International marketing analyze for Nissan international expansion.docx
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International marketing analyze for Nissan international expansion.docx
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InternationalmarketinganalyzeforNissaninternationalexpansion
InternationalmarketinganalyzeforNissaninternationalexpansion
Content
Introduction1
Nissan`sInternationalExpansionandstrategychoice1
EnvironmentalandcompetitionanalysisforNissan4
EnvironmentalDifferencebetweenJapanandChina---PESTanalysis6
Political6
Economic6
Socialandculture7
Technologicalenvironment7
RiskanalysisofNissan7
Political/LegalRisk7
CulturalRisk8
TechnicalRisk8
CompetingandbusinessstrategyofNissan(Porter’sFiveForces)9
Competitivestrategies10
FormulatinganoverallmarketingstrategyforNissan12
Productstrategy13
Pricingstrategy13
Placestrategy14
Promotionstrategy14
PublicRelations14
Thesuccessfuloflocalization15
Conclusion16
Reference17
Introduction
NissanMotorCompanywasfoundedin1933,isthesecondlargestcarcompanyinJapan,oneofJapan'sthreemajorcarmanufacturers,andworld'stoptencarcompany.Itsmainproductsisvarioustypesofvehicles,butalsoinvolvedinotherfields,suchasmachinetools,constructionmachinery,shipbuildingandspacetechnology.HeadquarteredinJapan,itoperatesapproximatelyincludingJapan,16productionbasesformorethan160countriesandregionsprovidegoodsandrelatedservices.Thetotalnumberofemployeesaremorethan17millionallovertheworld,isalargemultinationalgroupcompany.Thecompanycanproduce3.2millioncarsperyear.Today,entrysegmentsaccountformorethan25%oftheglobaltotalindustryvolumeof64millionunits,andthissegmentisgrowing.(NissanHomepage,2009)
Asafamousinternationalcarmaker,NissanfoundChinahasasteadypoliticenvironmentanditseconomicdevelopingstrongly,especiallyundertheeconomiccrisis,GDPofchinastillkeepsincreasingat8%.SoitfeelsitisnecessaryforthemtoobtainthecorrespondingmarketingexpansionaimingatChina.TheaimofthispaperisusedtheChinesemarketasanexampletoanalyze,examineandevaluatethekeyissueinvolvedduringtheprocessofthedevelopmentandimplementationoftheinternationalmarketingstrategyoftheNissanCompany.(Carlos,2000)
Nissan’sInternationalExpansionandstrategychoice
Nissangrouphasgainedagreatsuccessfulinthedomesticmarket.HoweverNissanhastakenacriticalattitudetowardsshort-termprofits.Inordertothelong-termdevelopment,CarlosGhosn(CEO)clearlymadethefollowingstrategicdirection:
“itislimitedtodependonassembledandexportcars.Forthefuture,Nissanmanufactureisnecessarytogoabroad.”(Carlos,2000)Therefore,since1980Nissanputforwardtodevelopitsinternationalmarkets.Amongthem,inthe20thcentury,developmentofChinesemarketisanimportantissueofNissanCompany.Whenthestrategyexecutedsuccessfully,thecontestpressureofNissanintheinternationalmarketwouldbegreatlyreleased.Furthermore,thesuccessofthestrategywillenlargetheshareofthemarketofNissanandhelpthecompanygraspmoredevelopingchance.
"Manycompaniesemploymultiplestrategies.Onewouldbenaïvetobelievethatasingleentrystrategyissuitableforinallcountries."(Onkvisit,2004,p315)Therefore,duringtheinternationalmarketexpansionNissanhasemployedstrategiesrangingfromexporting,acquisition,jointventure,andmanagementcontractetc.
Chinamarketentrymodel-managementcontractandjointventure
After"Duke"firstexportedtoChina1972,NissanhasbeenworkingtoexpandproductionandsalesoperationsinChina.Currently,somemodelsofproducthavebeenproducedbyChinesepartners,andNissan'scustomerbaseinChinaisalsogrowing.(Nissan)
August2000NissanandFengshenMotorsignedthe"Bluebird"technologyuseagreementproductioninChina.(Nissan)BecausethisisthefirsttimeNissaninvestmentinChina,consideraboutexperiencelessandbigrisk,theGroupdecidedusedmanagementcontractmodewhichdonotparticipationanddonotputanyassets.ThetechnologytransfertoChinaandcollectassignmentfeeandmanagementfees.
"Themainadvantagesofmanagementcontract:
Theriskofsupplierparticipatinginaninternationalventureissubstantiallyloweredbecausenoequitycapitalisatstake.Atthesametime,asignificantamountofoperationalcontrolcanbeexercised.Beingontheinsiderepresentsastrategicadvantageininfluencingdecisions."(Michael,2007,p302)
Theresultisunexpectedsuccess,until2009,thelocalproduction"Bluebird"hasreached18,505unitsperyear,salesreached19,383units.(Jeffrey,2009)Thesuccessof"FengshenBluebird"greatlyenhancedtheconfidenceofNissantoexpandtheChinesemarket.Meanwhile,Nissanhasfoundthatalthoughtheriskcanbereducedbythroughthewayoftechnologytransfertomultinationaloperation,theprofitislimited.
