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Introduction

The automobile industry in India is one of the larger markets in the world and

had previously been one of the fastest growing globally, but is now seeing flat or

negative growth rates. India's passenger car and commercial vehicle manufacturing

industry is the sixth largest in the world, with an annual production of more than

3.9 million units in 2011. According to recent reports, India overtook Brazil and

became the sixth largest passenger vehicle producer in the world (beating such old

and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia,

Spain, France, and Brazil), grew 16 to 18 per cent to sell around three million units

in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter

of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat

Thailand to become Asia's third largest exporter of passenger cars.

As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million

automotive vehicles were produced in India in 2010 (an increase of 33.9%),

making the country the second (after China) fastest growing automobile market in

the world in that year. According to the Society of Indian Automobile

Manufacturers, annual vehicle sales are projected to increase to 4 million by 2015,

no longer 5 million as previously projected.[

The majority of India's car manufacturing industry is based around three clusters in

the south, west and north. The southern cluster consisting of Chennai is the biggest

with 35% of the revenue share. The automobiles sector is divided into four

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segments two-wheelers (mopeds, scooters, motorcycles, electric two-wheelers),

passenger vehicles (passenger cars, utility vehicles, multi-purpose vehicles),

commercial vehicles (light and medium-heavy vehicles), and three wheelers

(passenger carriers and good carriers).

The industry is one of the key drivers of economic growth of the nation. Since the

delicensing of the sector in 1991 and the subsequent opening up of 100 percent

FDI through automatic route, Indian automobile sector has come a long way.

Today, almost every global auto major has set up facilities in the country.

The world standings for the Indian automobile sector, as per the Confederation of

Indian Industry, are as follows:

Largest three-wheeler market Second largest two-wheeler market Tenth largest passenger car market Fourth largest tractor market Fifth largest commercial vehicle market Fifth largest bus and truck segment

The auto sector reported a robust growth rate of 26 percent in the last two years

(2010-2012). The BSE AUTO Index outperformed the benchmark Nifty by 79%,

12% and 19% in FY10, FY11 and FY12, respectively.

However, the sector has shown a sluggish growth of 12 percent in 2012. The trend

is likely to stay with a 10 percent growth outlined for 2013 citing high ownership

costs (fuel costs, cost of registration, excise duty, road tax) and slow rural income

growth. Solid but cautious growth is expected over the next few years. However,

from a long-term perspective, rising incomes, improved affordability and untapped

markets present promising opportunities for automobile manufactures in India.

According to Macquarie equities research, sale of passenger vehicles is expected to

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double in the next four years and growth anticipated is higher than the 16 percent

achieved in the past 10 years. Two-wheeler vehicle segment is expected to show

slow growth of 10 percent CAGR over the period of 2012-2016, suggests the

report.

The Government recognizes the impact of the sector on the nations economy, and

consequently, the Automotive Mission Plan 2016 launched by it seeks to grow the

industry to a size of US $145bn by 2016 and make it contribute 10 percent to the

nations GDP.

Factors that will drive growth in the sector Rising incomes among Indian population will lead to increased affordability,

increasing domestic demand for vehicles, especially in the small car segment.

Fuel economy and demand for greater fuel efficiency is a major factor that affectsconsumer purchase decision that will bring leading companies across two-

wheeler and four-wheeler segment to focus on delivering performance-oriented

products.

Product innovation and market segmentation will channelize growth. Vehiclesbased on alternative fuels will be an area of interest for both consumers and auto

makers.

Focus on establishing India as auto-manufacturing hub is reigning in policysupport in form of Governments technology modernization fund.

Industry will seek to augment sales by tapping into rural markets, youth, womenand luxury segments.

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Upcoming trends

India is emerging as a strong automotive R&D hub with foreign players like

Hyundai, Suzuki, and General Motors setting up base in India. This move is further

enhanced by Governments support towards setting up centres for development

and innovation. Tata Nanos successful entry in the Indian market has steamed up

the opportunities of growth available in alternative segments like electric cars,

vehicles run on natural gas, etc.

Job opportunities in automobile sector

According to the Confederation of Indian Industry, auto sector currently employs

787, 7702 people, 58 percent of who are in the passenger car segment. However,

there is an increasing demand for skilled professionals in the domain of effective

service delivery, spares management and support functions. ITIs and Polytechnics

provide 530,000 graduates every year, but there is an urgent need for updating

courses to keep up with changing trends in technology, manufacturing

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Company profile

Nissan is made up of a richly diverse group of people, as reflected in the

companys leadership team and the numerous corporate outreach programs inwhich they participat in the community. If number-crunching is what is needed,

they've got that kind of behind-the-scenes information, too. Together, they have

what it takes to build cars and trucks with the power to change both the way you

view the world and the way you move in it. Nissan has demonstrated a

commitment to innovation since the company's founding in 1933. Not only are

Datsun the first mass-produced Japanese vehicles, their unique, automotive style

makes a major impact on the U.S. market when Datsun sedans and compact

pickups are first imported in the late '50s.1914 the first Datsun is built.

1933Nissan Motor Co., Ltd. is established in Japan.1937 the Datsun Type 15 is

the first mass-produced Japanese vehicle. Other Type 15 models include mini-

pickup and delivery van.1958 the first Datsun sedan arrives in the United States.

The strong, heavy 1200 Sedan packs a 48-hp 1200-cc engine encased in thick body

panels.1959 the first Datsun compact pickup is sold in America. Originally

imported with a modest 37-hp 1000-cc engine, the upgraded model features a 48-

hp 1200-cc version. This quarter-ton pickup firmly establishes Datsun in the

American market. Toward the end of this decade of change, Nissan has built a

strong reputation in both the American and the Japanese markets. The Datsun 2000

roadster, valued both for its style and performance, becomes synonymous with

early Nissan design. 1960 Nissan Motor Corporation U.S.A. (NMC) is establishedin Gardena, California. The model year witnesses the birth of Datsun's first sports

car, the SPL 210. This high, narrow, 4-seat roadster features a fold down soft top

with side curtains, '4 on the floor,' and a 48-hp 1200-cc engine (soon replaced by

an 85-hp version).1962 Focused on American driving needs, the Bluebird is the

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first Datsun with a full synchronized 3-speed transmission. It also sports classic

two-tone paint, wide whitewalls and optional bucket seats. Off the road, Nissan's

first utility vehicle, The Patrol, makes its debut, with TV hero Roy Rogers as its

spokesman. Pitched as the world's most powerful, most advanced 4-wheel drive,

the Patrol's brawny 145-hp 4000-cc 6-cylinder engine develops enough torque 'to

climb trees.'1966The first Japanese-owned production facility in North America,

Nissan Mexicana (NMEX) manufactures its first vehicle.

1967The Datsun most-desired by collectors, the 2000 Roadster, is also the first

Japanese production sports car to come with a 5-speed. That, plus its robust 150-hp

engine, makes it extra fun to drive. Production is limited to 1,000 and the first 10

are lightweight versions for racing. The 2000 Roadster wins 10 SCCA National

Championships between 1967 and 1987.1968Nissan launches the first car styled

for the U.S. market, the Datsun 510 sedan.1969 Datsun introduces the 'Z' as a 1970

model. By offering European performance, plus creature comforts like roll-up

windows and a heaterall at an affordable price the 240Z becomes the best-

selling sports car in the world. The Corvette took nearly twenty-five years to sell

500,000 units; the Z does it in fewer than ten. In the '70s, Nissan continues to gain

in popularity, with annual U.S. sales surpassing a quarter of a million cars. Nissan

also begins to display unri valid racing skills, with the Datsun 510 winning a

number of championship races. Meantime, the civilian 510 provides the verve of a

sports car to the general driving population, a goal Nissan achieves to this day

through the Maxima and Sentra SR. 1971Annual sales in the United States pass the

quarter million mark. Nissan also establishes itself on the racetrack: the BRE 510

wins the SCCA 2.5-liter Trans-Am Championship in 1971, claiming Nissan's first

professional racing championship. It proceeds to dominate the series, winning 15

out of 21 events. Meanwhile, another 510 wins the East African Safari, while yet

another wins the American Rally Championship in 1971. Today, the 510 enjoys a

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cult-like following and is still active in SCCA club racing.

