【日産 は“復活”できるのか】年間800万台を目指したツケ／どうなる国内工場の閉鎖／ゴーン時代の再建策を参考に？／妥協しない「2つの投資」／“売れる車”を出せるのか／今後のパートナー探し

Summary

The Nissan CEO reflects on the company's challenges over the past decade, emphasizing the shift from focusing on volume growth to restructuring its cost structure for long-term survival. Amid rising global competition, especially from Chinese players, and geopolitical tensions, Nissan is downsizing manufacturing operations and workforce. The company aims to create a more flexible, cost-effective structure, while continuing to invest in advanced technologies like autonomous driving and solid-state batteries. Despite short-term challenges, Nissan remains optimistic about its future, planning to enhance its product offerings and strategic partnerships.

Takeaways

• 😀 Nissan aimed for 8 million car sales but peaked at 5.7 million, now facing a decline to 3.5 million cars annually.
• 😀 The company is addressing an unsustainable cost structure created a decade ago, focusing on cost restructuring rather than volume growth.
• 😀 Global competition, especially from aggressive Chinese manufacturers, along with geopolitical tensions, has made it difficult to grow market share.
• 😀 Nissan is restructuring its operations, reducing its manufacturing plants from 17 to 10, and cutting 20,000 jobs by 2027 to ensure long-term survival.
• 😀 The company is adopting a more collaborative approach with suppliers, revisiting standards, and fostering a mutually beneficial relationship.
• 😀 Nissan is shifting from a 'Nissan knows better' mentality to a more open and learning-driven relationship with suppliers for innovation and cost reduction.
• 😀 Key investments are being protected, especially in advanced technologies like solid-state batteries, which are seen as a future differentiator for Nissan.
• 😀 Nissan's future growth strategy focuses on intelligent vehicles, particularly autonomous driving, software technologies, and electrification.
• 😀 While Nissan is financially stable with a solid cash position, it faces challenges in free cash flow generation, prompting a focus on cost control.
• 😀 The company is exploring partnerships with both traditional OEMs and non-traditional partners to enhance its competitiveness and leverage synergies.
• 😀 In the short term, Nissan is committed to fixing its internal cost structure, with plans to seek potential partners once the company's foundation is solid.

Q & A

Why did Nissan's management plan to reach 8 million cars in volume 10 years ago?

Nissan's management believed that reaching a volume of 8 million cars was crucial for growth and sustainability. The plan involved significant investments in factory capacity, human resources, and increased expenditure. However, this volume target was never achieved, with the highest sales reaching only 5.7 million cars in 2017.

What was the key challenge Nissan faced regarding its cost structure?

The main challenge Nissan faced was its oversized cost structure, which was based on the assumption of higher volumes. With actual sales falling short of the target, the company was left with high fixed costs that it couldn't sustain. The focus shifted to restructuring these costs to ensure long-term survival.

How has competition from Chinese automakers affected Nissan?

Chinese automakers have become more aggressive in the global market, especially outside of China. This increased competition has added pressure on Nissan, making it difficult to grow its market share and absorb its large cost structure.

Why did Nissan stop relying on volume to improve its performance?

Nissan realized that relying on increasing volume to cover its large cost structure was no longer viable, given the competitive market conditions and the complexity of global trade issues. The company shifted its focus to cost restructuring rather than pursuing volume growth.

What restructuring efforts is Nissan implementing to reduce its workforce?

Nissan is restructuring its manufacturing footprint, reducing the number of plants worldwide from 17 to 10. This will lead to a workforce reduction of 20,000 employees by 2027. This decision, though painful, is necessary for ensuring the company's future viability.

What is Nissan's strategy to manage its cost structure globally?

Nissan is adopting a global approach to resizing its operations, adjusting its manufacturing footprint and workforce to match current market realities. The strategy involves market-specific plans, tailored to local regulations, cultures, and stakeholder interests.

How is Nissan planning to work with suppliers to improve cost efficiency?

Nissan is shifting its mindset towards a more collaborative, win-win relationship with its suppliers. Instead of pressuring them to lower costs, Nissan is revisiting its standards and incorporating new materials and processes to improve competitiveness. The company encourages suppliers to bring forward their ideas and innovations.

What role does Nissan's investment in technology play in its future strategy?

Nissan is focusing on maintaining its technological edge, especially in areas like autonomous driving, software integration, and electrification. The company plans to continue investing in advanced technologies such as all-solid-state batteries, which have the potential to significantly differentiate Nissan from competitors.

How does Nissan's approach to partnerships differ from traditional OEM collaborations?

Nissan is open to exploring both traditional and non-traditional partnerships. It sees value in collaborating with companies that can provide synergies in areas like technology development, distribution channels, and economies of scale, enhancing Nissan's competitive edge.

What is Nissan's current financial situation, and how does it affect the company's strategy?

Nissan is in a strong cash position, meaning it does not face a liquidity problem. However, the company is addressing issues related to cash flow generation. By restructuring its cost base, Nissan aims to improve its financial sustainability and generate the necessary cash for future growth.