IRACST – International Journal of Commerce, Business and Management (IJCBM), ISSN: 2319–2828
Vol. 6, No.3 May-June 2017
Competitive Analysis of Nissan Motors Pvt
Ltd. Beyond Porter’s 5 Force Model
MANISHA MITTAL
CMGGCW BHODIA KHERA, FATEHABAD (HRY)
EMAIL - Pariaggarwal001@gmail.com
1. ABSTRACT
The model of pure competition implies that risk –
adjusted rate of return should be constant across firms
and industries. However, numerous economic studies
have affirmed that different industries can sustain
different profitability and part of that difference can be
explained by industry structure.
Michael Porter in 1979 provided a framework for
industry analysis and business strategy. It draws
upon industrial organization (IO) economics to derive
five forces that determine the competitive intensity and
therefore attractiveness of a market. These forces are
the threat of new entrants, the threat of substitution, the
bargaining power of buyers, the bargaining power of
suppliers, and the rivalry amongst existing competition
in the industry. The paper, instead of taking 5 forces
straight away, uncover the drivers of each of the force
separately, analyze their impact and then conclude the
actual strength of the force. KEYWORDS- bargaining;
competition; encapsulation ; economic ;organization
1.1 HYPOTHESIS
Five forces as advocated by Porter are no doubt,
brilliant encapsulation of competition. But in a today’s
perspective there are new moves to it.
Each force has underground drivers and the ultimate
challenge is to uncover those drivers, whose presence
or absence will make a force significant or
insignificant.
2. NISSAN
NISSAN (Nissan motor company ltd) is a
multinational automaker headquartered in Japan. It was
a core member of the Nissan Group, but has become
more independent after its restructuring under Carlos
Ghosn (CEO).
Nissan is the sixth largest automaker in the world
behind ford, General Motors, Volkswagen
AG, Hyundai Motor Group, and Toyota . It formerly
marketed vehicles under the "Datsun" brand name. As
of 2012, the company's global H.Q is located in Nishi-
ku, Yokohama. In 1999, Nissan entered a two way
alliance with Renault S.A. of France, which owns
43.4% of Nissan while Nissan holds 15% of Renault
shares, as of 2008. Along with its normal range of
models, Nissan also produces a range of luxury models
branded as Infiniti.
3. PORTER’S 5 FORCE MODEL
The Porter's Five Forces Model is useful, because it
helps you understand both the strength of a position you
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are considering moving into,and of your current
competitive position.
With a clear understanding of where power lies, you
can take fair advantage of a situation of strength,
improve a situation of weakness, and avoid taking
wrong steps. This makes it an important part of your
planning toolkit.
Conventionally, the tool is used to identify whether new
products, services or businesses have the potential to be
profitable. However it can be very illuminating when
used to understand the balance of power in other
situations.
There are five important forces that determine
competitive power in a business situation. These are:
Supplier Power: Here you assess how easy it is for
suppliers to drive up prices. This is driven by the
number of suppliers of each key input, the uniqueness
of their product or service, their strength and control
over you, the cost of switching from one to another, and
so on. The fewer the supplier choices you have, and the
more you need suppliers' help, the more powerful your
suppliers are.
Buyer Power: Here you ask yourself how easy it is for
buyers to drive prices down. Again, this is driven by the
number of buyers, the importance of each individual
buyer to your business, the cost to them of switching
from your products and services to those of someone
else, and so on. If you deal with few, powerful buyers,
then they are often able to dictate terms to you.
Competitive Rivalry: What is important here is the
number and capability of your competitors. If you have
many competitors, and they offer equally attractive
products and services, then you'll most likely have little
Vol. 6, No.3 May-June 2017
power in the situation, because suppliers and buyers
will go elsewhere if they don't get a good deal from
you. On the other hand, if no-one else can do what you
do, then you can often have tremendous strength.
Threat of Substitution: This is affected by the ability
of your customers to find a different way of doing what
you do – for example, if you supply a unique software
product that automates an important process, people
may substitute by doing the process manually or by
outsourcing it. If substitution is easy and substitution is
viable, then this weakens your power.
Threat of New Entry: Power is also affected by the
ability of people to enter your market. If it costs little in
time or money to enter your market and compete
effectively, if there are few economies of scale in place,
or if you have little protection for your key
technologies, then new competitors can quickly enter
your market and weaken your position. If you have
strong and durable barriers to entry, then you can
preserve a favorable position and take fair advantage of
it.
4. BEYOND PORTER’S 5 FORCE
MODEL
The Porter's Five Forces tool is a simple tool for
understanding where power lies in a business situation
but with period of time there are many new moves to
these 5 forces. This section will consider each force
individually to go beyond porter’s 5 force model.
4.1 THREATS OF NEW ENTRANTS
A threat of New Entrants is the possibility of new firms
to enter the industry which can affect profitability.
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This force is majorly driven by following drivers:-
4.1.1 INCREASE OR DECREASE IN SCALE
IN AUTOMOBILE INDUSTRY, THE
CAPITAL AND EXPERTISE TO SETUP
AN AUTO OR PARTS
MANUFACTURING FACILITY IS A
GREAT ENOUGH BARRIER TO ENTRY
TO PREVENT MANY NEW ENTRANTS
TO SET UP.
Nissan setup its manufacturing plant at Oragdam near
Chennai with capacity of 2,00,000 units per year which
can be reached to 4,00,000 units per year in future.
Moreover, plant also posses 650 acres of unused land
where a two more assemble lines can be setup once the
capacity of 4,00,000 units gets saturated.
However, given India’s incredible growth forecasts,
infrastructure progress (especially better and new roads)
and ever expanding financing options to rural residents,
the market is still very attractive. As such we expect the
threat to new entrant is medium.
Actual Force: Demand of customer is the major force
which drives the increase or decrease in scale of an
organization. An organization will try to reach MES
when there is demand of the standardized product in the
market.
Impact: Medium
4.1.2 HETEROGENEITY OF CUSTOMERS
Heterogeneity of customers directly affect the scale of
an organization i.e. homogeneous group of customer
will demand for a similar product which in turn would
be suitable for a firm to produce with high economies
of scale however a heterogeneous group of customer
demand for different products which would not be
possible for a firm to produce on MES.
Vol. 6, No.3 May-June 2017
In this case, Indian consumers are quite homogeneous
towards small car segment. In 2009, India surpassed
Japan to become the largest small-car market in the
world, accounting for the sale of around 900,000 small-
cars, as compared to 700,000 sold in Japan. Moreover,
passenger cars and utility vehicles are the main
segments of the Indian passenger vehicle industry with
the former accounting for 78% of total volumes. India
has primarily been a small-car market, mainly due to
the high demand for a cost-effective mode of
transportation. Within the passenger car segment, small
cars comprising A1 and A2 segment account for almost
80% of total volumes.
Nissan judged this requirement of Indian customer well
before paving its way to India and consequently started
its production with their India made small car “Micra”.
Also the launch of Nissan Sunny an entry level sedan
strengthens the positioning of Nissan in small car
segment of India.
Actual Force: Indian customer is homogeneous
towards the small segment of cars mainly because of
following reasons:-
• Narrower road
• Parking Space
• Low per capita Income.
These factors consequently made the Indian automobile
market a hub for small car segment.
Impact: Low
4.1.3 CONCENTRATION
Concentration of a firm in any sector play a very vital
entry barrier for new entrants and Indian automobile
sector is highly concentrated with apprx 78% of share is
in hand of top three OEM i.e. Maruti Suzuki, Hyundai
and Tata Motors. These players with their strong
product portfolio, particularly in the small car segment,
extensive distribution and servicing reach and strong
brand franchise (created over several years) have
maintained their market position for years together.
However, Indian market industry has been highly
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Vol. 6, No.3 May-June 2017