1972The civilian 510 introduces a new concept: a 4-door sports sedan. This good-

looking, 5-passenger family car is fun to drive, economical, and sells over 300,000

sedans and wagons. As a result, race-bred sportiness remains very much part of

Nissan today.1973The one-millionth Datsun vehicle is sold in America.

1975Datsun becomes the top U.S. vehicle importer.1977Nissan expands the idea of

how much work a truck can do by introducing the King Cab, the first extended cab

pickup.1979Nissan Design International (NDI) is established in La Jolla,

California, to provide American concepts and style to Nissan vehicles. Among

their many creations (including today's popular X-Terral SUV) is the 'out there'

Gobi Truck concept. In the '80s, the Nissan brand comes into its own as the first

Nissan truck is manufactured in the U.S. Not long after this milestone, Nissan

introduces its Infiniti line of luxury vehicles, ending the decade with a tremendous

new business venture.1980Nissan Motor Manufacturing Corporation (NMMC) is

established in Smyrna, Tennessee to fulfil the growing demand for Nissan vehicles.

1981Nissan Motor Acceptance Corporation (NMAC), Nissan's financing division,

is established in Torrance, California.1982Nissan's rich off-road truck-racing

history includes 19 championships from 1982-1992. A King Cab desert racer,

competing as an HDRA/SCORE Class 1 Unlimited Vehicle, packs a sand-

scorching 380 hp. It has full-time 4WD, a radical mid-engine design and a 4-wheel

fully independent suspension.1983Worldwide marketing of vehicles using the

Nissan name begins. And the first truck produced by Nissan in America rolls off

the line in Smyrna, Tennessee. Nissan Research and Development (NRD) are

established in Michigan.1985Legendary Hollywood actor Paul Newman races the

Newman/Sharp Trans-Am 300ZX to an SCCA GT1 championship in 1985 and

1986. Particularly noteworthy is the 1985 win, which is Nissan's 50th national

SCCA championship. Meanwhile, the first Sentra rolls off the line in Smyrna,

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Tennessee.1988Nissan driver Geoff Brabham wins the first of four consecutive

IMSA Camel GTP Drivers Championships. The streak includes eight straight

races, breaking the American road record. Almost unbeatable, the IMSA GTP

Race Car dominates with a breathtaking top speed of 200 miles per hour.

1989It's a year of remarkable milestones: Nissan launches the Infiniti line of luxury

vehicles. NMMC produces its one-millionth vehicle. And Nissan begins the

Summer Institute for Historically Black Colleges and Universities.

Nissan demonstrates its agility in the '90s retaining the Nissan heritage, while

moving in new directions. The company remains committed to long-standing

quality and service in the automotive development, while also receiving numerous

corporate and environmental awards.1990Nissan North America, Inc. (NNA) is

established in Torrance, California, to oversee all Nissan operations in North

America.1991Nissan unveils a $490 million, 1.7 million-square-foot expansion of

the Smyrna, Tennessee plant. It builds an $80 million Research and Development

Technical Centre in Farmington Hills, Michigan. And on the environmental front,

Nissan lends its Alternative Fuel Vehicle to a California testing program, unveils

the Future Electric Vehicle concept car, and receives the Stratospheric Ozone

Protection Award from the Environmental Protection Agency.

1992As the Sentra surpasses two million sold in the U.S., the first Nissan mid-

sized sedan produced in the U.S. the Altima rolls off the assembly line in

Tennessee. Nissan wins the IMSA GTS Manufacturers Championship, with David

Loring winning the IMSA GTU Drivers Championship in a Nissan 240SX, and

Steve Millen winning the IMSA GTS Drivers Championship in a Nissan 300ZX.

Nissan also establishes the Nissan Foundation, with a five-year, $5 million

endowment. Nissan Quest becomes the first Nissan vehicle jointly produced with a

U.S. manufacturer; Ford Motor Company.1993Nissan celebrates its first 10 years

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of manufacturing in the U.S. with authority. Altima becomes the best-selling new

nameplate in the United States, while the Maxima surpass one million sold.

1995Nissan introduces the all-new 200SX and fourth generation Sentra, both

assembled in the award-winning Smyrna, Tennessee plant. Nissan was recognized

as Most Distinguished Partner by the Los Angeles Urban League in 1995.

1996After more than 26 years, the Z car was retired. In 1999, Nissan announced an

all new Z car will be built for release in 2002. Nissan served as a corporate sponsor

of the 1996 Olympics in Atlanta, specifically the Official Import Vehicle of Choice

for Truck, Sport Utility, and Minivan. NMMC is named the most productive plant

in North America in 'The Harbour Report' for the third consecutive year. On a

more creative front, Nissan's 'Toys' commercial is named the best commercial of

the year by Time and Rolling Stone magazines. The last 300ZX is imported into

the U.S. inducted into the Peterson Automotive Museum in Los Angeles.

1997Nissan was named Best of the Best by the Environmental Protection Agency.

In 1997, Nissan received the Smithsonian Inaugural Corporate Leadership Award.

The Nissan Foundation celebrates its fifth anniversary. NMMC names the most

productive automotive plant in North America by Harbour and Associates for

fourth year.1998Nissan Motor Corporation in U.S.A. (NMC) and Nissan North

America, Inc. (NNA) consolidated into one company Nissan North America, Inc.,

effective December 31, 1998.1999March 26, 1999, Nissan and Renault sign a

global partnership agreement allowing both companies to take advantage of their

respective strengths and expertise. Nissan introduces the Frontier Crew Cab, the

first compact truck with four real doors. The X terra also launches a trend in 'no-

nonsense' SUVs for outdoor enthusiasts. Frontier, X terra, and Pathfinder are

named official vehicles of the Los Angeles County lifeguards and become a hit on

the TV series 'Baywatch.' Rhys Millen drives UPRD Nissan Skyline GT-R to

victory in the Pikes Peak International Hill Climb near Colorado Springs,

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Colorado, on July 4.Nissan's heritage highlights a company always eyeing the

future and never satisfied with the status quo. Bold

design.Innovativestyle.Inspiringperformance.Original cars and trucks more than

capable of taking you wherever you choose to go in life.2000Now working with

Renault of France, Nissan unveils the 2003 Z Concept. Nissan Research and

Development (R&D) divisions in the U.S. and Europe are renamed Nissan

Technical Centre North America, Inc. (NTCNA) and Nissan Technical Centre

Europe Limited (NTCE), respectively. Nissan Motor Co., Ltd. forms the North

American Management Committee (NAMC), the key decision-making body for

Nissan in North America, and the U.S. Management Committee. NNA announces

the expansion of its Decherd power train facility and the vehicle production level at

its Smyrna assembly plant, both in Tennessee. The expansions are part of Nissan's

moves to bring local production closer to local markets. Nissan Motor Co., Ltd.

announces preliminary financial figures showing a consolidated operating profit of

$1.26 billion for the first six months of fiscal year 2000the best performance in a

decade. Nissan selects a site in Canton, Miss. for a new $930 million assembly

plant. The plant will produce a full-size pickup truck, a full-size sport utility

vehicle, and the next generation Nissan minivan. Production set to begin in

summer 2003.2001Nissan unveils the 2002 Sentra SE-R, Frontier Crew Cab Long

Bed, and a totally new Altima. Cumulative Nissan production surpasses 60 million

vehicles to date. Nissan Design International, headquartered in San Diego, Calif.,

is renamed Nissan Design America (NDA). On behalf of its employees, affiliates,

and dealers around the world, Nissan donated $1 million to the American Red

Cross and the Twin Towers Fund during the first week following the September 11

terrorist attacks. Nissan also set up a company-wide employee gift program, which

resulted in a donation of $105,052.54 from Nissan and its employees to support

relief efforts after the tragedies in New York and Washington, D.C.

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2002An icon of automotive soul, the legendary Nissan Z is reborn--better than

ever. The first 8,000 Z's are pre-sold to customers who commit to buying without

even a test drive. The Murano, an on-road adventure masterpiece is launched.

