Velocity of Sound Experiment

Velocity of Sound Experiment Experiment no. 7: Velocity of Sound Laboratory Report Von Dela Rosa, Anna De Vera, Tricia Desierto, Department of Biological Science College of Science, University of Santo Tomas EspanÃÅ'Æ’a, Manila, Philippines Abstract Three activities were done in the experiment to demonstrate and further analyze the velocity of sound. In the first activity, the velocity of sound in air and in glass tube was computed. In the second activity, the speed of sound was computed using vernier microphone connected to vernier logger pro. Lastly, the speed of sound in solid using Kundts tube was calculated. In the data, it has been found out that the speed of sound in air has a theoretical speed of 347.8 m/s. A percent error of 7.4%, and 10.16% were acquired in the first experiment using different frequencies, and 5.66% error was acquired in the second activity. Lastly, it has been found out that the speed of sound in solid rod is computed to be 5044.33 m/s with a percent error of 15.33% when done experimentally. I. Introduction The pressure disturbance travelling from one particle to another connotes to the velocity of sound[1]. Basically, a sound wave is a travelling disturbance. Wave pulse connotes to a single disturbance while wave train is the series of disturbances. Wave frequency measures the number of pulse have been made in a length of given time[1]. In the simplest sense, frequency is the number of vibrations per seconds. It is usually measured in Hertz(Hz). On the other hand, resonance is the natural vibration frequency of an object. In the experiment, three activities have been done in  order to exemplify the different properties of sound. The objectives of the experiment are: a.) to verify the relationship between frequency of sound and its wavelength b.) to determine the speed of sound by means of a resonating air column; and c.) to determine the velocity of sound in a solid using a vibrating rod. II. Theory Sound wave Sound wave is a disturbance that travels from one location to another location. It is propagated by vibrating objects and can be transmitted through liquid, plasma, or gases as a longitudinal waves though in solids, sound waves can be transmitted as a longitudinal wave or transverse wave[1]. Longitudinal wave is a kind of wave wherein the particles move in a parallel direction relative to the wave direction. On the other hand, transverse wave vibrate perpendicular to the direction of wave motion. Frequency Frequency is defined as the number of waves per unit of time. Frequency can be computed by dividing the velocity of sound in air to the twice the mean distance of two nodes[2]. V= Theoretical Value of the speed of sound in air à °Ã‚ Ã…“† = Twice the average of the distances between two consecutive displacement nodes Equation 1. Frequency of a Sound Resonating Air Column The basic principle behind the cylindrical air column is that resonance waves will only be produced at a definite frequency[3]. The closed end of the column depicts the wave node and the open end is the antinode. If the frequency of the column is equal to the frequency of the tuning fork, achieving resonance, the intensity of the sound is increased. Therefore, if the frequency of the tuning fork is not equal to the frequency of the column, resonance will not occur and the sound will be faint[2]. L=distance between a point and the top of the glass tube D= Diameter of the resonance tube Equation 2. Equation for wavelength f= Frequency = wavelength Equation 3. Equation for Velocity of sound in air inside the glass tube t= Temperature Equation 4. Equation for speed of sound in air at a certain temperature Kundt’s tube apparatus Kundts tube is an apparatus allows the group to calculate the speed of sound. Sound waves can travel to the tube by rubbing the metal end which will create a squeaking sound. In that scenario, the vibration of the rod will vibrate the disk causing it to propagate the frequency of the rod to the glass tube. Thus, the air inside the tube will move in response to the sound waves. Fine sand will take note of the airs response to the sound wave by exposing the striations done by rubbing the metal end[3]. The antinode, and the node were then noted. The wavelength of sound is twice the length of the rod. Equation for the speed of sound in the rod is shown in Equation5. The Equation for the theoretical speed of sound in the rod is shown in Equation 6. f= Frequency R= Wavelength of sound in the rod Equation5.Speed of sound in solid Y= Young’s modulus Ï = Density of the rod Equation 6. Theoretical speed of sound in the rod III. Methodology The materials used are resonance tube apparatus, two tuning forks with different frequencies, meter stick, rubber mallet, thermometer, and Kundt’s tube apparatus. Activity 1: Resonating Air Column Starting with the water near the top of the resonance tube apparatus, the group had strike the tuning fork using a rubber mallet and placed it on top of the glass tube. The water level was lowered slowly until the loudest sound was heard. The water level was marked at the highest sound heard. After that, the distance between that point and the top of glass tube was measured. Also, the diameter of the resonance tube was also measured. The wavelength of the sound produced was calculated. Two trials have been done to determine the average wavelength. Using the average wavelength and frequency engraved, the velocity of the sound in air was computed. The temperature of air inside the glass tube was also determined without the thermometer touching the water. The speed of sound in air was computed using the noted temperature. The percent error was computed by comparing the speed using the average wavelength and frequency and the speed calculated using the temperature inside the tube. The pr ocedure was computed using other tuning forks. Activity 2: Speed of Sound The vernier microphone was connected to Channel 1 of the interface. The position of the microphone was placed near the open end of a closed tube. The file 24 Speed of Sound in Physics was opened. As soon as the data collection begins, the fingers were snapped near the tube. From the graph in the computer screen, te time interval between the start of the first vibration and start of echo was determined. That time was noted as the time interval for the sound to travel through tube and back. The speed of sound was computed by dividing the length of the tube by one-half of the time interval obtained from the graph. The percent error was computed with the accepted value obtained in the first activity. Activity 3: Speed of Sound in Solid A thin layer of cork dust was placed uniformly in the Kundts tube. The rod was clamped at the center. The rod was rubbed with a piece of cloth with coarse powder, setting the rod into vibration producing high frequency. The wave pattern will be formed in the cork dust inside the glass tube. The displacement of the two consecutive displacement nodes has been measured and the mean distanced of the distance was calculated. The frequency of the sound was also calculated. The speed of sound in the rod and the theoretical speed of sound in the rod were also computed. Lastly, the percent error was calculated using the computed data. VI. Results and Discussion The three activities that were done in this experiment elaborating the speed of sound as it travels along a path. Activity 1: Resonating Air Column Temperature of air: 280C Diameter of Resonance Tube= 0.0344 m Table 1A: Measurements of Wavelengths Table 1A shows the frequency of the Tuning Fork and the different wavelengths of the three trials in meters. The result of the wavelength of each trials means that these are the wavelengths where the members heard the loudest sound that the Tuning Fork produced. Table 1B: Calculated Quantities Table 1B shows the computed Average Wavelengths in unit of meters; the Experimental and Theoretical Speeds both in unit of meters per second; and their respective % errors. Activity 2: Speed of Sound Table 2: Speed of Sound Table 2 shows the Total and Average Travel Times of both trials in unit of seconds; the Experimental and Theoretical Speeds that were calculated in unit of meters per second; and the computed % error of 5.66%. Figure 1: Trial 1 Figure 2: Trial 2 Figures 1 and 2 shows the different Time Interval of trials 1 and 2, between the start of the first vibration and the start of the echo vibration. Activity 3: Speed of Sound in Solid Table 3: Speed of Sound in Solid Table 3 shows the Average distances between node to node in meters; the wavelength of sound in air in meters per second; the frequency of sound in hertz; the length of the rod and the wavelength of sound in rod both in unit of meters, the wavelength of sound in the rod is twice the length of the rod; the experimental and theoretical speeds both in meters per second; and the computed % error of 15.33%. V. Conclusion The relationship between the frequency of sound and its wavelength was verified. In conclusion, the frequency and wavelength is inversely proportional to one another. The speed of sound was successfully determined by means of a resonating air column with percent errors of 7.4% and 10.16%. The determination of velocity of sound in a solid was successful by using a vibrating rod with a percent error of 15.33%. It can therefore be concluded that the distance between node to node is equivalent to the wavelength of sound. VI. Applications 1. What is the relation between frequency and wavelength of sound produced in a medium? The frequency and wavelength is inversely proportional to one another. The longer the wavelength, the shorter the frequency and vice versa. 