日产汽车公司欧洲市场战略
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¨Option:
Bluebird vs. New Micra
Market Integration of the EC
France, Italy, Spain
Bluebird vs. New Micra
Background
¨ Nissan Motor Co.,Ltd ¨ Nissan’s European Market Penetration ¨ Trends in the European Market ¨ Market Integration of the EC
•
SWOT ANALISYS
Threat
• Direct competition with other Japanese car markers • Deal with local and northern American car markers •
•
Suggestion:
Focusing on the Bluebird
•
SWOT ANALISYS
¨ weakness
• Unfamous brand •
SWOT ANALISYS
¨ Opportunity
• The lifting of the restrictions • The construction of NETC • The construction of Logistic Center •
¨ No direct competition with other Japanese car makers ¨ Can extend the production line upwards later
The New Micra marketing strategy
¨ Objective ¨ Product ¨ Price ¨ Place ¨ Promotion
•Netherlands, UK
SWOT ANALISYS
¨ Strength
• Fast growth market with high potential • High productivity • High quality with favorite price • Only facing European competitors • Higher competitive capability • Distributors’s experience of selling small cars • Years of experience for local production •
•NMUK
•NMISA
Trends in the European Market
Franc e
Ital y
Spain
Trends in the European Market
• France
•Large Car Market •Supermini Class was the Largest Segment •Price more sensitive than quality •Peugeot & Renault held 60%+ market share •Nissan’s marketing organization was weak •Sales had been restricted
¨ Recruit new dealers ASAP by favorite policy
¨ Train current dealers of Upper-mediumsized car selling
New Micra
New Micra Introduction
¨ 1000cc~1200cc Small-Sized Car ¨ Planed to be Produced by UMUK in 1992
The New Micra marketing strategy
¨ Objective
To acquire market share as much as possible
The New Micra marketing strategy
¨ Product
Low-priced and high quality supermini car
Staff of Nissan Europe Co.(Group 14):
¨ 沈 战 Nissan欧洲公司总裁 ¨ 李爱民 Nissan欧洲公司营销副总裁 ¨ 胡 南 Nissan欧洲公司Bluebird产品经理 ¨ 张菁芸 Nissan欧洲公司New Micra产品经理 ¨ 王 云 会议主持人 ¨ 李 军 新闻发言人
Background --Nissan Motor Co.,Ltd
Background --Nissan’s European Market Penetration
• Survey
• Feature
Survey -- Export to Europe
•16300 0
•24000 0
•3600
Survey – New-Car Sales in Major Southern
¨ Improving the training of the local dealers ¨ Enlarging the ad. to the southern European
countries
OPTION: Bluebird vs. New Micra
•?
Decision:
More marketing resources should be allocated to the New Micra
Market Integration of the EC
•Liberate the movement of products, services, people, and capital within the EC •Harmonization of technical standards for cars •Production & logistics costs decrease •Intensify competition in the car industry •The bilateral import quotas imposed by France, Italy, and Spain had to cease
Four principal reasons
¨ Nissan needs a low-priced car to obtain big market share in S/E countries due to their price consciousness
¨ Segment of Supermini car market in S/E countries is the largest one
•
SWOT ANALISYS
¨ Threat
• Attract more attention among local competitors • •
•
Suggestion:
Focusing on the New Micra
Marketing Plan
¨ Remaining the advantage of high quality & low price
Marketing Plan
¨ Allocate more marketing fund for Bluebird promotion such as ad., seminar & souvenir
¨ Improve brand recognition by ourselves instead of through distributors or dealers
日产汽车公司欧洲市场 战略
PPT文档演模板
2020/11/16
日产汽车公司欧洲市场战略
请柬
尊敬的女士/先生： NISSAN欧洲公司将于今天
晚上召开市场战略决策会议， 敬请光临！
NISSAN’s Opportunity & Option
¨Opportunity:
Market Integration of the EC
Trends in the European Market
• Spain
•Car demand concentrated on supermini, and lower-medium classes •Price tended to be more important than quality •SEAT, who made smaller cares considered fairly competitive •The dealerships had very limited experience in selling passenger cars
dealers
The New Micra marketing strateBaidu Nhomakorabeay
¨ Promotion To invest huge funds on
advertisements stressing the features of the New Micra To supply marketing funds to the local dealers on their own promotion activities
Trends in the European Market
• Italy
•Market highly restricted •Fiat held the largest market share (60%) •The large market share of the supermini car •Price rather than quality sensitive •Sales performance was not strong
SWOT ANALISYS
¨ weakness
• Small market demands • High price • Unknown name • Poor distribution network •
SWOT ANALISYS
¨ Opportunity
• Bilateral import quotas to be ceased after 1992 • Only one other Japanese car maker (HONDA) for local production
Bluebird
Bluebird Introduction
¨ 1800cc Upper-medium-Sized Car ¨ Produced by UMUK in 1986 ¨ Regarded as a UK-made car in 1988
SWOT ANALISYS
¨ Strength
•High profit margin per unit •High experience curve & scale economy •Indirect competition with major southern Euro car makers •Improving Nissan’s image in Europe
Subsequence & Recent SituationⅠ
• For the first time, European journalist had given
The New Micra marketing strategy
¨ Price
Lower than that of local competitors
The New Micra marketing strategy
¨ Place To recruit new dealers by
favorite policy Train the current local
European Countries, 1987 (000s of Units)
Feature – Local Production in Europe
¨ Nissan Motor Iberica, SA(NMISA) ¨ Nissan Motor Manufacturing UK
