Business Case Study: Nissan Motor Co. (2011)

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Task 3
Introduction
Nissan Motor co., Ltd was established in Japan in 1933. Nowadays they produce cars in 20 different countries in the world (Nissan-global, 2015). In 1999 Renault and Nissan started an alliance. Nowadays they sell more than 8.000.000 cars worldwide each year (Nissan-global, 2015).
Strategic resources
Strategic resources are resources that enables a firm to implement a value creating strategy (Barney, 1991). There are two important strategic resources that allow Nissan to compete successfully in the automobile industry.
The first important strategic resources are the strategic alliances with other brands. Nissan developed several strategic alliances with other car manufactures. The first one was formed with Renault in …show more content…

Top 3 car manufacturers are going to introduce several new models with the emphasis on price instead of differentiation (Jurevicius, 2013). The price fighters are going to lead the market and the demand for ‘reasonable’ priced Nissans will decrease even further. To sustain the sustainable competitive advantage, Nissan should intensify strategic alliances and focus on differentiation. Strategic alliances can give Nissan a technological advantage despite a lower R&D budget. By using this technology efficiently in new car models, Nissan can differentiate from the top 3 manufacturers. With this dynamic capability, Nissan can create value for customers, despite the lower sale price of other …show more content…

Because when Nissan sales increase, the demand for comparable models will decrease. Although with the enormous technological advance of Nissan, competitors are always too late to react on new developments. It will take years before Honda and Toyota have developed the same amount of strategic alliances as Nissan.

Future competition
Currently Honda and Toyota are the main competitors of Nissan. Although there might be some blind spots in the competitor analysis. Blind spots are flaws in the competitive analyses and can cause a wrong competitive approach (Zahra & Chaples, 1993).
In the EV market Nissan currently has a good position. Models like the Nissan Leaf have a reasonable market share, but the main focus is not just on producing EV’s. The majority of the models is still driving on fossil fuels (Nissan-global, 2015). Other companies like Tesla primarily focus on producing EV’s, which might give them a substantial technological advantage (Tesla, 2015). With to global trend towards green energy, EV’s are probably going to win track in the future. If an innovative company like Tesla decides to focus on the reasonable priced family car market, Nissan will lose track

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