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Auto blog

Nissan's plan to supply US Mitsubishi dealers with family sedan stalls

Mitsubishi has quietly had some big success recently. The Japanese brand sold 77,643 vehicles in the US for all of 2014, a 24.8 percent jump over 2013. While still relatively small overall (Ford sold 74,355 F-Series trucks just in December, for example), it shows definite growth for the sometimes forgotten automaker. Unfortunately, the latest news might not help the company's future expansion. The proposed partnership of Mitsubishi and the Renault-Nissan Alliance on at least one midsize sedan for the US market is off the table, according to Automotive News. The company informed sellers that the collaboration had fallen through during a National Automobile Dealers Association meeting. "I told them that the plan has stalled," said Don Swearingen, executive vice president of Mitsubishi Motors North America, to Automotive News. "And I said that's really all I can tell you at this time." Under the original partnership, Mitsubishi was supposed to get a D-segment sedan that would have been built at the Renault-Samsung factory in Busan, South Korea. The automakers were also negotiating for Mitsu to get a C-segment four-door as a global model and developing an electric kei car for Japan together, due in 2016. While the sedan is gone, Mitsubishi isn't completely bereft of improved products in the pipeline. The Mirage Sedan is being launched in the US, and the Outlander is supposed to get a redesign for the 2016 model year. According to Automotive News, the Outlander Sport and Lancer are also due for refreshes in 2016, and a new Mirage is on the way.

Nissan installs 1,000th CHAdeMO fast charger in Europe

While the European Union hasn't been very supportive of CHAdeMO stations, the fast chargers are seeing significant growth in the European electric vehicle (EV) infrastructure, with Nissan installing number 1,000 at the Roadchef Clacket Lane Services in Surrey, UK recently. In the past year, the number of CHAdeMO fast chargers nearly doubled in Europe, starting from about 600 stations in early 2013, and that's helping make EVs more useful. Nissan says that installation of a CHAdeMO station along Norway's E18 highway increased EV use eightfold there in the 18-month period after that station was installed. The new CHAdeMO station in the UK is available to use for free and, like other CHAdeMO stations, can charge a Nissan Leaf or other compatible EV up to an 80-percent charge in just under 30 minutes. Japanese automakers like Nissan and Mitsubishi are dedicated to the CHAdeMO but German and US automakers continue to support a competing technology in Europe and abroad, the SAE Combo DC fast charger. Tesla Motors has covered all the bases as it rolls out its $1,000 CHAdeMO adapter for its Supercharger stations. Nissan worked with Ecotricity, a UK green energy firm considered to be a pioneer in EV charging, for the Surrey installation. Nissan says that installing it on the M25 highway south of London helps EV drivers gain easy access to Kent and onward into Europe on one of the busiest roads in Europe. That will help drivers of the Leaf and the upcoming Nissan e-NV200 electric van to quickly extend their journeys, said Jean Pierre Diernaz, Nissan's director of electric vehicles, in the press release available below. 1,000th CHAdeMO standard quick charger installed in the UK UK has 18% of Europe's electric vehicle quick chargers Charger provides free, zero carbon electricity from Ecotricity Chargers recharge electric cars from 0-80% in 30 minutes Nissan has announced 1,000 CHAdeMO quick chargers have now been installed in Europe with the commissioning of the charger at the Roadchef Clacket Lane Services in Surrey, UK. The fast charging unit can recharge the batteries of compatible* electric vehicles - including the 100% electric Nissan LEAF - from zero to 80 percent charge in just 30 minutes, and at zero cost. The installation of the fastest type of chargers dramatically increases the uptake and usage of electric vehicles.

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.