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Nissan: Sales, Marketing, and Financial News

Old 12-12-2008, 07:41 PM
  #321  
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Originally Posted by Moog-Type-S View Post
I didn't say they were poor performers....I just said they were
I liked how the Armada looked. Big and strong.
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Old 12-13-2008, 02:46 PM
  #322  
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The NV2500 is horrendous! My gurlfriend and I were getting ready to buy an Armada or QX56. Guess plans are changed.
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Old 12-14-2008, 03:26 AM
  #323  
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At times like this one has to wonder: did Nissan make any money or was Honda better off never having chased this big SUV fad?
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Old 12-14-2008, 09:31 PM
  #324  
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One of the co-workers picked up a brand new Suburban for 12k off MSRP. At that rate Detroit will most likely follow suit.
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Old 12-14-2008, 10:43 PM
  #325  
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Originally Posted by 1killercls View Post
good. others should do the same.
Why, because you don't like trucks? Regardless of what gas costs, there will always be a market for large SUV's (you know, people who actually need to haul large loads or large families around). Just because the only factor you worry about when buying a new car is what the current price of oil is doesn't mean its the number 1 factor for everyone else....
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Old 12-14-2008, 11:43 PM
  #326  
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Originally Posted by majin ssj eric View Post
Why, because you don't like trucks? Regardless of what gas costs, there will always be a market for large SUV's (you know, people who actually need to haul large loads or large families around). Just because the only factor you worry about when buying a new car is what the current price of oil is doesn't mean its the number 1 factor for everyone else....
Large loads- get a pickup truck
Large families- get a van

These large suvs in general are not needed by most people IMHO
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Old 12-15-2008, 01:54 AM
  #327  
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Originally Posted by Leftride View Post
Large loads- get a pickup truck
Large families- get a van

These large suvs in general are not needed by most people IMHO
In general you're right but they do serve a purpose. And I've used them on multiple occasions carrying film gears that costs more then you could imagine...and carrying said gear in very off road situations where a van is worthless.

Not everything can solved with a RWD truck with an open. Sometimes you need a large SUV (covered shelter) with 4WD.
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Old 12-15-2008, 05:26 AM
  #328  
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Originally Posted by Sarlacc View Post
In general you're right but they do serve a purpose. Sometimes you need a large SUV (covered shelter) with 4WD.
Right, but the sales volume is so low that as Nissan has found out it's not worth making in the first place.

I thought GM already said there won't be a Suburban/Youkon/Escalade replacement coming. Like Ford, they'll just strech whatever smaller platform SUV that they have left.
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Old 12-15-2008, 10:45 AM
  #329  
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I walked by and looked at the mpg of a QX56 once, 10 city 13 highway.
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Old 12-15-2008, 12:53 PM
  #330  
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Originally Posted by biker View Post
Right, but the sales volume is so low that as Nissan has found out it's not worth making in the first place.

I thought GM already said there won't be a Suburban/Youkon/Escalade replacement coming. Like Ford, they'll just strech whatever smaller platform SUV that they have left.

True on both counts and smart of all of them. But All I'm saying is they do serve a purpose to those people who think they are totally worthless.
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Old 12-15-2008, 03:49 PM
  #331  
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Originally Posted by Sarlacc View Post
I liked how the Armada looked. Big and strong.
Yea, but you like the Pilot too
Your taste in automobile design is questionable.
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Old 12-15-2008, 04:58 PM
  #332  
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nice rides if you need them, if not they just cost too much to drive..
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Old 12-15-2008, 10:19 PM
  #333  
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I think the Armada looks good. Its just a beefed up Titan and I haven't heard any complaints about it.....
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Old 12-15-2008, 10:22 PM
  #334  
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it's about time, get these boats off the streets!
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Old 12-16-2008, 09:34 AM
  #335  
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Originally Posted by mg7726 View Post
it's about time, get these boats off the streets!
LOL...I love the Q56, don't hate one because you can't afford one. They don't called SUV for no reason, next thing you know, they help you tow your butt out of the mud or snow.
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Old 12-17-2008, 11:42 AM
  #336  
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Originally Posted by vhtran View Post
LOL...I love the Q56, don't hate one because you can't afford one. They don't called SUV for no reason, next thing you know, they help you tow your butt out of the mud or snow.
newb
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Old 12-17-2008, 12:06 PM
  #337  
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Originally Posted by vhtran View Post
LOL...I love the Q56, don't hate one because you can't afford one. They don't called SUV for no reason, next thing you know, they help you tow your butt out of the mud or snow.
i agree, i love the Titan, Armada, & the QX56 but they are fuckin huge! I was on the hwy one day & say a QX56 next to an old QX45 and Nissan doubled the size of the ttruck! Not to mention the gas mileage on those things.
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Old 12-17-2008, 12:33 PM
  #338  
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Originally Posted by L's TL View Post
i agree, i love the Titan, Armada, & the QX56 but they are fuckin huge! I was on the hwy one day & say a QX56 next to an old QX45 and Nissan doubled the size of the ttruck! Not to mention the gas mileage on those things.
The QX56 was not a replacement for the QX4. I'm fairly certain that's what you were referring to with your QX45 reference.
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Old 12-17-2008, 12:43 PM
  #339  
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Originally Posted by bgsm1th View Post
The QX56 was not a replacement for the QX4. I'm fairly certain that's what you were referring to with your QX45 reference.
I know the QX4 was "replaced "by the FX35/45 for the midsize SUV market but I wasn't saying it was a replacement. The QX4 and the Pathfinder were the same truck just different badging and the Pathfinder Armada & QX56 are the same truck just different badging. So naturally the QX56 is the QX4's successor