Nissan introduces the Nissan Child Safety Seat Fit Guide, known as Snug Kids,

to assist Nissan and Infiniti customers in identifying the right child seat for their

vehicle. The first program of its kind in the automotive industry, it is geared

specifically toward car seat safety for children. Nissan Technical Centre North

America, Inc. (NTCNA) announces a $38.8 million expansion of its research and

engineering facility northwest of Detroit to enhance the company's worldwide

vehicle development capabilities. Steve Lambert replaces Katsumi Ishii as

president of Nissan Motor Acceptance Corporation (NMAC).

2003Among the many accolades for the 350Z, Nissan is awarded the 2003 Motor

week Driver's Choice Award, and the Altima receives the 2002 North American

Car of the Year Award. Nissan's 2004 product line up is the most complete and

exciting line up ever offered from Nissan. It includes Nissan's first entrance in the

full-size truck and SUV markets with the all-new Titan pickup and Armada sport

utility vehicle (SUV). The top was taken off the Z with the 350Z Roadster, the

Quest minivan makes its return to the line up with a slew of innovative features

and an advanced design, Nissan's flagship Maxima is completely new and

reenergized, and the Sentra and Santa SE-R receive a fresh new fascia design.

Nissan Motor Acceptance Corporation (NMAC) relocated to its new 268,000

square foot customer service centre in Irving, Texas, and is part of a significant

Nissan expansion program in North America. For a record tenth year in a row,

Nissan's versatile VQ V6 engine has been named to the annual 'Ward's Ten Best

Engines' award list by Ward's Communications, Inc.Nissan en Espanola, a new

Spanish language website tailored to the online Hispanic community is launched.

2004Nissan Korea, Ltd. is established in February and plans to introduce five

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Infiniti models to the market starting in mid-2005. Nissan Motor Co., Ltd.

announced record operating profits of $7.29 billion for fiscal year 2003.

The 2005 Pathfinder and Frontier make their show car appearances at the North

American International Auto Show in Detroit. The re-designed 2005 Altima is

launched in February. In April, the all-new, second generation 2005 X terra made

its world debut at the New York International Auto Show. And the first ever

Altima SE-R model is to be released later this year.

The origins of Datsun

Before the Datsun brand name came into being, an automobile named the DAT car

was built in 1914, by the Kaishinsha Motorcar Works, in the Azabu-Hiroo District

in Tokyo. The new car's name was an acronym of the company's partners'

surnames:

KenjiroDen RokuroAoyama MeitaroTakeuchi

Conflicting information

From What's in a Name? The Change from Datsun to Nissan by Daniel Banks,

"This despite Business Weeks error that Den, Aoyama, and Takeuchi founded

Nissan. They did not, of course. Kenjiro Den, Rokuro Aoyama, and MeitaroT

akeuchi were 3 financial backers and friends for one of the originators of the

Japanese automobile industry, Masujiro Hashimoto, who founded Kaishinsha

Jidosha Koto or Kaishinsha Motor Car Works in 1911.

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The firm was renamed Kaishinsha Motorcar Co. in 1918, seven years after their

establishment and again, in 1925, to DAT Motorcar Co. DAT Motors constructed

trucks in addition to the DAT passenger cars. In fact, their output focused on trucks

since there was almost no consumer market for passenger cars at the time.

Beginning in 1918, the first DAT trucks were assembled for the military market.

The low demand from the military market during the 1920s forced DAT to

consider merging with other automotive industries. In 1926 the Tokyo-based DAT

Motors merged with the Osaka-based J Co., Ltd. also known as Jitsuyo Motors

(established 1919, as a Kubota subsidiary) to become DAT Automobile

Manufacturing Co., Ltd. (in Osaka until 1932 began producing a three-wheeled

vehicle with an enclosed cab called the Gorham in 1920, and the following year

produced a four-wheeled version. From 1923 to 1925, the company produced light

cars and trucks under the name of Lila

The DAT Corporation had been selling full size cars to Japanese consumers under

the DAT name since 1914 (but in 1930 the Japanese government created a

ministerial ordinance that allowed cars with engines up to 500 cc to be driven

without a license. (DAT Automobile Manufacturing began development of a line

of 495 cc cars to sell in this new market segment, calling the new small cars

"Datsun" - meaning "Son of DAT". The name was changed to "Datsun" two years

later in 1933.

The first prototype Datsun was completed in the summer of 1931. The production

vehicle was called the Datsun Type 10, and "approximately ten" of these cars were

sold in 1931. They sold around 150 cars in 1932, now calling the model the Datsun

Type 11. In 1933, government rules were revised to permit 750 cc (46 cu in)

engines, and Datsun increased the displacement of their micro car engine to the

maximum allowed. These larger displacement cars were called Type 12sBy 1935,

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the company had established a true production line, following the example ofFord,

and were producing a car closely resembling the Austin There is evidence that six

of these early Datsuns were exported toNew Zealand in 1936, a market they re-

entered in May 1962

After Japan went to war with China in 1937, passenger car production was

restricted, so by 1938, Datsun's Yokohama plant concentrated on building trucks

for the Imperial Japanese Army.

When the Pacific War ended, Datsun would turn to providing trucks for the

Occupation forces. This lasted until car production resumed in 1947.

As before thewar, Datsun closely patterned their cars on contemporary Austin products: post-

war, the Devon and Somerset were selected. Not until 1955 did Datsun offer an

indigenous design.

That year, the Occupation returned production facilities to Japanese control, and

Datsun introduced the 110saloon and 110-based 120pickup

Datsun in the American market

The "classic" Datsun logo, based on the Flag of Japan and Japan's nickname as the

"Land of the Rising Sun". After the Nissan rebrand, the logo remained the same,

with "Datsun" replaced by "Nissan".

The use of theDatsun name in the American market derives from the name Nissan

used for its production cars. In fact, the cars produced by Nissan already used the

Datsun brand name, a successful brand in Japan since 1932, long before World

War II. Before the entry into the American market in 1958, Nissan did not produce

cars under the Nissan brand name, but only trucks. Their in-house designed cars

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were always branded as Datsuns. Hence, for Nissan executives it would be only

natural to use such a successful name when exporting models to the United States.

Only in the 1960s did Datsun begin to brand some automobile models as Nissans,

and these were limited to their high-end models, for example the Cedric luxury-

type sedan. In America, the Nissan branch was named "Nissan Motor Corporation

in U.S.A.", and chartered on September 28, 1960, in California. Nissan may have

had no problems with using the name Nissan in America, but the small cars the

firm exported to America were still named Datsun.

Corporate choice favoured Datsun, so as to distance the parent factory Nissans

association by Americans with Japanese military manufacture. In fact Nissan's

involvement in Japan's military industries was substantial. The company's car

production at the Yokohama plant shifted towards military needs just a few years

after the first passenger cars rolled off the assembly line, on April 11, 1935. By

1939 Nissan's operations had moved to Manchuria, then under Japanese

occupation, where its founder and President, Yoshisuke Ayukawa, established the

Manchurian Motor Company to manufacture military trucks.

Ayukawa, a well connected and aggressive risk taker, also made himself a

principal partner of the Japanese Colonial Government ofManchukuo. Ultimately,

Nissan Heavy Industries emerged near the end of the war as an important player in

Japans war machinery. After the war ended, Soviet Union seized all ofNissans

Manchuria assets, while the Occupation Forces made use of over half of the

Yokohamaplant. General MacArthurhad Ayukawa imprisoned for 21 months as a

war criminal. After release he was forbidden from returning to any corporate or

public office until 1951. He was never allowed back into Nissan, which returned to

passenger car manufacture in 1947 and to its original name of Nissan Motor

Company Ltd. in 1949.

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American service personnel in their teens or early twenties during the Second

World War would be in prime car-buying age by 1960, if only to find an

economical small second car for their growing family needs. Yutaka Katayama

(Mr. "K"), former president of Nissan's American operations, would have had his

personal wartime experiences in mind supporting the name Datsun. Katayama's

visit to Nissans Manchuria truck factory in 1939 made him realise the appalling

conditions of the assembly lines, leading him to abandon the firm. In 1945, near

the end of the war, Katayama was ordered to return to the Manchurian plant;

however he rebuffed these calls and refused to return.

