Nissan - North American development programme

Bringing confidence and control to a major rebranding initiative

We’ve been working with Nissan for more than 25 years – bringing confidence and control to their complex major programmes around the world.

Key information

North America
Date started:
Completion date:
Client type:
Automotive retailer
Main services:
Project management, programme management

Chief among these has been the car manufacturer’s ongoing global rebranding initiative. This worldwide programme comprises the development or redevelopment of over 7,000 dealerships in 157 countries.

In North America, we’ve been Nissan’s programme manager since the initiative began in 2000. In all, we’re overseeing the development and redevelopment of more than 1,050 retail facilities across all 50 states of the US and over 150 facilities across Canada.

  • 1,050 retail facilities across all 50 states of the USA
  • 150 facilities across Canada

It’s this stateside work that earned us a prestigious Project Management Institute (PMI) Distinguished Project Award.

Turner & Townsend has been integral to the initiative’s delivery. We set Nissan up to succeed from the outset, helping to:

  • deliver a brand refresh that’s seen sales at new and redeveloped dealerships increase at more than twice the rate of facilities that have not been rebranded
  • drive efficiencies throughout the programme, saving more than $150m to date
  • procure globally capable supply chain that is able of support individual dealerships, provides resilience, optimises cost and schedule, can export to all markets and is motivated to deliver

Setting up for success – early engagement of stakeholders

One of the biggest challenges has been managing the various parties involved in the programme. To do this, we first identified all the different stakeholders, then defined their requirements and developed appropriate strategies for each group.

Keeping close to all stakeholders enables us to quickly integrate new business initiatives into the programme of work. This has included the launch in North America of commercial and electric vehicles, preparing the business for annual facility compliance checks, and developing a green retailer programme that supports operational efficiency.

Engaging with stakeholders quickly, definitively and early meant we achieved the best results from the programme’s outset. When we picked up the PMI award, we’d worked with 575 individual teams across the US – equating to thousands of dealers, local architects, general contractors, subcontractors and materials suppliers.

Protecting and optimising investment – the numbers you need to know

Our robust programme execution strategy has helped keep the programme on brand, ahead of schedule, and achieved considerable cost savings. Highlights have included:

  • introducing streamlined processes that have enabled the team to manage 30 percent more projects during the course of any given year.
  • improving the overall delivery time of the programme by one fifth
  • reducing the cost of the original prototype for new and redeveloped dealerships by 20 percent, without compromising on brand appearance maintaining a net construction cost at 2002 price levels for more than five years despite inflationary pressures of approximately 20 percent

For further information contact:

Mahewash Uddin