycle would be an added strategy to pursue. Dealing with the myriad of different cultures across the existence is also a major focus of Nissans Chief Operating Office Carlos Ghosn who realizes that the creation of multi-cultural company can flourish and grow through exploiting it synergies, believes that feeding off each others strengths, and minimizing its weaknesses are key.Automobile manufacturers like Nissan can never be 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 Nissans third largest single market (only after North America and Japan). Although vehicle production has significantly increased over the last 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 control credit may temporarily soft the process. North America has captured 40% of Nissans 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 placed back into product development most accommodate towards the North America mark et. 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.Nissan, however, has proactively realized this concern and has interpreted advantage of this opportunity by making concentrated efforts in advancing technology that reduces carbon dioxide emissions at every stage of the vehicles life cycle. Nissan is vigorously working on the creation of cleansing agent 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.Toyota has lead this aspect 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 isnt all Nissan is after.Safety features 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.Nissan 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 Nissans 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 Green Program 2010 which has become their environmental blueprint for success in the industry.