2. What is the use of water in the activity 1? The water serves as reflector of sound waves back to the open end to cause a hearing sound if the frequency of the column equals to the frequency of the tuning fork. 3. In medical practice, ultrasound in the range of 1 to 5 megahertz is being used as an imaging modality, The associated wavelength in a typical human tissue range from 0.3mm to 0.06 mm. Find the velocity of ultrasound in the tissue. 4.The outer ear of a human may be thought of as closed pipe 2.7 cm long on the average. What frequency would be most effectively detected by the ear at 30 degrees Celsius. 5. Suppose that we increase the temperature of the air through which a sound wave is travelling, what effect does this have on the velocity of the wave. For a given frequency, what effect does increasing the temperature have on the wavelength of the sound wave? Explain. If the temperature increases, then the molecules are being excited. Therefore the molecules vibrate faster, causing the velocity of the wave to travel faster. Increasing the temperature corresponds to shorter sound wave. 6. If you were lying on the ground, would you hear footsteps sooner or later with your ear touching the ground or not? You would hear the footsteps sooner, because sound travels faster in a solid medium than in air. References: [1]  Pitch and frequency. (n.d.). Retrieved May 9, 2014, from Physicsclassroom: http://www.physicsclassroom.com/class/sound/Lesson-2/Pitch-and-Frequency [2]  Ã‚  Resonant air column. (n.d.). Retrieved May 9, 2014, 2014, from hartnell: http://www.hartnell.edu/physics/labs/4c/2resonantaircolumn.pdf [3] Speed Of Sound In Thin Metal Rods And Young Modulus. (n.d.). Retrieved May 9, 2014, from dsu.nodak: http://www2.dsu.nodak.edu/users/edkluk/public_html/nslab/ls_sv_ym.html

Case Study Analysis of Personal and Organizational Ethics Essay

Not-for-profit organization’s primary goal â€Å"is not to increase shareholder value; rather it is to provide some socially desirable need on an ongoing basis. It generally lacks the financial flexibility of a commercial enterprise because it depends on resource providers that are not engaging in an exchange transaction. The resources provided are directed towards providing goods or services to a client other than the actual resource provider. Thus the not-for-profit must demonstrate its stewardship of donated resources —money donated for a specific purpose must be used for that purpose. † (LII – 1992) For-profit organization’s primary goal is â€Å"making money (a profit), which focuses on a goal such as helping the community and is concerned with money only as much as necessary to keep the organization operating. Most companies considered to be businesses are for profit organizations; this includes anything from retail stores to restaurants to insurance companies to real estate companies. † (Business dictionary) Good abstract! Try not to use dictionaries or encyclopedias as references for college-level papers. Case Study Analysis I have decided to do my case study on the not-for-profit organization â€Å"March of Dimes† and the for-profit organization â€Å"Insurance Companies. † These two different organizations are similar in what they stand for and that is helping the client by any means possible. They are also very different due to the nature of their organization and what they have to offer. I am about to prepare a Case Study Analysis of Personal and Organizational Ethics and Values between the For-Profit (Insurance Companies) and Not-for-Profit Organization (March of Dimes). Be sure to give a strong thesis statement in your introductory paragraph. The not-for-profit organization, â€Å"March of Dimes† provides mothers, pregnant women and women of childbearing age with educational resources on baby health, pregnancy, preconception and new motherhood, as well as supplying information and support to families affected by prematurity, birth defects, or other infant health problems. Have you ever thought about how difficult it is for a baby to be born without low birth weight, prematurity, or birth defects? After visiting the March of Dimes website I learned that over 460,000 newborns in the United States alone are born prematurely. I found that the March of Dimes, Mother’s March, and Walk-America were just three of the well-known, not-for-profit organizations in the United States. Each of these organizations main focus is putting an end to prematurity and each work to make their name well-known. The March for Dimes, has been highly effective in advocating for women’s and children’s health. The not-for-profit organization is also a great sponsor for public awareness campaigns; the organization represents some of the most famous names in medicine and is organized into more than 90 local chapters, overseen by a national office. The organization was comprised of volunteers and researchers in a partnership, and today the same holds true. The foreseeable objective of course is to fight until prematurity and birth defects no longer exist. The foundation was founded by Franklin D. Roosevelt in 1938. â€Å"The organization began as the National Foundation for Infantile Paralysis. The name â€Å"March of Dimes† coined in the late 1930s by vaudeville star Eddie Cantor as a play on the contemporary newsreel series â€Å"The March of Time† was originally used for the foundation’s annual fundraising event and gradually became synonymous with that of the organization. It was officially adopted as the organization’s name in 1976, when it became known as the March of Dimes Birth Defects Foundation. In 2007, the name became the March of Dimes Foundation. † The March of Dimes original goal or direction for the organization was for eliminating polio and that was done, so then they wanted to make a choice to either change their mission or do away with the organization all together. While putting together all their strengths and weaknesses of the organization they came up expanding the organization against birth defects, arthritis, virus diseases, and premature births. â€Å"They wanted to become a â€Å"flexible force† in the field of public health. † â€Å"The March of Dimes has been described as a bureaucracy that has taken on a life of its own through a classic example of a process called goal displacement. Break-up giant paragraphs into smaller paragraphs! On the other hand, every business or individual is exposed to many different types of risks such as fire, theft, burglary, accident, etc. Some of the risks can be conveyed to companies known as Insurance companies, the for-profit organization. Insurance agencies insure the loss of the insured. It is the best protection against risks to businesses, properties, and life. Like the dangers and risks of businesses, human life is also visible to many different risks. A family generally depends on the income brought in by the head of household, but when a death suddenly occurs, the family may be left in a very different and hard situation. Forever is not a part of the human life. Insurance replaces this by providing financial compensation. Moreover, it is a contract between the insurer and the insured under which the insurer undertakes to compensate the insured for the loss arising from the risk insured against. In consideration the insured agrees to pays premium regularly. Having insurance means that, in exchange for payment; an insurance company agrees to cover the expenses in an event that would otherwise cause financial loss for the policyholder. In short, having insurance means that out-of-pocket expenses can be prevented or diminished. The insurance policy represents a legally binding contractual agreement between the policyholder and the insurance company and spells out how much financial protection is. Some of the ethical perspective and values of the not-for-profit and the for-profit organization is that the March of Dimes is built on their mission statement that very much embraces it first, helping people in need. Volunteers have really studied this mission to guide them through this selfless act. They maintain a high ethical standard and avoid all selfishness. Also defining and enforcing standards of quality service, and striving for continuous improvement. Nevertheless, insurance companies claim that their mission and values are about growth of the people and the company’s performance. It ranks both making a difference and getting things done. Don’t these two organizations have the same concept when they talk about what their ethical perspective and values? They are always looking for ways to improve the organization to bring to more people to them and doing what is right for the customer. However, these two organizations have their set back just like everyone else. Some key problems that the March of Dimes face is stated from the Life Issues Institute: â€Å"For 20 years National Right to Life, its 50 state affiliates and its almost 3,000 chapters have maintained a boycott against giving any contributions to the March of Dimes. The reason for this started back in 1972. At that time, the March of Dimes sponsored a major seminar on genetically handicapped unborn babies. It pioneered the