Nissan Case Study : Nissan 's Vision

cars under the Chrysler name to be sold in the United States. This led to a rise

During World War II the United States began to manufacture war materials to support its allies through lucrative government defense contracts as automobile factories like Ford and General Motors put aside their usual business operations and began to produce tanks and airplanes, shipyards too expanded their operations . The demand for war equipment naturally increased the demand for labor and as a result helped pull the American economy out of the grips of the Great Depression. Then as the unthinkable happened, on December 7, 1941, Japan bombed Pearl Harbor, which drew many young American men into the battlefield.

Japanese cars have the incentive of having an accelerated performance system that gives their cars more power under the hood and therefore increases the speed. They tend to have a longer life span and repairing them is just as equal with the American made cars.

Japan couldn’t survive without trades, so they decided to force America to open trade again, Japan had an all but foolproof plan; destroy a bunch of America’s recourses with a surprise attack on Pearl Harbor, then spread to other areas once America was left defenseless if necessary. Though the attack didn’t do anything for Japan but encourage another enemy to join the war against them, they did manage to leave America damaged. With over 300 airplanes and around 20 ships damaged or destroyed, the American army was partial. However, given that aircrafts were the most sought after war craft at the time, America’s aircrafts not being in the area at the time, Japan didn’t do as much damage to America’s chances as they had first thought. After the Japan killing over 2,000 of their citizens and injuring at least 1,000 more, America was finally ready to join the war,

The attack on Pearl Harbor was a result of several events associated with Japan’s mission to dominate Eastern Asia and the South Pacific. Before the 1930’s, Japan had one the world’s most prosperous economies due to the British economic slump in the 1920’s. The Japanese overtook the markets the British had previously dominated. This economic growth only lasted for ten years. In the early 1930’s, Japan suffered its largest economic downturn as a result of the World Great Depression. During this time, many countries stopped trading with Japan, leading to a 50% drop in their exported goods. The Japanese government believed if they moved away from a Western-style free market economy, they would recover from their economic crisis.

This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007)

After the 2011 Earthquake and Tsunami that hit Japan, Nissan was able to recover faster than other leading automobile manufactures, such as Toyota and Honda. Nissan was able to recover so quickly because the company had a crisis plan already in place, which involved international connections, relationships and deals with suppliers. In this essay, Nissan’s operation management functions will be discussed, in addition to the critical path method (CPM) and the program evaluation and review technique (PERT) and how these methods can be fused with the company’s project management.

Since the end of World War II, Japan's economic strategy for growth was based on exports, that allowed the development of its powerful industrial sector. During the 1980s, Japanese automakers in particular were enjoying an unprecedented and largely unexpected period of prosperity. They managed to establish a successful domestic automobile industry and to gradually sell their products abroad. Thanks to their competitive advantage in producing cars with respect to foreign competitors, due to labor differences, technical efficiencies (lighter and fuel-efficient cars), better designs, and of

This paper discusses the strategies alignment which was used by Carlos to bring Nissan Corporation to profitability after suffering a big loss for a number of years. It also analyses the 7s models (Structure, System, Style, Staff, Skills, Strategy, Shared Values) which Carlos implemented to achieve its objectives and action plan which was used by Carlos Ghosn to successful turn around the management of Nissan Company to a profitability. It also analyzes the challenges which he underwent during the execution of his strategies such as cultural gap, resources, multi task management, change in spontaneous and operation concern.

Nissan focuses on maximizing its auto manufacturing operations through flexibility and efficiencies by maintaining a

Along with other Japanese manufacturers, Nissan was successfully competing on quality, reliability and fuel efficiency. By 1991, Nissan was operating very profitably, producing four of the top ten cars in the world.Nissan management throughout the 1990s, however, had displayed a tendency to emphasize short term market share growth, rather than profitability or long-term strategic success. Nissan was very well known for its advanced engineering and technology, plant productivity, and quality management. During the previous decade, Nissan’s designs had not reflected customer opinion because they assumed that most customers preferred to buy good quality cars rather than stylish, innovative cars. Instead of reinvesting in new product designs as other competitors did, Nissan managers seemed content to continue to harvest the success of proven designs. They tended to put retained earnings into equity of other companies, often suppliers, and into real-estate investments, as part of the Japanese business custom of keiretsu investing. Through these equity stakes in other companies, Ghosn’s predecessors (and Japanese business leaders in general) believed that loyalty and cooperation were fostered between members of the value chain within their keiretsu.

In reviewing this article it was observed that some employees were skeptical of the merger between Chrysler and Daimler-Benz. Daimler-Benz employees were proud of the elite image and were concerned about having that tarnished by another company. Chrysler employees voiced concerns about the addition of a foreign partner to one of America's auto manufacturers. Employees needed reassurance that this merger was going to be a success! In light of all the adversity both companies faced since announcing their plans to merge, how did they remain so steadfast in their commitment to pursuing this merger? What kept them believing this merger was a good deal that deserved a second look? To answer these questions I want to step back and discuss what I

BMW (U.S) Holding Corporation is a franchise of the high-end performance based global automotive company BMW. For the first time in its history, BMW is to launch its first American made car, the BMW Z3 Roadster. Having only made cars in Germany, this time the car is to be assembled in Spartanburg, South Carolina. BMW’s objective is to expand its market share in the U.S., make the brand name more global and improve its dealer network. With this in mind, the company developed a two phases launch plan for the BMW Z3 Roadster.

BMW is one of the most widely know luxury class car manufacturers in the world. They have great branding strategy and technology but the entrance of Japanese manufacturers in the U.S. auto market creates a problem for BMW. Japanese companies have luxury cars that are lower in price and maintenance and they have the technology to compete with these German vehicles.

Orientation is a process of introducing a new employee to his or her job & to the organization. There are two types of orientation. Work unit orientation familiarizes the employee the goals of the work unit, clarifies how his or her job contributes to the unit¡¦s goals, & includes an introduction to his / her new co-workers. Organization orientation informs the new employee about the organization¡¦s objectives, history, philosophy, procedures & rules. This should include relevant human resources policies & benefits such as work hours, pay procedures, over time requirements, and fringe benefits. In addition, a tour of the organization¡¦s work facilities is often part of the organization orientation.