Nissan 2011 Annual Report Download - page 5

Message from the CEO
marketplace. We will expand our V-platform range of global products to three models to help us reach
more than 1 million units from this platform in 2016.
We are focusing more attention on the price-entry segment to serve a growing number of customers
in the emerging markets, such as the BRICs and Indonesia.
Nissan’s longstanding presence in the commercial vehicle segment is also gaining momentum. By
fiscal 2016, Nissan will be the world’s leading light commercial vehicle manufacturer.
Clear Strategic Direction
Nissan Power 88 identifies six strategies as levers we will use to achieve results according to plan.
Pillar 1: Brand power
To strengthen Nissan’s brand power, we will expand our strengths in engineering and production to
the sales, marketing and ownership experience. We will also raise the level of interaction with our
customers to create a world-class standard of service that will help us build lasting relationships with
every Nissan and Infiniti vehicle customer. We recognize that having a stronger brand will help close
gaps with our top competitors in every measurable area, from revenue generation to overall opinion
and purchase intention.
Pillar 2: Sales power
Sales power in the mid-term plan refers to fully grasping the needs of customers in each market and
drastically raising sales volume and market share. Nissan currently has 6,000 major points of sales
globally. We will expand our retail network to 7,500 outlets in the mid-term plan period.
Nissan is now the leading Japanese brand in China, Russia and Mexico and is on track to become
the largest volume Asian brand in Europe by fiscal 2016. We are focusing our efforts to boost sales
power in Japan and the United States, as well as in the ASEAN region.
Pillar 3: Enhancing quality
Nissan aims to make steady progress in improving product quality. During Nissan Power 88, our aim
is to raise Nissan into the top group of global automakers in product quality and to elevate Infiniti to
leadership status among peer luxury products by fiscal 2016.
Pillar 4: Zero-emission leadership
No other global automaker is as engaged in comprehensive activities to advance the entire system
needed to make sustainable mobility a reality. Nissan is taking a leadership role in every aspect, from
the development of batteries, chargers and a vehicle lineup to electric grid studies, battery recycling
and the use of batteries for energy storage.
In 2011, Nissan will take the lead as the all-time volume leader in dedicated electric vehicle sales.
The Renault-Nissan Alliance is bringing seven more all-electric models to follow the successful
launch of the Nissan LEAF. The Alliance intends to put 1.5 million electric vehicles on roads
worldwide by 2016.
Nissan’s emphasis on sustainable mobility also encompasses the range of low-carbon and low-
emission technologies that support PURE DRIVE. For example, our proprietary hybrid technology will
be tailored to future Nissan and Infiniti models, and our next-generation Xtronic Continuously
Variable Transmission (CVT) will increase fuel efficiency in future Nissan vehicles and maintain our
status as the global leader in CVT technology.
Pillar 5: Business expansion
In 1999, Nissan’s global market share was 4.6%. In 2010, Nissan achieved a record 5.8%. For fiscal
2016, we are targeting a global share of 8%, supported by a steady tempo of a new product launch
on average every six weeks, a continued focus on growth markets, and the expansion of our Infiniti
and light commercial vehicle businesses.
We will concentrate on increasing our presence in Brazil, India and Russia, as well as in the next
wave of emerging markets, including the ASEAN 5—Indonesia, Thailand, Malaysia, the Philippines
and Vietnam.
Nissan is the top Japanese car maker in China with a 6.2% market share, and China will continue
to be Nissan’s largest single global market into the plan. In 2012, we will have nearly doubled our
Mid-term Plan
Performance Corporate Data Corporate Governance
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NISSAN Annual Report 2011