technic of diagnostic, mid-trimester amniocentesis. It began to teach a nation you could take some of the fluid from the sac around the baby in the middle of the pregnancy, and find out if the child had a genetic problem such as Downs Syndrome or spine-a-bifida. Once this was determined, about 95% of these babies would be killed by abortion. † Although the March of Dimes officially takes a neutral stance on abortion, their actions often portray a pro-abortion position. Most recently, they have attempted to hide a clearly established link between abortion and premature births. March of Dimes, whose motto is â€Å"Saving Babies, Together†, must be more vigilant in educating women who have had previous abortions of the need to receive adequate prenatal care during subsequent pregnancies. This is would be the biggest problem that the March of Dimes has to face, but there are so many followers that believe what this organization does because they agree with that their mission statement says and their values. â€Å"We help moms have full-term pregnancies and research the problems that threaten the health of babies. Recognizing, respecting and balancing the rights, roles, health and safety. † This organization has come a long way from when it was first founded and all the research has been for such a great cause, there is no stopping them now. Insurance companies too face dilemmas in their own organization with moral hazard and adverse selection: â€Å"Due to the existence of the insurance policy has altered your behavior. You take more risks, making a loss from burglary more likely than if you were uninsured. When the person on one side of a bargain knows more about what is being bought and sold than the person on the other side. Also, the tendency for people who are more at risk than the average to purchase insurance and for those who are less at risk than the average to reject insurance. † Insurance companies are driven by success and without a little selfishness; they would not be where they are today. Yes, they do help out the customer, but something has to come to a price (the final print). So I would say it is not in a bad way due to the fact they help out people in certain events and we feel that sense of protection when we walk out of an insurance agency. These key problems impact the organizations much more then we know. In the March of Dimes situation people will not know if they should trust them and maybe they will start to thin that they are just all talk. After all the hard work the organization is going to have to put their heads together to come up with a strategy to reassure these mothers that they are the real deal and they are the ones that can help in their time of need. If it is for your children as a parent I will do anything possible for the health and safety of my children. As far as insurance goes, people will get discouraged and just rather not pay, drive and live without insurance. So they will just deal with it when it happens. In my opinion, is not worth it. I have worked with insurance for the past 7 years and I have seen people in all different kinds of situations, but because they put themselves there. We try to explain everything in the best way that we can, but some people still are not convinced that the insurance companies want to help. I think that due to this is when the rates or premiums go up and people are wondering why, this is where the company gets selfish. Once the company reaches the point they want they will come back down. So in my experience in working with them, I think people will realize that they need insurance when something happens and they cannot get out of it by themselves and they need help. Insurance companies are there to help, but for a price. As I am reading your paper, I realized that you do not have any in-text citations with supporting discussion from your references. This concludes the study of theories and paradigms underlying personal and organizational values and ethical principles, how personal values and ethical principles relate to the organizations in which people function, and the effects of the organization’s ethics on its reputation, functioning and performance. As much as I know now about the Personal and Organizational Ethics and Values between the For-Profit (Insurance Companies) and Not-for-Profit Organization (March of Dimes) they are two organizations that want one thing and that is to help the customer. Both have good mission and value statements that they should stick too and continue doing what they are doing. The March of Dimes is here to offer the help to mothers that they cannot get anywhere else for them and their children. You can meet some really great people along the way that are sharing the struggles as you and all they have on their mind the well-being of their children. Insurance companies will not go away and they will not stop being selfish, but this is for the better. You feel more protect when you walk out the door of your home and get into your vehicle or close up at your business. Yes, things will happen, but there is someone their help you out and get you out of something that you cannot do alone. I love my job and what I do! People just remember to just get informed when purchasing insurance and don’t be afraid ask questions about something you have no idea about. Same goes for the March of Dimes, there is so much information on the web about this organization and how they are willing to help you. Don’t get discouraged just one piece of bad article you read. Go and find out, what is the worst that can happen when you just want more information on who to trust in your situation.

Nissan Report Essay

Company Overview Established in Yokohama, Kanagawa in 1933, Nissan Motors Co. Ltd currently manufactures vehicles in 20 countries and areas around the world, including Japan. Global unit sales in fiscal 2009 totalled 3.515 million vehicles. In addition to vehicles, Nissan also develops, manufactures and markets marine equipment. Nissan has a portfolio of two brands, NISSAN and INFINITI, worldwide. NISSAN vehicles are marketed in all major market worldwide. INFINITI was launched as a luxury car brand in North America in 1989. The INFINITI brand has since expanded to Middle East, Korea and Europe, and will continue to enter into new markets globally. Nissan builds high-quality cars that are safe and have the bold design and innovative technology to satisfy our customers’ needs. Vision Nissan: Enriching People’s Lives Mission statement Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders* in alliance with Renault. Long term goal Nissan wants to continue its quest to optimize product development and deliver highly innovative technology. Today, in various countries and regions around the world, they enjoy a stellar reputation for creating truly innovative vehicles and service programs. Short term goal The world is changing, and Nissan is adapting with it. Their short term goals are to harness the power that’s inside Nissan to prepare solutions that their customers will want and value, now and in the years to come. Solutions such as: electric and fuel cell vehicles that are attractive, fun-to-drive cars with the appealing benefit of zero emissions; global entry cars that make mobility more accessible and affordable for all; and Innovative technological advances that are good for the environment, enhance safety, improve dynamic performance or provide greater life-on-board satisfaction. Organisational structure Nissan places high value on transparency, both internally and externally, in its corporate management. They focus consistently on the implementation of efficient management for the purpose of achieving clear and quantifiable commitments. In line with this principle, and in accordance with Japan’s Company Law and its related regulations, the Board of Directors has decided on the Internal Control Systems to pursue these goals and on its own basic policy. The board continually monitors the implementation status of these systems and the policy, making adjustments and improvements as necessary. One board member has also been assigned to oversee the Internal Control Systems as a whole. Nissan has adopted a system under which the Board of Statutory Auditors oversees the Board of Directors. The Statutory Auditors attend board and other key meetings, and also carry out interviews with board members to audit their activities. The Statutory Auditors regularly receive reports on the results of inspections and plans for future audits from independent accounting auditors, as well as exchange information to confirm these reports. The Statutory Auditors also receive regular reports from the Japan Internal Audit Office, making use of this information for their own audits. The organisational structure could also be explained with the help of the following diagram Here the Board of Directors overlooks the working of the CEO and President who is Carlos Ghosn. The CEO overlooks the working of the branch managers in various locations. Each branch manager handles a groups o VP marketing, VP production, VP finance, VP Public Relations, and VP Human Resource. Organisational Behaviour Nissan is deploying various activities under the banner of Blue Citizenship, which encapsulates their desire to preserve the blue Earth and to be a corporate citizen in harmonious coexistence with people and society. Those activities range from such global issues as the