Competitive Strategy of Nissan Motors UK

This paper discusses the competitive strategy of Nissan Motors UK in the automobile industry. It covers the company's marketing, pricing, and new model release strategies that have given it a competitive advantage over its rivals.

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Competitive Strategy of Nissan Motors UK
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Nissan Motors UK operates in a highly competitive automobile industry. The company aims at
manufacturing highly competitive automobile brands in order to gain a competitive edge against
its key rivals mainly General Motors, Tata Motors, Honda Motor Company, Toyota Motor, and
Volkswagen AG. Nissan Motor has been improving its UK market brand value and selling its
automobile products at an affordable price that appeals to the market in an attempt to gain a
competitive advantage and sustainability in the UK market.
Nissan Motor has adopted the right promotional, marketing, and advertising strategies in order to
market its brand to the UK market. The use of company website has been of late adopted given
the management’s realization that most customers regularly review its website (Frynas and
Mellahi, 2015, p. 26). Further, Nissan Motor has adopted the use of social media marketing by
using Instagram, Twitter, and Facebook to post the newly manufactured vehicles on its page so
that customers can access them from there. Also, the company has employed the use of UK
Magazines, billboards Ads, and other marketing tools to promote its brand value in the target
market (Wang, Nguyen, and Wang, 2016, p. 173). As a result, Nissan Motor UK has gained a
competitive advantage over its rival companies hence enhancing its growth and sustainability in
the UK market.
Nissan Motor UK offers the market a wide range of automobile products that appeal customers
beyond segments and categories. The company has designed an excellent pricing strategy that is
significantly lower and affordable as compared to the competitors. The pricing of Nissan Motor
products appeals to all customers from across segments and this increases the sales of Nissan in
the UK market (McGrath, 2013, p. 10). As a result, a competitive advantage is gained. The price
charged for cars by Nissan attract new customers in the UK market, this increases the number of

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customers for the company’s products hence gaining a respectable proportion in the market
share.
Nissan Motor UK brand value has an excellent timing and frequency of new model releases.
Since the company charges significantly lower prices on its brands to customers, customers
purchase more of the new vehicle models that are released by the company in the market. As a
result, the company has built a strong financial position that enables it in new technologies
investment that enhance creativeness and innovation of new models as demanded in the market
(Jindal, Jee, and Thakur, 2011, p. 196). This has made the company enjoy a strong presence in
the leading and emerging UK automotive market hence gaining a competitive advantage against
the likes of Toyota, Tata, and others.
In conclusion, Nissan Motor UK enjoys an integral advantage of the presence in the automobile
manufacturing hub of UK market which offers it a competitive advantage against other big
players operating in the company. Nissan Motor offers sells the best electric vehicle in the UK
and the world at large. Recently, the company revised its poor marketing and advertising
capabilities something which has contributed greatly to building its brand awareness in the UK
market. Today, Nissan Motor has a strong presence in UK's automobile industry and enjoys a
competitive advantage over its main competitors.

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Bibliography
Frynas, J.G. and Mellahi, K., 2015. Global strategic management. Oxford University Press,
USA. Pp. 20-34.
Jindal, D., Jee, C. and Thakur, R.R., 2011. Nissan: go-global strategy. Business Strategy
Series, 12(4), pp.195-201.
McGrath, R.G., 2013. The end of competitive advantage: How to keep your strategy moving as
fast as your business. Harvard Business Review Press.
Wang, C.N., Nguyen, X.T. and Wang, Y.H., 2016. Automobile industry strategic alliance partner
selection: The application of a hybrid DEA and grey theory model. Sustainability, 8(2), p.173.