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Infiniti Q50 Eau Rouge to cost over $100,000?

Enthusiasts have been clamoring for Infiniti to build a car like the Q50 Eau Rouge for years. In concept form, it employs the GT-R's much-loved 3.8-liter twin-turbo V6, tuned to produce 560 horsepower and 442 pound-feet of torque, with the whole works slid underneath fetching luxury sedan bodywork with carbon fiber aero aids. At this point, the model is rumored to be all but certain for production. The company recently even put Sebastian Vettel in one to show it off. However, Infiniti President Johan de Nysschen is suggesting that the model's lifetime could be brief, limited and rather expensive.
The Infiniti boss recently gave a long interview to Motor Trend that spilled a lot of beans about the Eau Rouge. While he refused to officially admit that the super sedan was on the way, he admits that he's "pushing the Eau Rouge concept for commercialization."
According to de Nysschen, if built, the production version will hew closely to the concept with the engine from the GT-R, but the seven-speed automatic transmission and all-wheel drive system will come from the Q70. And while that would make the Eau Rouge a performance powerhouse, it might also be a rarity on the road:

Nissan GT-R drag races Swiss fighter jet

Proving that speed is fun in any language, Nissan's German arm recently pitted a GT-R up against an ex-Swiss Air Force fighter jet, called the Hawker Hunter. Now the idea of a car-versus-plane drag race is nothing new, but this is the first time we can recall a GT-R being involved.
While this Nissan video is almost a month old, we're pretty sure you won't be disappointed by the action, which shows the two high-speed machines racing along the two-kilometer runway. We don't want to ruin the suspense, so scroll down for the latest matchup of sports car versus fighter jet.

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.