environment to contributing to communities, promoting diversity and making personal mobility available to as many people as possible. SUSTAINABILITY Nissan Green Program The history of Nissan taking environmental measures goes as far back as 1947. Since 1992, abiding to our environmental philosophy â€Å"Symbiosis of People, Vehicle, and Nature†, we have as an enterprise, been accelerating the activities pertaining to the said philosophy. At present we are promoting our mid-term environmental plan â€Å"Nissan Green Program 2010†, identifying the 3 crucial issues, and setting the ultimate goals of â€Å"reducing CO2 emissions†, â€Å"cleaner (conservation of the atmosphere/water/earth) emissions†, and â€Å"resource circulation (the promoting of the 3 Rs: reduce, reuse, recycle)†. We are furthering our measures to achieve these goals. The 4 optimums, Nissan’s Powertrain Road Map In order to steadily reduce CO2 emissions, Nissan sees the total contribution of providing truthfully effective technology at an affordable price to its clients, while at the same time swiftly propagating these technologies, as crucial. That said, we believe the â€Å"4 optimums† – â€Å"Investment in the optimum technology that fits the market needs, at the opportune moment, at the best value for the clients†, as the basis of technology investment. Based on these 4 optimums, we will not only ultimately heighten the engine efficiency of petrol motor vehicles, but also proceed with the development and  investment of electrical vehicles which are zero-emission vehicles. Measures for a zero-emission vehicle For vehicle manufacturers, the best long-term policy that both creates demand and protects the environment, is to created a zero-emission vehicle that has no negative effects toward the environment. The Renault-Nissan Alliance sees the propagation and investment in electrical vehicles, which are zero-emission vehicles, as central to the corporate strategy, and committed to become a â€Å"leader through electrical vehicles†. The electrical vehicles that are being developed in Nissan will be introduced in the United States, Europe as well as in Japan in FY2010. By FY2012, there are plans to globally merchandise them. Lithium-ion Batteries Nissan had, at an early stage, taken interest in the development of motors, batteries, and inverters which are key technologies for electrical vehicles. Aiming to achieve the goals set forth in the â€Å"Nissan Green Program 2010†, we are striving to strengthen the developmental measures we have been taking up to this point. Additionally, we are working to develop technology for further practicability, and taking efforts in reducing their costs. In 2007, we established the Automotive Energy Supply Corporation (AESC) that deals with the production and sales of â€Å"compact lithium-ion batteries†. The batteries that are to be developed will be used within electrical vehicles, as well as hybrid vehicles and fuel cell vehicles. Quality At Nissan, we believe that the quality of our products allows us to build a relationship of mutual trust with our customers and is the foundation for continual growth. Product quality is far more than just the performance of Nissan vehicles. It means everything related to our car that brings satisfaction to our customers, from the moment of seeing and touching a Nissan car in the showroom to the support given by the sales staff and the post-purchase driving experience. Nissan quality also extends to after-sales inspections and repairs. We will continue to evaluate and improve all areas of our operations in order to provide the products and services that will constantly give satisfaction to our customers. Safety Shield Nissan aims to halve the number of fatal and serious injuries from accidents involving Nissan vehicles in Japan by 2015 compared with 1995. Based on analysis of real-world accidents, Nissan has been working progressively to design and engineer safer vehicles. Safety shield is an approach to provide continuous support against dangerous situations, by activating various barriers according to the circumstances, from normal driving to post-accident. We are advancing development based on even more sophisticated and proactive safety policy. PARTNERSHIP Yokohama mobility â€Å"Project ZERO† In March 2009, the Renault-Nissan Alliance and Yokohama City saw an agreement over the 5-year -plan, the `Yokohama Mobility â€Å"Project Zero†Ã¢â‚¬Ëœ, which aims to realize the â€Å"environment model city† that is promoted by Yokohama City. In order to reduce CO2 emissions, this partnership will see cooperation in disseminating eco-drive, in addition to testing guidance routes that will contribute to reducing traffic, as well as propagating electrical cars. Additionally, Nissan is in works with Tokyo University in developing a joint industry-university research concerning vehicle transport that aims for the symbiosis of urban space and nature. In terms of the evaluation and the release of information concerning this time’s planned items, we are, in cooperation with Tokyo University, also furthering them. Yokohama City is planned to be one of the first markets where Nissan’s electrical vehicles will be supplied, similarly to the various regions throughout the world that have similar partnership agreements with the Renault-Nissan Alliance. Partnership regarding zero-emission mobility From January 2008, aiming for the realistic propagation of electrical vehicles, the Renault-Nissan Alliance concluded on the 40 cases (as of December 2009) of â€Å"Partnership regarding zero-emission mobility† along with governmental sectors, municipal sectors and other sectors. With this, we are working to prepare the social infrastructure such as by installing chargers, as well as taking into consideration benefit measures in times of purchasing the zero-emission vehicles. Through the cooperation with our partners throughout the world, we are contributing to a vehicle society that is both  people-friendly and considerate of the environment. Sky Project In Sky Project, which has been implemented since October 2006 in partnership with non-automobile industries and in cooperation with government agencies, Nissan, with the participation of customers, has been working to reduce the number of traffic accidents and alleviate traffic congestion by using intelligent transportation system (ITS). While providing information to cut the number of encounter head accidents and reduce driving speed in school zones and other areas, we investigate the potentiality for the alleviation of traffic congestion, realized through daily use of ITS, to improve effectiveness of energy use and reduce CO2 emissions. In Beijing, China, we have been implementing Star Wings, a project to develop new transportation information system, in cooperation with Beijing Traffic Information Center (BTIC), in order to alleviate traffic congestion and improve traffic conditions in Beijing and China. Wind power Beginning in 2007, Nissan became an active â€Å"Y-green partner† when it harnessed wind-power for use in its facilities in Japan. The company, through its Yokohma plant facility and the new Global Headquarters, seeks to utilize â€Å"green energy in its facilities and implement local green energy for local consumption. Since November 2005, Nissan Motor Manufacturing Ltd. (UK) has been using a wind-power facility at its Sunderland plant. Addressing the key issues of Nissan Green Program 2010, the company is reducing C02 emissions by utilizing wind derived power in its facilities worldwide. ACCESSIBILITY BUI-2 (Best usability interior-2) BUI-2 (Best Usability Interior-2) is a concept car, whose interior has been created with a focus to â€Å"design the way people feel† so that all the elements can smoothly appeal to people as they engage in cars. For Nissan, three types of design – interface design, colour and material design, and sensitivity quality design – are broadly defined as interaction design. Through various research activities, we are making efforts to realize even more convenient and attractive interior designs. Lifecare vehicles (LVs) Nissan lifecare vehicles (LVs) help bring mobility to the elderly or those with physical disabilities. We regard LVs as an essential part of our line-up of cars rather than specialty vehicles, and we are enhancing the products and services available to them. As of the end of January 2009, in Japan there were 401 certified dealerships with LVs on display and advisory staff with expert knowledge of the vehicles, and a total of 5,520 LV advisors. There are dealerships in every prefecture of the country meeting the needs of customers and offering the chance to test-drive these vehicles. Since 2003, we have also been carrying out an annual campaign of LV trial rides for people who have only limited opportunities to get out and about, so that they too can experience the joy of mobility. COMMUNITY Corporate citizenship activities distinctive of Nissan Nissan endeavours to fulfil its role as a corporate citizen toward the realization of a sustainable society, while providing attractive products and services globally, under the vision of â€Å"enriching people’s lives.