Last edited by EL19; 12-17-2008 at 12:45 PM.
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Old 12-17-2008, 12:56 PM
  #340  
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Originally Posted by L's TL View Post
I know the QX4 was "replaced "by the FX35/45 for the midsize SUV market but I wasn't saying it was a replacement. The QX4 and the Pathfinder were the same truck just different badging and the Pathfinder Armada & QX56 are the same truck just different badging. So naturally the QX56 is the QX4's successor
Not sure I follow or agree given the Pathfinder and Armada are two distinctly differnt trucks...
However, in the days of the QX4, All Nissan had was the Pathfinder.
Now they have the Rouge, Murano, Xterra, Pathfinder and the Armada - the size of the Pathfinder was naturally going to increase with the introduction of the 2 smaller SUV's.
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Old 12-17-2008, 01:02 PM
  #341  
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My grandmom has a Murano and its really nice. Not bad MPG for that SUV either. Never been in their bigger models but they look nice.
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Old 12-17-2008, 02:08 PM
  #342  
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Originally Posted by bgsm1th View Post
Not sure I follow or agree given the Pathfinder and Armada are two distinctly differnt trucks...
However, in the days of the QX4, All Nissan had was the Pathfinder.
Now they have the Rouge, Murano, Xterra, Pathfinder and the Armada - the size of the Pathfinder was naturally going to increase with the introduction of the 2 smaller SUV's.
I always thought there was the Pathfinder, and then the Pathfinder Armada which was notcieably larger and nicer. But whatever. Either way they are gone LOL. I agree with you on the size bump.
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Old 12-17-2008, 02:27 PM
  #343  
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They use to call the Armada the "Pathfinder Armada" from the first debut. But from 08 to now they removed the Pathfinder and just went with Armada
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Old 12-17-2008, 02:34 PM
  #344  
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This one is pretty tight!

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Old 12-17-2008, 07:05 PM
  #345  
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The long wheelbase bothers me. I like em short and plump looking.
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Old 12-18-2008, 12:44 PM
  #346  
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Originally Posted by phile View Post
newb
What so newb about that comment? Is it because my joined date? LOL...retarded.
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Old 12-18-2008, 12:52 PM
  #347  
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Nope, its because you made the idiot remark "dont hate because you cant afford one"

One of the dumbest statements you could make on an internet forum.
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Old 12-18-2008, 01:01 PM
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I guess I see where I am at.
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Old 12-18-2008, 08:53 PM
  #349  
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Originally Posted by Mokos23 View Post
I walked by and looked at the mpg of a QX56 once, 10 city 13 highway.
Wrong
12/17 for '08 4WD. We get a solid 15 in day to day driving and easily beat the highway #s.

Last edited by keg1997; 12-18-2008 at 08:56 PM.
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Old 12-21-2008, 06:02 AM
  #350  
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wow. chalk another repercussion to our econonmy status. personal stats on MPGs are meaningless. clearly these coporations know when to cut their losses.
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Old 12-21-2008, 07:04 AM
  #351  
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Originally Posted by phile View Post
The long wheelbase bothers me. I like em short and plump looking.

it's all you.
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Old 12-21-2008, 10:06 AM
  #352  
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Awesome! And the biker shorts paired with some wobbly knees seal the deal!
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Old 05-12-2016, 11:25 AM
  #353  
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Nissan to Take $2.2 Billion Stake in Scandal-Hit Mitsubishi Motors - WSJ

Nissan to Take $2.2 Billion Stake in Scandal-Hit Mitsubishi Motors

Deal would see Nissan become the controlling shareholder in Mitsubishi Motors

May 12, 2016

YOKOHAMA, Japan— Nissan Motor Co. said Thursday that it would bet more than $2 billion that Mitsubishi Motors Corp. can recover from a scandal involving falsified fuel-economy data.

In return, Nissan will get a controlling 34% stake in the struggling auto maker that has admitted to manipulating data to inflate mileage results for some of its cars.

