2009 Nissan Gt-r Base Coupe 2-door 3.8l Clean Fast With Upgrades on 2040-cars

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Nissan Altima takes first V8 Supercars win

The V8 Supercars championship used to be strictly a contest between Holden and Ford. But just as BMW crashed the Audi and Mercedes party in DTM, so has Nissan (and for that matter, Mercedes) pushed past the door into Australia's popular touring car series. And like BMW, Nissan hasn't waited long before notching its first victory.
Nissan claimed the checkered flag this weekend in the first of three races at Winton, the ninth stop on the calendar. And what a spectacular win it was: not only did Nissan take the checkered flag, they finished one-two. James Moffat drove his Altima to the finish line just ahead of teammate Michael Caruso. It was Caruso who lead the first half of the race after qualifying just behind defending champion (and current points leader) Jamie Whincup, who suffered a gearbox malfunction and retired on only the ninth lap.
Of course that's just one race out of 27 so far and 37 scheduled this season, so that won't be elevating Nissan or any of its drivers to the lead the same way that BMW did upon its return last season to DTM, but it's a good start and a cause to celebrate for Nissan. Mark Winterbottom (Ford) and James Courtney (Holden) won the following two rounds at Winton as Jamie Whincup (Holden) leads Will Davison (Ford) in the standings.

2015 Nissan Versa Sedan continues to prioritize space and price over looks

Nissan's refresh of its cavernous Versa Sedan is on hand today at the 2014 New York Auto Show. While we continue to appreciate the Versa for its space and low price, this slight restyling of the four-door sedan hasn't done much for its uninspiring appearance.
Newly enlarged headlights and a reworked, more Altima-like grille are the biggest changes to the front of this Versa, although Nissan has also added some brightwork around the revised foglight housings. Integrated turn signals liven up the mirrors, while the rear of the car wears a new and almost strangely sporty bumper.
Perhaps more importantly for prospective owners, Nissan has also made a few interior tweaks, with a new steering wheel and a revised center stack leading the change. There's some new available tech on the top-end SL model, as well.

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.