† We are thus advancing corporate citizenship activities in fields centered on three priority areas – support for education, environmentally friendliness, and humanitarian assistance – in order to contribute to the sustainability of society. We share our vision globally with Nissan employees around the world and strive to strengthen our relations with local communities by conducting activities responsive to the circumstances and needs of each country and region. Corporate citizenship in education field (Japan) Nissan’s corporate citizenship initiatives have been always focusing on â€Å"Cultivating Future Generation†. In education field, we have many programs such as â€Å"Nissan Children’s Storybook and Picture Book Grand Prix† with its long history, and â€Å"Nissan Joyful Picture Book and Storybook Exhibition†, and in addition, we started the new programs such as â€Å"Nissan Monozukuri Caravan† and â€Å"Nissan Design Waku-Waku Studio†, which utilize Nissan’s strength for those original programs. Organisational culture The diversity of Nissan’s employees is the driving force enabling them to meet the varied needs of their customers and to maintain sustainable growth. The employees create greater value by sharing their knowledge, based on their individual experiences and different ways of thinking, in response to the various challenges they all face. For these reasons, Nissan have made diversity a corporate strategy and strive to create an environment where all their employees—who numbered 169,298 at Nissan and its affiliates as of March 2010—can extend their individual talents to the fullest. SUPPORTING CAREER DESIGN Continually Improving Human-Resource Systems A company’s employees are its most important resource. So that both Nissan and its employees can reach their full potential, they constantly work to improve our human-resource systems. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations, which measure how well the employee achieved certain goals (commitments), and competency evaluations, which measure such intangible variables as technical skill, knowledge and attitude. Support for Self-Designed Careers Nissan believes that employees should â€Å"design their own careers† and actively assists their efforts to do so. Employees in Japan meet with their supervisors twice a year to discuss their performance and competency evaluations, as well as to express their ideas on how to proceed in their career path. Employees in Japan also have the chance to take on the challenge of a new position through the Shift Career System (SCS) and the Open Entry System (OES). The SCS enables employees to apply for positions in other departments and work areas that interest them regardless of whether there is a position immediately available. The OES allows them to apply for all openly advertised positions. Around 250 employees applied for approximately 100 open posts during fiscal 2009, and roughly 80 of them were successful in getting the positions they applied for. Fostering Specialized Skills Helping employees develop specialized skills over the medium to long term is vital for a company to achieve sustainable growth. They introduced the Nissan Expert Leader System as a means of strengthening and fostering further development of specialized skills in a wide range of technical and nontechnical areas like purchasing and accounting. In fiscal 2009, the system’s fourth year, they focused on 91 fields of specialization, designating 42 employees as Expert Leaders and 2 management-level employees as Nissan Fellows. The Expert Leaders and Fellows make use of their specialized knowledge to contribute to Nissan’s business endeavours overall. In addition to sharing their knowledge with others via our corporate intranet and other communication tools, they contribute to the fostering of the next generation of experts by passing on their specialized skills in seminars and training courses. CREATING A CULTURE FOR LEARNING A Variety of Learning Opportunities As an organization that continues to grow through constant learning, Nissan supports employees’ personal growth with a proactive, systematic approach to human-resource development. The act of learning is one in which people stretch themselves to develop skills that create value. They believe that a corporate culture of learning cannot exist without the motivation to take part in this value creation. The Learning Navigation system on their intranet is one means of providing employees with opportunities for learning. This system lets employees search for information whenever they wish to develop specialized skills, receive training in management techniques, participate in e-learning programs or take distance-learning courses. The site is updated regularly to provide information our employees need to increase their skills and build their careers, meeting their growing thirst for knowledge. Management Institute The Nissan Learning Center Management Institute in Hakone, Kanagawa Prefecture, was established with the aim of cultivating human resources with  the specialized skills and leadership qualities needed for future development. The institute contributes to the ongoing creation of Nissan value through a number of programs, including human-resource development seminars, which provide leadership training to pass on the company’s accumulated experience and knowledge to the next generation; cultural diversity workshops; and our Consortium Program, in which they invite other global companies to take part in cross-industry exchange. Moreover, the leaders of our business activities around the world who have taken part in such programs as our Nissan Way Workshops are now active in educating fellow employees in the Nissan Way—the crystallization of experience and knowledge gained through our company’s revival—demonstrating our commitment to promoting a corporate cult ure of learning. Global Training Centers With the globalization of production systems, manufacturers must ensure that all of their manufacturing sites maintain consistent standards of quality. Nissan established Global Training Centers (GTCs) at its Oppama and Yokohama Plants in Kanagawa Prefecture, Japan, and at its Sunderland Plant in the United Kingdom to educate trainers who share their knowledge at Nissan plants around the world. Trainees selected from among all employees at Nissan’s production facilities worldwide are brought to the GTCs to take part in the company’s Master Trainer Program. Upon finishing the program they are certified as Master Trainers and charged with instructing other employees at Regional Training Centers using a globally standardized curriculum and materials. As of the end of March 2010, 466 Master Trainers were hard at work passing on their technical skills to local employees at Nissan plants worldwide. Nissan’s accumulated know-how has been put into audio-visual form as an educational tool, available in five different languages, for global-standards training at GTCs. They also conduct â€Å"Nissan DNA† training seminars for all management-level employees at our production sites, working to strengthen skills that contribute to improved quality and lower costs and to foster the human resources that can carry out more efficient management of production operations. INTERNAL COMMUNICATION Employee Surveys Nissan carries out surveys to get employee input and suggestions for improvements, using the results to help improve the company’s management quality and employee motivation. From the results of these surveys, they identify the strengths of the company as a whole and those of individual divisions, as well as areas for improvement. They then work to make improvements that will lead to the creation of a better work environment for our employees and to continued growth for the company. The results of these efforts are analyzed for the company as a whole and for each region and department. Based on these analyses, each level of management formulates and carries out action plans tailored to specific needs. Enhancing Communication Tools Nissan introduced a corporate intranet system called WIN (Workforce Integration @ Nissan) in 2005 as a tool to promote communication and information sharing. Since then they have continued to update the system with new technologies while encouraging employees to make active use of this tool for internal communication and collaborative activities. They have expanded the WIN network beyond Japan, North America and Europe to include other markets and our major business partners. They also use internal newsletters and in-house video broadcasts to provide a variety of information to be shared by all employees at Nissan production sites around the world with no difference in time. Employee-Executive Exchange Nissan holds opinion-exchange meetings involving executives and employees as a means of building trust through clear communication between these two groups, as well as among employees themselves. These meetings, held at Nissan’s corporate headquarters in Japan as well as the company’s business offices in China, North America and other parts of the world, give executives a venue for informing employees of the current situation of the company and delivering management messages. They also provide employees with opportunities to ask questions and voice their concerns in a direct and open manner. They plan to continue these meetings as an important channel for active communication. Ethical Issues Global Educational Activities to Promote Compliance As a means of fostering compliance awareness throughout the company, Nissan has established groups and placed officers in charge of promoting compliance policy in each region where it operates. We place special emphasis