Nissan Corp Swot Essay Example for Free

Nissan Corp Swot Essay Global interdependence: possible new marketsGovernment regulations: abroad in other countries as well as US and the US; global warming, CAFE standards, safety issues Growth of existing market: widen market New entrants: threat of potential inclusive of generation X,Y and baby boomersnew competitors Strong economy: economy not faltering;Changing market tastes: need for consumers still buyingcontinuous innovation to appeal to ifferent segments Nissan’s reputation: leads the industryShortage of resources: workforce in reliability, performance, and design dissatisfaction, hiring good talent Emerging technologies: innovative through the development of technologies for improving fuel economy and reducing fuel emissions Introduction This Case Paper will examine accessible information about Nissan Corporation and determine its position in the world market through a business SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). Through this analysis, we hope to see where the Nissan has been and make suggestions as to where the corporation should go to improve their bottom line, increase market share, and plan for future products to ensure their viability in the world automobile marketplace. Market Analysis Nissan’s focus in establishing a multi-cultural company begins with regaining global market share. The company has learned from past mistakes and is determined to succeed, developing a common vision and a global ompany culture that will need to be a main driver for continued strength (Associated Press, pgs. 1-8). For instance, establishing a brand name and personality that is sensitive to nationalistic cultures. Strategic alliances and joint ventures are growing in importance in the automobile industry and Nissan is no stranger to the competition. Nissan’s mission statement delivered by Mr. Ghosn in the Automotive News World Congress in 2001, is evidenced in how the company exploits synergie s to create positive alliances with other manufacturers (Ibid). For example, Nissan’s announcement to venture with Ashok Leyland to build small trucks and other light commercial vehicles in India gives them an opportunity to enter a market that in recent years has been dominated by its competitors, Toyota and Honda. This venture will produce at least 100,000 vehicles annually for sale in India and for export, as it will facilitate the construction of a plant near the southern Indian city of Chennai to manufacture and export compact cars to Europe. The deal with Ashok Leyland will broaden Nissan coverage in the Indian market in addition to providing new LCV (lightweight commercial vehicle) products for emerging markets which will sell for around $3,000. 00. Ashok Leyland’s strengths in large and mid-sized trucks combined with Nissan’s strength in smaller vehicles creates a positive synergy (Ibid). According to Mr. Ghosn, partnering globally is an opportunity and the Chinese market is no exception. China is Nissan’s third largest single market, after North America and Japan. Vehicle production has grown over the past ten years. However, the major source of growth has been the production of passenger cars (The Business Review, pg. 7). Passenger car production has doubled in the past ten years. This shift is in response to a change in market conditions and in a desire for Chinese manufacturers to enter the global auto passenger car market. Consumer demand is also increasing and in order to satisfy this demand, auto production has been increasing. The demand for autos is expected to continue (Ibid). According to the Wall Street Journal, the car craze in China has just begun. There are two factors that create possible opportunities for Nissan: 1) the country has the world’s largest population and as incomes rise, so will the hopes of buying an auto some day. 2) the market may grow to 8 million vehicle sales annually by 2010. Nissan’s new line of cars in China will be designed and engineered in Japan, based on a common â€Å"B† platform shared with Renault that centers on smaller engines. Annual sales of the entire family of cars are expected to reach 200,000 units globally and will be launched in other markets over the next couple of years (Financial Times, pg. ). However, the threat of inadequate roads and the government’s changes in regulating how autos are purchased will make the costs unpredictable. On a financial scale, the banks are under pressure to control credit, so auto loans may not be easy to acquire. North America accounts for nearly 40% of Nissan’s global sales, and in each of the past years sales have exce eded those in Japan, with the gap widening each year. Nissan is spending several billion dollars on new models, and the U. S. assembly plant in Canton, MS is aimed at maintaining momentum (Ward’s Auto World, pg. 1). The most significant automotive development in North America is continuing growth in the luxury segment and the increasing popularity of cross/utility vehicles. Nissan is on track to rebuild its image and regain brand value. In the past, customer satisfaction was good, but the model lineup was limited. Now, with the Q45, M45, G35 sedan and coupe and the FX models, the market has begun to recognize that Infiniti provides a range of real luxury models (Ibid). According to Bloomberg, Honda Motor Co. and Nissan Motor Co. led Asian automakers’ U. S. sales gains in September as Toyota Motor Corp. posted a third straight decline. Accord helped boost sales by 9. 4 percent. Toyota’s 4. 4 percent drop marked the first time since 1995 that Japan’s largest automaker logged three consecutive months of lower U. S. sales. Sales of the five year-old Corolla model, Toyota’s second-most popular in the U. S. , dropped 8. 5 percent and demand for the company’s light trucks declined amid rising gasoline prices. Industrywide U. S. sales fell for a fourth consecutive month, by 2. 9 percent to 1. 31 million light vehicles (Bloomberg. com, pgs. 1-3). Toyota’s old models like the Corolla are dragging down while Honda and Nissan have brand-new models. Nissan reported a 6. 7 percent increase in sales (Ibid). Nissan, sixth in the U. S. , sold 94,269 vehicles, helped by higher demand for midsize Altima and Versa compact cars. Nissan’s market share edged up 0. 7 percentage point to 7. 