Nissan Corp Swot Essay

Global interdependence possible in the raw technicalizesGovernment regulations overseas in early(a) countries as healthy as US and the US globose warming, CAFE standards, safety issues Growth of existing m wile stretch forth foodstuff New entrants fl jump onllum of potential inclusive of times X,Y and bilk boomers juvenile competitors Strong miserliness preservation not falteringChanging foodstuff tastes need for consumers still buyingcontinuous innovation to appeal to ifferent departments Nissans reputation kick ins the patienceShortage of resources work force in reliability, perfor universece, and design dissatis incidention, hiring good talent Emerging technologies innovative by means of the reading of technologies for improving give the sack economy and reducing enkindle emissions asylum This Case Paper lead examine accessible in stockation or so Nissan Corporation and determine its military smirch in the knowledge domain groceryplace with a busin ess enterprise SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats).Through this analysis, we hope to go for where the Nissan has been and make suggestions as to where the corporation should go to meliorate their bottom string, step-up food market sh atomic number 18, and plan for afterlife fruits to ensure their viability in the world railway c commensurate force backcar marketplace. Market Analysis Nissans condense in establishing a multi-cultural caller-out begins with regaining world(a) market shargon. The federation has learned from past mi jeopardises and is mulish to succeed, exploitation a putting surface vision and a world(prenominal) omp any purification that decease al wholeness need to be a main driver for proceed strength (Associated Press, pgs. 1-8). For instance, establishing a brand name and personality that is sensitive to patriotic cultures. Strategic alliances and joint ventures be growing in importance in the automobile indus seek and Nissan is no st cropr to the competition. Nissans mission bidding delivered by Mr. Ghosn in the Automotive News World Congress in 2001, is evidenced in how the familiarity exploits synergies to create haughty alliances with other manufacturers (Ibid).For example, Nissans announcement to venture with Ashok Leyland to build small trucks and other light commercialised fomites in India gives them an opportunity to enter a market that in novel course of instructions has been dominated by its competitors, Toyota and Honda. This venture lead produce at least 100,000 vehicles p.a. for sale in India and for export, as it pull up stakes aid the construction of a plant near the southern Indian metropolis of Chennai to manufacture and export compact gondolas to Europe.The deal with Ashok Leyland leave broaden Nissan insurance coverage in the Indian market in addition to providing raw(a) LCV (lightweight commercial vehicle) products for emerging markets which bequeath sel l for around $3,000. 00. Ashok Leylands strengths in larger-than-life and mid- coatd trucks combined with Nissans strength in smaller vehicles creates a positive synergy (Ibid). gibe to Mr. Ghosn, partnering world(prenominal)ly is an opportunity and the Chinese market is no exception. chinaw ar is Nissans third largest single market, after North the States and Japan. fomite production has grown over the past ten years.However, the major(ip) source of egression has been the production of passenger cars (The Business Review, pg. 7). Passenger car production has doubled in the past ten years. This shift is in response to a commute in market conditions and in a desire for Chinese manufacturers to enter the global auto passenger car market. Consumer pick out is overly increasing and in put up to satisfy this demand, auto production has been increasing. The demand for autos is judgmentualiseed to continue (Ibid). agree to the Wall passageway Journal, the car craze in China ha s just begun.There ar ii factors that create possible opportunities for Nissan 1) the country has the worlds largest universe and as incomes rise, so will the hopes of buying an auto some day. 2) the market whitethorn grow to 8 million vehicle gross revenue annually by 2010. Nissans new line of cars in China will be designed and locomotiveered in Japan, found on a common B platform sectiond with Renault that centers on smaller railway locomotives. Annual gross sales of the entire family of cars atomic number 18 expected to reach 200,000 units globally and will be gear uped in other markets over the next couple of years (Financial Times, pg. ). However, the threat of inadequate roads and the governments variegates in regulating how autos ar bargain ford will make the costs unpredictable. On a financial scale, the banks are chthonic 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 cast exceeded those in Japan, with the gap all-embracingning each year. Nissan is spending several gazillion dollars on new representatives, and the U. S. assembly plant in Canton, MS is aimed at maintaining momentum (Wards Auto World, pg. 1).The close to signifi give the bouncet self-propelled development in North America is continuing growth in the sumptuosity segment and the increasing popularity of cross/utility vehicles. Nissan is on track to build its image and regain brand value. In the past, node satisfaction was good, besides the model lineup was limited. Now, with the Q45, M45, G35 sedan and coupe and the FX models, the market has begun to recognize that Infiniti provides a range of real luxury models (Ibid). According to Bloomberg, Honda labor Co. and Nissan Motor Co. led Asiatic carmakers U. S. sales gains in September as Toyota Motor Corp. posted a third straight decline.Accord servinged boost sales by 9. 4 percent. Toyotas 4. 4 percent drop marked the first quantify since 1995 that Japans largest automaker logged three consecutive months of lower U. S. sales. gross sales of the five year- rare Corolla model, Toyotas second-most popular in the U. S. , dropped 8. 5 percent and demand for the genial clubs light trucks declined amid rising unwaveringulence prices. exertionwide U. S. sales miss 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 force down while Honda and Nissan defecate brand-new models.Nissan reported a 6. 7 percent amplification in sales (Ibid). Nissan, sixth in the U. S. , sell 94,269 vehicles, helped by high demand for mid surface Altima and Versa compact cars. Nissans market allot edged up 0. 7 percentage point to 7. 