on education to ensure that all employees have a correct understanding of the Code of Conduct and, as a result, make fair, transparent judgments in the course of their duties. To ensure full understanding of the code in Japan, all employees, including executives, take an elearning or video training course based on the Japanese version of the Nissan Code of Conduct—â€Å"Our Promises,† instituted in April 2004—after which they sign an agreement to abide by it. The revised parts of the code in fiscal 2010 were in response to legal amendments and retained all employees since fiscal 2010 to further strengthen the spirit of compliance within the company. Education programs to promote compliance are held regularly for all employees in North America, and a set of universal guidelines has been drawn up for each country in Europe. Compliance-related training is also being carried out in the General Overseas Markets based on guidelines that take into account conditions in each of those countries. Moreover, all group-affiliated companies have introduced their own codes based on the Nissan Code of Conduct. Additionally, they have created sets of internal regulations covering the global prevention of insider trading and the management of personal information. Nissan seeks to heighten awareness of compliance companywide through such measures as well as various education and training programs. Our Stance against Discrimination and Harassment Item 6 of Nissan’s Global Code of Conduct, â€Å"Value Diversity and Provide Equal Opportunity,† is our requirement to accept value and respect the diversity  to be found among our employees, business partners, customers and communities where we do business, and to reject discrimination and harassment in all their forms, no matter how minor they may be. Nissan executives and employees must respect the human rights of others, and may not discriminate against nor harass others based on race, nationality, gender, religion, physical capability, age, and place of origin or other reason; nor may they allow such a situation to go unchecked if discovered. We also work to ensure that all employees, both male and female, can work in an environment free from sexual and other forms of harassment. PEST analysis PEST analysis is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. The use of PEST analysis can be seen effective for business and strategic planning, marketing planning, business and product development and research reports. PEST also ensures that company’s performance is aligned positively with the powerful forces of change that are affecting business environment. PEST is useful when a company decides to enter its business operation into new markets and new countries. The use of PEST, in this case helps to break free of unconscious assumptions, and help to effectively adapt to the realities of the new environment. Looking at the current condition of Japan, it is difficult to mention anything about its political, economical, technological or sociocultural since there is no stability in the country at the moment, due to the natural disaster crises they are facing. SWOT Analysis Strength: 1) Global Brand: According to business Week Global Brand Scorecard Nissan is the fastest growing automotive brand. Nissan’s brand equity was valued at $3,108 million in 2006. Some of the company’s passenger car models include Maxima, Sentra, Altima, Versa, Z Roadstar and Z Coupe. Some of its truck models are Quest, Armada, Pathfinder, Murand and Xterra. Brand strength provides competitive advantage that can offset the increasing competition. Over the last five years company has establish the global brand by focusing on the brand pyramid and dynamics that caters the silky design, the vibrant experience, the interplay between serenity and driving pleasure has reached a high level of alignment and consistency. That makes it easier to communicate about the brand and specific features of its model. 2) Renault-Nissan Alliance: The alliance has provided advantages to both companies. They can move into new markets faster and with lower costs because they don’t have to build new plants. (Renault builds cars in Nissan’s Mexico plants and Nissan uses Renault’s Brazil plant and distribution networks) The companies are collaborating on building common platforms, components and engines, and each company leads engine design in their area of expertise–Renault in diesel and Nissan in gasoline. And they have increased purchasing power because they buy components for six million cars not three as will be in the case of Nissan alone. The alliance has so far boosted the profitability, market capitalization and sales in 192 countries for both partners. CEO and president of Renault to his titles in 2005, says he’ll rely on the strengths of two distinct work forces: French innovation in concept stages and Japanese dedication to process in manufacturing. 3) Most fuel efficient car: Nissan is known to make the most fuel efficient cars over the years and this has become one of its major strengths in the competitive market. Due to its fuel efficient car, the demand for them has also increased over the past few years. Weakness: 1) Product Innovation time lag: Nissan launched two new or redesigned vehicles, in comparison to 14 in the three previous years. Nissan has misjudged its model strategy in the United States over the past few years. Like the other Japanese automakers, the company was a relative late-comer to the country’s high-profit margin and high-volume pick-up markets. Nissan’s late entry meant that it has suffered from the decline in the sector as a result of rising fuel prices in Japan, While Toyota and Nissan have been well placed to benefit from a shift in emphasis in Japan market towards compact sales as a result of the Scion and Civic models respectively, Nissan at the moment has no competitive offering in this segment. However, there  are a number of new models that should reinvigorate the company’s fortunes in the United States, including the Sentra and Altima mid-size sedans, as well as its luxury-brand Infiniti G35 sedan. The company also desperately needs new offe ring in key segments in the European market. The Almera C-segment hatchback and Primera D-segment sedan are hopelessly outmoded and largely ignored by European buyers, although the new Note small multi-purpose vehicle (MPV) should provide Nissan with a sales success in Europe. 2) Lack of Diesel Technology: In the Japanese market, diesel accounts for only 0.4% of vehicles sold (Rowley, 2006). In contrast, diesel is very popular and its share in overall sales has been increasing. In the year ending 1st January 2006 the number of diesel cars sold increased by 7.5%. Some analysts believe that the diesel market will account for more than 80% of total vehicle sales in Europe by the end of 2008. Diesel technology has been improving significantly over the past decade reducing emissions, fuel consumption and cost. As Nissan’s home country has a low demand for diesel engines, Nissan lacks the technology and experience to produce diesel engines of comparative quality. Opportunity: 1) Asia market: Lower penetration coupled with strong rise in income levels, led to continuous jumps in car sales in markets like china and India. In fact china, followed by India is estimated to be major growth driver in the next decade. Hence it is necessary for global player to be present in these countries. Therefore all global players either have products for these markets or planning to develop products to enter into these markets. In India in year 2004-05 domestic sales of car and utility vehicles has crossed the 1 million mark. 2) Relocate its manufacturing unit to reduce cost: The Japanese car maker has stepped up their policy of producing where demand exists. Car making is an industry situated at a forefront of globalization and major player is accelerating their cross border activities. Manufacturing units in America and Europe have huge capacities in line with their vast domestic automobile  output. While this offered them the benefits of scale, the continuous sluggish growth in their local market and their inflationary increase in production cost, especially wage cost. Adoption of cost reduction measure became imperative for players to survive. China, India and Thailand have been regarded as the Low Cost Production bases with their unique offering to the outsourcers. Low cost country will provide them the global clientele and technology and also have synergetic operation. Area of opportunity for India lies in the products which have high level of design and engineering requirements, low level of auto mation and significant assembly requirement. 3) Renault-Nissan Purchasing Organization (RNPO): The RNPO, which was established in 2001 in the early stages of the alliance, was one of the key ways in which Renault-Nissan would combine their resources to create a more efficient organization. Currently Nissan and Renault share 60% of the same part and raw material suppliers. This has led Nissan to achieve greater purchasing power and has served to reduce costs and reduce the bargaining power of suppliers. There still remains significant opportunity through the RNPO to decrease costs and provide increased competitive advantage. Threats: 1) Cross-Cultural Disharmony: As Nissan and Renault become further integrated with one another, the risk of cross-cultural disharmony increases. If disharmony occurs then, as occurred at DaimlerChrysler, overall company performance may be reduced and the current strengths that the Alliance provides may become instabilities. Nissan is currently working to reduce the likelihood through its ‘Business Way’ program but corporate and national culture takes a long time to change. 