text: One key for both creative divisions is to focus on 
  
  “customer clusters.” We refuse to spend our money to 
  
  develop products that should please everyone. In fact, we 
  
  may invest in a certain innovation because we understand 
  
  that a particular subset of customers will appreciate the 
  
  performance it provides. Our process is very focused, and may 
  
  even target a smaller customer cluster that no one else is 
  
  addressing. The marketing process for these two divisions is 
  
  deep and accurate. This creates value through differentiation. 
  
  The NISSAN Value-Up plan is about focusing on strong 
  
  products that reinforce our brand, pursuing new concepts 
  
  and innovation, and expanding geographically in a stronger 
  
  and faster way. During the Nissan Revival Plan and NISSAN 
  
  180, we introduced some influential and innovative models— 
  
  the Murano, the Z, the FX and the X-TRAIL, to name a few. 
  
  It would be a mistake not to capitalize on those successes 
  
  and reinforce the brand. At the same time, we cannot rely 
  
  solely on our current concepts. Launching a new product 
  
  naturally requires significant expenditures, because 
  
  awareness and understanding must be created for the new 
  
  product. We must differentiate to succeed, devise new 
  
  products and concepts, and venture into areas that others 