competitive, especially in the small car segment where

an incumbent players by virtue of their large volumes,
facilitating economies of scale and established vendor 4.2 Bargaining Power of customers
base can competitively price their models.
The power of buyer is the impact that customer have on
Nissan gauged this in early stages and consequently it a producing industry. This force is majorly driven by
started in India with made in India small car- Micra following drivers:-
along with heady mix of killer pricing, rapidly
expanding distribution channels and aggressive 4.2.1 CONCENTRATION OR
expansion strategy. FRAGMENTATION OF BUYER.

Actual Force: Gaining Market Share, Exploiting Indian

location for their global strategy, reducing cost with
high localization.

Impact: High, since Nissan has very less market share

as compared to others and highly profitable competitive
industry always attract new entrants which can impact
the small market share of Nissan heavily.

4.1.4 LEVEL OF SWITCHING COST

Level of Switching cost talk about impact on customer

to switch from one car OEM to other. India’s
automobile sector is highly competitive in terms of
substitute’s availability, consequently switching cost for
an Indian consumer is quite low. Also since Nissan has
very few models in small car segment, impact of
switching will be very high for them.
If Customers are concentrated then there would be few
buyers with significant market share, however in
automobile sector customers are quite fragmented. In
order to target fragmented customers Nissan has
patched up with Hover Auto Motive India for its sales
and marketing partner in India.

