Nissan 2011 Annual Report Download - page 13

Accurate Takes on Customer Needs
Automotive customer perceptions and behaviors are constantly shifting, based on news and people’s
expectations for the future—particularly their financial stability. I believe that the strength of Nissan is its ability
to predict and react quickly to those changes, modifying its products and communication to the new reality.
Our product planning process is robust, and today we have a compelling lineup of vehicles to offer to
the market—and the market is responding strongly. We enjoyed tremendous sales in fiscal 2010
across the board. In China we recorded our first-ever year with more than a million units sold, and we
gained market share in several other key global markets.
Now, with our aggressive new mid-term plan, Nissan Power 88, we are ready to take our success to
the next stage. Nissan Power 88 includes ambitious but reachable targets including 8% global market
share by 2016. There are many ways we intend to achieve this.
As one example of our ability to recognize new customer needs, we see a growing desire for luxury
vehicles in emerging markets, and we will be launching sales of our luxury Infiniti brand in Indonesia,
Malaysia, Singapore and Mexico. You will also see us establishing new markets, most profoundly with
our electric vehicle (EV) offerings. Zero-emission mobility is set to be a key concept for us, and we will
take this beyond the Nissan LEAF, introducing EV options in the commercial and luxury segments. We
will be communicating this technology to consumers in profoundly new ways.
Luxury and Hospitality
One priority in the coming years will be to widen our Infiniti portfolio. The time is right for us to focus on
Infiniti, and our work here will be intense and multifaceted.
First, we will strengthen the product portfolio in both body types and engine types. Our Infiniti offerings
will include the world’s first luxury all-electric sedan and we will enter the luxury compact segment. We will
also launch a brand new family of engines, both diesel and gasoline, to deliver the environmental
performance expected of a premium brand without sacrificing our “Inspired Performance.”
Second, we will extend our reach to customers around the world, aggressively pursuing retail
deployment in multiple new countries and extending our existing dealer networks. All new dealers will
comply with a consistent global standard, ensuring that Infiniti brings uncompromising hospitality to the
luxury car segment.
Ambitious growth needs to be funded by profitable vehicles. By 2016 we aim to grow Infiniti sales
from the 2010 level of 150,000 to a 10% global market share among facing luxury segments, which
would represent 500,000 vehicles. This will make the brand a powerful driver of profit for Nissan as
well as a halo product line enhancing our overall image. I expect Infiniti to be a major force in the global
luxury market and for many more customers to experience our hospitality and performance.
Poised for Global Growth
Every car we bring to the market is important. Nissan’s brand positioning statement reflects cars for
everyone. Our product portfolio will grow significantly over Nissan Power 88, with a new vehicle
launching every six weeks on average for the next six years. We identify some of these products as
Brand Power as a Pillar
of Nissan’s Success
Andy Palmer Executive Vice President
As Nissan moves into the Nissan Power
88 period, it is taking a fresh look at the
importance of its brand and crafting a
comprehensive strategy to make its brand
work sustainably and interactively for the
success of the company.
Strategies for Growth
Mid-term Plan
Performance Corporate Data Corporate Governance
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NISSAN Annual Report 2011