Mr. Ghosn said Mr. Masuko kept him up-to-date in closed-door meetings on the scope of the problems at the company. “When he says this is the size of the problem, we trust him,” Mr. Ghosn said.

The move will incorporate Mitsubishi into the existing 17-year-old alliance between Nissan and Renault SA of France.

Mitsubishi will remain a separate brand, with its own network of dealers, and Nissan won’t be involved in day-to-day operations, the two companies said.

Nissan will send engineers to Mitsubishi’s vehicle-development team, which the company has singled out as the department at the source of the falsification of fuel-economy data.

The companies also plan to jointly develop new cars together. Mitsubishi hopes to tap into Nissan’s global network of factories to grow in more markets, such as the lucrative U.S., where Mitsubishi has only a small presence. Nissan wants a bigger share of Southeast Asia, where Mitsubishi has had more success.

The deal also catapults the Renault-Nissan alliance into a rarefied stratosphere of the world’s biggest car makers. Renault-Nissan and Mitsubishi sold a combined 9.6 million vehicles world-wide in 2015, data from each of the companies showed. That is close to the roughly 10 million vehicles that Toyota Motor Corp. , Volkswagen AG and General Motors Co. , the world’s three biggest auto makers, each sell in a year.

Mr. Ghosn called the deal a “potential win-win” for both companies, but the risks are proportional to the benefits, analysts say.

Mitsubishi’s sales are declining while its costs are ballooning as a result of admitting in April to falsifying data relating to fuel economy on at least four minicar models sold in Japan. Two of the models were manufactured by Mitsubishi and sold under Nissan’s brand name.

Nissan isn’t leaping into the ¥237.4 billion deal blindly. Its investigators are leafing through Mitsubishi’s books, and the deal is contingent upon them not finding anything surprising, Mr. Ghosn said. The companies hope to have the deal done by May 25.

The deal also marks a step-back for the Mitsubishi group, which had been the largest shareholder—and a source of a previous bailout for Mitsubishi Motors.

Mitsubishi Motors will issue new shares to Nissan. That means Mitsubishi Heavy Industries Ltd. , Mitsubishi Corp. and Bank of Tokyo-Mitsubishi UFJ Ltd. will see their combined holding in Mitsubishi Motors fall to about 20% from 34% currently, Mr. Masuko said.

The Mitsubishi group companies rescued Mitsubishi Motors back in 2004 by purchasing preferred shares after the car maker’s partnership with DaimlerChrysler fell apart. The auto maker paid back the group companies roughly two years ago.

Under Japanese law, shareholders owning more than one-third of a company’s stock get veto power on management decisions. Nissan will appoint the chairman of the Mitsubishi Motors board and one-third of the board seats, Mr. Ghosn said.

The deal will require approval from Japanese antitrust regulators, Mr. Ghosn said.

Nissan also announced on Thursday its full-year results for the year ended in March. The company posted a net profit of ¥523.8 billion, up 14% from ¥457.6 billion a year earlier, after solid sales in the U.S. and China offset slowdowns in emerging markets. It expects to post a net profit of ¥525 billion during the current financial year.
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Old 05-12-2016, 01:58 PM
  #354  
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Whoa
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Old 05-13-2016, 05:54 PM
  #355  
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Nissan took all the risks... since Mitsubishi can't do any worse than its current situation, especially in the US.

Compared to their heydays with the Eclipse GS-T and GSX....
There were more people in my HS wanted Eclipse than Prelude and Type R at the time.


sigh...
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Old 02-23-2017, 08:12 AM
  #356  
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Arrow AutoNews

http://www.autonews.com/article/2017...s-focus-shifts

Ghosn steps down as Nissan CEO, hands reins to Saikawa as focus shifts

February 22, 2017 @ 6:34 pm
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Saikawa, formerly Nissan's chief competitive officer, was promoted to co-CEO in October. On April 1, he will become CEO and president. Photo credit: BLOOMBERGPHOTO GALLERY: Carlos Ghosn through the years






PHOTO GALLERY >>
Send us a Letter
Have an opinion about this story? Click here to submit a Letter to the Editor, and we may publish it in print.UPDATED: 2/23/17 7:03 am ET - adds Ghosn commentTOKYO -- Carlos Ghosn, the long-serving chief executive who rescued Nissan Motor Co. from bankruptcy, is stepping down as CEO, having nearly finished his latest business plan and driven the Renault-Nissan Alliance to new heights with the acquisition of Mitsubishi Motors Corp.

Ghosn, who joined Nissan in 1999 from France’s Renault SA and became Nissan’s CEO two years later, will retain his position as chairman of the Japan’s second-biggest automaker, the company said in a statement Thursday in Tokyo. Hiroto Saikawa, who currently serves as co-CEO and is a year older than the 62-year-old Ghosn, will become sole chief executive.

The changes are effective April 1.