Thrust: Availability of substitutes Few of the figures include:-

Impact: Very High Actual Force: Spread of Population

Impact: High, since Nissan currently have only two car

4.1.5 OVERALL IMPACT: MEDIUM models only and also servicing is restricted to only 75%
of Indian market, rest still need to be discover.
Nissan is growing with a rapid speed but still there are
miles to go, consequently there is Medium threat to it
from new entrants with attractiveness score of 2.65. 4.2.2 POSSIBILITY OF BACKWARD
INTEGRATION
Drivers  Weight  Thrust  Impact  Rating  Attractiveness 
Nissan India target customers
on  Score 
include individuals who
Nissan 
purchase cars for their own use,
Economies of  0.4  Demand  Medium  3  1.2 
moreover customers are also
Scale 
very fragmented so it is quite
Heterogeneity  0.2  Homogeneous  Low  4  0.8 
of Customers  Need  impossible for Indian consumer
Concentration  0.25  Gaining  High  2  0.5  to move onto backward
Market Share 
Switching  0.15  Availability of  Very  1  0.15 
3
Cost  Substitutes  High 
Total  1           2.65 
 IRACST – International Journal of Commerce, Business and Management (IJCBM), ISSN: 2319–2828
integration and impact Nissan India profitability.
Thrust: Threat of New Entrants
Impact: Low.
4.2.3 IMPROVEMENT IN BUYER
INFORMATION
Buyer Information has improved significantly from past
few years with advent of Information & Technology.
By using the same, firms have innovatively developed
various mean to gather information on buyers like:-
• Free trial of any new launch to check
the like of new car.
• Providing Gifts on the feedback of
purchase of new car.
• Telephonic surveys.
• Retrieving information from various
blogs and forums.
• Cross selling of data from one
industry to another. Like Credit card
Holder data to Car manufactures to
know the habits of consumers. Etc.
Nissan used this tool quite tactfully and able to launch a
vehicle which meets the needs of great mass of
audience. Indian consumer basically looks for
following factors in a vehicle which Nissan Micra and
Sunny completely met.
• Competitive Price
• Fuel Efficiency
• Power
• Safety
• Low Turning Radius because of
congestion on road.
Vol. 6, No.3 May-June 2017
• Basic luxury like ikey, power
steering, windows etc.
Actual Force: Efficient Forward Integration.
Impact: Low, though now a day’s buyer information
has been enriched as compared to past but buyer taste is
not constant and changes rapidly so it is very important
for a firm to keep their buyer information updated.
4.2.4 NEW DISTRIBUTION CHANNEL
Distribution is one of the key to success in a
competitive market. In automobile industry the most
prevailing ways of distribution are:-
• Companies own outlet.
• Franchise dealership.
• Sharing distributing outlets of other
manufacturer.
The transformation of the business of selling cars and
trucks is happening before our eyes at an incredible
pace and winner could be only one who keep himself
updated and can cater to different market segments
differently. With the advent of information technology,
going forward a tech-savvy consumer may be looking
for a test drive in a virtual world and order them
instantly. With highly busy schedule of metro people
it’s going to be much more difficult for person to spend
time on these activities.
Nissan India is currently looking after increasing its
dealership to a number of 150 by 2013 but they should
also focus on what’s going to be next after that. Do they
really require these many stores in future? A key
determinant for the success of Nissan going to be the
how fast it is able to ramp up in its distribution network
and after sale service that too custom made for different
market segment.
Actual Force: Efficient Forward Integration
Impact: High
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4.2.5 NEW WAY TO COMMUNICATE TO
CUSTOMERS .
Communication is one of the factors which gets change
and innovate daily. Since the time of advent of
telegraph till online chats communication has gone into
numerous changes. Currently, most companies are
using social media tools in many of the same ways they
use their e-mail lists: sending out mass communications
to everyone, posting news, launching new products etc.
Moreover few of the social media sites like Facebook
provides you to some absolutely remarkable
communication tools built into sites that allow you to
reach out and interact in ways that are so new there
aren't even metrics for them.
Nissan like other automobile companies too gauge this
change with the time and also launched them on same
platform. Below are few of the Nissan India footprints
on these new ways to communication.
Actual Force: Efficient Forward Integration Impact:
High
