Strategic Management Nissan Motor Indonesia

Did you know Nissan has a burgeoning commercial vehicle business? This Japanese automaker with a huge manufacturing and distribution presence in the United States has pickup trucks, vans, and taxis designed with commercial customers in mind. With this division, Nissan has successfully carved out a significant slice of business in a highly competitive segment.

According to AAFC (Agriculture and Agri-Food Canada, 2010) due to its extensive natural resources and geographical location, in the way of several of the world’s most important trading routes, Indonesia represents the Southeast Asia’s largest economy. On a global perspective, Indonesia is the fourth most populated country and has the largest Muslim population, besides being the world’s largest archipelago, with around 17,000 islands. The country’s GDP (Gross Domestic Product) is also showing considerable and stable growth throughout the years and unemployment rates dropped considerably (AAFC, 2011).

Nissan Motors Company Ltd. (usually referred as Nissan) is a Japanese automobile manufacturer headquartered in Yokohama, Japan. It was founded in 26th December 1933. Currently Nissan is the 6th largest automaker in the world. Its revenue in the last financial year FY’2014 was

Indonesia complained of their lack of autonomy In regions such as Maluku or other areas of Eastern Indonesia, “a low capacity for generating local revenue restricted the ability to adapt projects and development to local conditions” (Bertrand, 198).). The scanty amounts of funds were unable to support the poor and other problems. Bertrand states, “Faced with the New Order regime introduced mild reforms that were designed to address some technical issues while avoiding political decentralization” (Bertrand, 198). In 1995 the Minister of Home Affairs selected 26 districts were used to evaluate the measures designed to increase autonomy. They noticed an increase in Indonesia budget, but they still failed to support the poor, which resulted in

“In 1998 20% of the Indonesian population were below the poverty line. In 1999, 28% of the population was below the poverty line. Then in 2000, 22% of the population was below the poverty line” (Rukmana).

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.

would later then change their name to Nissan Motor Co. in 1933 and was on the forth front of creating new and innovated cars. However, shortly after their start up the country went to war and Nissan Motor was force to develop Military vehicle for the war. During this time, many of Nissan Motor facilities was bombarded by air raid. Afterward, Nissan Motor was facing many challenges such as recovering from the war and constant worker strikes. This would push Nissan Motor Co. back a few years in their development. But through all of it challenges and difficulties, Nissan Motor found a way out of it struggle by joining with others automobile companies around the world such as the license agreement with the United Kingdom’s Austin Motor Company. With this corporation, Nissan Motor was able to expand it influences around the world and provide the company with a marketing advantage.

One of the problems faced by Malaysian Automotive Industry is reputation. For many years Proton car is always being branded as a cheap and below par car manufacturer. Due to this unwanted reputation, consumers are sceptical about Malaysian cars where it does not guarantee any assurance. Since Proton was formed in 1985, Proton managed to breakthrough in domestic and international market as an affordable car. But over the years, Proton has compete aggressively with other automotive manufacturers due to localization of many foreign manufacturers in Malaysia. Due to the localization, foreign cars has been in the market in lower prices. This makes Proton as a car that does not have resale value because the pricing of Malaysian cars depreciates rapidly each year.

Nissan would do well to explore possibilities, both in manufacturing and sales, in other dynamic Asian economies. Thailand and Indonesia feature as rising stars in a continent with rapid growth rates, and with a number of Free Trade Agreements being discussed. The Company cannot afford to miss out on those opportunities, and thus should continue to exploit every opportunity given in these markets. Also the United States continues as a big market to take into consideration.

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.

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.

Besides Nissan vehicles, INM also produced other brands such as Volvo, SsangYong, VW, etc. In terms of marketing Nissan in Indonesia, PT. Indocitra Buana developed several Nissan distributors and auto-repairs on cities all over Indonesia. On August 26, 1997, with the purpose of expanding the retail business in Nissan Group, PT Indomobil Trada Nasional or PT INTAN was formed. Even by law the company had run since 1997, but with the economic crisis, the company could only be active started on January 2000.

Public interest in automobiles is very high, that is glimpsed as a potential market by car manufacturers. Alternative elections for consumers in the purchase of the car more and more can be seen from the side of the brand, price and type (class). The condition shows the high competition in the automotive industry. PT.Hadji Kalla as one of the dealers of Toyota car for Sulawesi region has a experiencing the impact of the high-intensity competition. Based on the market share of the national automotive industry in 2013 until 2015, Toyota has continued to decline, although still remain in first position with a market share of 35.70% in 2013 and then dropped to 33.40% in 2014 and in 2015 decreased return to 32.10%. Toyota Car Sales in Sulawesi within the last three years has decreased both in terms of number of units and the acquisition of market share.

Kaedah yang saya guna pakai bagi tujuan kajian ini ialah temu bual bersama beberapa orang penduduk di sekitar perkampungan nelayan tersebut, pemerhatian ke atas aktiviti harian mereka, kajian melalui laman-laman internet ( websites) dan juga kajian ke

bahwa untuk meningkatkan harkat dan martabat konsumen perlu meningkatkan kesadaran, pengetahuan, kepedulian, kemampuan dan kemandirian konsumen untuk melindungi dirinya serta menumbuh kembangkan sikap pelaku usaha yang bertanggung jawab;