2 percent. The Japanese are becoming more aggressive in terms of incentives and pricing, which makes them more competitive against South Korea’s largest automaker. The company faces tough competition from Japanese and Korean auto makers like Toyota, Honda and Mitsubishi, which are rapidly gaining ground in the European markets. Asian manufacturers are continuing to fortify their position in the crucial North American and European market. It can also expect stiff competition from Toyota and BMW (Ibid). Nissan believes that growing the business means introducing new products and has created the Nissan Revival Plan to realign their cost structure. Significant amounts of money are funneled back into product development, mostly going towards the North American market. This means there are opportunities for new innovations that will bring the company in line with a mix of vehicles that are currently on the road. Its RD costs in FY 2006/2007 stood at JFY 464,839 million, an increase of 3. 9% when compared to JFY 447,582 million in FY 2005/2006. The company increased its investment on RD activities to launch a host of new products throughout the year (Ibid). In 2007, Nissan launched a new version of its minicar, namely, Pino E, which is a 2WD model and equipped with a three-speed automotive transmission. It is claimed to offer a fuel economy of 21. 0 km/1. Furthermore, the model is considered safe and environmentally friendly, as it features anti-lock braking system (ABS), brake assist (BA) and electronic braking force distribution (EBD) systems. It is low emitting, complying with the 2005 emissions regulations in Japan. In March 2007, the company also developed a new engine technology that helps balance between responsiveness and fuel efficiency, high power and low emissions (Ibid). Today, Nissan stands behind its offerings; that fundamentals of the business are strong, products are attractive to customers, and the company is poised for sustained, profitable growth. Environmental Concerns In researching the issues of automakers in regards to the environment, many nations as stated in The Wall Street Journal, are concerned about climate change and energy security. One of the most important issues all automakers are faced with on a global scale is the reduction of emissions, more specifically carbon dioxide or CO2. Concerns for the future in the minds of the majority are setting new goals for automakers of vehicles with internal combustion engines to become more efficient if they are to remain profitable or even in existence, which is further backed by a global treaty known as the Kyoto protocol (Wall Street Journal). In the protocol’s drafting of new rules they are intended to cap emissions of CO2, the gas widely blamed for global warming can potentially pose a major threat. According to scientists, it is reported that the rise in the earth’s average atmospheric temperature is largely due to this major contributor CO2 which will bring changes to the global environment, and therefore affect our daily lives (Ibid). According to the Wall Street Journal, a debate is raging in the US over how much time automakers actually need to boost fuel economy, and whether setting stringent targets will compromise safety by encouraging car makers to use lighter materials. Additionally, the US has not adopted the Kyota protocol and is under less pressure to reduce CO2 emissions as they are in Europe. Therefore, Nissan’s global prominence puts the auto manufacturer in an â€Å"opportunity† position by making concentrated efforts in advanced technology to reduce carbon dioxide emissions at every stage of the vehicles life cycle and their corporate activities, from manufacturing and transportation to use of Nissan’s vehicles by its consumers. Nissan, currently the third largest automaker out of Japan has opportunity to grow stronger from the threats of one and two automakers Toyota and Honda respectively, who lead the market in alternative fuel development (Wall Street Journal). According to Nissan’s Green Program, it is Nissan’s view that internal combustion engines will continue to be the main power source of vehicles globally in the years ahead. Therefore, Nissan therefore takes a stance of reducing CO2 emissions through the development and widespread adoption of advanced technologies for improving the fuel economy of gasoline engine vehicles. Currently in the works for Nissan is the development of cleaner diesel engine vehicles that run on biofuels made from plants and other reusable sources (Ibid). Nissan estimates that over half of the vehicles they sell by 2050 will need to be electrically powered if they are to reach their long term goal of reducing CO2 emissions. Nissan’s threat has been its major competitors in developing hybrid electric vehicles, fuel cell vehicles and electrical vehicles. Other companies such as Toyota are setting the bar in alternative fuel sources which makes them a profitable industry leader with the obvious threats of gas prices that change virtually on a daily basis (Ibid). Nissan History and Innovation Nissan Motors’ history dates back to the 1930s when Jidosha Seizo Co Ltd was established in 1933 in Yokohoma City, Japan. Its beginnings as a munitions company was short lived when the company was renamed to Nissan Heavy Industry Co Ltd and introduced the first Datsun, manufactured after World War II. After the company began exporting the cars to the US in 1958, it gained popularity due to its small size and high fuel efficiency. Subsequently, in 1980, Nissan Motor established Nissan Motor Manufacturing Corp. USA to strengthen its market potential in North America (ABI/INFORM Global pg. 1). Today, Nissan supplies a widespread customer base classified across regions, namely, Japan, the US, Asia, Europe and General Overseas Market, which includes Mexico and Canada. This market includes 150 dealers and 2,500 outlets worldwide (Ibid). This is the age of globalization and the worldwide interdependence of resource supplies, product markets, and business competition. Nissan has succeeded in meeting its challenges due to its focus in valuing diversity both in its workforce and through understanding customer needs. This is evident in how the company plans ahead and is always looking for new ways to improve current performance. For instance, the company learned from past mistakes; failure to recognize changing customer focus in non-growth sectors, and being competitively focused rather than market focused. Also, finding the right people and the right plan to maximize growth is key (Nissan News, pg. 8). Shiro Nakamura Nissan’s automotive designer is known as â€Å"The man behind the Nisan Look† and has developed some up-to-date, eye-catching designs that have no resemblance to the old models, and the company is optimistic that sales will increase once the current plan to launch 28 new cars during fiscal year 2008. Most of the changes are defined to the upper body and adjusted to make it more like the Altima (Business Week, pg. 1). Nissan’s innovations stem from producing a product that their customers want. Their philosophy is that investing in a product that will bring value and satisfaction to its customers will build loyalty as well as expand that market base. Nissan’s models include Maxima and Sentra cars, Altima and upscale sedans, Frontier pickups, the 350Z sports car, and Xterra and Pathfinder SUVs. In 1999 French automaker Renault took a 37% stake in Nissan, and installed president and CEO Carlos Ghosn (nicknamed â€Å"Le Cost Killer† based on his talent for turning red ink black) who has since returned the company to profitability. Renault now owns almost 45% of Nissan. According to Hoovers, Nissan fiscal year end sales in March were in millions, $80,583. 