Datsun 240Z (USDM) or Fairlady Z (JDM)

Katayama desired to build and sell passenger cars to people, not to the military; for

him, the name "Datsun" had survived the war with its purity intact, not "Nissan".

This obviously led Katayama to have problems with the corporate management.

The discouragement felt by Katayama as regards his prospects at Nissan, led to his

going on the verge of resigning, when Datsuns1958 Australian Mobilgas victories

vaunted him, as leader of the winning Datsun teams, to national prominence in a

Japan bent on regaining international status.

The company's first product to be exported around the world was the 113, with a

proprietary25 hp (19 kW; 25 PS) 850 cc (52 cu in) four-cylinder engine.

Datsun entered the American market in 1958, with sales in CaliforniaBy 1959; the

company had dealers across the U.Sand began selling the 310 (known as Bluebird

domestically).

From 1960 on, exports and production continued to grow. A new plant was built at

Oppama, south ofYokohama; it opened in 1962. The next year, Bluebird sales first

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topped 200,000, and exports touched 100,000. By 1964, Bluebird was being built

at 10,000 cars a month.

For 1966, Datsun debuted the 1000, allowing owners of 360 cc (22 cu in) kei cars

to move up to something bigger. That same year, Datsun won the merged with

Prince Motors, giving the company the Skyline model range, as well as a test track

at Murayama.

The company introduced the Bluebird 510 in 1967. This was followed in 1968

with the iconic 240Z, which proved affordable sports cars could be built and sold

profitably: it was soon the world's #1-selling sports car. It relied on an engine

based on the Bluebird and used Bluebird suspension components. It would go on to

two outright wins in the East African Rally.

Katayama was made Vice President of the Nissan North American subsidiary in

1960, and as long as he was involved in decision making, both as North American

Vice President from 1960 to 1965, and then President of Nissan Motor Company

USA from 1965 to 1975, the cars were sold as Datsuns. What we need to do is

improve our cars efficiency gradually and creep up slowly before others notice.

Then, before Detroit realizes it, we will have become an excellent car maker, and

the customers will think so too. If we work hard to sell our own cars, we wont be

bothered by whatever the other manufacturers do. If all we do is worry about the

othercars in the race, we will definitely lose.

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Rebranding

Datsun 720

In Japan, there appears to have been what probably constituted a long held 'official'

companybias against use of the name "Datsun".[18]

At the time, Kawamata was a

veteran of Nissan, in the last year of his presidency, a powerful figure whose

experience in the firm exceeded two decades. His rise to its leadership position

occurred in 1957 in part because of his handling of the critical Nissan workers'

strike that began May 25, 1953, and ran for 100 days. During his tenure as

President, Kawamata stated that he "regretted that his company did not imprint its

corporate name on cars, the way Toyota does.Looking back, we wish we had

started using Nissan on all of our cars,' he says .But Datsun was a pet name for the

cars when we started exporting.'"

Ultimately, the decision was made to stop using the brand name Datsun

worldwide, in order to strengthen the company nameNissan.

"The decision to change the name Datsun to Nissan in the U.S. was announced in

the autumn (September/October) of 1981. The rationale was that the name change

would help the pursuit of a global strategy. A single name worldwide would

increase the possibility that advertising campaigns, brochures, and promotional

materials could be used across countries and simplify product design and

manufacturing. Further, potential buyers would be exposed to the name and

product when traveling to other countries. Industry observers, however, speculated

that the most important motivation was that a name change would help Nissan

market stocks and bonds in the U.S. They also presumed substantial ego

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involvement, since the absence of the Nissan name in the U.S. Surely rankled

Nissan executives who had seen Toyota and Hondabecome household words.

Ultimately, the name change campaign lasted for a three-year period from 1982 to

1984 (Datsun budged vehicles had been progressively fitted with small "Nissan"

and "Datsun by Nissan" badges from the late 1970s onward) until the Nissan name

was given prominence in 1983 - although in some export markets vehicles

continued to wear both the Datsun and Nissan badges until 1986. The name change

had cost Nissan a figure in the region of US$500 million. Operational costs

included the changing of signs at 1,100 Datsun dealerships, and amounted to

US$30 million. Another US$200 million were spent during the 1982 to 1986

advertising campaigns, where the "Datsun, We Are driven!"campaign yielded to

"The Name is Nissan" campaign. (The latter campaign was used for some years

beyond 1985.) Another US$50 million was spent on Datsun advertisements that

were paid for but stopped or never used. Five years after the name change program

was over,Datsun still remained more familiar thanNissan.

Post-war Recovery and Overseas Expansion

After World War II, the Japanese auto industry had to be completely recreated.

Technical assistance contracts were established with foreign firms such as Renault,

Hillman, and Willys-Overland. In 1952 Nissan reached a license agreement with

the United Kingdom's Austin Motor Company Ltd. With American technical

assistance and improved steel and parts from Japan, Nissan became capable of

producing small, efficient cars, which later provided the company with a marketing

advantage in the United States.

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The U.S. market was growing, but gradually. Nonetheless, Nissan felt that

Americans needed low-priced economy cars, perhaps as a second family car.

Surveys of the U.S. auto industry encouraged Nissan to display its cars at the

Imported Motor Car Show in Los Angeles. The exhibition was noticed by Business

Week, but as an analyst wrote in 1957, 'With over 50 foreign car makers already on

sale here, the Japanese auto industry isn't likely to carve out a big slice of the U.S.

market for itself.'

Nissan considered this criticism as it struggled to improve domestic sales. Small-

scale production resulted in high unit costs and high prices. In fact, a large

percentage of Datsun cars were sold to Japanese taxi companies. Yet Kawamata,

the company's new and ambitious president, was determined to increase exports to

the United States. Kawamata noted two principal reasons for his focus on exports:

'Increased sales to the U.S.A. would give Nissan more prestige and credit in the

domestic markets as well as other areas and a further price cut is possible through

mass producing export cars.'

By 1958 Nissan had contracted with two U.S. distributors, Woolverton Motors of

North Hollywood, California, and Chester G. Luby of Forest Hills, New York.

Nevertheless, sales did not improve as quickly as Nissan had hoped. As a result,

Nissan sent two representatives to the United States to help increase sales: Soichi

Kawazoe, an engineer and former employee of GM and Ford; and Yutaka

Katayama, an advertising and sales promotion executive. Each identified a need for

the development of a new company to sell and service Datsuns in the United

States. By 1960 Nissan Motor Corporation, based in Los Angeles, had 18

employees, 60 dealers, and a sales total of 1,640 cars and trucks. The success of the

Datsun pickup truck in the U.S. market encouraged new dealerships.

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Datsun assembly plants were built in Mexico and Peru during the 1960s. In 1966

Nissan merged with the Prince Motor Company Ltd.--gaining the Skyline and

Gloria models--and two years later Datsun passenger cars began production in

Australia. During 1969 cumulative vehicle exports reached one million units. This

was a result of Katayama and Kawazoe's efforts to teach Japanese manufacturers to

build automobiles comparable to U.S. cars. This meant developing mechanical

similarities and engine capacities that could keep up with American traffic.

The introduction of the Datsun 240Z marked the debut of foreign sports cars in the

U.S. market. Datsun began to receive good reviews from automotive publications

in the United States, and sales began to improve. Also at this time, the first robotics

was installed in Nissan factories to help increase production.

1970s and 1980s: From Economy Cars to Luxury Sedans

In 1970, Japan launched its first satellite on a Nissan rocket. Only five years later,

Nissan export sales reached $5 million. But allegations surfaced that Nissan U.S.A.

was 'pressuring and restricting its dealers in various ways: requiring them to sell at

list prices, limiting their ability to discount, enforcing territorial limitations,'

according to author John B. Rae. In 1973 Nissan U.S.A. agreed to abide by a

decree issued from the U.S. Department of Justice that prohibited it from engaging

in such activities.

