Nissan 2007 Annual Report Download - page 5

Nissan Annual Report 2006-2007 3
the segment leaders in five out of nineteen
categories. Nissan has three segment-leading
models, more vehicles than any other brand; Murano,
Titan, and Armada. The Infiniti QX56 and M ranked
at the top of their respective segments.
In a recent text, Consumer Reports, an influential
magazine for new car buyers in the U.S., ranked our
new Altima near the top, as it tied for the number-
one vehicle in the family sedan segment. And in
Consumer Reports’ “Ten best cars in America,”
Infiniti’s G35 and M were both recognized as the top
picks for safety and reliability in their respective
categories.
Although improvement in these indicators is not
immediately reflected in our financial results, this is
an engine of our profitable growth for the future.
There is a direct correlation between customer
satisfaction and profits.
But sustaining profits means preparing for the
future today. We are investing massively, especially
in R&D. Since 1999, our annual R&D expenditures
have doubled and will come to nearly ¥500 billion in
fiscal 2007. And through the Alliance, we now have
extensive collaboration with Renault’s R&D.
Our most urgent technical challenge today is to
meet society’s environmental expectations. That’s
why 40 percent of our budget for advanced
engineering is devoted to the Nissan Green Program
2010, our five-year environmental blueprint.
For our industry, environmental sustainability
represents the biggest engineering challenge. And
no matter what you may hear or read, there is no
silver bullet and no quick fix. In this race, the finish
line is nowhere in sight. So along with Renault, we
are pursuing every possible avenue of environmental
progress – from hybrids to fuel-cells to electric and
clean diesels.
In April, we announced that Nissan will introduce
a clean-diesel passenger car for all fifty states in the
U.S. in 2010. We will launch a Nissan Maxima
powered by a clean-diesel engine co-developed by
Nissan and Renault.
A focused technology strategy will once again be
a pillar of Nissan’s competitive strength and the core
of our brand identity.
Our alliance with Renault, the last driver of
profitable growth, is another pillar of future strength.
This model is unique and although not widely
understood, its effectiveness is unparalleled in the
automotive industry.
Together, we now rank fourth in sales volume
and second in total profitability in the global industry.
We share platforms, technologies and best practices
in order to improve our investment efficiency. And we
continue to achieve greater purchasing synergies
each year.
Our collaboration in R&D allows us to cover
every potential avenue of environmental progress.
Together, we advance on all fronts.