Nissan Motor Company

1911 Nissan’s history goes back to the Kwaishinsha Co. , an automobile factory started in Tokyo. • 1914 A small passenger car was completed based on his own design, and in the following year the car made its debut on the market under the name of Dat Car. [pic] [pic] • 1919 Jitsuyo Jidosha Co. , Ltd. , another predecessor of Nissan, was established in Osaka to manufacture Gorham-style three-wheeled vehicles. • 1926 Kwaishinsha Co. and Jitsuyo Jidosha Co. merged to form Dat Jitsuyo Seizo Co. • 1933 Jidosha-Seizo Kabushiki-Kaisha (“Automobile Manufacturing Co.

, Ltd. ” in English) was established, taking over all the operations for manufacturing Datsun. • 1934 Company name was changed to Nissan Motor Co. Ltd. • 1935 The first small-size Datsun passenger car rolled off the assembly line at the Yokohama Plant. Datsun cars symbolized Japan’s rapid advances in modern industrialization in those days. [pic] [pic] • 1936 Nissan purchased design plans and plant facilities from Graham-Paige Motors Corp. of the U. S. for the manufacture of passenger cars and trucks.

As the signs of war grew stronger, however, production emphasis shifted from small-size Datsun passenger cars to military trucks. • 1945 Nissan resumes production of Nissan trucks of the war. • 1947 Production of Datsun passenger cars is continued. • 1953 The first Austin that rolled off the line on April 6, 1953. • 1952 Nissan is steadily putting in place a strong organization to support the company’s next stage of dramatic growth. Nissan began early on to develop overseas manufacturing operations, starting with the initiation of knockdown production in Taiwan.

• 1960 Establishment of Nissan Mexicana, S. A. de C. V. • 1980 Establishment of Nissan Motor Manufacturing Corp. U. S. A. and Nissan Motor Manufacturing (UK) Limited. • 1999 Nissan and France’s Renault SA signed an agreement concerning a comprehensive global alliance aimed at achieving profitable growth for both companies. • 2002 The company has been pushing ahead with “NISSAN 180”, a new business plan aimed to achieving additional unit sales of one million vehicles globally in 3 years, among other objectives. Nissan mission, vision and strategy Nissan vision:

Nissan: Enriching people’s lives Nissan mission: Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders in alliance with Renault. (Stakeholders include customers, shareholders, employees, dealers, suppliers, as well as the communities where they work and operate). Guiding Principles: All of Nissan guiding principles are included just in one word – SUCCESS Seeking Profitable Growth Unique and Innovative: “Bold and Thoughtful” Customer-Focused and Environmental Friendly Cross-Functional and Global

Earnings and Profit Driven Speed Stretch Nissan strategy: Global competition in the auto industry continues to grow ever fiercer. An ‘excellent company’ of the 21st century must fulfill its responsibilities as a citizen of the global community, while maintaining the highest levels of business performance. All of them at Nissan today are eager to meet the challenges as they see opportunities to apply their know-how and long experience for the purpose of enriching people’s lives. Nissan’s vision is to enrich people’s lives through attractive, high-value products and technologies.

The important elements of this mission are designs born of passion and creativity, advanced and user-friendly technologies and telematics, and an emphasis on driving pleasure brought about by a well-balanced combination of all these important elements. Nissan’s unique, innovative cars are developed through active collaboration among the company’s design, engineering, production and other divisions. Utmost attention is also paid to interior finish and other details. All these assure customers’ confidence in Nissan quality as they enjoy personal mobility.

They strive toward their goal of lasting profitable growth. Their alliance with Renault will provide supplementary support for their continued advance forward. Nissan signed an alliance with Renault on March 27, 1999. Through this powerful business tie-up, the two partners share one another’s strengths and effectively use them to produce more attractive products. They are set to realize Nissan’s high potential by making attractive cars that embody cutting-edge user-friendly technologies – cars that only Nissan can offer.

With distinctive designs and advanced technologies, Nissan has continued to offer new and unique concepts about how humans can interact with cars. Their designs allow customers to intuitively recognize the characteristics of cars and the values they offer. Nissan’s IT is transforming the car from a tool for transportation into a total space in which drivers are connected to outside information. They are also committed to satisfying their customers with reliable services, technological innovation, environmental protection and increased safety, while growing their profitability at the top level of their industry.

Throughout a car’s entire life cycle, Nissan works to make every aspect of its auto making environment-friendly, from development and production to recycling. Under the environment philosophy, Symbiosis of people, vehicles and nature, Nissan makes vehicles that are environment-friendly while delivering driving pleasure. Toward the goal of zero emissions, the company is making efforts to achieve cleaner emissions and higher fuel efficiency (reduced CO2 emission), while developing new vehicles that run on clean energy.

Nissan’s viable new technologies, such as the ultra-low emission vehicle (U-LEV) technology, are applied to many of its products at affordable prices. Nissan has made the “Nissan green program” with a slogan – Nissan as an environment – friendly company. The aim of this program is minimize burdens on the environment while finding new ways to promote sustainable resources on a corporate level. The company’s goal is to make ecological protection and economic growth compatible. Looking at real world crashes carefully, we make the first step in safety development.

Our quest to develop a safer vehicle is based on the analysis of accident data with a goal of reducing fatal and severe injury accidents by half. Quest for “Real World Safety” is Nissan’s policy toward safety. Nissan has worked to create safe vehicles, and since 1995, they have been analyzing accident data on Nissan vehicles in Japan, and promoting development of safety technology with a goal of reducing fatal and severe injury accidents by half. In reality, however, the number of accidents unfortunately continues to increase. In actual accidents that are occurring, there are still issues yet to be solved.