The 1970s marked a slump in the Japanese auto industry as a result of the oil crisis.

Gasoline prices started to increase, and then a number of other difficulties arose.

U.S. President Richard Nixon devalued the dollar and announced an import

surcharge: transportation prices went up and export control was lacking. To

overcome these problems, Nissan U.S.A. brought in Chuck King, a 19-year veteran

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of the auto industry, to improve management, correct billing errors, and minimize

transportation damages. As a result, sales continued to increase with the help of

Nissan's latest model, the Datsun 210 'Honeybee,' which was capable of travelling

41 miles on one gallon of gas.

In 1976 the company began the production of motorboats. During this time, the

modification of the Datsun model to U.S. styling also began. Additions included

sophisticated detailing, roof racks, and air conditioning. The new styling of the

Datsun automobiles was highlighted with the introduction of the 1980 model

200SX.

During the 1980s Nissan established production facilities in Italy, Spain, West

Germany, and the United Kingdom. An aerospace cooperative agreement with

Martin Marietta Corporation also was concluded, and the Nissan CUE-X and

MID4 prototypes were introduced. In 1981, the company began the long and costly

process of changing its name from Datsun to Nissan in the U.S. market.

The new generation of Nissan automobiles included high-performance luxury

sedans. They featured electronic control, variable split four-wheel drive, four-

wheel steering, an 'intelligent' engine, and a satellite navigation system, as well as

other technological innovations. Clearly, the management of Nissan had made a

commitment to increase expenditures for research and development. In 1986

Nissan reported that the company's budget for research and development reached

170 billion, or 4.5 percent of net sales.

During the late 1980s, Nissan evaluated future consumer trends. From this

analysis, Nissan predicted that consumers would prefer a car with high

performance, high speed, innovative styling, and versatile options. All of these

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factors were taken into account to form 'a clear image of the car in the environment

in which it will be used,' said Yukio Miyamori, a director of Nissan. Cultural

differences also were considered in this evaluation. One result of this extensive

market analysis was the company's 1989 introduction of its Infiniti line of luxury

automobiles.

The use of robotics and computer-aided design and manufacturing reduced the

time required for computations on aerodynamics, combustion, noise, and vibration

characteristics, enabling Nissan to have an advantage in both the domestic and

foreign markets. The strategy of Nissan's management during the late 1980s was to

improve the company's productivity and thus increase future competitiveness.

Sustained Difficulties in the 1990s

By the start of the next decade, however, Nissan's fortunes began to decline. Profits

and sales dropped, quelling hopes that the 1990s would be as lucrative as the

1980s. Nissan was not alone in its backward tumble, however: each of the major

Japanese car makers suffered damaging blows as the decade began. The yen's

value rose rapidly against the dollar, which crimped U.S. sales and created a

substantial price disparity between Japanese and U.S. cars. At the same time, the

United States' three largest automobile manufacturers showed a surprising

resurgence during the early 1990s. According to some observers, Japanese

manufacturers had grown complacent after recording prolific gains to surpass U.S.

manufacturers. In the more cost-conscious 1990s, they allowed the price of theirproducts to rise just as U.S. manufacturers reduced costs, improved efficiency, and

offered more innovative products.

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In addition, the global recession that sent many national economies into a tailspin

in the early 1990s caught Nissan with its resources thinly stretched as a result of its

bid to unseat its largest Japanese rival, Toyota Motor Corporation. Toyota, much

larger than Nissan and possessing deeper financial pockets, was better positioned

to sustain the losses incurred from the global economic downturn. Consequently,

Nissan entered its ninth decade of operation facing formidable obstacles.

The first financial decline came in 1991, when the company's consolidated

operating profit plummeted 64.3 percent to 125 billion (US$886 million). Six

months later, Nissan registered its first pretax loss since becoming a publicly

traded company in 1951--14.2 billion during the first half of 1992. The losses

mounted in the next two years, growing to 108.1 billion in 1993 and 202.4

billion by 1994, or nearly US$2 billion. To arrest the precipitous drop in company

profits, Nissan's management introduced various cost-cutting measures--such as

reducing its materials and manufacturing costs--which saved the company roughly

US$1.5 billion in 1993, with an additional US$1.2 billion savings realized in 1994.

Nissan also became the first Japanese company to close a plant in Japan since

World War II and cut nearly 12,000 workers in Japan, Spain, and the United States

from its payroll. Nissan also was staggering under a debt load that reached as high

as US$32 billion and threatened to bankrupt the company. Only intervention from

Nissan's lead lender, Industrial Bank of Japan, kept the company afloat.

There were some positive signs in the early 1990s to inspire hope for the future.

Nissan's 1993 sales increased nearly 20 percent, vaulting the car maker past Honda

Motor Co., Ltd. to reclaim the number two ranking in import sales to the all-

important U.S. market. Much of this gain was attributable to robust sales of the

Nissan Altima, a replacement for its Stanza model, which was introduced in 1992

and marketed in the United States as a small luxury sedan priced under $13,000.

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To the joy of Nissan's management, however, the Altima typically was purchased

with various options added on, giving the company an additional $2,000 to $3,000

per car. Nissan also was encouraged by strong sales of its Quest minivan, which

was introduced in the United States in 1992 and had been developed jointly with

Ford Motor, which marketed its own version, the Ford Windstar.

Nissan's losses continued through the fiscal year ending in March 1996,

cumulating to US$3.2 billion over a four-year span. The company's return to

profitability in fiscal 1997 came about in part because of the cost-cutting program

and in part from the yen's dramatic depreciation against the dollar. Despite the

return to the black, Nissan remained a troubled company. From its 1972 peak of 34

percent, the company's share of the Japanese auto market had fallen to 20 percent

by early 1997. Competition from the more financially stable Toyota and Honda

played a factor in this decline, but Nissan also hurt itself by failing to keep pace

with changing consumer tastes both in Japan and in overseas markets. For

example, Nissan was behind its rivals in adding miivans and sport utility vehicles

to its product line up, having for years dismissed these sectors as passing fads.

Meanwhile, minivans, sport utility vehicles, and station wagons accounted for half

of all passenger car sales in Japan by early 1997, up from just more than ten

percent in 1990. In the U.S. market, the Altima lost ground to two midsized rivals,

the Honda Accord and the Toyota Camry, because Nissan's model was smaller and

thus less desirable. In the luxury car sector, Toyota's Lexus line became the hot

brand in the United States, triumphing over the Infiniti. Because of these and other

factors, Nissan returned to the red for fiscal years 1998 and 1999. Although the

losses were not as large as earlier in the decade, the company's continued sky-high

debt load--which stood at US$19.7 billion in late 1998--did not bode well for

Nissan's future.

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1999 and Beyond: The Renault Era

The late 1990s was a period of intense consolidation in the auto industry,

stemming from rapid globalization, the increasing cost of developing ever more

sophisticated vehicles, and worldwide automotive production overcapacity. The

November 1998 merger of Daimler-Benz AG and Chrysler Corporation that

formed DaimlerChrysler AG was the largest partnership created in this period, but

there were a number of smaller mergers, acquisitions, and strategic alliances as

well. Both Nissan and Renault S.A. of France were eagerly looking for a partner in

order to compete in the 21st century. Nissan was rebuffed by both DaimlerChrysler

and Ford and Renault was turned away by other Japanese automakers, before the

two companies reached an agreement on a global alliance in March 1999. The

combination of Nissan and Renault made strategic sense in that the companies'

main sales territories and production locales were complementary. In vehicle sales,

Nissan was strongest in Japan and other parts of Asia, the United States, Mexico,

the Middle East, and South Africa, while Renault concentrated on Europe, Turkey,

and South America. The production side followed a similar pattern. On a global

basis, the two companies held just more than a nine percent market share, which

would position the combination number four in the worldwide auto industry.