Therefore,thesecondstepintotheChinesemarketwasusejoint-ventureapproach.June,2003NissanMotorandDongfengMotorCorporation(China)jointventure,investedcapital16.7billionRMB,theDongfengNissanAutomobilecompanywasfound.Thecompanyhasdesignedmanyothertypesofproductswhichbasedondomesticconsumerdemand.TEANA,TIIDA,SYLPHY,GENISS,LIVINAandQASHQAIareNissangood-sellingmodelsinchina.December,2007,DongfengNissanCompanygainedtheChinanationalcarsalestopten.(Jeffrey,2009)
Overall,NissansettleonChinawhichisthebiggestemergingmarketintheworld,whichbigdemandandlowbarriers.SothatNissanexpandtheChinesemarketstepbystep.Thefirststep,testthemarketifissuitable.Theyusedinvestmentmanagementcontractmodeandenterthemarketsteadily.Thisstepseeksforasmoothtransitionandalsocantestreactionofthemarket.Thesecondstep,afterbuildupthebrandreputationandmarketpositionthenfurtherexpandthemarket,thistimeNissanusedjointventuresmode.Themainadvantageofjointventuresisthepartnerwillcontributethelocalknowledgeandmarketingskills.(Onkvsit,2004,p302)Thethirdstepisfirmingthemarket.ByUsingthepartnercompany'sbrandreputation,resources,localknowledgeandmarketskills,developmentandinnovativeproducts.Nissan’ssuccessesinChinaarenotonlyteachesusexpansioninternationalmarketneedtostepbystepbutalsoimplementthestrategywithdifferentmode.
However,"Thereareseveralfactorsthatmaydeterminewhetheracompanywantstotakeequityownershipininternationaljointventures.Thesesourcecountryfactorsareexchangerate,costofborrowing,exportcapability,andmanagementorientation."(Onkvsit,2004,p304)Inotherwords,environmentalanalysisisalsoveryimportantpartofdeveloptheinternationalmarket.
EnvironmentalandcompetitionanalysisforNissan
AccordingtoBrassington&Pettitt(2003),basicfactorsofthemarketingenvironmentcanbegroupedunderfourbroadheadings:
socio-cultural,technological,economicandcompetitive,andpoliticalandlegalinfluences.Figure1clearlyshowstheelementsoftheexternalenvironment:
Figure1Elementsofthemarketingenvironment
Source:
adaptfromBrassington&Pettitt(2004),PrinciplesofMarketing,3rded.,p.45
Figure1categorizestheelementsofmarketingenvironmentintofourgroups,whichisknownastheacronymSTEP,andfurtherexplanationsfromBrassington&Pettitt(2004)arepresentedasfollows:
1)Thesociocultureenvironmentisofparticularconcerntomarketersasithasadirecteffectontheirunderstandingofcustomersandwhatdrivesthem.However,Brigitte(2002)makesastatementthatculturalissue,languageissueaswellasreligiousissueshouldbeconsiderseriousasithasagreateffectonmarketselection.
2)Technologicalenvironmentincludestechnologicalinnovationandimprovement,whichhavehadaprofoundeffectinallareasofmarketing.
3)Theeconomicandcompetitiveenvironmentcoversbothmacro-andmicro-economicconditionswhichaffectthestructureofcompetitioninamarket.Morrison(2004)pointsoutthatnationaleconomyaswellasindustryeconomyshouldbeconsidered.Thomas(2004)makesasupplementarystatementthatinternationaltradeisanotherissueshouldbeexaminationunderglobalization.
4)Thepoliticalandlegalenvironmentcoverstheexternalforcescontrolledbygovernments,bothnationalandAsian,localauthorities,orothertradeoractivityorientedregulatorybodies.
EnvironmentalDifferencebetweenJapanandChinamarket---PESTanalysis
Political
AfterChinaaccededtoWTO,thegovernmentalsoexpectedtheexternalcompetitiontopromotenativeindustrycompeting.Thatistosayforeigncorporationsandtheirsubsidiariesarewelcome.Tobecritical,itisanopportunityforforeigncompaniesespeciallylocalgovernmentmakesurethatasteadyandcomfortableinvestingenvironmentcanbeprovidedforalltransnationalfirms.
Economic
1)GDP:
DataonGDPindicatesthatsince2009ChineseGDPincreased9.4%,whichwasjustthesamefiguretheformertwoquarters(Solecollector,2009),thepersistentincreasingonChineseeconomiesrecentyearsindicatesbenignmarketingcircumstances,whichreflectspeoplearewillingtocostmoretobuytheircar.
2)Marketdemand:
WhentheJapanesedomesticmarketbecomesmature,thedemandreducinggradually.However,Chineseautomarketisinshortsupply.WhentheJapanesedomesticmarket,profitonlyhas2-3%,carmanufacturersinChinahavegainedhighprofits(morethan20-30%).StrongdemandandhighprofitsareattractingmoreandmoreforeigncompaniestoinvestintheChinesemarket.ThereforeNissanhasstressofmarketcompetition.(NissanDongfeng)
Socialandculture
1)Culturaldifferences:
CIMA,Questandothervarietyofhot-sellingcarmodelsinJapanwereexportedtoChinahavebeencold-shouldered.
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