7. Net income in millions was $4,427. 8, and 1 year net income growth was 7. 0%. Their top competitors were General Motors, Honda, and Toyota (Hoovers. com, pg. -2) Generation â€Å"X† consumers can identify with the sports world, ESPN’s X Games. Games showcase the world’s most dangerous events. The â€Å"X† generation is also playing a big role in the fashion world, thus the automotive industry has been one of the leaders driving the â€Å"X† growing trend. Jaguar’s Web site prominently features a glowing X to promote the new â€Å"Jaguar X-Type: a car for a new generationâ⠂¬ . And Nissan has scored big with the model Nissan Xterra. This trend is enabling Nissan to tap into a pool of younger car buyers. The vehicle has attracted many new buyers, some of which have never purchased a Nissan before. The Xterra is aimed to attract 25 to 35 year old drivers. Marketing tactics fill viewers with scenes of athletes doing extreme outdoor exercise, and pushing their SUVs to the extreme. Polls cited that men were most affected with the advertisement than women. 13% to 9%. According to the Gallop polls, the ads scored highest among those 30 to 39 years old, which is right where the company was trying to segment. The 25 to 35 year old target market (USA Today, pg. 2-3). Baby Boomers on the other hand are most attracted to the Nissan Murano, or Nissan Bevel. Nissan’s long term vision for 2015 is that future vehicles will save lives by installing a series of sensors that can detect sobriety of a driver and can immobilize the car. Other features include detecting operational changes, such as drifting out of a lane, at which time the system navigation system alerts the driver with voice message alerts and the seat belt is tightened. Nissan is currently testing an on-board breathalyzer and road sensors to help reduce accidents. Other plans to develop an Intelligent Transport System Project and road sensors will help reduce accidents (Nissan. com, pg. 1-2) The company understands the importance of agility in a dynamic 21st century market and is continuously reinventing itself to stay ahead of the competition. Sometimes, this means taking risks. Most recently, the company made an announcement that it was moving its headquarters from California to Tennessee. The new facility will accommodate 1300 plus employees and favorable for business, not to mention contributing to the infrastructure and supporting the community with more jobs. It’s inevitable that there could be some unforeseeable threats perhaps with current labor force. Some issues could be that they are not in agreement with the transfer and choose to leave the company, thus the need for new hires. Other potential threats are the risk of new competitors in the area, and developing a new sense for the new market. The California population may not have the same tastes and likes as the Tennessee population, thus Nissan could expend additional resources to substitute products and services (Tennessean. om, pg. 1-4). A strategy for the future that Nissan could consider would be to offer a motorcycle product. Exploring and pursuing this opportunity would allow them to remain competitive and also to offer products to meet different needs. Honda, BMW, and Suzuki, all of whom offer cars, trucks, and sport utility vehicles, Nissan too should visit the idea of offering a motorcycle. Over the years Nissan has developed quality products that are dependable, hi ghly functional and desirable; this being an advantage for Nissan. Along with remaining competitive, the high price of fuel recently would make a Nissan motorcycle more appealing. The motorcycle would alleviate fuel expenses and consumption. The Nissan motorcycle would also be appealing in geographic locations such as Japan, China and major cities in the United States that do not have the space on roads for larger vehicles. Nissan plans to offer a concept vehicle that resembles a car and a motorcycle. This vehicle is called â€Å"Urge† and offers state of the art gaming systems that allow the driver to use the gas and brake pedals to play. When considering the pricing of a Nissan motorcycle and remaining competitive, Nissan should consider that Honda and Suzuki offer motorcycles at reasonably affordable prices. Suzuki offers several types of motorcycles to include cruisers, motocross, and sport bikes all at reasonable prices ranging from $6,000. 00 to under $10,000. Honda also offers cruisers, motocross, and sport bikes. Honda motorcycles range from $3,000 to $13,000. In order to lure prospective buyers into purchasing a Nissan motorcycle, Nissan should strive to offer its motorcycles at reasonable prices, similar to Suzuki and Honda. The price range for motorcycles made by BMW is slightly higher starting at $8,000 to $15,000. BMW has offered a motorcycle since 1923. Its tenure along with the fact that consumers have learned to trust the German made motorcycle are what keep BMW competitive. Offering reasonably priced and desirable styles similar to BMW, Honda and Suzuki is a great opportunity that has not been approached by Nissan. The cruiser styles offered by Honda, Suzuki and BMW resemble that of a Harley –Davidson motorcycle without the high cost. The market for Nissan motorcycles is positive with the increasing cost of fuel and the ages of future drivers. Most of the baby boomer generation have become accustomed to the quality of Nissan vehicles and would be approaching retirement age in the next few years. Nissan’s release of motorcycles would segment the soon retired baby boomers as a fun and recreational of transportation. The Nissan motorcycle would also segment the new drivers of today which in a few years will be the young generation to market to. Nissan would have to be conscious of expenses in marketing and production of the motorcycle, a product never offered and could use the business model already established by its competitors offering both motorcycles and automobiles in the industry. According to Analysts, the economy is not faltering and people are still hopeful for the future. It is a race to the finish line, and who ever gets there first wins. It will be interesting to see how automobile manufacturers will implement new strategies (Economy Today, pg. 1) Nissan Technologies –Past and Future New