As part of the agreement, Renault pumped US$5.4 billion into cash-hungry Nissan

in exchange for a 37 percent stake in Nissan Motor and a 22.5 percent stake (later

raised to 26 percent) in Nissan Diesel Motor Co., a heavy truck unit. Although it

did not secure complete control of Nissan, Renault gained veto power over capital

expenditures and installed Carlos Ghosn (rhymes with 'bone') as Nissan's chief

operating officer (he became president as well in 2000). The Brazilian-born Ghosn

was an executive vice-president at Renault and had engineered a rapid turnaround

there after joining the company in 1996. French newspapers tagged him with the

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nickname 'le cost killer' because of his tenacious approach to cost cutting--his

Renault restructuring slashed US$3.5 billion in costs over a three-year period.

The capital injection from Renault quickly reduced Nissan's debt load to 1.4

trillion (US$13 billion). Ghosn rapidly began implementing a massive

restructuring of Nissan. Nonautomotive operations began to be divested, including

mobile and car telephone operations and the aerospace division. Nissan's forklift

unit was likely to be sold and Nissan Diesel was a candidate for sale as well, given

that Nissan Motor had declared that making cars and light trucks was its core

business. In early 2000 Nissan sold a stake it held in Fuji Heavy Industries Ltd. As

for the automotive operations, Ghosn in October 1999 laid out a tough cost-

containment program slated to be completed by 2002. The program included: a 14

percent workforce reduction--representing 21,000 jobs, primarily in Japan--through

attrition, early retirement, and noncore business spinoffs; the closure of five

production plants in Japan in 2001 and 2002; the slashing of 1 trillion (US$9.5

billion) in annual costs, including a 20 percent reduction in purchasing costs and a

20 percent cut in overhead, the latter to include the elimination of one-fifth of

Japanese Nissan dealers; and a 50 percent reduction in debt, to 700 billion

(US$6.5 billion). Ghosn also began tackling the crucial need for a revitalization of

Nissan's bland line of vehicles by substantially increasing capital spending, toward

a goal of speeding new products to market four times faster than before. Although

such a restructuring was by this time routine in the United States and becoming

more commonplace in Europe, Ghosn's plan ran counter to many established

business practices in Japan. The biggest question was whether Ghosn could

implement the plan without resorting to large-scale layoffs in Japan, which would

likely face fierce opposition from workers and labour unions and even from leaders

of other Japanese firms. Perhaps to underscore the seriousness of his mission and

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his determination to turn Nissan around, Ghosn also announced that he would

resign if Nissan was not profitable by March 2001

Nissan Models in India

As compared to the huge pool of competitors from all around the globe that it has

to tackle every single day in one of the most rapidly growing car-markets of the

world that is India, Nissan India is quite a young member of the Indian auto-

industry. Despite that, the Indo-Japanese automaker has not only introduced some

really alluring and smartly-designed models in the country's domestic market but

also succeeded in garnering pretty good sales for them. Be it the small yet stylish

hatchback Micra, the immensely classy and exceptionally roomy sedan Sunny, the

smart and sturdy MPV Evalia or any other Nissan car for that matter, gaining wide

popularity has never been an issue for these rides. Today, the spectacular cars,

including the import models that the Nissan camp has on sale in India are Nissan

Micra, Nissan Sunny, Nissan Evalia, Nissan Teana and Nissan X-

Trail.

Nissan Lowest Price Cars

Gone are the days when 'luxury' used to be a compulsory adjective for any and

every car that went about on the road. Today, cars have become more of a

necessity than a luxury or a status symbol for the masses. And overpricing a

necessity, in a market that is brimming with cut-throat competitors, is not a smart

move for any business. Maybe that's the reason behind the extremely aggressive

price tags that are usually attached with the Nissan cars in India. Besides being

blessed with attractive styling traits, advanced technology packages and

remarkable comforts features, the offerings of this auto-clan also get to flaunt very

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competitive price ratings, which make them exceedingly tough competitors for the

entrants from rival camps. At present, the most affordable model that Nissan India

has to offer is Nissan Micra as it gets tagged with a price of Rs 4, 30,122.

Nissan Highest Price Cars

In order to survive, stay and grow in a huge and dynamic car-market like India,

where competition only gets tougher with every passing day and a major section of

buyers keep expecting better deals along with more benefits every passing season,

'aggressive pricing', no doubt, has got to be the mantra of every participating

carmaker. However, when what the buyer is looking for is quality that matches

world standards, comforts that speak of royalty, technology that provides a glimpse

into the future of automobiles and style that simply takes your breath away, price

tags tend to get a little heavier. The same goes for those exceptional offerings of

Nissan in India that are go beyond the realms of 'necessity' and are meant not just

to ride in but to enjoy and go crazy over. Amongst these dashing models, the one

Nissan car that carries the heftiest price tag of all - Rs 55, 50,000 - is Nissan 370Z.

Most Fuel-efficient Nissan Cars

Incorporating the best available technology in its offerings has been a speciality of

Nissan ever since the very beginning. Making vehicles that are not only smart in

looks but also smart and efficient in their operation has been a quality of this car-

manufacturer that has been appreciated and applauded across international

boundaries. For every automobile company that is a part and parcel of the Indian

auto-industry and manufactures cars for not for the uber-rich class but for the

masses knows the importance that the budget-conscious segment of the society

lays on getting a good mileage return from their cars. And Nissan is no different.

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While all the mass-directed Nissan cars that are presently on sale in India promise

pretty decent fuel-efficiency figures, Nissan Micra is the one that outruns them all.

The price that this model costs for ownership is Rs 4, 30,122.

Nissan Upcoming Models

Be it Nissan Micra, which became the first global compact hatchback to be

manufactured in India, or Nissan Sunny, which brought together a beautiful and

never-seen-before blend of advanced technology, impressive efficiency and

exceptional best-in-class cabin space, or any other model that has ever stepped out

of the stables of Nissan, every offspring of this Japanese carmaker has been a

fabulous innovation of its own. Having already introduced as many as 6 fascinating

car models in India, Nissan will soon be extending its portfolio to include Nissan

GTR, Nissan Micra and Nissan Terrano, adding more charm, more value and more

versatility to its fleet.

Top Vision & Values

Nissan believes that the Power comes from inside. These days as more and more

people, especially the middle class is buying cars and the world population is

expanding at a rapid pace of 6.7 billion to 9 billion by 2050. There are 600 mission

vehicles worldwide and by 2050, there will be 2.5 billion vehicles. Growth will

occur in emerging markets. Another trend is cleaner environment.

Nissan has a clear vision for the future - their mission is to enrich peoples lives,

build partnerships, dealerships, and interact with employees, customers and

shareholders.

They provide products of superior quality.

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Top ManagementTeam

Carlos Ghosn is the Chairman, President and CEO of Nissan since June 2008, June

2000 and June 2001. He has been the President of Renault since 2005. He servedas the CEO of Nissan North America since 2007. He served as the Chairman of

Renault since 2005 and Executive VP from 1996-1999. He holds an engineering

degree from EcolePolytechnique and the Ecole des Mines de Paris in France.

Joseph Peter has been the CEO of Nissan since 2009. He serves as the senior VP of

Finance, IR, and M&A. He is responsible for financial strategy and investing. He

worked with GM to begin his career.

Toshiyuki Shiga is the COO of Nissan since 2005. He served as the Senior VP of

Nissan Motor Company Limited. He also served as the Co-Chairman of the Board

of Directors for Nissan. He is the Director of Nissan Motor Company Limited.

Francois Goupil de Bouille has been the CEO of Nissan Motor Rush at Nissan

since 2009.Junichi Endo has been the CEO of Minicar JV. He served as the

General Manager of the domestic sales department before being transferred to

Autech Japan in 2003.

Top ManufacturingFacilities

Nissan has production plants all over the world.

Top Technology

Nissan has a 3-cylinder 1.2 litre Direct Injection Gasoline Engine. This aims to

achieve low CO2 emissions. The new hybrid vehicle was developed to improve

environmental performance. The system incorporates a lithium-ion battery to

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improve fuel economy. The new hybrid system was developed to improve

environmental performance and incorporates a lithium ion battery.

The lithium ion battery is to improve acceleration and fuel efficiency. Nissan has

been developing lithium ion batteries. The M9R engines introduced in Europe

from 2009 combine all elements of power, affordability. Nissan also has a Variable

Valve Event and Lift system for realizing balance of responsiveness and power.

