The news of Lynx's listing fanaticism not only triggered public opinion in China, but also spread to Japan next door.

Although EMP is in a tight spotlight in the international car world, it can be regarded as one of the leading companies in the international electric vehicle industry. Its cumulative sales in the American market have exceeded 200,000 vehicles, but in fact, until March 2011, Japan was still the first country in electric vehicles and has the world's largest pure electric consumer group.

However, an unprecedented earthquake and tsunami were completely destroyed by Japan's electric vehicle industry, because this disaster not only triggered a recession in Japan and a decline in consumer confidence, but more importantly, it changed the attitude of Japan towards nuclear power generation.

Subsequently, the Japanese government wanted to develop a car solution that did not require oil and electricity. As the backbone of the Japanese automobile industry, Toyota and Honda almost gave up all research on electric vehicles and took on the important task of developing and manufacturing hydrogen fuel cell vehicles for the Japanese government.

At this time, in the Nissan and Renault Alliance, which is almost the only remaining electric vehicle company in Japan, the faces of many management teams of the company were covered with clouds for the fanatical listing of Lynx.

"I think we should shift the market focus. In the past, we always focused on the domestic market, but now, relying solely on the market in the Greater Japan, it is difficult to form competitiveness. Even if we can monopolize the electric vehicle market in Japan? The market is now facing saturation!" Gao Okao Yohiro, vice president of Nissan Project Department, looked at the people in front of him and spoke with a serious face.

Nissan has been working on the research and development of electric vehicle projects a long time ago. It has to be said that although the character of the Japanese people has been criticized, their R&D capabilities are real. However, due to the decades of car manufacturing concepts, they are also unable to get rid of the constraints of traditional automobile companies in car manufacturing. All the research and development of electric vehicles still comes from the fuel car technology they have mastered.

Therefore, although Nissan and Renault's electric vehicle technology started very early, it was easily surpassed by the emerging EMP in the market.

In other words, Nissan, which had only been established for a few years and had almost zero influence in the international car industry, had decades of experience in making cars, did not take them seriously at all, but reality hit them hard.

When the number of EMP in the United States exceeded 200,000 vehicles, the sales of Nissan and Renault Alliance in the entire global market had just exceeded 150,000 vehicles, and this gap is still further widening.

After all, EMP is a huge charging network that has been gradually built in China, America and Europe. The products of the Nissan and Renault Alliance are still mainly based on the Japanese market. As for the others, their Leaf has also entered the European and American markets, but...

Just like other electric vehicle companies around the world, Leaf has suffered a Waterloo in the European market. In nearly two years, Leaf's sales in Europe have not even exceeded the two-digit number.

This is simply a terrible achievement.

This is basically the case in the American market. In nearly two years, Leaf has sold less than 10,000 units in the United States.

However, in Japan, he contributed the remaining 140,000 units.

If it is in another time and space, as the world's first mass-producible and zero-emission vehicle that can be delivered for daily use in the true sense, it represents the Leaf, which has arrived in the era of electric vehicles. Its performance in the American and European markets is still quite eye-catching. Nissan, which has become the pioneer and leader of global pure electric vehicles, has also left a strong mark on the world's car world.

Unfortunately, Leaf in this life can be said to be born at the wrong time.

When EMP was swept the world by Bai Ningyuan in a flash and Falcon became popular in the entire United States as soon as it appeared, if you look at Leaf again, compared with Falcon, it is simply the gap between QQ and supercar.

In this way, the cost-effectiveness of Leaf is infinitely lowered, and its performance in all aspects is easily defeated by Falcon.

The most important thing is space. Compared with Japanese people who are used to small spaces, cars like Falcon are more in line with the aesthetics of Americans who like freedom and unrestrainedness.

Therefore, Leaf's failure in the American market is not something that is difficult to understand.

"But our performance in the American market does not have the conditions for a full sprint." Another senior executive, North American Marketing Director Kuroo Mito said with a frown.

The Nissan-Renault Alliance's defeat in the American market has caused two North American market directors to come back in a row. Mito Kuroo, who had just taken office, can be said to have been in danger. He was also ambitious before, but when he came into contact with the real situation, he realized that the facts he faced were far more difficult than he thought.

Now Nissan and Renault's electric vehicle industry can be described as a mess in the United States. Facing such a mess, he even felt that he had no idea where to start.

So when he heard the words of Takao Yanghai, he couldn't help but take the lead in causing great pain.

This North American marketing director who was ordered in danger was not what he wanted to be. He was just to drive the ducks and put them on the shelves. After all, the company is an individual who knows how difficult this job is.

"I want to say that our products do not have an advantage in all aspects compared to our competitors. From the time of the project, there was a deviation in positioning. So I personally believe that a model should be re-tailored for the North American market to strengthen the competitiveness of our products, or from another aspect, that is, to reduce the price of the product..." Mito Kuroo looked at the people in front of him and said with a serious face.

"No, no, no, it is impossible to reduce prices. How can the products produced by Nissan do such a depreciation of their own value!" Before Mito Kuroo finished speaking, a figure over 60 years old next to him suddenly interrupted his words, with a bit of momentum in his words.

Mito Kuroo subconsciously looked over and recognized that he was the senior vice president Takashi Tsujitani. He was completely crushing him, regardless of his level, qualifications or age at work at Nissan.

Mito Kuroo opened his mouth, but in the end he said nothing, his face dark.

"By the way, what we are going to discuss today is not how to deal with the opponent's entry into the Japanese market..." Just as the scene was in silence, a gloomy voice suddenly sounded...

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