As such, Nissan will work further for “Real World Safety. ” Nissan will accurately grasp the actual states and causes of accidents, and develop and adopt effective technologies for newly discovered problems as soon as possible. They will also be building the Nissan brand into one that is powerful and highly positioned in the global markets. You can expect the best from NISSAN. Nissan Symbolic: (See them on title page of work). Brand Symbol represents the Nissan brand to promote the products, sales activities and services. It is used as the central core of the brand communications to the customers.

Corporate Wordmark represents Nissan as a corporation managing and operating global business for today and in the future and certifies its business activities. Nissan products Nissan business segments are manufacturing, sales and related business of automotive products, industrial machinery and marine equipment. But we will speak only about auto manufacturing and sales, because it was our works purpose. Nissan has vehicle production facilities in 18 countries, including Japan, the United States, the United Kingdom, Spain and Mexico.

Globally, the company produces some 2. 8 million cars close to the markets in which they are sold. A total of 28 new models will be released during the three years of the plan. Along with renewal of many current models, seven innovative new models will also be released, while other models will expand their geographical reach into new markets. Under the Nissan Production Way (NPW), manufacturing processes in facilities are connected with orders from customers, ensuring efficient production and short lead-time for delivering high quality cars to customers.

Another characteristic of the NPW is its flexible manufacturing system, which allows multiple models to be produced on the same line. In a work environment designed for workers’ maximum safety and efficiency, Nissan cars’ high quality is maintained by dedicated employees and outstanding production technologies. Nissan express their product design policy in three words (three Cs): CLEAR CREATIVE CONSISTENT The foundation of each design contains a clear message, is imbued with creativity, and is consistent with the Nissan vision. Nurtured over time with the qualities of Nissan, innovative designs come to life.

This design identity has a single common bond and vision emanating from Japan, the United States and Europe, and transcends borders. This is the new heritage of Nissan Nissan offer attractive products and quality service worldwide through around 7,900 distributors in 190 countries, always placing importance on communication with customers. Here you can see the most wanted Nissan auto marks across the world and their sales: Japan top 10: [pic] U. S. TOP 5: [pic] Europe Top 5: [pic] Here are same pictures of Nissan products: [pic] [pic] [pic] Nissan financial data

Nissan is moving aggressively toward sustainable, profitable growth. In fiscal year 2003, the company has reported record earnings, and an operating profit margin that continues to lead the global automotive industry. • Consolidated net revenues rose by 8. 8 percent from 2002, to a total of ? 7. 43 trillion. This was despite a negative impact from movement in foreign exchange rates of ? 111. 6 billion, and came largely from a higher sales volume and mix. • With a consolidated operating profit of ? 825 billion—an improvement of 11. 9 percent, and a new record—Nissan can boast an operating profit margin of 11.

1 percent, the top level of all global automakers. This figure is almost ten times the ? 83 billion profit figure of fiscal year 2000, when the Nissan Revival Plan began building the new road to profitability—a process continued by NISSAN 180, and soon to be taken on by the new business plan, NISSAN Value-Up. • Global sales of Nissan vehicles totaled 3. 057 million units, exceeding the forecast of 3. 040 million. Not only is this a 10. 4 percent increase over fiscal year 2002, or 287,000 more vehicles, but this is the first time in 13 years that Nissan has sold more than three million units annually.

Consolidated finance results: (? Billion) |For the |2001 |2002 |2003 | |year ended |March 31, 2002 |March 31, 2003 |March 31, 2004 | |Item | | | | |Net Sales |6,196. 2 |6,828. 6 |7,429. 2 | |Operating Income |489. 2 |737. 2 |824. 9 | |Ordinary Income |414. 7 |710. 1 |809. 7 | |Net Income |372. 3 |495. 2 |503. 7 | |Total assets |7,215. 0 |7,349. 2 |7,859. 9 | |Shareholders equity |1,620. 8 |1,808. 3 |2,024. 0 | Global retail sales: (Units, %) |For the |2001 |2002 |2003 | |year ended |March 31, 2002 |March 31, 2003 |March 31, 2004 | |Item |Units %Change |Units %Change |Units %Change | |Global: |2,597,491 98.

6 |2,770,658 106. 7 |3,057,567 110. 4 | |* Japan |713,521 97. 4 |815,593 114. 3 |836,823 102. 6 | |*Overseas |1,883,970 99. 1 |1,955,065 103. 8 |2,220,744 113. 6 | Global productions: (Units, %) |For the |2001 |2002 |2003 | |year ended |March 31, 2002 |March 31, 2003 |March 31, 2004 | |Item |Units %Change |Units %Change |Units %Change | |Global: |2,498,523 95. 6 |2,761,375 110. 5 |3,063,071 110. 9 | |* Japan |1,272,851 96. 9 |1,444,314 113. 5 |1,475,063 102. 1 | |*Overseas |1,225,672 94. 3 |1,317,061 107. 5 |1,588,008 120. 6 | [pic] The predictions for the coming year (2004): • Net revenue of ?

8. 176 trillion, up 10. 1 percent • Operating profit of ? 860 billion, up 4. 3 percent • Ordinary profit of ? 846 billion • Net income of ? 510 billion • Capital expenditures will be ? 480 billion • ROIC will remain above 20 percent Tactical financial goals, which Nissan has set for next years: • To reach annual global sales of 4. 2 million units by the end of fiscal year 2007; • To maintain the top-level operating profit margin in the automotive industry – requiring the achieving of double-digit figures; • To maintain a return on invested capital (ROIC) of 20 percent or higher.