technologies were as important to Nissan’s past as they are to Nissan’s future. Nissan has always addressed environmental issues, including the development of clean power sources for vehicles and recycling of natural resources. Nissan has been able to release one new model after another with fuel-efficient direct-injection gasoline engines and direct-injection diesel engines since 1997. This has led to the expanding application of the Hyper CVT (continuously variable transmission) , the Extroid CVT, the Tino Hybrid and the two-seater Hypermini electric vehicle in the early part of 2000 for efficient fuel economy (Nissan global. om). Nissans history goes back to an automobile factory started by Masujiro Hashimoto in 1911 called the Kwaishinsha Co. In 1914, a box-type small passenger car was completed and in the following year the car made its debut on the market under the name of Dat Car. Another predecessor of Nissan was Jitsuyo Jidosha Co. , Ltd. , which imported m achine tools and components from the U. S. , and was one of the most modern automobile factories of its time. Kwaishinsha Co. and Jitsuyo Jidohsa Co. merged in 1926 to form Dat Jidosha Seizo Co. , and two years later to the establishment of Nissan Motor Co. Ibid). In preparation for post war capital investment in Japan, Nissan developed two state-of-the-art manufacturing facilities leading to the advancement of motorization and increased traffic accidents; and contributed to the problem of air pollution. Nissan developed its first Experimental Safety Vehicle (ESV) in 1971 and over the years created a reputation for excellence in engineering and advanced technology. Nissan has developed weight-reducing materials, engine management systems for controlling combustion, and using CAD/CAM systems and industrial robots (Ibid). Recently, Nissan has also been localizing R;D operations, which has now advanced decision-making through the regional headquarters in North America and Europe. Nissans local operations in their respective regions oversee product development, manufacturing, procurement, fund-raising and mutual complementation of parts between companies (Ibid). Nissan’s Vision Nissan is developing corporate activities centered on automobile manufacturing based on their vision of â€Å"enriching people’s lives. In order for cars, which provide mobility, to truly become reliable partners for our customers, a number of issues including global environmental issues, traffic accidents and congestion problems must be tackled as part of a long-term vision (Nissan global. com). The global automotive industry is entering an era that will change almost every facet of the car in the future to come. Nissan’s global vision includes the pursuit of environmentally sustainable technologies creatin g one of the greatest engineering competitions in history that has the potential to deliver significant benefits to humanity (Ibid). To realize our vision, Nissan is developing technologies based on a framework called the â€Å"Orchard† concept. † This concept allows Nissan to embrace technologies in a comprehensive manner (Nissan global. com). In order to create a distinct value in order for customers to choose their cars, Nissan is likening its approach to the management of a fruit orchard in which â€Å"fruit† is planted and raised. The process has three phases, one the Harvest Plan, two Seeding and Growth and three – Soil Enrichment. The Harvest Plan takes into account social needs and market demands for the commercialization of technologies and the timing of releases. Seeding and Growth will implement strategies for the realization of the Harvest Plan and to formulate development of schemes. Lastly, Soil Enrichment will create value for the long term by researching reliability improvement and analysis technologies (Ibid). Some of the proposed solutions are more efficient fuel-cells for electric cars, bio-fuels, advanced diesel fuels or combinations of these solutions. However, the most effective solutions will not be decided by engineers. It will be decided by consumer demand, which is the most powerful force for global environmental progress. Every new car buyer in every country gets a vote by exercising their right to choose, thereby dictating both the pace of future change and its direction (Ibid). Nissan’s vision is to invest massively in RD in pursuit of new technologies. This has not always been the case. Due to perilous financial decisions, in 1999 Nissan could not afford to invest in the core of its brand identity technological innovation. Today, Nissan’s RD budget is much healthier than the level of 1999 due to significantly increased efficiency of their RD activities. This has led to an environmental blueprint known as Nissan’s â€Å"Green Program 2010†. Also taking advantage of the alliance with it’s parent company, Renault, Nissan is able to focus on specific promising technologies – such as advanced lithium-ion batteries and other areas, such as clean diesels. Nissan’s vision includes the determination to be the leader in environmental progress. It is Nissan’s belief that motoring can be both green and fun allowing consumers to expect new technologies that will enhance dynamic performance (Ibid). Some of the latest technologies being embraced by Nissan are the X-Trail Fuel Cell Vehicle, Ultra-low Friction Diamond-like Carbon (DLC), the Super Motor, and the Compact Lithium-ion Battery. Nissan continues to raise the practicality of FCVs, which are being developed as the most eco-friendly vehicles. The X-Trail FCV provides increased cruising range. (Nissan global. com). The FCV also provides improved acceleration. The new model features a Nissan-developed fuel cell stack that is more efficient than the previous stack resulting in maximum power of 90 kw compared with 63 kw in the 2003 model. Ultra-low Friction Diamond-like Carbon (DLC) is Nano-technology based on ultra-low friction technology. Nissan has substantially reduced friction between engine parts by developing the first technology in the world to combine a hydrogen-free diamond-like carbon (DLC) coating with special oil. Energy is lost due to friction that arises between the hundreds of parts that comprise an engine. This ultra-low friction technology uses nanotechnology in order to reduce friction by approximately 40% compared to conventional engines. The DLC works by use of a hydrogen-free DLC coating, improves binding with the engine oil, and results in the formation of a firm ultra-low friction film when special oil additives are added. It is now possible to reduce overall engine friction by 25% (Ibid). The Super Motor and Compact Batteries Nissan has independently developed the Super Motor based on an all-new concept. One motor provides output through two shafts, enabling it to function as both a motor and a generator. This innovative technology has a wide range of potential applications (Nissan global. com). The Super Motor can dramatically reduce the size and improve the efficiency of the drive unit compared with the use of two conventional motors. Independent control of the power obtained from the two shafts. The Super Motor has rotors positioned on both the inside and outside of one stator, enabling power to be delivered through two shafts by use of a new technology to apply compound current to the Stator coils (Nissan global. com). Nissan has succeeded in independently developing a laminated lithium-ion cell that displays an exceptionally high output characteristic. This cell is the result of many years of lithium-ion battery research that began in 1992. The laminated cell is featured from the 2003 model X-TRAIL FCV (Nissan global. com). The laminated cell design and high-power electrode technology improve power output by 1. 