FROM OUR ARCHIVE: Ghosn's speech at the 2002 Automotive News World Congress
Ghosn will also retain his roles as chairman and CEO of Renault and of the Renault-Nissan Alliance, spokesman Jonathan Adashek said.

"There are still lots of things to be done inside the company (Renault) in order to make its growth sustainable and lasting and solid," Ghosn told Reuters in an interview.

And he will also stay on as chairman of Mitsubishi, a company brought into the Alliance last October through Nissan’s purchase of a controlling stake.

At that time, Ghosn promoted Saikawa to the role of Nissan’s co-CEO.


Ghosn said his new responsibilities at Mitsubishi warranted the full handover to Saikawa.


“As Nissan’s Chairman, I will continue to supervise and guide the company, both independently and within the Renault-Nissan-Mitsubishi Alliance,” Ghosn said in a statement.

“This planned change will also allow me to devote more time and energy to managing the strategic and operational evolution and expansion of the Alliance and ensuring that all its members benefit from the competitive advantages that its scale will deliver.”

FROM OUR ARCHIVE: 30 hours with Nissan's superman CEO

The Feb. 23 announcement shifts full control of Nissan to the Japanese veteran, as Ghosn steps back to more of an oversight role over an expansive automotive empire. The acquisition of Mitsubishi catapulted the Alliance to the No. 4 spot in global auto sales behind Volkswagen, Toyota and General Motors, as Ghosn delivered on his promise to achieve scale.

Ghosn hands over the reins as Nissan concludes its Power 88 mid-term business plan.


FROM OUR ARCHIVE: Industry disruptions tone down Ghosn


Mid-term roadmap
Saikawa will now be in charge of drawing up the next mid-term roadmap, which is expected to be announced sometime this year, Adashek said.

Adashek said it was too soon to rate Ghosn’s success in accomplishing the goals of Power 88. The mid-term plan officially runs through March 31.

FROM OUR ARCHIVE: All eyes are on Ghosn

While Ghosn came close to achieve many of his targets, key goals are still fugitive. Nissan hasn’t quite clinched the 10 percent U.S. market share it set out to achieve, nor the 8 percent global market share. It is also on track to miss its 8 percent operating profit margin target.

Ranking No. 4

But through the addition of Mitsubishi, the Alliance’s global volume surged by 934,013 vehicles to total 9.96 million units in 2016, making it the world’s 4th-largest auto group.

The Mitsubishi tie-up, finalized Oct. 20, completed Nissan’s 237 billion-yen ($2.29 billion) purchase of a controlling 34 percent stake in Mitsubishi.
Ghosn, at the CES in Las Vegas in January, plans to focus on Mitsubishi. Photo credit: BLOOMBERG
It also unleashed the continuing cascade of executive changes.

Saikawa is expected to now run Nissan independently as his own boss. That too fits the intent of Ghosn, who has said he
prefers a Japanese successor at the helm of Nissan.


But it is unclear how much longer he may remain on the job. At age 63, Saikawa is also approaching retirement age.


Saikawa joined Nissan in 1977 and served as its chief competitive officer from 2013 to 2016. Before that he had roles as the chairman of the Management Committees of the Americas and Europe, as well as the executive vice president of purchasing.

He also served as a board member of Renault between 2006 and 2016.
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Old 04-03-2017, 07:45 AM
  #357  
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Arrow 10%

[font=georgia]
http://www.autonews.com/article/2017...ssan-got-to-10

How Nissan got to 10%

To boost its market share, the automaker had to reboot product, sales, distribution

April 3, 2017 @ 12:01 am
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The Rogue Sport, top, and the Sentra are key pieces in Nissan's market share push. Photo credit: AUTOMOTIVE NEWS ILLUSTRATIONSend us a Letter
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Nissan's market share strategySteps taken by Nissan North America to operate at a bigger volume
  • Portfolio: A more appealing Sentra, Altima; more compact crossovers, including the Rogue, sourced from 3 factories
  • Organization: More sales regions with more field staff and more local authority on inventories, advertising
  • Marketing: More effort to look beyond general market preferences for buyers
  • Customers: Dealers encouraged to improve customer satisfaction and build service
NASHVILLE -- For Nissan North America to claim a 10 percent U.S. market share, it first had to turn itself into a company that was capable of achieving a 10 percent share.

That, says the automaker's chief U.S. sales executive, has been the real point of the audacious 6-year goal of lifting its U.S. market share to 10 percent by March 31, 2017 -- an increase of more than three points from the moment the plan was announced in June 2011.

"We had to grow the entire organization to be capable of selling that many cars and trucks," says Christian Meunier, senior vice president for Nissan sales, marketing and operations. "It required changes all through the company, in how we operate, in how we distribute, how our dealers perform and how we manage.

"It made us ask, "How do we get there?' You have to put in place an organization that makes it possible."

