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Nissan: go‐global strategy

Deepika Jindal (Student based at the Institute of Management Technology, Ghaziabad, India)
Chandan Jee (Student based at the Institute of Management Technology, Ghaziabad, India)
Rajiv R. Thakur (Professor based at the Institute of Management Technology, Ghaziabad, India)

Business Strategy Series

ISSN: 1751-5637

Article publication date: 5 July 2011

11560

Abstract

Purpose

This paper aims to study Nissan's “go‐global” strategy. It aims to understand the various imperatives that a company needs to operate at multiple locations, how it chooses among various locations and how it goes about implementing the expansion plan considering a specific case of Nissan.

Design/methodology/approach

Based on primarily secondary research i.e. literature review, news articles and official disclosure by Nissan etc.

Findings

After the analysis, it has been found that company has not used same policy across all the countries. The strategy adopted in each country is driven by the external environment as well as customer requirement. However, on the whole, company primarily believes in having a local partner and direct technology transfer.

Research limitations/implications

Being a secondary research based paper, the authenticity is subject to the source from which it has been obtained

Practical implications

This paper helps to understand the real time strategy implemented by Nissan to make global mark. This paper deals specifically with emerging markets reiterating the importance of the same. It can act as guideline to understand the factors to be considered while deciding to go global. In addition to that, it recommends the likely future strategy that Nissan can implement in sync with its existing strategy.

Originality/value:

This article would act as a guide to understand the key factor influencing the strategies and understand various dos and don'ts of going global.

Keywords

Citation

Jindal, D., Jee, C. and Thakur, R.R. (2011), "Nissan: go‐global strategy", Business Strategy Series, Vol. 12 No. 4, pp. 195-201. https://doi.org/10.1108/17515631111155151

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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