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At the time, American manufacturers were not at the forefront of small car creation, and their low sales led to plant closures and mass layoffs. As a result, social divisions arose, which caused an increase in protectionist sentiments and requests for quotas on the import of Japanese cars. For Japanese companies, this entailed opening factories in the United States. In March 1971, the construction of the Tochigi Plant was completed. By 1972, the cumulative Japanese production in the history of Nissan exceeded 10 million vehicles, and three years later, sales in Japan reached 10 million vehicles.

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Die beiden Energiekrisen der 1970er Jahre lösten einen Exportboom von kleinen japanischen Autos aus, die für ihren hervorragenden Kraftstoffverbrauch und ihre überlegene Qualität bekannt sind. Bei Kraftstoffverbrauchstests der US-Umweltschutzbehörde im Jahr 1973 gewann der Sunny und fand in den USA während der Werbekampagne „Datsun saves“ großen Anklang.

Today, Nissan Motor Co. is a great example of a fast-growing company that builds its success on the principles of strong positioning and strategies, which are expressed in the company's global mission: to produce unique and innovative vehicles and services that represent the highest value for customers, employees, dealers and suppliers. At the end of April 2004, a new three-year Nissan Value-up business plan (Nissan: Increasing the Value) was made public, which came into force in April 2005.