Nissan has developed a hydrogen storage system for extending the driving range of

fuel cell vehicles.

Nissan has developed the Super Motor. It has also developed a 3D motor system.Nissan has developed a technology to combine hydrogen free diamond like carbon

coating with special oil. In terms of safety technology Nissan has a Moving Object

Detection system which detects technology around the car and to prevent the car

from colliding with another car. The Intelligent Cruise Control system helps

vehicles maintain comfortable driving. The Lane Departure warning system helps

keep the vehicle within the lane.

Top Awards& Recognition

The Nissan Information and Communication Technology system for electric

vehicles the Nissan LEAF won the Best Mobile Innovation for Automotive and

Transport Award in the GSMA Mobile World Congress in Barcelona. This award

helps people to show the latest and best mobile products in the world.

The Nissan Z won the 2010 Best Resale Value Award from Kelleys Blue Books

kbb.com. This award from the experts at Kelley Blue Book recognizes an

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automakers outstanding achievement producing a vehicle that best retains its

value.

Nissan won the 2010 whats New by Popular Science award. The Synchrorev

Match Transmission on the 2010 Nissan Z has been named a Best of Whats

New Award by Popular Science for 2009 within the automotive category for its

outstanding innovation and execution.

Top FuturePlans

Nissan expect to sell 40,000 Micra in India in 2011 against 6.500 sold in 2010. The

company will roll out the car at the end of 2011. Along with this, with Renault the

company plans to setup up a second production plant in 2012 as part of its future

growth plans.

They will then increase production to 1, 00,000 units by 2013. Nissan also plans to

launch a C-segment car to compete with the Toyota Eitos and it will be launched

before the end of 2011. It will be a new sedan. The company will also add more

products under the V platform. With Renault in a joint venture Nissan will have

five new cars by end of 2012 and will roll out new plants.

Nissan will also localize the diesel engine to a maximum level in India. The

company will also launch luxury vehicles in the CBU model.

The company also plans to start a third shift in its Oragadam plant which will

increase its capacity to 2 lakh units and finally to 4 lakh units in the future.

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Profile of AVC NISSAN Bathinda

AVC (Arjun, Vanshika, and Chandrika) Nissan Bathinda opened on 1stsept. 2012

the owner of AVC is OM Parkash Makkar F/O Rejash Makkar belong from Sirsa

Names of department

1.Service department2.Sales Department3. Insurance department

MD - Shri Om Parkash Makkar

CEO - Shri Rajesh Makkar

GMMr Ganesh Sharma

Sales Manager - MrSukhjinder singh brar

Sales Manager - Mr Ranjit Singh

There are two team leaders in the showroom and 3 sales executives under each

team leader.

Total no of sales from 1 Sep 2012 to 15 July 2013

1. Micra=229

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2. Sunny=151

3. Evalia=3

4. Teana=1

5. x-trail=1

INSURANCE

1. Simple insurance2. Nil dip cover ( Bumper to Bumper)

1. Simple insuranceMettle + glass = 100%, plastic =50%, owner =2 lakh, Third party = 7.50

lakh,

95% value covered against accident, damage, act of God, theft,

Deprecations

Radiator and inter cooler = 10 to 15 %,

Other parts = 5 %, rubber=50%.

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2. Nil dip cover insuranceMettle + glass = 100%, plastic =100%, owner =2 lakh, Third party = 7.50

lakh,

95% value covered against accident, damage, act of God, theft,

Deprecations

Radiator and inter cooler = 10 to 15 %,

Other parts = 5 %, no claim on rubber

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RESEARCH METHODOLOGY

Research in a layman language means a search for acknowledges. One can also

define research as a scientific and systematic search for potential information on a

specific topic. Infect research is an art of scientific investigation. The meaning of

research is a careful investigation or inquiry especially through search for new

facts in any branch of knowledge. Redman and Mory define research as a

movement for known to unknown.

Research is an academic activity and as such the term must be used in a technical

sense. Research is an original contribution to the existing stock of the knowledge

making for its advancement. It is pursuit with the help of study, observation and

experiment.

The systematic approach concerning generalisation and formulation of theory. The

purpose of research is to discover answers to questions through the application of

systematic procedure. The main aim of research is to find out the truth, which has

not been discovered yet.Its a well-known fact that no business can exist without customer. In the business

of Website design, its important to work closely with your customers to make sure

that site or system you create for them is as close to their requirements as you can

manage. What follows are a selection of tips that will make your client feel values

wanted and loved.

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Measurement of Customer

Satisfaction towards Nissan

Micra Bathinda

Introduction of project

My project was to know about the customer satisfaction towards Nissan Micra. For

my project I prepare a questionnaire set of 30 questions and visited 100 customers

for their response towards Nissan Micra. In my research I cover Bathinda city then

I analysed the data.

The main objectives of my research are

To measure the satisfaction level of Nissan Micra customers

1) Perception of customers2) Provide suitable suggestions to AVC NISSAN

For this I first collected the customers data from the AVC NISSAN

employees. After I made call to 90-100 AVC NISSAN customers to take an

appointment then I visited each customer to take their feedback n fill the

questionnaire.

Customer is defined as anyone who receives that which is produced by the

Individual or organization that has value.

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Customer expectations are the customer defined attributes of your product or

service you must meet or exceed to achieve customer satisfaction.

Customer Expectations are to two types- Expressed or Implied.

Expressed Customer Expectation is those requirements that are written down in

the contract and agreed upon by both parties, for example, product specifications

and delivery requirements. Suppliers performance against these requirements is

most of the times directly measurable.

Implied customer Expectations are not written or spoken but are the ones the

customer would expect the supplier to meet nevertheless. For example, a

customer would expect the service representative who calls on him to be

knowledgeable and competent to solve a problem on the spot. There are many

reasons why customer expectation is likely to change over time. Process

improvements, advent of new technology, changes in customers priorities,

improved quality of service provided by competitors are just a few examples.

What Constitutes Satisfaction?

We cannot create customer satisfaction just be meeting customers requirements

fully because these HAVE to be met in any case. However falling short is certain

to create dissatisfaction. Major attributes of customer Satisfaction can be

summarized as-

Product Quality. Keeping Delivery Commitment. Price Brand Responsiveness and ability to resolve complaints and reject reports. Overall communication, accessibility and attitude.

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What are the Tools?

Customer expectation can be identified using various methods such as

Periodic Contract Reviews Market Research Telephonic Interviews Personal Visit Warranty Cards Informal Discussion

Sample size and area

I covered 100 customers for my report and ask them question according to the

questionnaire. I choose those customer who have already Nissan Micra .no income

variety consider, no age limit consider, choose all customer randomly buy Micra

from AVC NISSAN Bathinda and comes at least once in showroom for service.

And my area of research is Bathinda mostly customer belongs to grain market,

taxi stand, banks, hospital, shops etc.

COLLECTION OF DATA

The task of data collection begins after a research problem has been defined and

research design/plan chalked out. The collection of data is done to support tourfindings and interest the result whether the result you have found in according to

your hypothesis or not. The data can be collected by various methods. These are

broadly classified into two ways, as follows:

Primary Data

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Secondary Data

PRIMARY DATA:

The primary data are those which are collected a fresh and for the first time and

thus happen to be original in character. We collect primary data during the course

of doing experiments in an experimental research. It is the first hand data and

nobody else has collected this before. These are various ways of collecting primary

data, these are as follows:

Observation Method

Interview Method

Questionnaires

Schedules

Other Methods

SECONDARY DATA:

This is the data that are not used directly but we are using this data with the

different sources. Many publishers and many BPOs are using this primary data

and make available to them that are used for different people according to their

needs. There are different resources that are given below.

From the Internet

Magazines and News Papers

Government Publication

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OBJECTIVES

1) To study the customer satisfaction level towards Micra in near Bathinda city.2) To provide suggestions to management to increase the customer satisfaction.3) Collection of the data from the customers and make it useful for organization.4) If company is lacking behind by any reason I have to figure out and provide

suggestions.