For the record, Nissan North America indeed reached a 10.2 percent market share as of Feb. 28, 2017, although market shares ebb and flow from month to month. The industry's March results, due out this week, traditionally come in a spot lower for Nissan. Early April will reveal whether Nissan has precisely hit that bold 2011 target.

It has been a workout.
Like a determined 50-year-old training for a marathon, Nissan has felt the burn. The mission has sometimes harried company managers, discombobulated retailers who recoiled from factory pressure to move the metal, and even provoked scorn from competitors and industry analysts who criticized the push as a sure path to diminished brand value.

Now, regardless of whether Nissan's March results hit the 10 percent mark, the company's U.S. management is putting the exercise into perspective.
"We had to grow the entire organization to be capable of selling that many cars and trucks" Nissan's Christian Meunier
"We've really transformed ourselves in the process," Meunier told Automotive News just ahead of the March close.

Meunier, a Frenchman who took over U.S. sales in early 2016 after lifting Nissan's market share in Canada, said the transformation required more compelling products, more employees in the field, a more concerted effort to make customers happy and keep them happy, and a more sophisticated approach to how Nissan researches, forecasts and plans for its local markets.

Sentras to L.A.

"It takes a lot of different things to make this happen," says Rinaldi Halim, executive manager of Downey Nissan near Los Angeles. "The competition hasn't just laid down and let it happen. We've really had to get better at what we're doing."

Halim is seeing the effort firsthand. Los Angeles has been a key battleground for Nissan's market share campaign, hotly contested sale for sale by its chief rivals, Toyota and Honda, which are powerfully entrenched with strong dealer networks there.

Los Angeles offers a glimpse of how Nissan has tried to get smarter.
The market traditionally was weighted toward compact sedan sales, and in years past Nissan focused its fight there on pushing Sentra sales.

But that put the brand at a disadvantage. In 2011, the Sentra -- at one long-ago time the biggest-selling import nameplate in the U.S. industry -- was getting outsold 2 to 1 by the Honda Civic and the Toyota Corolla. An earlier strategy to make the Sentra stand out in the market with an edgier design had fallen flat, and Nissan's local share was suffering for it. At the end of 2012, a year and a half into the national market share drive, the Nissan brand share of Los Angeles new-vehicle registrations stood at just 6.9 percent, according to IHS Markit.

Nissan planners took the Sentra back to the drawing board and in late 2012 unveiled a new generation that was a little roomier and more fuel efficient, with more content and a more dignified look that linked it to the more expensive Altima and Maxima.
Nissan's attention to the Altima's design paid off. The car has outsold the Toyota Camry and Honda Accord at times.
That redesign got Sentra back in the game, and today it sells nearly twice the number of Sentras it sold in 2011. Nissan also lavished attention on the design of the current Altima, to similar results. Once an also-ran in the midsize sedan segment, the Altima gained enough popularity after 2012 to sporadically outsell the Toyota Camry and Honda Accord.

As it rolled out more attractive sedans, Nissan also stepped up its marketing to Hispanic consumers, a large part of Downey Nissan's customer base. The automaker diverted ad dollars to market models other than the Sentra there. It also became more aggressive with lease programs, which Halim says is critical in Los Angeles.

"We can look beyond the Sentra to sell Maximas and Muranos for $40,000, but my customers need to lease them," he says. "Nissan has responded."

The efforts are yielding market share results. The Nissan brand closed 2016 with a 7.7 percent share of L.A. registrations. This week, Halim's dealership will move to a newly constructed store down the street that triples its current outgrown 2½-acre operation.

"It's time for us to step up and make a nicer appearance for our customers," Halim says. "People expect more from us now."

Meunier sums up the company's marketing attitude toward L.A. this way: "If all we're doing there is advertising peanut butter Sentra on TV all year, we're never going to grow and we're doing a disservice to our local dealers."
Munoz: Let field staffs have say in decisions.

Another evolution occurred when Nissan North America Chairman Jose Munoz concluded that Nissan's individual field regions needed to have more decision-making authority if the company expected to read the local market better.

"If everything is decided here in Nashville for San Francisco and Little Rock, it's not always going to be the right decision," Meunier admits. "The regional vice president has more information about his region than we do here."

Munoz increased the number of regions from five to eight to let field staffs devote more time to individual territories. That move, urged on Munoz by the Nissan National Dealer Advisory Board, addressed a long simmering frustration among many dealers that they did not have enough access to factory reps to sort out problems.

The field expansion required Nissan to hire about 10 percent more sales and marketing personnel to staff the new sales and service regions, and meant decentralizing the company's decision-making roles. Munoz began empowering the regions to decide for themselves which vehicles they wanted at dealerships, what their ad budgets should be, and how to advertise and incentivize locally.

"We want to put a lot more power into each region," Meunier says. "And that means also increasing the knowledge at the regional level."

