Nissan 2008 Annual Report Download - page 41

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Nissan Annual Report 2008
REGIONAL HIGHLIGHTS
Gaining Momentum in the New New World
Middle East, Africa, Latin America and the Caribbean
Sales in our region of GOM—what I call “the
new new world”—remain very hot. We moved
over 384,000 units in the Middle East, Africa,
Latin America and the Caribbean in fiscal 2007,
a rise of nearly 22 percent and a rate 4 percent
higher than 2006. Our market share is growing
everywhere. GOM’s relative weight within
Nissan has also nearly doubled since 2000,
rising from 15 percent to 28 percent last year.
China, Japan and other economic powers are
driving our sales up as they invest heavily in
Latin American, African and Middle Eastern
nations rich in energy and raw materials. In
turn, those countries are using the revenues to build
their infrastructure, which creates a powerful
demand for workhorse vehicles such as 4X4s and
pickups. The striking and sustainable growth has
inspired us to invest more in these territories.
As the regional motoring market expands, it is
exhibiting a dual personality. While some customers
naturally desire the latest models and features,
inflation worries steer many people to earlier models
that still offer great value and quality. In effect, we
are doubling our offering in certain lineups and
simultaneously extending the lifespan of successful
products. As an example, we launched the new
Navara pickup truck across the whole region but
retained the D22, a price-competitive pickup that
appeals to fleet customers and working people. We
also sell the new X-TRAIL alongside its predecessor,
the X-TRAIL Classic, in several markets.
A notable characteristic of this region is that 60
percent of the people in many GOM countries are
under thirty. That translates into big families, so in
2007 we launched two models of our new Livina
family of global cars in multiple markets. They have
proven tremendously popular—Livina won the best
MPV station wagon award in South Africa, and even
in that otherwise slow market we are unable to
satisfy demand. In 2008, we will introduce the Livina
family throughout the region, including a new Livina,
the sporty new X-Gear hatchback.
We are also rolling out the new Murano and
Teana in several markets, and introducing segment-
busting cars like the Tiida, which offers a huge
interior for a compact. Our latest compact crossover,
the Qashqai, is massively successful wherever we
bring it to market. In Saudi Arabia, the Altima was
again named editor’s choice for best Japanese
sedan, and the GT-R won Car of the Year even
before its Dubai Motor Show debut.
At the high end, Infiniti is the fastest-growing
luxury brand in the Middle East, up 43 percent last
year. We are opening standalone Infiniti outlets in
2008, especially in the Gulf—starting in Kuwait,
Oman, Dubai, and likely doing the same in Jiddah—
and launching the much-anticipated new Infiniti
FX50.
We are nurturing this spectacular growth and
basing our distribution strategy on “champions”—
influential distributors with years of outstanding
results. They are closely connected to the market
and community and cognizant of buying trends.
Instead of Nissan pushing them to sell, they are
pulling us.
Although our brand has proven itself globally, we
still often underestimate our potential. Mr. Ghosn
challenges us constantly on this score, so we are
becoming more aggressive in our planning. Case in
point: we have set a minimum regional sales target of
400,000 units in the Middle East, from 198,000 in
fiscal 2007, to meet one of NISSAN GT 2012’s
expansion breakthroughs.
Turning Tide: GT-R revealed in Dubai Motor Show was the first outside Japan.
GILLES NORMAND
Corporate Vice President