5 times and reduce the volume by more than half compared with the conventional cylindrical cell. The thin cell construction also enables a thin module design for a substantial improvement in battery ooling efficiency. Locating the battery under the floor achieves compact and highly efficient vehicle packaging, including a low, flat floor, among other advantages. Compared with the cylindrical cell, the laminated cell has fewer components and is extremely compact and lightweight. Moreover, Nissan has succeeded in achieving higher power output through material improvements made to the lithium manganate positive electrode and the carbon negative electrode (Nissan global. com). Executive Summary Like any other automobile manufacturer, to stay competitive in today’s world markets, one must consistently innovate and stay one step ahead of the competition. In the past, automobile manufacturers have been first in presenting more fuel efficient vehicles, increased gasoline mileage rating through body redesign, and have introduced new safety features for the yearning public marketplace. Nissan current project in India is to try to regain market share from its competitors Toyota and Honda by creating Light Commercial Vehicles (LCV’s) which are small cars that can be sold for around $3,000. 00. This innovative idea can create a brand new market segment of customers who could not, up until this point, afford to purchase and operate a vehicle. Along with being fuel efficient and maintaining competitive, Nissan’s offering a motorcycle would be an added strategy to pursue. Dealing with the myriad of different cultures across the globe is also a major focus of Nissan’s Chief Operating Office Carlos Ghosn who realizes that the creation of multi-cultural company can flourish and grow through exploiting it synergies, believes that feeding off each other’s strengths, and minimizing its weaknesses are key. Automobile manufacturers like Nissan can never be â€Å"one size fits all†, but they can certainly try to understand and adapt to different cultures to maximize desired commonalities and maximize profits. These days, partnering globally cannot be realized without including China. China is Nissan’s third largest single market (only after North America and Japan). Although vehicle production has significantly increased over the last ten years, passenger car production has actually doubled in the last ten years due to market conditions and Chinese automobile manufacturers ntering the car market. China has a great position in the future manufacturing of automobiles because of increased income and an already over-inflated population. However, threats of inadequate roadways, governmental regulations on how automobiles are purchased, and pressure on Chinese banks to â€Å"control credit† may temporarily slow the process. North America has captured 40% of Nissan’s global sales and has caused an ever-widening gap with Japanese sales which has been increasing each year. Nissan has recently spent several billion dollars on new models and a new U. S. ssembly plant in Mississippi to ensure that this momentum continues. Nissan believes that growing this business means introducing new products while realigning cost structures. Large sums of money are being placed back into product development – most geared towards the North America market. Although the United States never signed onto the popular Kyoto protocol which planned to significantly reduce the amount of carbon emissions in the world, many other nations did because of the ever growing concerns of climate change on a global scale which many believe poses a worldwide threat. Nissan, however, has proactively realized this concern and has taken advantage of this opportunity by making concentrated efforts in advancing technology that reduces carbon dioxide emissions â€Å"at every stage† of the vehicle’s life cycle. Nissan is vigorously working on the creation of cleaner diesel engines that run on biofuels made from plants and other renewable sources. The threat to Nissan has been its competitors who are developing hybrid electric vehicles and fuel cell vehicles. Toyota has lead this aspect of the automobile industry, and has been setting the bar in alternative fuel sources making them the very green and very profitable company that envisions change in the industry. Nissan began exporting cars to the U. S in 1958 and gained popularity because of its small size and great fuel efficiency. Today, Nissan has developed new eye-catching designs that do not resemble older models. Nissan is very optimistic that sales will increase significant once these 28 new models are launched during the 2008 year. But the look of new models alone isn’t all Nissan is after. Safety features such as installing a series of sensors that can detect alcohol levels in the driver will alert the car to slow and/or become immobilized. Corporate agility is also a key factor as is shown when Nissan moved its headquarters from California to Tennessee, which accommodates over 1300 employees, supporting the community with more jobs, and reducing significant overhead. New technologies developed at Nissan have addressed environmental issues including clean power sources for its vehicles and recycling of natural resources. Nissan has envisioned that the future of their company will greater enrich peoples lives through global environment issues, and reducing traffic accident and congestion problems. Some of Nissan’s proposals include more efficient fuel-cells for electric vehicles, bio-fuels, and advanced diesel fuels. The most important facet that Nissan realizes is that effective solutions will be decided by consumer demand, not engineers. Nissan has constructed a â€Å"Green Program 2010† which has become their environmental blueprint for success in the industry.