2) Rising Commodity Prices: Due to the economic expansion of China, changes in commodity prices could affect the costs incurred by Nissan. Over the past 12 months, the price of steel used in car production has risen by nearly 30% (London Metal Exchange, 2006). Nissan has taken steps to reduce the effect of rising steel prices; in 2000, Nissan began using hot dip zinc coated steel and converted to less expensive steel in 2002, which saved about $16 million per year (Nissan Motor Co., 2004). This however, has done little to  reduce the upward pressure on vehicle costs and prices. As this increase in cost has been passed on to the consumer, demand for new vehicles has reduced. This threatens Nissan’s viability in the region. 3) Market saturation: With overall industry sales number stagnant, if not declining in key economies term, the overall automobile industry has been significantly impacted. Due to overall market saturation, the individual company new product development strategy towards market expansion is changing from iterative year on year model changes to drastic innovation. The emergence of SUV market few years back is an evidence of how product and market innovation has changed the very composition of US auto market. Marketing Strategies TARGET MARKET Nissan’s target market will be the low-level income group and middle class. Whereas Infiniti’s target market is people looking for luxury, great driving experience with unparallel appeal. With constant awareness and education about Nissan affordability and safety features, different type of group could be acquired resulting in increase of brand loyal consumers. People are more aware and therefore, they are constantly more particular when deciding which car to purchase. With strategic advertisement, consumers can be attracted with its latest features and a new image Nissan will provide to owners. NISSAN TARGET MARKET: GEOGRAPHIC SEGMENT The major concern of Nissan is to capture all the district headquarters of the country resulting in its coverage of almost all over the country. NISSAN TARGET MARKET: PSYCHOGRAPHICS With new image Nissan will provide to its buyers, owners will feel more confident and proud considering that Nissan is an international organization with strong background resulting driving Nissan a status symbol. Also safety and comfort are big factors of considerations in a consumers mind so Nissan by focusing on these factors will attract safety and comfort conscious people. Seeing its potential, consumers will most likely shift to Nissan. NISSAN TARGET MARKET: DEMOGRAPHICS Primary Target market belongs to middle class, upper middle class and low earning income people in society, falling in income bracket of below $ 2500. Also the target will be people from 25 – 60year old who are major automobile buyers. DISTRIBUTION STRATEGIES Basically there are two types of distribution channels available: Direct distribution and In-direct distribution PROMOTION STRATEGIES Promotion is one of the most important factors of marketing; it is done to affect the consumer behaviour in order to achieve sales and increase product image. In promotion the major task is to make consumers aware of the product and to attract consumer towards the product by highlighting the advantages of the product. Also it keeps consumers aware and well informed about product’s features and improvements. ENVIRONMENT RESEARCH An extensive market research will be conducted to have better idea about consumers’ perception about Nissan and its competitors. For this purpose Nissan will acquire services of marketing and research agencies to better analyze market environment. This will enable Nissan to learn about the consumers’ behaviour, how they perceive us and compare with the competitor. The media of the advertising a product is always chosen after the market environment research to get knowledge that if the target audience is interested in that mode of advertisement or not. ADVERTISING To advertise the product better and create awareness about product; Nissan will use different advertisement methods to approach the consumers. The diversity of advertisement channels will help in reaching the masses of different mindsets. Following Advertisement methods will be used: †¢ Nisan will use print and electronic media to introduce the product to consumers. †¢ Special events will be sponsored by Nissan. †¢ Use of Billboards, flex signs etc for massive introduction of car’s launch. †¢ Special road shows and displays will be set at dealers outlets. †¢ Prize contest will be conducted to attract people towards the car. Financial Review Net sales For fiscal year 2009, consolidated net revenues decreased 10.9%, to  ¥7.517 trillion, which reflected the strong yen offsetting the increase in sales volume. Operating profit Consolidated operating profit totalled  ¥311.6 billion, compared to a negative  ¥137.9 billion in fiscal year 2008. Net income Net non-operating expenses increased  ¥69.1 billion to  ¥103.9 billion from  ¥34.8 billion in fiscal 2008. Net income reached  ¥42.4 billion, an increase of  ¥276.1 billion from fiscal year 2008. Major competitors In Asia the 3 big of the automobile industry is Nissan, Toyota and Honda. But Nissan Motors major competitor is Toyota Motor Corporation. Toyota, much larger than Nissan and possessing deeper financial pockets, was better positioned to sustain the losses incurred from the global economic downturn. Consequently, Nissan entered its ninth decade of operation facing formidable obstacles. The first financial decline came in 1991, when the company’s consolidated operating profit plummeted 64.3 percent to  ¥125 billion (US$886 million). Six months later, Nissan registered its first pretax loss since becoming a publicly traded company in 1951– ¥14.2 billion during the first half of 1992. The losses mounted in the next two years, growing to  ¥108.1 billion in 1993 and  ¥202.4 billion by 1994, or nearly US$2 billion. To arrest the precipitous drop in company profits, Nissan’s management introduced various cost-cutting measures–such as reducing its materials and manufacturing costs–which saved the company roughly US$1.5 billion in 1993, with an additional US$1.2 billion savings realized in 1994. Nissan also became the first Japanese company to close a plant in Japan since World War II and cut nearly 12,000 workers in Japan, Spain, and the United States from its payroll. Nissan also was staggering under a debt load that reached as high as US$32 billion and threatened to bankrupt the company. Only intervention from Nissan’s lead lender, Industrial Bank of Japan, kept the company afloat. There were some positive signs in the early 1990s to inspire hope for the future. Nissan’s 1993 sales increased nearly 20 percent, vaulting the car maker past Honda Motor Co., Ltd. to reclaim the number two ranking in import sales to the all-important U.S. market. Much of this gain was attributable to robust sales of the Nissan Altima, a replacement for its Stanza model, which was introduced in 1992 and marketed in the United States as a small luxury sedan priced under $13,000. To the joy of Nissan’s management, however, the Altima typically was purchased with various options added on, giving the company an additional $2,000 to $3,000  per car. Nissan also was encouraged by strong sales of its Quest minivan, which was introduced in the United States in 1992 and had been developed jointly with Ford Motor, which marketed its own version, the Ford Windstar. Nissan’s losses continued through the fiscal year ending in March 1996, cumulating to US$3.2 billion over a four-year span. The company’s return to profitability in fiscal 1997 came about in part because of the cost-cutting program and in part from the yen’s dramatic depreciation against the dollar. Despite the return to the black, Nissan remained a troubled company. From its 1972 peak of 34 percent, the company’s share of the Japanese auto market had fallen to 20 percent by early 1997. Competition from the more financially stable Toyota and Honda played a factor in this decline, but Nissan also hurt itself by failing to keep pace with changing consumer tastes both in Japan and in overseas markets. For example, Nissan was behind its rivals in adding minivans and sport utility vehicles to its product line-up, having for years dismissed these sectors as passing fads. Meanwhile, minivans, sport utility vehicles, and station wagons accounted for half of all passenger car sales in Japan by early 1997, up from just more than ten percent in 1990. In the U.S. market, the Altima lost ground to two midsized rivals, the Honda Accord and the Toyota Camry, because Nissan’s model was smaller and thus less desirable. In the luxury car sector, Toyota’s Lexus line became the hot brand in the United States, triumphing over the Infiniti. Because of these and other factors, Nissan returned to the red for fiscal years 1998 and 1999. Although the losses were not as large as earlier in the decade, the company’s continued sky-high debt load–which stood at US$19.7 billion in late 1998–did not bode well for Nissan’s future. Business Strategies, Keeping Competitive Edge 1) Product Strategy To secure our profitability and sustainable growth based on our future product line up plan, in our product strategy developing process, we are monitoring the impacts of some different types of risk scenarios such as global market changes and demand deteriorations to our future profitability (COP) based on our plan. 1. Drastic decline of total global demand, past examples as reference case. 2. A demand shift between vehicle segments drastically faster than our assumptions in our mid-term planning. 