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2014 Nissan GT-R Track Edition loses rear seats, gains performance

Nissan is adding yet another tier to the GT-R hierarchy for 2014 with the GT-R Track Edition. Debuting at the 2013 Chicago Auto Show, the bruiser ditches its back seat in the quest for a lower curb weight, and a set of more seriously bolstered front buckets keep occupants planted once the going gets twisty. The Nürburgring-developed Track Edition offers an integrated carbon fiber front splitter with brake cooling ducts as well as an even harder-core suspension. Engineers swapped the stock bits for special Bilstein DampTronic shocks and paired them with more aggressive springs.
The engine still delivers 545 horsepower and 463 pound-feet of torque and still relies on the split-second quickness of the standard GT-R's six-speed dual-clutch transmission. Expect to see just 150 examples of the 2014 Nissan GT-R Track Edition land on American shores starting this May. In the interim, check out the full press release below for more information.

Nissan to build Golf-fighter in Spain

Nissan hasn't had a proper European entry in the ridiculously popular compact hatchback segment since it stopped offering its somewhat staid and uninspiring Almera (above) in 2006. According to Automotive News Europe, the new machine, which will not be called Almera, will be marketed against the Volkswagen Golf and Ford Focus - two extremely popular models in Europe. Production is slated to begin in July of 2014.
The new compact will be built in Barcelona, Spain, at the factory that currently builds the Pathfinder, Navara pickup and NV200 commercial van. An investment of $178 million will be made to assemble the compact car, and an additional $27 million will go to the plant to create more trucks and transmissions for electric vehicles.
The decision to invest in Spain comes after the automaker successfully renegotiated contracts with local unions. Similar talks are underway in France, where Nissan partner Renault is based, but as of yet no new agreements have been struck. Feel free to browse through the official press release below.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.