Nissan had to step up its training efforts for regional employees and managers to duplicate many of the skill sets of the home office, giving regional staffs the tools and know-how to monitor the market, forecast sales trends, analyze production plans and correctly fill inventories. Nissan created a headquarters position to focus on regional staffing and training needs.

Meunier, who meets twice a month with each regional staff, says it is an ongoing evolution.

"You can't decentralize too quickly or you'll have anarchy," he says. "But we can see the results now. The regions are deciding what products to sell and how to advertise them and what to incentivize."

That matters, Meunier emphasizes. The Phoenix market illustrates why.Before the shift to regional management, Nissan's field organization considered Phoenix to be similar to the other cities in its Mountain region, and as a result distribution and marketing plans were aligned.

"Denver is part of the same region," Meunier points out. "But Denver and Phoenix are not at all similar in their buying habits. Denver is a big 4x4 market. It's mountainous and snowy. But Phoenix? You don't really sell 4x4s there. It's dry and it's a 2x4 market. Phoenix is a sedan market. Denver is all crossovers and SUVs and pickups."

Improved local inventory planning has helped Phoenix dealers capture a bigger share.
According to IHS Markit, Nissan's share of Phoenix registrations rose from 8.1 percent in 2012 to 9.4 percent at the end of 2016.

"We had to be there listening to our dealers, and we had to know the local market to know what vehicles to order for those dealers. Otherwise we were trying to push models that consumers didn't want, which meant discounting their value.

"And discounting our products," he goes on, tracing the vicious cycle that Nissan has been trying to break, "means dealers are making less money, the factory is making less money, and customers perceive us badly."

Customer perceptions
Throughout Nissan's drive for market share, it has kept Honda in its crosshairs. As part of then-CEO Carlos Ghosn's directive to capture 10 percent, officials also said it behooved Nissan -- Japan's No. 2 automaker -- to displace American Honda Motor Co. as the U.S. industry's No. 2 foreign automaker in sales.

But overtaking Honda and Acura in U.S. sales has been elusive, even as Nissan's market share inched forward in the past six years. Honda has also prospered. Deep-rooted customer loyalty at Honda and a broad perception of its products' quality meant that Nissan needed to do more than simply sell more cars. Nissan needed to improve its own product quality and find out how to make customers like it more.

The bottom line is that last year for the first time, Nissan surpassed both Toyota and Honda in customer satisfaction with product quality, according to J.D. Power's annual Customer Service Index. Nissan also for the first time surpassed Honda and Toyota on last year's J.D. Power Sales Satisfaction Index, the industry benchmark that measures customers' satisfaction with their dealership experience while buying.

"We've been working very hard with our dealers to do better," Meunier says of those results. "It was partly a matter of improving the products. And it was partly a matter of improving how we handle customers in the sales process and in the service lane."

In one case, Nissan created an online dealership analytics system that, among other things, lets a dealer compare profit center results with industry averages, or identify all of the customers within 25 miles who have not been in for service in the past 6 months.
McSherry: A big business boost

"They've really helped us boost our service business," says John McSherry, executive manager of Central Valley Nissan in Modesto, Calif., a midsize market in the agricultural belt east of San Francisco. "The number of Nissan units in operation has grown a lot over the past few years, and Nissan has helped us capture more of them for service. It's not unusual now for me to see 100 cars coming in here before noon on a Saturday for an oil change."

Nissan also created an incentive program to reward dealers for winning and retaining service customers, hitting sales targets on basic maintenance orders such as windshield wiper replacements and new brake pads.

In the most recent quarter, McSherry's efforts in service earned him a $27,000 incentive check from the factory.

"People say you shouldn't need an incentive program to do the right thing," McSherry says. "Maybe so, but Nissan is really trying to encourage dealers to do what we ought to be doing anyway."

The product

Dave Sullivan, manager for product analysis at the automotive marketing research and product consulting firm AutoPacific, says that whatever else Nissan has accomplished or not accomplished since 2011, its position in the market is only as good as its products. And that continues to be a work in progress.

Over the past several years, Sullivan says, Nissan has landed some products that resonated well, such as the redesigned Altima that bowed in 2012, the GT-R sports car and the Murano crossover.

A few products failed to move the needle, such as the boxy Cube and the brand's foray into full-size commercial vans with the NV series.

"But they've made some inroads in a few segments," he says. "They've looked for different approaches to styling and marketing.

"One problem with their growth is that they've created a very large portfolio of models -- all the way from the Versa, the lowest priced car in the market, to the GT-R, selling for more than $100,000," he points out. "That's a lot of products to keep fresh."