Joy Luck Club :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Amy Tan’s The Joy Luck Club brings forth many characteristics of new world and old world traditions into the reader’s sight. Old world traditions are the customs and beliefs practiced in one’s native country. The novel introduces the reader to the hardships that one encounters when the environment and the neighbors change. The American customs, or new world traditions, seem to prevail in the thoughts of the Chinese-American daughters; thus, encouraging the mothers to stress the old world traditions onto their children. The mothers also try to bring the best of both worlds to their children to make their children’s lives better. As the children mature, they realize the true worth of their Chinese heritage and try to retain to the Chinese characteristics that they have. In The Joy Luck Club, old world and new world traits are gained and lost by the characters in the novel to benefit themselves and make their strength of mind stronger.   Ã‚  Ã‚  Ã‚  Ã‚  The children in The Joy Luck Club gain many characteristics of the old world and the new world that compose new people. The novel introduces us to characters that have lost their inner soul spirits that contain their Chinese heritage. The mothers know that their Chinese traditions and language are a necessary factor in dealing with their everyday life. The mothers also know that the new American traditions are needed to succeed in their new home. The mothers encourage English speaking, but also want to preserve their Chinese language. The major new thought that is gained by the children, and the mothers is the â€Å"American Dream.† They believe that anything is possible in America, and their dreams can be fulfilled trough their children. â€Å"My mother believed you could be anything you wanted in America†¦You could be instantly famous.†(Tan 141). The children gain pride for their native country also; raising their self-esteem and bringing abou t new strength in them. People cannot be accepted in society without accepting themselves. One has to accept their heritage and have pride for their heritage for other people to respect them. The mothers in the novel try to teach this lesson to their children. The minute our train leaves the Hong Kong border and enters Shenzhen, China, I feel different. I can feel the skin on my forehead tingling, my blood rushing through a new course, my bones aching with familiar old pain. And I think, My mother was right.

Netflix Analysis

The following analysis is about Netflix and Blockbuster. Two successful companies with similar target market but at the same time with very different strategies which can make the difference of success in the future or contrary go down. First of all we need to clarify what is the specific situation of each one. Blockbuster is a rental home video company that has been leading the market during many years, since the VHS cassette till the appearance of the DVD and the expansion of the internet. They have had a well-designed strategy which let them growth significantly being the leaders in the market, having in 2006 more than 5000 locations within the US. They basically offered a huge number of in-store movie rental. As it is said in the text their financial success is based on the maximization of the days that a movie is rented. Also it is important to mention that a big part of their revenues came from the ‘’late fees’’ (10% of the total revenues in 2004). But as the times were changing, the customer’s needs were changing too and Blockbuster was in the need to adapt his business to the market. Netflix, being so visionary ten years ago, was launched as a personalized DVD movie rental using USPS to deliver DVDs to its subscribers and using a pricing model similar to the one used by video stores. The following analysis focuses on how those two companies that cover the same needs, they have totally different strategies and by analyzing both strategies we will see how a good strategy and a good knowledge of the market can make the difference and take a company to the success. Basing on the data and information in the case, Blockbuster would be ‘’short’’ and Netflix would be ‘’long’’. Blockbuster has an old-fashioned strategy, they focused all their efforts in differentiate from Netflix by integrating online and traditional in-shop services and by copying Netflix’s strategy of no late fees. Despite their attempts they had significant operation losses and they just grew 5% (they expected a bigger growth by suppressing late fees). Contrary, Netflix would be ‘’long’’ because from the beginning they were visionary, and they were offering what customers needed while the times were changing. Because of that their net income has been growing significantly. As inferred in Exhibit 1 in the case, net income multiplied in just two years (in 2004 was 21595$ and in 2006 the net income was 49082$). It is important to take into account what jobs did Netflix and Blockbuster for consumers. Blockbuster was the leader in the market by offering consumers in shop movie