4.2.6 CHANGE IN CUSTOMER TASTE
In Indian automobile sector consumer taste vary with
the change in fuel price. From past few years rise in
petrol has significantly affected the preference of Indian
consumer towards petrol variants of cars. The latest
hike has widened the price gap between petrol and
diesel to nearly Rs 30 per liter.
Industry statistics indicate that the diesel car sales will
almost double from current levels to 2.3 million units in
2015-16, estimates CRISIL Research. Diesel
penetration—the proportion of diesel cars in total cars
sold—will rise from the current 36 percent to 45
percent in 2015-16. Customers are more likely to prefer
diesel cars, as the gap between petrol and diesel prices
has widened. The greater fuel economy of diesel cars
assumes significance with the increasing traffic
Vol. 6, No.3 May-June 2017
congestion on Indian roads.
Nissan India was able to cater this need of Indian
consumer by launching the diesel variant of Micra and
Sunny on Actual Force: Change in Operation/Running
Cost. Impact: Medium.
4.2.7 OVERALL IMPACT: HIGH
Nissan has scored the attractiveness score of 2.1 i.e.
buying power of Nissan’s customers is quite high. It
depicts that Indian buyers are powerful and there are
spread across the country moreover switching cost is
low for them.
4.3 BARGAINING POWER OF SUPPLIERS
A product Industry requires raw materials –labor,
components, equipments and many other supplies.
Since the same producing firm cannot produce all its
inputs own its own, it need to be dependent on the
suppliers for same. In the car industry this refers to all
the suppliers of parts, tires, components, electronics,
and even the assembly line workers (auto unions!). This
force is majorly driven by following drivers:-
4.3.1 CONCENTRATION OF SUPPLIERS
In case of Nissan Micra more than 85% of its parts are
procured locally and out of that around 50% of them are
within Chennai only.
Moreover Nissan is working on higher localization for
specifically its diesel engine for Micra and Sunny.
Localization though helps in achieving EOS and MES
but simultaneously it calls for a threat from the
concentrated suppliers.
Actual Force: Cost of Production.
Impact: High
4.3.2 FORWARD INTEGRATION
Forward Integration refers when a supplier of inputs to
a manufacturing firm, itself start selling the finished
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goods. However in case of car industry this threat is
quite low due to following factors:-
• High Entry Barriers i.e.
• High capital cost
• Competitive Pricing
• Distribution Strategy etc.
• Small suppliers
• Technology Requirement.
Actual Force: Supernormal Profits of Automobile
Industry.
Impact: Low
4.3.3 IMPROVEMENT IN SUPPLIER
INFORMATION .
Supplier information has been reformed tremendously.
In today’s world detailed information about various
suppliers can be easily obtained online. Few sites like
Indiamart.com provides complete list of directory of
supplier along with differentiation based on segments.
Actual Force: Efficient Backward Integration
Impact: Medium
4.3.4 NEW WAYS TO CO-ORDINATE WITH
SUPPLIER .
Supplier has become a very vital part of any production
life cycle without which no manufacturing company
can sustain in its industry. Consequently, many ways
have developed for maintaining relationship with
supplier out of which one of them is Supplier
relationship management (SRM). SRM is the
discipline of strategically planning for, and managing,
all interactions with third party organizations that
supply good and/or services to manufacturing
organization, In practice, SRM entails creating closer,
more collaborative relationships with key suppliers in
order to uncover and realize new value, and reduce risk.
Vol. 6, No.3 May-June 2017
Nissan is quite innovative in maintaining its supplier
relationship and in same line they have developed a
new process which has been explained below.
A ‘Panel Committee’ selects candidate suppliers for
business with Renault and Nissan, based on their
QCDDM performance (Quality, Cost, Delivery,
Development and Management).
A “Sourcing Committee” then selects suppliers for each
project, using a transparent process to manage the
Request For Quotation (RFQ).
Supplier’s performance is continuously reviewed and
shared with suppliers throughout this process.
Actual Force: Efficient Backward Integration
Impact: Low
4.3.5 OVERALL IMPACT: LOW
Nissan has scored the attractiveness score of 3.2 which
implies that Nissan has low threat from its supplier
because supplier are small in nature and not in a
condition to forward integrate moreover Nissan has a
very stream lined process of co-ordinate with supplier
which give it an added advantage. Only area where
