2007 Nissan Maxima Sl Perfect Condition!!! on 2040-cars

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Nissan Micra overtaken by bees in England

A 20,000-insect-strong colony of bees attempted to turn a Nissan Micra into their new hive on Friday. The invasion happened in the English town of Southsea, a suburb of Portsmouth, and is just one of a few unexpected bee swarms in the country in recent days.
The car belonged to a student, who alerted the local council. A beekeeper was called in to move the colony of European honey bees to a safer location, on the roof of a nearby church, where they can be tended to.
Scroll down for a video of the bees in full-on swarm mode on the back of the second-gen Micra.

Nissan Leaf, e-NV200 get orange treatment for Ultraman Ginga S

The automobile-as-crime-fighting-teammate concept dates back at least to the 1960s Batman television series, gained further currency during the 1980s with Knight Rider and was referenced in the recent Kia ads featuring Los Angeles Clippers basketball star Blake Griffin and Jack McBrayer of 30 Rock fame. Now, Nissan has put a bright, colorful spin on the idea by tricking out both a Leaf electric vehicle and an e-NV200 electric van for the Japanese television show Ultraman Ginga S. A far cry from the aforementioned muscle cars (the Leaf powertrain delivers just 107 horsepower), the vehicles still cut dashing figures by featuring a lot of orange, a bunch of geegaws, a body kit and cannons. Yes, cannons. They were shown off at the Tokyo Toy Show. The Ultraman Ginga series debuted on Japanese television just last year, according to the Internet Movie Database (IMDB). Nissan started making the real-world e-NV200 electric van in Spain in May. No plans have been announced for US sales, though the Japanese automaker will export the van to its home country. There's an explanatory video and Nissan's press release about the Ultraman Ginga vehicles below, but we apologize in advance, as you will need to be able to read Japanese for the PR. The video has been helpfully translated. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. ???????????????????????????? --??????????2014????????????e-NV200???????????-- ?????????(??:????????? ??:???? ???)???????????????(??:?????? ??:?? ??)??????????????????????? ???????????????100%???????????*1???6?9??????100%????????e-NV200?????????????2????????????????TV?????????????????S*2(???????????)???????? ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????11?5??????????????????10????????????e-NV200???????????????????????????Leaf to Home??????????????????????????????????????????? ???7?15???????????????????S??????????????????????????????????Web?????????????????????????? ???6?12???6?15????4?????????????????????????????2014???????????????e-NV200????????????????????????????????????????????????????? (*6?12??13????????????????????????????) ????????S????????????????????????> ??: 6?12?(?)11:30~ ??: ???????? ?4??? No.4-1???????

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.