Meunier counters that Nissan's diverse portfolio has helped it maintain growth momentum, even as consumer tastes changed. Six years ago, the Nissan brand was primarily a purveyor of sedans, staking its future on robust demand for the Altima and Sentra. That changed abruptly when consumers shifted in droves to crossovers. Nissan was ready with the Rogue, Meunier says. The compact crossover sold 124,543 in the U.S. in 2011. Reading the tea leaves for increased demand, Nissan put two assembly plants onto Rogue production, and then a third. Last year, Nissan sold 329,904 Rogues in the U.S. and is now preparing to introduce a second version of the nameplate, the Rogue Sport, which it expects will lift sales still higher. Last December, the Rogue was the largest-selling nameplate in the U.S. industry, outside of full-size pickups.

"If we had not been able to shift our resources to the Rogue, with the help of our dealers, we wouldn't be at our current market share level right now," Meunier says. "We'd be down to 6 percent."

Investment in product is critical to bigger share, he says.
"When the product is appealing and the value is stronger, we discount less and we all make more money," Meunier says, repeating the company's mantra of recent years.

"Nissan has invested to be a more serious player. You don't say you're going to get 10 percent market share and just go out and sell. It's about building the blocks that will enable us to get there.

"Now we're there," he says, "and we have the blocks in place to continue growing."


You can reach Lindsay Chappell at [email protected]
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Old 05-11-2017, 01:19 PM
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http://www.autonews.com/article/2017...ing-incentives
Nissan profit falls 6% on currency losses, rising incentives

YOKOHAMA, Japan -- Nissan Motor Co. reported a 6.4 percent drop in operating profit in the just-ended fiscal year as foreign exchange losses and rising incentives undercut earnings.

Operating profit declined to 742.2 billion yen ($6.67 billion) in the fiscal year ended March 31, CEO Hiroto Saikawa said Thursday while announcing financial results.

Net income advanced 27 percent to 663.5 billion yen ($5.96 billion) in the January-March period. Nissan attributed the rise to a one-time gain from the sale of its stake in former group supplier Calsonic Kansei Corp., which it booked in the fiscal 4th quarter.

Worldwide revenue decreased 3.9 percent to 11.72 trillion yen ($105.34 billion) in the quarter, as global retail sales increased 3.7 percent to 5.6 million vehicles.

Saikawa said Nissan's core auto performance remained strong despite the earnings hit from the appreciation of the Japanese yen against the U.S. dollar and other currencies.

Shifting foreign exchange rates cut some 281.9 billion yen ($2.53 billion) off operating profit in 12-month period. Nissan is fighting fluctuating exchange rates that have battered earnings across the board at Japanese automakers over the last year.

Nissan's results were also held back by an increase in marketing and selling expenses totaling 258.5 billion yen ($2.32 billion), partly to cover rising incentives.

Operating profit margin came to 6.9 percent at the end of the fiscal year, missing former CEO Carlos Ghosn's Power 88 mid-term business plan goal. He had targeted global operating profit margin of 8 percent and 8 percent market share by March 31, 2017.

Nissan had already abandoned the market share target. It ended the last fiscal year with a global market share of 6.1 percent, down from 6.2 percent the year before.

Ghosn told Automotive News in October that his company was unlikely to hit the profit margin because unfavorable foreign exchange rates were undermining results.

Saikawa said that if exchange rates had remained stable from the time Ghosn unveiled the goal in 2011, operating profit margin would have finished at 8.3 percent, exceeding the target.

"We did achieve this, and going forward we will sustain this," Saikawa said.



Sneak peak


Saikawa is expected to detail his company's next mid-term plan later this year. But he offered a sneak peek at certain elements, saying it would be another 6-year roadmap.

The 1st goal will be to keep Nissan cruising with an 8 percent operating profit margin, under what Nissan dubbed “reasonable economic conditions."

The next will be lifting global revenue to 16.5 trillion yen ($148.30 billion) over the period, from the 12.8 trillion yen ($115.05 billion) Nissan booked in the last fiscal year, as measured under its previous method of accounting for its China business in a proportional way in earnings.

Nissan will also continue to chase its 8 percent global market share goal in the next mid-year plan, Saikawa said. That should be possible, he said, if Nissan can boost its market share in China to 8 percent, from today's 5 percent penetration.

"The key here is out business in China," Saikawa said.

China was the biggest volume driver in the just-finished fiscal year. Nissan's sales in the world’s biggest auto market grew 8.4 percent to 1.4 million vehicles in the 12 months.

N.A., Europe sales up

But North America remained Nissan's biggest overall market, with sales expanding 5.9 percent to 2.1 million vehicles. European volume increased 3 percent to 776,000 vehicles.

In the fiscal 4th quarter ended March 31, Nissan's operating profit increased to 239.0 billion yen ($2.15 billion), from 205.7 billion yen ($1.85 billion).