Nissan needs to little cautious is the local concentration
of suppliers because high localization may lead to threat
of new entrant into market.
Drivers  Weig Thrust  Impact  Ra Scor
ht  on  tin e 
Nissan  g 
Concentration  0.3  Cost of  High  2  0.6 
of Suppliers  Production 
Forward  0.3  Supernormal  Low  4  1.2 
Integration  Profits of 
Automobile 
Industry 
Improvement  0.2  Efficient  Mediu 3  0.6 
in Supplier  Backward  m 
Information  Integration 
New ways to  0.2  Efficient  Low  4  0.8 
co‐ordinate  Backward 
with supplier  Integration 
Total  1           3.2 
4.4 Threat of Substitutes
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In Porter Model a threat of substitutes exist when a
product demand is affected by the price change of a
substitute product. This force is majorly driven by
following drivers:-
4.4.1 NEW SUBSTITUTES & ITS
PERFORMANCE
In automobile industry of India apart from a large
number of substitutes availability from other OEM
except Nissan there are few new substitutes which has
emerged in India. And most dominating of them is
advent of Metro in various cities of India.
After a huge success of Delhi Metro, Bangalore has
become first city in south to have Metro after a 7-km
stretch was commissioned in October. Kolkata Metro,
which is the first one in the country, has taken up a new
14.67-km east-west corridor that will be implemented
by railways. Mumbai has taken up metro projects-Line
1 (11.07 km), Line 2 (31.87 km) - on PPP model at an
estimated cost of Rs 10,016 crore. Going in same line
few other cities has started or will be launching their
metro soon.
Actual Force: Operation & running cost of cars.
Impact: Very High
4.4.2 INCREASE IN BUYER COMFORT
SUBSTITUTE
Buyers are moving from comfortable substitute towards
economical substitutes which can also be figured out
from Nissan case where Honda, a premium car marker,
market share has dropped to 0.74% in January 2012.
Also following figure shows the decline in premium car
segment in India.
It clearly indicates that Indian automobile industry is
moving towards the fuel economical substitute instead
of comfortable substitute which Nissan India is able to
cater with its small car Micra.
Vol. 6, No.3 May-June 2017
Actual Force: Operation/Running Cost of car.
Impact: Low
4.5 RIVALRY
Rivalry as considered by most of the earlier economist
is the competition from various existing firms but in
today’s world of rapid development even rivalry has
taken a new form. Rivalry is the competition to a firm
which can affect its profitability by any means. In other
words any particle on planet which has potential to
affect a firm’s goal, market share & profits is a rival to
that firm. In broader terms they can be classified as
given in figure.
In addition to the five forces, drivers and actual forces
which has been discussed so far the following section
will discuss few of the drivers and forces which can
have direct impact on NMPIL.
4.5.1 INDUSTRY GROWTH
Indian Automobile industry has shown a moderating
growth in current year. Comparing the data from SIAM,
it can be analyzed that:-
So considering the market share of Nissan even a small
dip in the industry growth can highly impact the Nissan
India overall strategy.
Impact: Very High
Actual Force: Slow down in industry
4.5.2 DOMINANT DESIGN
Financial Year 2012 was a landmark year – for many
auto manufacturers. It paved way for many break
through designs like Fluidic Verna & XUV 500. Both
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the design dominates the market as they launch.
However looking at the stable of Nissan with its plan to
launch with Nissan Teana, X-Trail & 370Z it will
always remain a tough game for any player.
Actual Force: Change in Customer Taste
Impact: Low
4.5.3 POLICY CHANGES
Any policy change by government of India will
have direct impact on NMIPL.
Actual Force: Change in economy.
Impact: Very High
4.5.4 OVERALL IMPACT: VERY HIGH
Despite the high concentration ratio seen in the
automotive sector, rivalry in the Indian auto sector is
intense due many factors listed along. The industry
rivalry is extremely high with any being product being
matched in a few months by the competitors. This
instinct of the industry is primarily driven by technical
capabilities acquired over years of gestation under the
technical collaboration with international players.
4.6 ACTUAL FORCES BEYOND PORTER’S 5
FORCES
Following diagram provides a pictorial view of the
actual forces which drives the Porte’s 5 forces. Very
Inner circle corresponds to rivalry from all the factors.
Second Circle depicts the Porter’s 5 forces applicable
on a form rivalry. Third circle from inside shows
various drivers which push these five forces and intense