2 percent. The Japanese are becoming much than than aggressive in terms of incentives and set, which makes them more than competitive against South Koreas large st automaker. The association 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 continuing to fortify their 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 means introducing new products and has created the Nissan revivification Plan to realign their cost structure. Significant amounts of money are funneled fanny into product development, mostly going towards the North American market. This means in that location are opportunities for new innovations that will subscribe the company in line with a mix of vehicles that are authorizedly on the road.Its R&D costs in FY 2006/2007 stood at JFY 464,839 million, an gain of 3. 9% when compared to JFY 447,582 million in FY 2005/2006. The company change magnitude its investment on R&D activitie s 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 economy of 21. 0 km/1. Furthermore, the model is considered safe and surroundingsally 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 unquestionable a new engine engineering science that helps balance wheel between responsiveness and fuel efficiency, high spring and low emissions (Ibid). Today, Nissan stands slow its offerings that fundamentals of the business are strong, products are attractive to customers, and the company is equanimous for sustained, profitable growth. Environmental Concerns In researching the issues of automakers in regards to th e environment, many a(prenominal) nations as tell in The Wall path Journal, are concerned about temper change and energy security.One of the most beta issues all automakers are faced with on a global scale is the reduction of emissions, more particularally carbon dioxide or CO2. Concerns for the future in the minds of the majority are setting new final awards for automakers of vehicles with internal combustion engines to dumbfound more economic if they are to remain profitable or even in existence, which is come along backed by a global treaty k presentlyn as the Kyoto communications protocol (Wall Street Journal). In the protocols drafting of new rules they are intended 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 largely due to this major contributor CO2 which will total changes to the global environment, and in that locationfore affect our daily lives (Ibid). According to the Wall Street Journal, a debate is raging in the US over how more than time automakers in truth need to boost fuel economy, and whether setting rigorous targets will compromise safety by encouraging car makers to occasion lighter materials. Additionally, the US has not adopted the Kyota protocol and is under slight pressure to issue CO2 emissions as they are in Europe.Therefore, Nissans global prominence puts the auto manufacturer in an opportunity position by making laborious efforts in go technology to descend carbon dioxide emissions at every stage of the vehicles life cycle and their bodied activities, from manufacturing and transportation to aim 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 both automakers Toyota and Honda respectively, who lead the market in secondary fuel development (Wal l 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 development and widespread adoption of go technologies for improving the fuel economy of gasoline engine vehicles. Currently in the works for Nissan is the development of unsoiled diesel engine vehicles that run on biofuels do from plants and other recyclable sources (Ibid).Nissan estimates that over half of the vehicles they sell by 2050 will need to be galvanizingally powered if they are to reach their long term goal of reducing CO2 emissions. Nissans threat has been its major competitors in developing hybrid electric vehicles, fuel booth vehicles and electrical vehicles. Other companies such as Toyota are setting the bar in alternative fuel sources which makes them a profitable industry leader with the obvio us threats of gas prices that change virtually on a daily basis (Ibid). Nissan History and aimNissan 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, manufactured after World War II. afterwards 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. the States to strengthen its market potential in North America (ABI/ asseverate Global pg. 1).Today, Nissan supplies a widespread customer base classified across regions, namely, Japan, the US, Asia, Europe and General Overseas Market, which allows Mexico and Canada. This market includes 150 dealers and 2,500 outlets worldwide (Ibid). This is the age of globalization and the wo rldwide interdependence of resource supplies, product markets, and business competition. Nissan has succeeded in tack togethering its challenges due to its focus in valuing diversity some(prenominal) in its workforce and through understanding customer needs. This is evident in how the company plans ahead and is always flavoring for new ways to improve current performance.For instance, the company learned from past mistakes fai enticement to recognize changing customer focus in non-growth sectors, and being competitively focused rather than market focused. Also, finding the right sight and the right plan to maximize growth is key (Nissan News, pg. 8). Shiro Nakamura Nissans automotive designer is cognise 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 monetary year 2008.Most of the changes are defined to the upper body 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 investing in a product that will bring value and satisfaction to its customers will build loyalty as well as expand that market base. Nissans models include Maxima and Sentra cars, Altima and upscale sedans, frontier pickups, the 350Z sports car, and Xterra and Pathfinder SUVs.In 1999 French automaker Renault took a 37% stake in Nissan, and installed president and CEO Carlos Ghosn (nicknamed Le Cost Killer establish on his talent for turning red ink black) who has since returned the company to profitability. Renault now owns to the highest degree 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 To yota (Hoovers. com, pg. -2) Generation X consumers can identify with the sports world, ESPNs X Games. Games showcase the worlds most dangerous events. The X generation is also playing a big role in the fashion world, thus the automotive industry has been one of the leaders driving the X growing trend. Jaguars Web site prominently features a glowing X to get ahead 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 pocket billiards 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 outdoor exercise, and get-up-and-go 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).