Ltd.(NMUK)
Bluebird vs. New Micra
Market Integration of the EC
France, Italy, Spain
Bluebird vs. New Micra
Background
¨ Nissan Motor Co.,Ltd ¨ Nissan’s European Market Penetration ¨ Trends in the European Market ¨ Market Integration of the EC
•
SWOT ANALISYS
Threat
• Direct competition with other Japanese car markers • Deal with local and northern American car markers •
•
Suggestion:
Focusing on the Bluebird
•
SWOT ANALISYS
¨ weakness
• Unfamous brand •
SWOT ANALISYS
¨ Opportunity
• The lifting of the restrictions • The construction of NETC • The construction of Logistic Center •
¨ No direct competition with other Japanese car makers ¨ Can extend the production line upwards later
The New Micra marketing strategy
¨ Objective ¨ Product ¨ Price ¨ Place ¨ Promotion
•Netherlands, UK
SWOT ANALISYS
¨ Strength
• Fast growth market with high potential • High productivity • High quality with favorite price • Only facing European competitors • Higher competitive capability • Distributors’s experience of selling small cars • Years of experience for local production •
•NMUK
•NMISA
Trends in the European Market
Franc e
Ital y
Spain
Trends in the European Market
• France
•Large Car Market •Supermini Class was the Largest Segment •Price more sensitive than quality •Peugeot & Renault held 60%+ market share •Nissan’s marketing organization was weak •Sales had been restricted
¨ Recruit new dealers ASAP by favorite policy
¨ Train current dealers of Upper-mediumsized car selling
New Micra
New Micra Introduction
¨ 1000cc~1200cc Small-Sized Car ¨ Planed to be Produced by UMUK in 1992
The New Micra marketing strategy
¨ Objective
To acquire market share as much as possible
The New Micra marketing strategy
¨ Product
Low-priced and high quality supermini car
Staff of Nissan Europe Co.(Group 14):
¨ 沈 战 Nissan欧洲公司总裁 ¨ 李爱民 Nissan欧洲公司营销副总裁 ¨ 胡 南 Nissan欧洲公司Bluebird产品经理 ¨ 张菁芸 Nissan欧洲公司New Micra产品经理 ¨ 王 云 会议主持人 ¨ 李 军 新闻发言人
Background --Nissan Motor Co.,Ltd
Background --Nissan’s European Market Penetration
• Survey
• Feature
Survey -- Export to Europe
•16300 0
•24000 0
•3600
Survey – New-Car Sales in Major Southern
¨ Improving the training of the local dealers ¨ Enlarging the ad. to the southern European
countries
OPTION: Bluebird vs. New Micra
•?
Decision:
More marketing resources should be allocated to the New Micra
Market Integration of the EC
•Liberate the movement of products, services, people, and capital within the EC •Harmonization of technical standards for cars •Production & logistics costs decrease •Intensify competition in the car industry •The bilateral import quotas imposed by France, Italy, and Spain had to cease
Four principal reasons
¨ Nissan needs a low-priced car to obtain big market share in S/E countries due to their price consciousness
¨ Segment of Supermini car market in S/E countries is the largest one
•
SWOT ANALISYS
¨ Threat
• Attract more attention among local competitors • •
•
Suggestion:
Focusing on the New Micra
Marketing Plan
¨ Remaining the advantage of high quality & low price
Marketing Plan
¨ Allocate more marketing fund for Bluebird promotion such as ad., seminar & souvenir
¨ Improve brand recognition by ourselves instead of through distributors or dealers
日产汽车公司欧洲市场 战略
PPT文档演模板
2020/11/16
日产汽车公司欧洲市场战略
请柬
尊敬的女士/先生： NISSAN欧洲公司将于今天
晚上召开市场战略决策会议， 敬请光临！
NISSAN’s Opportunity & Option
¨Opportunity:
Market Integration of the EC
Trends in the European Market
• Spain
•Car demand concentrated on supermini, and lower-medium classes •Price tended to be more important than quality •SEAT, who made smaller cares considered fairly competitive •The dealerships had very limited experience in selling passenger cars
dealers
The New Micra marketing strateBaidu Nhomakorabeay
¨ Promotion To invest huge funds on
advertisements stressing the features of the New Micra To supply marketing funds to the local dealers on their own promotion activities
Trends in the European Market
• Italy
•Market highly restricted •Fiat held the largest market share (60%) •The large market share of the supermini car •Price rather than quality sensitive •Sales performance was not strong
SWOT ANALISYS
¨ weakness
• Small market demands • High price • Unknown name • Poor distribution network •
SWOT ANALISYS
¨ Opportunity
• Bilateral import quotas to be ceased after 1992 • Only one other Japanese car maker (HONDA) for local production
Bluebird
Bluebird Introduction
¨ 1800cc Upper-medium-Sized Car ¨ Produced by UMUK in 1986 ¨ Regarded as a UK-made car in 1988
SWOT ANALISYS
¨ Strength
•High profit margin per unit •High experience curve & scale economy •Indirect competition with major southern Euro car makers •Improving Nissan’s image in Europe
Subsequence & Recent SituationⅠ
• For the first time, European journalist had given
The New Micra marketing strategy
¨ Price
Lower than that of local competitors
The New Micra marketing strategy
¨ Place To recruit new dealers by
favorite policy Train the current local
European Countries, 1987 (000s of Units)
Feature – Local Production in Europe
¨ Nissan Motor Iberica, SA(NMISA) ¨ Nissan Motor Manufacturing UK
Ltd.(NMUK)