the rivalry. The outermost circle uncovers the actual
forces which impact the competition of NISSAN
MOTORS INDIA PVT LTD. and are actually
responsible for competition to NMIPL in the industry.
4.7 NISSAN INDIA FUTURE’S STRATEGY
Nissan India looking at the competition should develop
its strategy at three levels.
Vol. 6, No.3 May-June 2017
4.7.1 CORPORATE LEVEL
At corporate level NISSAN GLOBAL should focus on
its Indian subsidiary because location of India can be
proved a best place for a company’s global strategy.
Considering, starting R&D base here, redirecting
component suppliers, exporting components to other
countries etc. is much more economical in Indian
subcontinent which NISSAN can use for its benefit
with slight change in corporate strategy. In short,
NISSAN along with its alliances and partner
RENAULT can use the potential of India in a holistic
way to become a major market holder in Indian
Automobile industry.
4.7.2 BUSINESS UNIT LEVEL
At business unit level, NMIPL should focus on two
heading:-
1. Cost Advantage
2. Differentiation
By applying these strategies in Narrow and Broad way
it will lead to three different strategies:-
1. Cost Leadership
2. Differentiation
3. Focus
4.7.3 FUNCTIONAL LEVEL
Functional level of organization is the level of operating
divisions and departments. Functional level strategies
involve the development and coordination of resources
through which business unit level and corporate level
strategies can be executed efficiently and effectively.
In case of NMIPL, it should focus on following
functional level strategies:
¾ On building more plants, R&D departments,
export hub etc in India which can lead to MES.
¾ Providing substitutes within in its product line
so that customer can stick to same brand.
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¾ To devise new distribution channel matching
with requirement of customer and pace of
industry
¾ Adopting futuristic means of communication
to be at par with competition.
¾ To optimize the localization of supplies since
high localization may lead to possible union or
new competitor which can impact NMIPL
adversely.
5. BEYOND PORTER’S 5 FORCES
Till now it has been discussed that a firms is bound by
the various external drivers & forces which force a
company to adopt certain strategy in order to sustain or
compete in the market. However this sections throws
light on How can a firm like NMIPL overcome these
forces and adopt a strategy which makes itself a super
attractive firm even in the adverse condition.
5.1 CUSTOMIZE YOUR CAR & TAKE A
TEST DRIVE ONLINE.
Customizing your car before buying will allow
passenger to chose car based on their specific needs. It
is going to be as easy as ordering a dinner from a
restaurant. It will not only provide passenger to chose
their car but also completely vanish the need of visiting
a showroom to take a test drive. Customer will be free
to take a test drive at any time and any place of the
world using an online interface which will match
exactly with real world scenarios.
IMPACT
¾ Reduce the buying power of Customers upto a
greater extent as now every car is very
specific to customer.
¾ Completely Remove the Problem of
Distribution Channel since neither any
Distributor required nor any showroom.
Vol. 6, No.3 May-June 2017
¾ Increase the forward integration as a company
in itself would be directly dealing with the
customers.
5.2 A CAR WHICH IS NOT JUST A CAR
Usually a car has been utilized for travelling purpose
and about 75% when it is standing idle in a garage or
parking there is no utilization of same. Considering the
same a car which can not only be utilized for travelling
but can also fulfill other requirement of a human can do
wonder in the world. Few of the ideas are mentioned
below –
¾ Car as an inverter or power generator for home
– By just plugging a socket in an idle standing
car it will work like an inverter for your
complete house.
¾ Car as a microwave oven for kitchen –
Channelizing the heat which gets produce in a
standing car it can work like a microwave
oven for your kitchen.
¾ Car as a movie theatre at home – Using front
and rear mirror for projection, speakers for
surround sound & convertible seats which can
be transformed into comfortable sofa set for
complete family can provide you an exact feel
of a movie theatre.
IMPACT
¾ Competition to non-automobile industry.
¾ Multiple use of a car.
5.3 CAR WHICH CAN REPAIR ITSELF
A car which can repair its part itself and never required
a service. Such cars can handle any impact on its body
& parts and even on getting an impact on same it can
handle them individually without any need of manual
labor.
IMPACT
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Vol. 6, No.3 May-June 2017