Data analysis

1) Is sales and promotion activities of AVC NISSAN toward attract you to buy

Micra

Yes = 80% no = 20%

Impact of Promotion

yes

no

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2) Is the service after sales of AVC NISSAN good?

a) Yes = 59% b) no = 41%

A) Behaviour of service people is not acceptable

B) Not gives services in reasonable time

C) Service quality is not up to mark

D) Lack of availability of stock

0

10

20

30

40

50

60

yes no

Service satisfaction after sales

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3) Service at the time of sales and delivery

SA = strongly agree, a = agree, n = natural, SD = strongly disagree, d = disagree.

Price of the Micra is little bit high according to the length of car

Need to gives training to the sales executives

Quality after service is not good the behaviour of services people is little bit

rude and the large time consuming has to stop while service the car

sa a n sd Dcommunication 20% 40% 32% 2% 6%

delivery 30% 40% 24% 1% 5%

Quality service 9% 20% 26% 30 15%

Price 24% 34% 12% 12% 18%

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4) Qualities according to price

4) Good=82%5) Bad=18%

In my survey, I find percentages of age group having Micra cars

I find age group 20-30 having maximum no of cars 43%, age group 30-40having 30% cars, age group 40-50 have 10% cars and from 50 to above have

17% of Micra cars.

0%

20%

40%

60%

80%

100%

good bad

quality on the basis of price

43%

30%

10%

17%

Age20-30

30-40

40-50

50-100

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In my survey I want to know about the marital status of the customers.

From research I found that from 100 customers 72% persons are marriedwho having Micra cars and 28% unmarried persons having Micra cars.

In my survey I want to know the popularity of the Micra cars

In my survey I want to know the qualifications of the customers. It may helpin segmentation and positioning of the company.

I found that 42% customers are Graduate, 22% are Post graduate, 27% aremiddle standard and 9% are uneducated.

72%

28%

0% 0%

Marital status

Married

Unmarried

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In my survey I want to know that after which period customer visit at Nissan

service station.

I found that 49% customers visit after 1 month, 29% visit after 2 months,13% visit after 15 days and 9% visit after 4 months.

9%

27%

42%

22%

Qualification Illiterate

Middle

standar

d

Graduat

e

Post

Graduat

e

13%

49%

29%

9%

Visit at Service station

15 Days

1 Month

2 Month

4 Month

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In my survey, I want to know that customers buy car on cash or finance.

I found that 64% customers buy car on finance and 36% buy car by cash.

In my survey, I want to know that from which company customers financed their

cars.

I found that 40% customers trust on Public corporations, 24% goes forPrivate corporations, 24% use Non-financial institutes and 12% use other

corporations.

36%

64%

Cash or Finance

Cash

Finance

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In my survey I want to know that what really matter for customers when they make

a decision to buy a car.

In my survey, I found that for 27% customers quality matters, 22%customers want safety assurance in their car, 18% customers think about

mileage, 15% customers prefer brand names and 9% customers want after

sales services.

40%

24%

24%

12%

Financing of Cars

Public

cor.

Privateco

r.

Non

financial

Other

22%

27%

9%

18%

9%

15%

what matter for cutomer to buy a car

Safety

Quality

Price

Mielag

e

Service

Brand

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In my project, I also want to know that from which company customers prefer to

insurance their cars.

I found that 29% customer prefer ICICI for insurance their cars, 24%customers like Bajaj Allianz, 15% customer like National, 14% customer

prefer New India, 13% customer like other companies and 5% like Royal

sun dram.

In my survey, I ask a question that customers want to shift towards any other

company or not.

I found that, 71% customer want to go with Micra and 29% want to shift forother companies.

29%

14%

15%

24%

5%

13%

Insurance ICICI

New India

National

Bajaj

Allians

Royal

sundram

Other

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My next question is for those who want to shift from Micra to other companies.

From 16 customer who want to shift, 25% want to shift Micra to Ford, 25%for Tata, 19% Volkswagen, 13% want Skoda and 6% want to shift for Fiat

29%

71%

Customer shift

yes

No

25%

12%

13%

25%

19%

6%

Brands

Ford

Mahindra

Skoda

Tata

Volkswagon

Fiat

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Promotional Strategies

Nissan paying attention on both urban and to rural markets after good resultregarding the sales of Nissan engines.

At that time, the itsnot car its a caaaaarand campaigns were alreadyafloat to target the rural segment

Nissan sells all car models in dealership; it maintains interest level ofcustomer and also leaves with many choices.

Nissan is advertising their cars by positing most fuel efficient cars of Indiaon television, radio and other Media channels.

Road show is a good technique to promote the product in various places

Fill the prospectus about customer and the feedback from customer is alsohelps to know the thinking about products

Advertising of products through TV, newspaper, radio, road show etc.

Discounts, free insurance, references of customer also good strategies ofpromotion

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Findings

Nissan is a name Indias growing carbrand loved and trusted by people. New Nissan cars are built with technology other cars just cant match. Nissan customers enjoy benefits few other car companies can offer. Micra owners are more satisfied with their cars than anyone else. Now Micra comes in CVT technology, other competitors are very behind than

it.

Better fuel economy. Lower emission levels easily meet euro 2 norms. Modern advanced repairing equipment and tools. Sales of Micra becoming a very dangerous for other companies Shifting of Micra to other companies of customer is very low; its a challenge to

other companies.

Youngest people are like the Micra car , so its very good for Nissan companyto stay in Indian market

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Suggestions

Nissan should keep in mind the need of young generation; they need qualityand stylish product with fast changing technology.

The Company should know its customers satisfaction level throughout doingperiodic surveys. Periodic surveys can treat customer satisfaction directly.

Company should improve/upgrades its employees product knowledge,market situation, and its competitors knowledge by giving proper training to

employee

The Company should make changes according to the other competitors &according to the customers expectations

Nissan should improve the relation with Trade Unions and to work more onemployee satisfaction.

Work more on the service of car after sale. Company should improve the promotion strategy of product. Company should upgrade or innovate its new product. The company should lead to monitor their competitors performance in their

areas of operations

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SWOT Analysis

Strengths:-

Nissan is position itself as a good engine making in the automobile sectorand it is one of the largest engines selling company in India.

There are Micra having good fuel efficiency car in the market. its creategood name of Nissan

Largest up growing distribution network of dealers Strong brand value and strong presence in car market. Having different revenue streams like Nissan finance, Nissan Insurance,

Nissan driving and Nissan True value.

Dealership have a good dealer kileavc motors, dada motors , maharajamotors etc

Weakness:-

Low interior quality inside the cars when compared to quality players likeHyundai and other new foreign players like Volkswagen, Toyata etc.

Nissan not provided its SUV segment like other players like Tata, Ford, andMahindra etc.

Long waiting period on cars like Datsun, tareno etc.

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Opportunity:-

Developing hybrid cars and more fuel efficient cars in future.

Export capacity of the company is giving new hopes in American and UKmarkets.

Fast growing automobile market and increased purchasing power.

Economic growth of the country is constantly increasing and the governmentis working hard to increase the GDP to double digit

New car tareinocoming as a SUVThreats:-

Nissan covered very little market share in India. Small players like Volkswagen polo and Ford has shown a considerable

increase in market.

Maruti Suzuki swift may result in the decline of Auto sales Long waiting over cars may result customer shift towards other companies

Bad quality of services after sales decline the satisfaction of customer andforce the customer to shift to other companies

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BIBLIOGRAPHY

http://nissanmicra.co.in/testdrive.php?gclid=CIPA4p-wx7gCFQkF4godg3AAXw

http://autos.yahoo.com/nissan/

http://www.cardekho.com/cars/Nissan

http://en.wikipedia.org/wiki/Nissan_Motor_Company

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ANNEXURE

QUESTIONNAIRE

I am student of USBS. I am conducting a survey and training on

Customer satisfaction towards Nissan Micra. So I requested to

please fill the questionnaire below. The data will be used for

academic purpose only. I assure you that the privacy of the data will

be maintained.

Name.. Phone no.

.

City. State

1) What is your age?

20 yrs30 yrs 31yrs - 40 yrs 41 yrs50 yrs 50

yrs& above

2) What is yo