Nissan 2007 Annual Report Download - page 25

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Nissan Annual Report 2006-2007 23
not only on network reform but also a variety of other
activities, such as launching appealing new models,
developing innovative technologies, and optimizing
the manufacturing cost structure in Japan.
The 12th-generation Skyline, which we launched
last November, has exceeded our initial forecast
thanks to its design, driving performance and
technology. Our Dualis, which we introduced in May,
is also off to a solid start. While customers are
changing their attitudes about car ownership,
treating cars more as commodities, we believe we
can build a stronger brand and presence in Japan if
we provide unique and innovative products.
We believe that the rapid changes in the market
and competition are here to stay and indeed,
intensify. However, we will seek to boost our
competitive advantage in Japan by continuing to
revolutionize our operations and products.
REGIONAL ACTION »
In order to develop a more powerful sales network by
renovating and empowering our outlets (sales front),
Focus on the sales front
Change network management
High-performance
outlets
As a first step, NML must alter the whole concept of
its Domestic Marketing and Sales Divisions.
Switch from NML-led “Across-the-board” management to
“Management that focuses on frontline sales
communications”
Move from Management
by prefecture/dealer to
“management by individual outlet”
Innovative Sales Outlets
Staff
empowerment
Increase and improve outlet
support team and field staff
Frontline focus Delegate more discretionary
authority to individual outlets
(Respect uniqueness and local needs)
Outlet allocation
Promote the Prefectural Project
(Optimize domestic outlet placement
and investment)
Low-cost
operation
Reduce indirect costs by leveraging
our Business Center (BC)
Shared Service Center (SSC)
Unique outlets, Frontline innovations, Better area marketing
Dualis Skyline Serena
Nissan Domestic Sales Network Renovation
Steps to Energizing the Outlets