Nissan will launch its new seven-seat C-SUV by the first quarter of 2027 as part of a four-product offensive aimed at rebuilding its presence in India. The Japanese automaker is targeting a doubling of domestic sales as its product portfolio expands, while also growing exports from India. Thierry Sabbagh, Divisional Vice-President and President – Middle East, KSA and India, Nissan Group AMIEO, discusses India’s role in Nissan’s global plans, premium SUVs, future technologies and the company’s growth strategy.
Edited excerpts:
You have successfully led Nissan’s growth across West Asia. What makes India different and why has Nissan decided to significantly step up its commitment here?
India is one of the most exciting automotive markets in the world and already the third-largest globally. Nissan has made a clear decision to stay and grow here.
The Magnite, launched in 2021, helped us reconnect with Indian customers and better understand their expectations. Our strategy today is simple — India for India and India to the World. We are preparing to launch four products across key segments, reinforcing our commitment to Indian customers while strengthening India’s role as a manufacturing and export hub.
India’s premium SUV market is expanding rapidly. Does that create a business case for Nissan to introduce global flagship models such as the Patrol?
India is becoming an increasingly attractive premium market, and Nissan has a strong global portfolio. The Patrol is one of our flagship products with a strong reputation, particularly in West Asia.
We are studying opportunities for premium products in India and evaluating different routes to market. However, it is too early to discuss specific products or potential business models at this stage.
India has emerged as an important export base for Nissan while domestic volumes are also gaining momentum. How do you balance the two?
We do not view exports and domestic sales as competing priorities. They are two separate growth engines.
Our objective is to grow both. If we can double exports while also doubling or tripling domestic volumes, that is the ideal outcome. The same product platforms can serve both businesses, with specifications adapted for different markets. At the same time, we are expanding our dealer network and strengthening our presence across Tier I, II and III cities.
Beyond expanding the network, how is Nissan using technology to improve customer experience?
Customer expectations are increasingly going digital. We are investing in digital platforms and introducing an AI-powered vehicle configurator that allows customers to explore products, compare variants, obtain information and schedule test-drives.
At the same time, direct interaction remains important. I spend considerable time travelling across India and meeting dealers and customers. Their feedback helps us identify areas for improvement and future investment.
Nissan has global strengths in electrification and e-Power hybrid technology. How do you see India’s powertrain mix evolving?
Every market evolves differently, and powertrain choices depend on customer demand, regulations and commercial viability.
Nissan has extensive experience in electrification and hybrid technologies globally. In India, our current focus remains on internal combustion engine (ICE) vehicles, but we continue evaluating hybrids and other technologies with our teams in Japan and India. We will introduce the right solutions when market conditions are appropriate.
India is rapidly tightening emission norms while pushing ethanol blending and flex-fuel vehicles. How prepared is Nissan?
Compliance is non-negotiable. We are fully aligned with current regulations, including E20 requirements, and will continue adapting as regulations evolve.
Nissan also has global expertise in flex-fuel technologies. We work closely with policymakers to understand future regulatory requirements and will bring the appropriate technologies to market when needed.
Platform sharing has become increasingly common across the global auto industry. How do you ensure Nissan products retain their own identity within the Renault-Nissan Alliance?
Partnerships have become standard across the industry, but every Nissan product reflects Nissan engineering and Nissan DNA.
For example, the Tekna was designed, engineered, tested and validated by Nissan teams. We also have significant product development and engineering capabilities in India, which will continue to play an important role in future programmes. The alliance creates efficiencies while allowing each brand to maintain its distinct identity.
The global auto industry continues to navigate geopolitical uncertainty and supply-chain disruptions. Does that affect Nissan’s plans for India?
The industry has experienced various disruptions in recent years, but our focus remains on long-term strategy.
We cannot wait for every uncertainty to disappear before making decisions. Our plans for India remain unchanged. We have a clear growth roadmap and will continue executing it while adapting to changing conditions when required.
Finally, what would success look like for Nissan in India over the next five years?
Success is not only about sales volumes. I want Nissan to be recognised as one of the brands delivering the best customer experience in the country.
That requires a strong dealer network, the right products, a customer-centric approach and consistent execution. India is a long-term market for Nissan. We may not become the biggest player overnight, but our goal is to become one of the most respected brands in terms of what we offer customers.