Zhong Guo Qi Che Bao Wang·2025-07-22 02:13Core Viewpoint - Nissan is planning to close its flagship factory in Zama, Kanagawa Prefecture by the end of the fiscal year 2027, transferring production to its Kyushu plant in Fukuoka to reduce costs and capacity as part of a broader restructuring effort [2][3] Group 1: Financial Challenges - The Zama factory currently employs approximately 2,400 workers, and Nissan is attempting to cut costs to address its rapidly deteriorating financial and operational situation [3] - Nissan reported a fiscal year loss of 670.9 billion yen (approximately 4.5 billion USD) as of March, a significant decline from a profit of 426.6 billion yen in the previous fiscal year [5] - The company is facing increased competition in the global market, declining sales in certain regions, and high restructuring costs, which have contributed to its financial struggles [5] Group 2: Restructuring Plans - Under the new CEO Ivan Espinosa, Nissan plans to reduce its global workforce by about 15%, which equates to nearly 20,000 jobs, and consolidate its 17 factories into 10 [6] - The annual production capacity is expected to decrease from 3.5 million units to 2.5 million units as part of these restructuring efforts [6] - Previous merger talks with Honda were abandoned, and Nissan is now seeking funding support and strategic partnerships [6] Group 3: Technological Advancements - To achieve a turnaround, Nissan must focus on technological breakthroughs, particularly in solid-state battery development, which could provide a significant competitive advantage in the electric vehicle market [7] - The company needs to increase investment in research and development for battery materials and structural innovations to enhance energy density, safety, and charging performance [7] Group 4: Market Strategy - Industry experts suggest that Nissan should abandon its "global car" strategy and adopt a regionally customized product approach, particularly focusing on the North American market's demand for electric pickup trucks [8] - The company should prioritize the development of electric pickup models that meet local consumer needs, emphasizing practicality, comfort, and competitive pricing [8] Group 5: Ecosystem and Collaboration - Nissan is encouraged to restructure its ecosystem through supply chain and alliance innovations to enhance competitiveness [8] - The company should actively seek partnerships to share resources and co-develop advanced electric platform technologies, potentially collaborating with tech firms to address software deficiencies [8][9]