Nissan Annual Report 200440
MARKETING
Better information, 
Better decision
OUR WORK
ASAKO HOSHINO
Vice President
Market Intelligence
“Why does a company conduct market research on
consumers? It is not just about asking the customer 
if they prefer A or B, which is often what managers
want to know. Accumulating knowledge on consumer
behavior and emerging trends is how you come up
with ideas that are truly focused on the customer. 
Our aim is to gain the deepest understanding of the
customer possible, and use that insight to identify
future trends. 
The Market Intelligence department is relatively
new, formed by combining the research functions
once carried out separately by various divisions. 
The merger and our independent status have brought
several practical benefits. We now have uniform
procedures for conducting research, better research
methodologies, and greater objectivity in the
interpretation of the data. Today, we’re a team of
experts in this field, not simply coordinators between
research organizations and the decision makers. 
We are often benchmarked by other industries. 
When the department was first established, Mr. Ghosn
made one thing very clear: Do not attack the methodology!
Different business areas may complain when we release
information that is negative or differs from their objectives.
However, they cannot attack how we came to our
conclusions, because our methodology is considered the
best within the organization. We are transparent in our
selection of methodologies and how we approach
conclusions. Among the various areas, we aim to be the
department that most effectively utilizes the PDCA—plan,
do, check and action—cycle. We are always working to get
better and more accurate information to upgrade our
methodology. Every year we hold a PDCA session to review
our methodology with other departments. Anyone can
assess Market Intelligence at this time. This is also a great
opportunity to share methodologies and approaches with
various functions. 
We also conduct trend review meetings with all
decision-makers, including non-marketing officers, to
understand social, consumer and value trends so that we
can identify sources of innovation for all areas. This makes
us unique. Our analysts enrich the analysis, interpretation
and forecast because they are aware of global social and
consumer trends. The trend review meetings also remind
people in all departments—even those not directly involved
with sales and marketing—that customers are truly the
center of our business.
We work with different research experts and
companies as our partners. They offer a variety of high-
tech techniques such as glasses with cameras that track
eye movement, instruments that measure brainwaves or
pupil dilation to detect preferences, and non-categorical
measures that help us find personal evaluations of
perceived quality or design. Our job is to evaluate these
research companies and their output, and to develop the
best methodology for our issues. We are always refining
the tools we have and looking for new ones that will boost
our accuracy. Our strong ties with outside experts are a
source of competitive advantage for Nissan.
Again, it all goes back to being customer-oriented.
Confirming that customer-oriented stance will create value
for Nissan. Market Intelligence must be a dedicated
evangelist for this change.”