rent. They perfectly covered the need of watching the latest movies at home. They were very successful and so they expanded by opening new locations with the objective that at least 70% of the population have a Blockbuster very close. Netflix though, offered movies but unlike Blockbuster, they deliver the rented movies to the customer’s houses. They changed the concept of traditional movie renter. Netflix was created as a new concept, but covering the same need that Blockbuster was covering. Over time, Netflix grew more and more thanks to this competitive advantage that made the difference from Blockbuster. About their profit models, Netflix reached profitability by investing capital in opening more distribution centers producing more subscriptions thanks to the improved delivery service. As showed on Exhibit 2 in the case, the increase on the number of subscribers was very significant with 107 in 1999 to 6316 subscribers in 2006. Netflix based its strategy in the concepts of convenience and selection and they showed it by introducing the prepaid subscription based model where customers had to pay a monthly fee instead of the old per rental charge model. With this strategy they were be able to have better customer retention. On the other hand, Blockbuster was primarily focused on making the company profitable by expanding geographically, opening new locations so that they can increase the market share. Blockbuster focused the strategy on the concept of ‘’movie night’’, it means that their market is a specific niche in which customers make an impulsive decision and rent a movie when they get in the shop. That’s why they only have high-demand movies (unlike Netflix that apart from high demand movies, they also have old or independent movies). The Netflix success is due to a series of different steps that the company has had to face from the beginning till nowadays. The changes in the customers’ needs and in the society led Netflix to a constantly changing strategies. They launched the platform in 1997 like an alternative way to the traditional movie renters, to provide home movies services better satisfying customer’s needs. They took advantage of the latest hit in the new technologies, the DVD. And they acted like early-adopters of the DVD focusing their efforts in attracting owners of this new device. They were being successful, but they started losing customers so they were in the need to make some changes. And they did. Netflix totally changed the pricing strategy from the traditional pay-per-rent to the subscription model which allowed customers unlimited movies a month. They came up with the recommendation system as they needed to differentiate from the traditional video rental stores offering something that they didn’t offer. To increase the quality and number of offered movies, they created business relationships with the major studios so that they reach customer’s needs. As a consequence of this growth, they increase the distribution channel with USPS. But apart from that, Netflix was having a huge problem. They were constantly losing customers. To solve these problems they thought different: attract the old customers that have canceled their subscriptions. To reach this goal, they changed the unsubscribing policy and instead of trying to retain them, they made the cancellation process as easy as the subscription one. Probably many of the customers that left before will come back to Netflix when the platform will earn more awareness or when just decided that they want to reopen their accounts. So if all those processes were easy for them, the impression of the brand on the customer’s mind will be positive. At this point Netflix was doing well, the numbers of subscription were increasing and their net income was increasing too. What would be next? The new technologies market is a constantly growing and changing market. Something that is being a hit now, in one year could be completely forgotten. With the expansion of the internet many in-shop services will be affected. Services that can be offered via internet will replace the traditional commerce. And this will be the case in the video rental. The traditional video rental services whether in-shop or delivery will tend to disappear because of the following reasons or assumptions: -Internet is growing more and more. Many improvements are being made to improve the quality. -The number of people who have internet at home is also increasing. -Customers are adapting to the new era and they are adapting to new technologies and regulations. So basing on that, as Netflix already did years ago, they should be innovative again and take the risk to change in order to keep profitability for the company. They can’t avoid the new trends, if they don’t follow the changes and they don’t adapt to them, they will disappear because customers will change to those brands that cover their actual needs. Netflix was offering what customer’s needed, but this is changing with the appearance of VOD, and so by covering the same need, they should adapt to the times by changing their strategy.

