please

analyze by an academic research the below for strategy :

$1-$ external analysis including

PEST provide macro overview

analytics existing use and opprtunities for further use

technology $,$ big data and analytics

porter's five forces by research

environment scanning

industry and market structure

industry life cycle $($ILC$)$ issues including change trajactory

strategic groups

$2-$ internal analysis and including :

value chain for a detailed picture of activites and how they fit together

cultural issues and culture web

stakeholder mapping

value systems and how value chain are linked

synergy and how coherent is the organisation as a whole

capability analysis and what is the source of competitive advantge

VRIN analysis

financial analysis based of income statement, cash flow and statement of financial position and all the financial ratios

$3-$ the SWOT and TOWS analyses, including SW$,$ OT$,$ NO

comprehensive strategy statement for a future strategic plan and execution using a strategic options configurator including set out, aim, tactic, direction $,$ method, competitive stance, strategic groups and the A$3$S to review and evaluate options

all answers must be well described with details and in a research form and provide all the source of the information

list all the sources and websites that you will use in harvard citation form

Challenges for Nissan Motor

Corporation

Formed in $1933,$ Nissan Motor Corporation is one of the world's leading automotive manufacturers. Nissan offers a diverse range of automotive vehicles, including electric and autonomous cars with its competitive advantage being in its innovation, costefficiency$,$ and global market presence $($it operates in over $160$ countries$)$ though its revenue is primarily generated from three regions: North America, China, and Japan. Among these, North America stands out as the largest contributor to the company's revenue accounting for approximately $38\%$ of Nissan's total sales in $2024.$ Compared to rivals like Toyota and Honda, Nissan has been more aggressive in the EV market. However, its market share in EVs has been impacted by Tesla's dominance as well as the emergence of newer Chinese rivals $($such as BYD$).$ Nissan has also established a range of strategic alliances to support it operations across a range of product and geographic segments. The most notable alliance is Renault$-$Nissan$-$Mitsubishi Alliance which provides a significant advantage in technology sharing, cost reduction, and R&D collaboration. Additionally, Nissan collaborates with tech firms to advance its connected cars and autonomous driving initiatives.

The Nissan value chain is based upon a lean production system based upon the use of Just$-$In$-$Time $($JIT$)$ inventory management. This value system is based upon a global network of suppliers offering both raw materials and components as well as robust supplier relationships via Nissan's Renault$-$Nissan$-$Mitsubishi Alliance. The latter is used for cost efficiency within the production system. This is supported by a global network of manufacturing facilities across its major markets namely Japan, USA, UK$,$ and China. Integral to this efficacy of the value system is the Nissan Production Way $($NPW$).$ This is Nissan's proprietary manufacturing system, established in $1994$ to standardize and enhance production processes across its global operations. It is founded on two core principles; never$-$ending synchronization with customers and a never$-$ending quest to identify and resolve problems.

To support the implementation of NPW$,$ Nissan has invested in facilities like the Global Production Engineering Center $($GPEC$)$ and the Global Training Center $($GTC$).$ These centers focus on refining production techniques and disseminating NPW principles across all manufacturing sites.

Over the past decade, Nissan has faced a challenging operating environment that has impacted upon its financial performance as the firm has struggled to adapt to the changing market conditions. The cumulative effect of global economic uncertainties, the COVID$-19$ pandemic, semiconductor shortages, shifts in core markets and internal restructuring efforts have created adaptive tensions for the business to which it has not responded well. Indicative of this poor performance there has been the sharp decline in Nissan's sales which have fallen from $4\mathrm{.}9$ million cars in $2013$ to $3$ million a decade later. Of especial note has been the lost market position in the US due to a lack of hybrid offerings for which demand has surged in this market; something its major rivals $($Toyota and Honda$)$ were well equipped to take advantage of$.$ The global car market is also enduring big discounts in which only rich cash companies $($of which

Nissan is not one$)$ can survive. Furthermore, Nissan has also lost market share in Asia $($where sales have halved in a decade$).$ This was especially notable in China where the emergence of cheaper Chinese competitors $($most notably $-$ as mentioned $-$ in the EV sector$)$ have intensified the competitive threat to the business. There does seem little evidence of any immediate reversal of future for the business as in the six months to September $2024,$ Nissan's profit fell by over $90\%$ with annual profit down by $70\%.$ This was against an already underperforming financial performance vis$--$vis its peers.

By late $2024,$ Nissan was facing a 'make or break' year as it faced increased competition and declining sales against what was seen as a very fragmented Japanese automotive sector. Nissan's continued and sustained decline meant that it needed to consider all options for corporate turnaround. This was compounded by Renault running down its investment in the business which created the need for Nissan to find a replacement investor. In the short term, Nissan undertook a series of restructuring measures to enhance its balance sheet through cutting production by $20\%,$ reducing its workforce by $6000$ and reducing its stake in Mitsubishi.

The longer$-$term response was a proposed $$52$ billion merger between Nissan and Honda which was proposed in December $2024$ to create the world's third largest car maker. The merger was motivated by the combined challenge of seeking to cope with overcapacity within the EV market; an ar