¾ Complete Automobile Service industry will
simply shutdown which is dependent on the
servicing of a car after sales.
™ Indian Automotive Industry: At the Crossroads
by EXIM BANK
™ The Indian Automotive Industry Evolving
Dynamics by KPMG INDIA

¾ Highly Competitive in market irrespective of ™ Determinants of Competitiveness of the Indian

any forces. Auto Industry by ICRIER

™ Indian Auto Industry the way forward by Sunil

Kakkar General Manager (Supply Chain) Maruti
6. BIBLIOGRAPHY Suzuki India Ltd

6.3 BOOKS
6.1 ONLINE RESOURCES
™ Strategy and business landscape by Pankaj
™ Nissan India: www.nissan.in Ghemawat.
™ Nissan Global: www.nissan-global.com

™ Live Mint:
http://www.livemint.com/2012/07/05170512/Rena
ultNissan-India-plans-to.html

™ Times Of India:
http://articles.timesofindia.indiatimes.com/2011-
11-18/india/30414640_1_metro-projects-dmrc-
model-project-report

™ SIAM India - SOCIETY OF INDIAN

AUTOMOBILE MANUFACTURERS:
www.siamindia.com

6.2 RESEARCHES & REPORTS

™ Indian Auto components Industry – A Report by

ICRA, March 2012

™ Indian Passenger Vehicle Industry – A Report by

ICRA, March 2011

™ Automotive Industry Analysis by Prof. Alan

Flury, December 5, 2005

™ Scope of Renualt-Nissan Alliance by Coventry

university London campus

™ Automotive Industry –by India Brand Equity

Foundation, Sep 2009

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