Presentation by

kartheek

Presentation by

kartheek

DATSUN

An automobile named the DAT car was built in 1914,

by the Kaishinsha Motorcar Works

BEFORE THE BRAND NAME

Kenjiro DenRokuro Aoyama

Meitaro Takeuchi

DAT car

Datson's original production run began

in 1931

Datson is an automobile brand owned by the Nissan motor company

When Nissan took control of DAT in 1934, the name "Datson" was changed to "Datsun"

The Datsun name is most famous for

the 510, Fairlady roadsters,

and later the Fairlady (240Z) coupes.

Nissan phased out the Datsun brand in March 1986.

1966

1960

As the brand for low-cost vehicles manufactured for Emerging markets

2012

Nissan phased out the Datsun name but re-launched it in

RUSSAI

INDONESIA

SOUTH AFRICA

Yoshisuke Ayukawa(Nissian founder)

Katsuji Kawamata(Nissan president)

The company's global headquarters is located in Nishi-ku , Yokohama in Japan.

DATSUN GO

Launched in

2013 june

Nissan's Datsun relaunchseen as key to

carmaker's global success

Datsun GO D1198cc Petrol, Manual,

Datsun GO D11198cc Petrol, Manual

Datsun GO A1198cc Petrol, Manual,

Datsun GO T1198cc Petrol, Manual

In 4 colours

Stylish look

Power engine

Interior

3 cylinder 1200cc

Customer service

67 BHP of peak power @ 5000 RPM

Exterior

like

D backs

Initiative taken by Nissan for Quality Improvement

Training employees to develop their skills.

Encouraging them to make decisions.

Organizing employees into participative teams.

Developing open-channel, multi-directional communication system

Placing quality at the heart of flow production

Quality management is a key feature of Nissans way of working.

It involves making customers satisfaction top priority.

The organization and its people do is focused on creating high quality. To achieve this, Nissan has toa) understand customers requirements

b) consider the processes involved in providing quality, not just the end result

c) priorities and standardize tasks to deliver quality .

Quality Management is an on going process ,

a way of thinking and doing that requires an “improvement culture” in which everyone looks for ways of doing better

With a just in time approach, specific vehicles and their components are produced JIT to meet the demand for them.

Sub-assemblies move into the final assembly plant just as final assemblers are ready to work on them, component arrive JIT to be installed and so on.

In this way , the amount of cash tied up in stocks and in work-in-progress is kept to a minimum, as the amount of space devoted to costly warehousing rather than to revenue-generating production.

Just-In-Time

NISSAN’S JUST-IN-TIME PROCESS DEPENDS NOT ON HUMAN FRAILTY BUT ON MACHINES PRECISION.

Nissan is famously associated with “KAIZEN” or continuous quality improvement.

Nissan states “ We will not be restricted by the existing way of doing things.

We will continuously seek improvements in all our actions. “

Kaizen can be applied everywhere, any time, any place.

It can involve the smallest change in everyday working practice as well as

a major change in production technology.

Typically these improvements are initiated by teams of employees sitting

down together and sharing ideas for improvements.

Small steady changes are maintained to make sure that they actually work.

No improvement is too small.

Everyone at Nissan is responsible for thinking about the

current way of doing a job and finding a better way of doing thing.

a) Money

b) Time

c) Materials

d) Labour effort

As well as improving quality, safety, job satisfaction, and productivity.

Kaizen improvements can save:

Strengths

Strong financial performance

Strategic partnerships

Innovative culture

Growing brand reputation

Weaknesses

Product recalls

Opportunities

Growing global demand for environment friendly vehicles

Growth through acquisitions

Threats

Global competition in automotive industry

Rising raw material prices

Natural disasters

Appreciating yen exchange rates

NISSAN SWOT

Analysis

Datsun has five models under development, and should be offered in more than four countries by 2016

THANK YOU

Japanese car maker Nissan today reported over two-fold increase in sales at 5,021 units in India for the month of May mainly driven by the newly launched brand Datsun GO which contributed 1,992 units.

The company had sold 2,080 vehicles in May, Nissan Group of India said in a statement.

Commenting on the sales performance, Nissan Group of IndiaPresident Kenichiro Yomura said:

"Our sales performance has been encouraging since the start of 2014 and our aim is to continue to remain progressive on our performance."

He further said: "Our business imperatives are being fine-tuned by expanding our dealer and service reach, enhancing our after-sales operations and introducing new, exciting products."

While Terrano and Datsun GO are performance drivers, the new Sunny and Datsun GO+ are on the anvil, he added.

Modern design and aesthetics

Peppy engine

Lots of interior space

Large boot space

Stable at high speeds

Confident inspiring handling

Good braking performance

Many segment first features

High on value for money

What i like.

We miss internally adjustable outside mirrors

A keyhole or knob to open the boot door would make it more convenient to use the boot, it can only be opened by lever on car’s floor on the driver

A standard audio system option would be better for buyers who want to opt for a regular system.

Strong financial performance. Nissan’s revenue has been growing over the last few years from 7,517,277 billion yens in 2010 to 9,409,026 B yens in 2012. Firm’s net operating income and net profit increased as well. Due to such strong financial performance, Nissan was able to achieve at least temporary competitive advantage over its competitors.

Strategic partnerships. Nissan has established more than one strategic alliances and partnerships with other companies. The most successful was an alliance with Renault, which was established in 1999 and continues to date while benefiting both partners. Another notable partnership was created with Daimler AG. Nissan has acquired some very important technologies from this partnership andis working further to create even more synergies with both Renault and Daimler.

Innovative culture. The business invests 4.5% of its revenue to R&D. This strategy helped Nissan to develop currently the most popular electric vehicle (LEAF) and some important innovations in production process. Nissan’s R&D capabilities are one of the sources of its competitive advantage.

NISSAN SWOT analysis

WeaknessesProduct recalls. Over 2011 and 2012, Nissan has recalled at least several hundred thousands of various model cars. Although Nissan recalls comparably less cars than its competitors do, such situation still hurts firm’s brand reputation and customers loyalty.OpportunitiesGrowing global demand for environment friendly vehicles. Vehicles have been a major factor in intensifying greenhouse effect by emitting large quantities of CO2 and heavily polluting air. Consumers are more aware of this negative impact and are more likely to buy environmentally friendly vehicles that emit much less CO2 and are fuel-efficient.Growth through strategic partnerships. Nissan has great experience in creating strategic partnerships that bring synergy, new capabilities and technologies to the firm. In the current situation, where many firms seek ways to cut costs, Nissan should try to establish many more partnerships and alliances and benefit from the advantages that come with them.

Growing brand reputation. Nissan’s brand was the fastest growing automotive brand in 2012, according to Interbrand.It’s value rose by 30% to nearly $5 B and became the 73rd most valuable brand in the World. Although modest position compared with other automotive companies, Nissan’s brand value growth proves significant improvement in quality, reliability, innovation and growing customer reach.

Threats

Global competition in automotive industry. The competition between Nissan and other automotive companies will intensify in the future. GM, Toyota, Hyundai, Ford and other corporations will have to introduce new models faster and compete more on the price rather than differentiation, which lowers the profits and damages the results of the companies.

Rising raw material prices. Rising prices for raw metals will lift the costs for auto manufacturers and result in squeezed profits