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 relieve lives by installing a series of sensors that can detect dispassion of a driver and can immobilize the car. Other features include spying operational changes, such as drifting out of a lane, at which time the system navigation system alerts the driver with voice heart and soul 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 intent and road sensors will help reduce accidents (Nissan. com, pg. 1-2) The company understands the importance of mental dexterity in a dynamical 21st century market and is infinitely reinventing itself to stay ahead of the compet ition. Sometimes, this means taking run a risks. Most of late, 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 bag 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 contain 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 services (Tennessean. om, pg. 1-4). A outline for the future that Nissan could consider would be to offer a motorcycle product. Exploring and pursue thi s 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 lecture the idea of offering a motorcycle. Over the years Nissan has developed calibre products that are dependable, highly functional and desirable this being an emolument for Nissan. on 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 seat 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 gaming 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 pretty affordable prices. Suzuki offers several types of motorcycles to include cruisers, motocross, and sport bikes all at just 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 order to lure prospective buyers into purchasing a Nissan motorcycle, Nissan should strive to offer its motorcycles at conjectural prices, similar 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 offer ed 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 bungle boomer generation have decease accustomed to the quality of Nissan vehicles and would be approaching retirement age in the next few years. Nissans release of motorcycles would segment the soon retired baby boomers as a fun and re institutional 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 sensible 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 some(prenominal) 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 interesting to see how automobile manufacturers will consume new strategies (Economy Today, pg. 1) Nissan Technologies Past and FutureNew technologies were as principal(prenominal) to Nissans past as they are to Nissans future. Nissan has always turn to 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 another 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 factory started by Masujiro Hashimoto in 1911 called the Kwaishinsha Co. In 1914, a box-type small pass enger car was completed 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 railway car 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 increase dealing accidents and contributed to the problem of air pollution. Nissan developed its first Experimental Safety Vehicle (ESV) in 1971 and over the years created a reputation for ex carrellence in plan and advanced technology. Nissan has developed weight-reducing materials, engine management systems for controlling combustion, and exploitation 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 joint complementation of parts between companies (Ibid). Nissans Vision Nissan is developing somatic activities centered on automobile manufacturing based on their vision of enriching peoples lives. In order for cars, which provide mobility, to truly become tested partners for our customers, a number of issues including global environmental issues, traffic accidents and congestion 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 technologi es creating one of the greatest engineering competitions in history that has the potential to deliver significant benefits to humanity (Ibid).To brighten 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 management of a fruit orchard in which fruit is planted and raised. The process has three phases, one the Harvest 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 cas h advance and analysis technologies (Ibid). Some of the proposed solutions are more efficient fuel- electric cellphones for electric cars, bio-fuels, advanced diesel fuels or combinations of these solutions.However, the most effective solutions will not be decided by engineers. It will be decided by consumer demand, which is the most powerful force for global environmental progress. Every new car buyer in every country gets a vote by exercising their right to choose, thereby dictating both(prenominal) 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(p) 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 budget 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 atomic number 3-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 provoke 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 alter acceleration.The new model features a Nissan-developed fuel cell stack that is more efficient tha n 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 friction 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) coating with special oil. Energy is doomed 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 singly developed the Super Motor based on an all-new concep t. 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 shafts. 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 respectively 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 te chnology 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. Locating 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, incr eased gasoline mileage range through body redesign, and have introduced new safety features for the yearning overt 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 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, Nissans offering a motorcycle would be an added strategy to pursue. Dealing with the non-finite of different cultures across the globe 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 nev er 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 realised 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, governmental regulations on how automobiles are purchased, and pressure on Chinese banks to control credit may temporarily slow the process. North America has captured 40% of Nissans global sales and has caused an ever-widening gap with Japanese sales which has been i ncreasing 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 pitch 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.Nissan, however, has proactively realized this concern and has taken 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 cleaner 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 intercommunicate 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 victory in the industry.