Who Were the Roman Gladiators

A Roman gladiator was a man (rarely a woman), typically a slave or convicted criminal, who participated in one-on-one battles with each other, often to the death, for the entertainment of crowds of spectators in the Roman Empire. Gladiators were mostly first-generation slaves who had been bought or acquired in war or were convicted criminals, but they were a surprisingly diverse group. They usually were common men, but there were a few women and a few upper-class men who had spent their inheritances and lacked other means of support. Some emperors such as Commodus (ruled 180–192 CE) played as gladiators for the thrill; the warriors came from all parts of the empire. However they ended up in the arena, in general, throughout the Roman era they were considered crude, loathsome, doomed, and lost men altogether, without worth or dignity. They were part of the class of moral outcasts, the infamia. History of the Games The combat between gladiators had its origins in Etruscan and Samnite funeral sacrifices, ritual killings when an elite personage died. The first recorded gladiatorial games were given by the sons of Iunius Brutus in 264 BCE, events that were dedicated to their fathers ghost. In 174 BCE, 74 men fought for three days to honor the dead father of Titus Flaminus; and up to 300 pairs fought in the games offered to the shades of Pompey and Caesar. The Roman emperor Trajan caused 10,000 men to fight for four months to celebrate his conquest of Dacia. During the earliest battles when the events were rare and the chances of death were about 1 in 10, the fighters were almost entirely prisoners of war. As the numbers and frequency of the games increased, the risks of dying also increased, and Romans and volunteers began enlisting. By the end of the Republic, about half of the gladiators were volunteers. Training and Exercise Gladiators were trained to fight in special schools called ludi (singular ludus). They practiced their art at the Colosseum, or in circuses, chariot racing stadiums where the ground surface was covered with blood-absorbing harena sand (hence, the name arena). They generally fought one another, and were rarely, if ever, matched with wild animals, despite what you may have seen in the movies. Gladiators were trained at the ludi to fit into specific gladiator categories, which were organized based on how they fought (on horse back, in pairs), what their armor was like (leather, bronze, decorated, plain), and what weapons they used. There were horseback gladiators, gladiators in chariots, gladiators who fought in pairs, and gladiators named for their origin, like the Thracian gladiators. Health and Welfare Popular skilled gladiators were allowed to have families, and could become very wealthy. From under the debris of the volcanic eruption of 79 CE in Pompeii, a presumed gladiators cell (that is, his room in a ludi) was found that included jewels that may have belonged to his wife or mistress. Archaeological investigations in a Roman gladiators cemetery in Ephesus identified 67 men and one woman—the woman was likely a gladiators wife. The average age at death of the Ephesus gladiator was 25, slightly more than half the lifespan of the typical Roman. But they were in excellent health and received expert medical care as evidenced by perfectly healed bone fractures. Gladiators were often referred to as hordearii  or barley men, and, perhaps surprisingly, they ate more plants and less meat than average Romans. Their diets were high in carbohydrates, with an emphasis on beans and barley. They drank what must have been vile brews of charred wood or bone ash to increase their calcium levels—analysis of the bones at Ephesus found very high levels of calcium. Benefits and Costs The gladiator life was clearly risky. Many of the men in the Ephesus cemetery died after having survived multiple blows to the head: ten skulls had been bashed by blunt objects, and three had been punctured by tridents. Cut marks on rib bones show that several were stabbed in the heart, the ideal Roman coup de grace. In the sacramentum gladiatorium or oath of the Gladiator the potential gladiator, whether slave or hitherto free man, swore uri, vinciri, verberari, ferroque necari patior—I will endure to be burned, to be bound, to be beaten, and to be killed by the sword. The gladiators oath meant that he would be judged dishonorable if he ever showed himself unwilling to be burned, bound, beaten, and killed. The oath was one way—the gladiator demanded nothing of the gods in return for his life. However, victors received laurels, monetary payment, and any donations from the crowd. They could also win their freedom. At the end of a long service, a gladiator won a rudis, a wooden sword which was wielded in the games by one of the officials and used for training. With the rudis in hand, a gladiator might then become a gladiator trainer or a freelance bodyguard—like the men who followed Clodius Pulcher, the good-looking trouble-maker who plagued Ciceros life. Thumbs Up! Gladiatorial games ended one of three ways: one of the combatants called for mercy by raising his finger, the crowd asked for the end of the game, or one of the combatants was dead. A referee known as the editor made the final decision about how a particular game ended. There appears to be no evidence that the crowd signified their request for the life of the combatants by holding their thumbs up—or at least if it was used, it probably meant death, not mercy. A waving handkerchief did signify mercy, and graffiti indicates the shouting of the words dismissed also worked to save a downed gladiator from death. Attitudes Towards the Games The Roman attitudes towards the cruelty and violence of the gladiator games were mixed. Writers like Seneca may have expressed disapproval, but they attended the arena when the games were in process. The Stoic Marcus Aurelius said that he found the gladiatorial games boring and abolished a tax on gladiator sale to avoid the taint of human blood, but he still hosted lavish games. Gladiators continue to fascinate us, especially when they are seen to rebel against oppressive masters. Thus we have seen two gladiator box-office smash hits: the 1960 Kirk Douglas Spartacus and the 2000 Russell Crowe epic Gladiator. In addition to these movies stimulating interest in ancient Rome and the comparison of Rome with the United States, art has affected our view of gladiators. Gà ©rà ´mes painting Pollice Verso (Thumb Turned or Thumbs Down), 1872, has kept alive the image of gladiator fights ending with a thumbs up or thumbs down gesture, even if untrue. Edited and updated by K. Kris Hirst Sources Carter, Michael. Accepi Ramum : Gladiatorial Palms and the Chavagnes Gladiator Cup. Latomus 68.2 (2009): 438–41.  Curry, Andrew. The Gladiator Diet. Archaeology 61.6 (2008): 28–30.  Là ¶sch, Sandra, et al. Stable Isotope and Trace Element Studies on Gladiators and Contemporary Romans from Ephesus (Turkey, 2nd and 3rd C. AD)—Implications for Differences in Diet. PLoS ONE 9.10 (2014): e110489.  MacKinnon, Michael. Supplying Exotic Animals for the Roman Amphitheatre Games: New Reconstructions Combining Archaeological, Ancient Textual, Historical and Ethnographic Data. Mouseion 111.6 (2006).  Neubauer, Wolfgang, et al. The Discovery of the School of Gladiators at Carnuntum, Austria. Antiquity 88 (2014): 173–90.  Reid, Heather L. Was the Roman Gladiator an Athlete? Journal of the Philosophy of Sport 33.1 (2006): 37–49.