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Customer Snapshot

Maximizing the Ultimate Driving Experience

= 129

city miles per gallon

for the pure-electric
2013 Nissan LEAF


Nissan’s managers and HR staff were spending too much time on spreadsheets and not enough on getting more out of the people who design and produce innovative, planet-friendly vehicles. SuccessFactors helped Nissan transform their HR culture so they could put the right people in positions where they can deliver the cool cars drivers crave.



Nissan North America, Inc.


Smyrna, Tennessee, USA

Customer Website



¥9.409 trillion (US$118.95 billion, €86.32 billion) in 2012

Implementation Partners


Line of Business

Human Resources



Featured Products

SuccessFactors Succession & Development, SuccessFactors Compensation, SuccessFactors Performance & Goals



  • 1911Masujiro Hashimoto founded The Kwaishinsha Motor Car Works.
  • 1937The newly renamed Nissan Motor released the Datsun Type 15, Japan’s first mass-produced vehicle.
  • 1958The first Datsun sedan—the 1200—arrived in the United States. The rugged sedan packed a modest punch with a 48-hp, 1200-cc engine. To this day, the 1200 has a bit of a cult following in the U.S.
  • 1969Datsun introduced the "Z®" for the 1970 model year. Boasting European performance and interior features like roll-up windows and a heater—all at an affordable price—the 240Z® became the best-selling sports car in the world.
  • 1972Datsun introduced the 510, a family car with a racing heritage. It was a novel concept at the time, being a good-looking, economical, fuel-efficient, five-passenger car that was fun to drive. Over its lifetime, the 510 went on to sell more than 300,000 units.
  • 1985The first Nissan Sentra rolled off a production line in Smyrna, Tennessee.
  • 1989Nissan produced its one-millionth vehicle on American soil and launched Infiniti.
  • 1997 Nissan was named Best of the Best by the Environmental Protection Agency.
  • 2005 Nissan set up operations in India through its subsidiary, Nissan Motor India Pvt. Ltd.
  • 2009Nissan sold nearly 520,000 new vehicles in China in a joint venture with Dongfeng Motor, with the goal of selling 1 million in three or four years.
  • 2009 Nissan sold nearly 520,000 new vehicles in China in a joint venture with Dongfeng Motor, with the goal of selling 1 million in three or four years.

Business Model

Serving the people…and the planet

Nissan delivers a wide range of more than 60 car models under the Nissan and Infiniti brands, truly offering “something for everyone.” Their vehicles include compacts, sedans, family-friendly wagons and minivans, sports cars, SUVs, pickups, luxury sedans, and cargo vehicles. Committed to efficient, sustainable car design and making a minimal impact on our planet, Nissan continues to lead the industry in zero-emission innovation.

Success Strategy

Building the world a better car

Nissan takes pride in building vehicles that are “more efficient, more beautiful, more inspiring, and more human than ever before.” But the company doesn’t seek to change the driving experience for customers in just one region – instead, Nissan is pursuing an aggressive strategy to grow their business in new markets across the Americas. At the same time, Nissan is making major changes to their business culture.


Although day-to-day operations will always remain important, Nissan is now focusing on longer-term strategic thinking that will help the company continue to enhance the driving experience while minimizing the impact of vehicles on our environment. To meet these goals, the company must have a creative, talented, and diverse employee base – and the ability to place the right people in the right positions every time.

The Challenge

Rows and columns get in the way of linking
people with progress

Seeking to empower their managers to make better decisions about talent, Nissan wanted to give them tools that could track employees in a centralized database. This would make it easier for the company to mobilize their talent between different divisions across regions and around the world. But until recently, Nissan’s employee evaluation system was built on a complex system of spreadsheets that were bundled and passed around managers throughout the company. This unwieldy process was not only time-consuming, but also hindered participation and led to inconsistent outcomes.

Enter SAP

At Nissan, flexibility is in the driver’s seat

Nissan began looking for a talent management solution that could help their managers track talent based on three measures: what an employee does, how he or she does it, and what potential he or she has to take on new responsibility and leadership.


As they evaluated possible solutions, Nissan’s team kept in mind that while consistency is important, flexibility is king. For example, the company’s engineers shouldn’t be evaluated with the same metrics as marketing professionals.


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Partnering with SuccessFactors for innovation

SuccessFactors stood out from the pack due to their ability to integrate all the different capabilities Nissan wanted into a single talent management platform.

The SAP Experience

SAP’s successfactors brings it all together

By implementing a broad suite of SuccessFactors solutions, Nissan built what they call their CareerVision system – a streamlined platform that delivers a more engaging, effective talent management process for employees and managers. With SuccessFactors in place, Nissan’s leaders now have the foundation they need to make strategic talent decisions around the globe.


“What SuccessFactors was able to bring to the table was integration of all those different capabilities into one single platform for talent management.”

- Anish Baijal, Director, Talent Management and HR Services

Running Better

Focusing their vision on the road ahead

SuccessFactors has given Nissan’s managers and HR staff the tools they need to focus on talent management strategy – not transactions and paperwork. They’re using these solutions to transform the company’s HR culture and improve the HR organization’s standing with Nissan’s executives.


Meanwhile, managers and HR staff can more easily put employees in positions where they can use their talents to enhance the driving experience for Nissan customers around the world.


People are the power for progress

The shift to SuccessFactors has enabled Nissan to transform its HR culture for the better. By dramatically increasing the speed and focus on talent management processes, Nissan’s HR staff has proven they can keep pace with a globally growing business.


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A transformed HR culture

Lessons Learned

Moving the needle on two fronts

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More Efficient and Effective.

“Since 2007, we have achieved significantly to the bottom line, by changing the HR culture and using a data-driven approach. We have moved the needle on both fronts – on the efficiency side and on the effectiveness side.”

- Anish Baijal, Director, Talent Management and HR Services


Accelerating in new markets

Using their CareerVision platform based on SuccessFactors technology, Nissan plans to keep motivating and engaging employees, while conquering new markets around the globe.


By deploying the right people in the right markets, Nissan will be in a better position to offer affordable, environmentally responsible options to drivers everywhere.

Journey Ahead

Next on the itinerary: rapid, but sustainable growth

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On the Map: Rapid and Sustainable Growth

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