Clawing their way might be an overstatement!

I wish they would focus on helping their dealer claw back to profitability!

Worth looking at what is actually driving the improvement before calling this a recovery. The forecast revision from a 650 billion yen loss to 550 billion is real on paper but the two biggest contributors are a one-time regulatory benefit from relaxed US emissions rules and yen weakness making overseas profits look bigger in local currency terms. Neither of those is a Re:Nissan achievement. The actual restructuring progress, closing plants, cutting the model lineup from 61 to 45 variants, reassigning 3000 engineers to cost reduction, those are real operational moves. But the headline number is flattered by tailwinds that do not repeat. The question I would be asking internally right now is what the operating profit looks like in fiscal 2027 when those one-time items are gone and you are down to what the restructured business can actually generate on its own.

It remains crucial they start putting some soul into their cars. If they can move away from uninspired commuters and deliver more exciting vehicles like the Z, they could win people over. Reliability needs to remain the main goal for survival.

Investors are going to stay nervous until there’s a clear roadmap for growth. Cost-cutting is a start, but you can’t just shrink your way back to being a top-tier player. I want to see a bold move that proves they still belong in the big leagues.

Today’s affordability environment makes Nissan’s product strategy particularly important. Higher fuel prices and continued financing pressure could create renewed demand for genuinely affordable, efficient vehicles—not simply discounted versions of $45,000 products. A turnaround based only on reducing costs is one thing. A turnaround that gives dealers desirable vehicles at payments competitors cannot easily match is another. Should Nissan treat affordable mainstream product as a competitive advantage rather than trying to chase the same higher transaction prices as everyone else?

Jaguar Land Rover is now approaching the same turnaround question from another direction: reduce roughly £1.7 billion in cost and lower the volume required to break even. That is probably the correct first step for any struggling OEM, including Nissan. But eventually the definition of success has to move from “we need fewer units to survive” to “customers want more of what we build.” What metric should mark that transition—market share, conquest, dealer gross, repeat purchase rate or sustained operating margin?