Net income surged to 663.5 billion yen ($5.96 billion) in the 3-month period, from 523.8 billion yen ($4.71 billion), bolstered by proceeds of some 111.5 billion yen ($1.00 billion) from the sale of Calsonic Kansei. Revenue increased to 3.46 trillion yen ($31.10 billion) in the January-March period, from 3.25 trillion yen ($29.21 billion).

Future expectations

Looking ahead for the current fiscal year that began April 1, Nissan expects the strengthening Japanese yen and higher raw material costs to again drag on earnings.

Profits will also fall in the current year when compared with the results of last year, which were pumped up by the one-off windfalls of the Calsonic Kansei sale.

Operating profit is expected to fall 7.7 percent to 685.0 billion yen ($6.16 billion).

The company projects net income to decline 19.4 percent to 535.0 billion yen ($4.81 billion). The company sees revenue growing 3.6 percent to 11.8 trillion yen ($106.06 billion).

Nissan expects global retail sales to increase 3.6 percent to 5.83 million vehicles.

North American sales are expected to inch ahead 0.5 percent to 2.14 million vehicles this fiscal year, while U.S. sales advance 1.2 percent to 1.6 million vehicles.

European sales will grow 2.4 percent to 795,000 vehicles, Nissan predicted.



Mitsubishi interest


Nissan finalized its purchase of a controlling 34 percent stake in Mitsubishi last October and appointed Ghosn its chairman. At the time, Ghosn forecast nearly half a billion dollars in savings as soon as next fiscal year as the group joins a club of automakers operating at a massive scale.

On Feb. 8, the Renault-Nissan alliance said its worldwide sales surged to 9.96 million vehicles in calendar year 2016, including some 934,013 units from Mitsubishi.

Mitsubishi's purchase pushed global Alliance sales 17 percent higher in calendar year 2016. Without including the smaller Japanese carmaker, sales would have advanced just 6 percent.
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Old 11-19-2018, 05:47 AM
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Nissan Seeks to Remove Ghosn on Violations; Arrest Reported ​​​​​​​

Nissan Seeks to Remove Ghosn on Violations; Arrest Reported

Nissan Motor Co. said it will seek the removal of Carlos Ghosn after uncovering serious acts of misconduct by the chairman, who is set to be arrested in Tokyo for violating financial trading law, according to Japanese media reports.

Ghosn, among the most prominent car-industry leaders globally and also the Chief Executive Officer of Renault SA, has been arrested over the suspected breach of Japanese financial trading law, the Yomiuri reported. Nissan has been conducting an internal investigation over the past several months regarding misconduct involving Ghosn and director Greg Kelly, the Japanese automaker said in a statement Monday.

“The investigation showed that over many years both Ghosn and Kelly have been reporting compensation amounts in the Tokyo Stock Exchange securities report that were less than the actual amount, in order to reduce the disclosed amount of Carlos Ghosn’s compensation,” Nissan said.

The company said it has been providing information to the Japanese prosecutors and is cooperating fully with their investigation. Ghosn voluntarily went with Tokyo prosecutors, Asahi reported.

Nissan is set to hold a press conference at 9 p.m. in Tokyo. A representative for the Tokyo prosecutors said they don’t comment on individual cases.

A spokesman for Renault declined to comment. Shares of the carmaker fell as much as 14 percent in Paris, while Nissan global depository receipts sank more than 11 percent.

Among the most prominent car-industry executives globally, Ghosn, 64, built the three-way union of Renault, Nissan and Mitsubishi Motors Corp. He said in September that he will continue to pare back his roles at the three individual companies, while continuing to head their alliance.

A spokesman for the France’s finance ministry declined to comment on the report. The country owns about 15 percent of Renault and supported Ghosn’s renewal at the helm of the French automaker.

Among the best paid executives in both Japan and France for several years, Ghosn’s compensation has regularly drawn criticism. Ghosn receives numerous paychecks in his multiple roles as chairman of the Renault-Nissan-Mitsubishi alliance, CEO of Renault, and chairman of both Nissan and Mitsubishi.

At Nissan, he was paid about 1.1 billion yen ($10 million) for 2016 and about $6.5 million in the most recent fiscal year. He took home about $8.5 million at Renault and about $2 million from Mitsubishi in the latest period. At Renault, his package for 2017 was narrowly passed by Renault shareholders, but only after he agreed a 20 percent reduction.

Ghosn has been contemplating his career moves as the companies plan to change the pact’s structure, possibly through a merger. Ghosn gave up his role as CEO of Nissan last year and has said that he may step down as CEO of Renault before his four-year term ends in 2022, fueling speculation the alliance could lose its architect and main leader for the past two decades.

The carmakers have given themselves two years to decide on a possible merger between them or find an alternative mechanism to enhance their partnership, Bloomberg News reported in July. Ghosn said in September that the companies will “clarify everything” within the first half of his current Renault CEO term









https://www.bloomberg.com/news/artic...asahi-joo251ln

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Old 11-19-2018, 09:15 AM
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