3. A demand shift from the matured markets to the emerging markets drastically faster than our assumptions in our mid-term planning. We periodically monitor the impact of these scenarios to secure our future profitability and sustainable growth, and also update our future line-up plans periodically based on the results. To improve the robustness of our product line up against these risks, we take following countermeasures as our main direction when planning our product strategy. Expand availability of individual products across markets to mitigate the risk of single market demand fluctuations. Increase volume and efficiency per product through a consolidation and rationalization of the portfolio to lower the breakeven point and thereby reduce the profit risk of global Total Industry Volume declines. Prepare a more balanced product portfolio meeting needs in a broader range of markets and segments reducing reliance on specific large markets. 2) Quality of Products & Services Nissan is working on the corporate task named â€Å"Quality Leadership† which aims for achieving top level quality by FY2012. In this project, actions are carried out with numerical targets for following 4 areas. 1. Perceived quality & attractiveness: Customers’ impression on vehicle’s quality when customer looks it at a dealer’s show room 2. Product quality: Quality of product itself based on the experiences as an owner of the vehicle 3. Sales & service quality: Quality related to behaviour or attitude of sales staff or quality of service when inspection and maintenance 4. Quality of management: internal management quality to improve employees’ motivation which supports above 3 qualities For example, target of â€Å"Product quality† is to become top level at Most Influential Indicator (MII) of each region. In order to achieve the target, it is broken down to internal indicators by model which correlate with MII. Progress of all quality improvement activities are monitored with those  internal indicators. All the actions are taken based on rotating PDCA cycle, such as, the progress of activities are monthly reviewed by â€Å"Quality Committee† chaired by EVP and necessary actions are decided. Total picture of â€Å"Quality Leadership† on global base is monitored and discussed at the Global Quality Meeting chaired by COO annually. 2 years passed since this project started and it is going well. We are confident that we can achieve the target by FY2012. With respect to new model project, in order to achieve the quality target of each project, milestone meetings set at each key process of design, preparation for production and production, confirm key check points, such as achievement of quality targets, adoption of measures to prevent recurrence of past problem, adoption of measures for potential risks related to new technology / new mechanism / design change. Commercial production can be started after confirmation at â€Å"SOP (Start of Production) Judgment Meeting†, which confirms all issues are solved and quality target can be achieved. Final decision that the model can be sold is made at â€Å"Delivery Judgment Meeting†, after confirmation of quality of commercial production and preparedness for service / maintenance. As described above, Nissan is implementing thorough quality check before new model launch. Nissan is progressing quality improvement activities also after launch by gathering quality information from markets and prompt deployment of countermeasures. In case of occurrence of safety or compliance issues, necessary actions such as recall are implemented with close cooperation with market side team based on the decision by independent process from management. Occurred incidents are deeply investigated, analyzed and feed backed to models on the way of production or development for prevention of recurrence In addition to above described activities, such as quality assurance at new model project and quality improvement activities on daily basis, the â€Å"Quality Risk Management† framework has been newly developed from FY2009.  This is the high level system to ensure successful quality management for on-going and future projects. This includes assessment of quality related risks, evaluation of risk level, assignment of responsible person based on the level and to clarify organization for follow up. These processes are implemented at â€Å"Quality Risk Management Committee† chaired by EVP twice a year. 3) Compliance and Reputation As described above, Nissan produced the Nissan Global Code of Conduct for all employees of the Nissan group worldwide. To ensure thorough understanding of the code, training and education program such as e-learning is improved and compliant situation is monitored by Global Compliance Committee. Nissan has also adopted the internal whistle blowing system (Easy Voice System). This allows any employees to submit opinions, questions, requests or suspected compliance issue directly to Nissan’s management. Additionally, Nissan created sets of internal regulations covering the Global Prevention of Insider Trading and the management of personal information. Nissan keeps effort to prevent reputation risk to the company by continuous implementation of such measures as various education and training programs. Conclusion As the automobile industry is booming, It is necessary to keep up with the competition. The only way to compete with the competitors is to come out with innovative technology, fuel efficient cars, and luxury looking yet affordable cars. Nissan has not only concentrated on making cars but also provided their support to various stakeholders. Its working has benefited the environment by taking many environmental initiatives such as starting the Nissan Green Program 2010. The company also has worked towards effectively and efficiently developing their employees in terms of specialisation, or giving them a work-life balance. In line with its vision of Enriching People’s Lives, Nissan’s desire is to provide attractive products and services to customers worldwide while at the same time fulfilling its responsibility as a corporate citizen to help realize a sustainable society.

Effective team working Free Essay Example, 1250 words

However, while working in teams, an individual’s performances will be analysed thoroughly by the other team members. In other words, group pressure or team pressure will force each team member to increase their productivity and efficiency in order to avoid any criticisms from other team members. Even single employee in a team can spoil the entire objectives of the team and therefore the contributions from each member is vital while working as part of a team. For example, usually a sales manager relies heavily on the feedback supplied by his sales executives from the market in order to formulate effective marketing strategies. If any of the sales executive provides a wrong report to the sales manager, manager might formualte worng strategies and the sales team may not achieve its targets. In short, group pressure forces each team member to perform well. Team working can improve the performance of an organization in many ways; it can improve productivity, improve quality of products or services, improve customer focus, speed the spread of ideas, respond to opportunities and threats and to fast-changing environments, increase employee motivation, introduce multi-skilling and employee flexibility etc (Team working, 2009). We will write a custom essay sample on Effective team working or any topic specifically for you Only $17.96 $11.86/pageorder now Team work reduces the job stress considerbly sicne each team meber is entitled to receive ample support from other team members. While working individually, an employee relies heavily on his own skills and intelligence to execute a work. However, he may get advices and guidances from others while working as part of a team and thereby his job stress will be considerably reduced. 1+1 > 2 while working as part of team. It is not necessary that all the employees in an organzaition may get information about the new developments both within and outside of the organization while working individually. On the other hand, team work will update the existing knowledge of each employee and the employee will be empowered consistently. Mackin (n. d) has pointed out that â€Å"On teams, members share roles and responsibilities and are constantly developing new skills to improve the teams performance. Teams identify and reach consensus on their common goal and approach, rather than looking to a leader to define the goal and approach† (Mackin, n.d). It should be noted that while working individually, an employee needs to approach the supervisor or the manager for getting proper information about the job he is going to perform whereas while working in a team, the employee need not approach the managers or supervisors for clearing his doubts.