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Mercedes was set to sell version of Nissan Titan, now Infiniti might instead

Mercedes-Benz Titan. Mercedes-Benz Frontier. Mercedes-Benz pickup truck. None of these things roll off the tongue particularly well. We'd like to think that's the reason Daimler opted to kill the idea of rebadged Titan and Frontier pickups from corporate ally Nissan. In reality, the execution before the Frankfurt Motor Show was due to more complicated issues.
Yes, Mercedes, byword for German luxury, style and quality, would have slapped a three-pointed star on a pair of Japanese pickup trucks that have failed to resonate with consumers in the world's largest truck market. That slapping of badges isn't much of an exaggeration, at least on the outside. According to the report from Road & Track, the truck's front clip would have been tweaked, but beyond that, the sheetmetal would have been unchanged. The interior would have received a more thorough going-over by the team at Mercedes, while the suspension and noise, vibration and harshness tuning would have also received significant attention.
The trucks would have ended up being sold through the light-commercial branch of Mercedes-Benz - the same folks that will happily sell you a Sprinter van - had the deal gone through. Issues arose, though, first with the engines. Mercedes wanted a wider range of powertrains to allow it to tune models for specific markets, while Nissan said it couldn't engineer the wide variety of engines that MB wanted to drop under the hood. For the smaller truck, meanwhile, MB was interested in a hybrid or plug-in variant, according to R&T, although this was also shot down by Nissan.

Nissan e-NV200 electric van will start FedEx testing in DC

The electric van test program that Nissan and FedEx announced today at the Washington Auto Show isn't really all that new. After all, FedEx is already testing the all-electric e-NV200 in Singapore, Japan and Germany. The news today is that FedEx will be one of the first companies to test the EV in the US, and Nissan brought a prototype to the show to gin up interest. 200 CHAdeMO stations were added in December, a monthly record. The e-NV200 uses a powertrain similar to what's in the Nissan Leaf and weighs about the same as that passenger car, but Nissan isn't talking about US performance figures quite yet. Nissan isn't even saying if the vehicle will even come to the US, but this test program sure hints that something like that is in the works. For now, all that's official is that Nissan will bring two - yes, just two - e-NV200 units to the US, letting FedEx test one in the Washington, DC area for between six to eight weeks before cycling the EVs to other companies in the US over the next year. The idea, as you may have guessed, it to gather data on how companies might use this van and let Nissan figure out if it wants to sell the e-NE200 here. The van will start being built in Barcelona, Spain this spring and is currently intended for Europe and Japan. FedEx is no stranger to greener vehicles, and has 167 EVs in its US fleet right now. Read more in the press release below. The e-NV200 can use CHAdeMO fast charging, and Nissan said today that it has helped install 570 of those DC fast chargers in the US since announcing expansion plans last year. At the time, the target was 500 chargers in 18 months, so things are progressing faster than publicly anticipated. In fact, 200 CHAdeMO stations were added in December, a monthly record. Jan. 22, 2014 Nissan and FedEx Express Put All-Electric e-NV200 to Work in Collaborative U.S. Test WASHINGTON, D.C. - FedEx Express, a subsidiary of FedEx Corp., and Nissan announced today at the Washington Auto Show that the two companies will begin testing the Nissan e-NV200, a 100 percent electric compact cargo vehicle, under real world conditions in Washington, D.C. This test marks the first time the vehicle will be running in North America. FedEx Express and Nissan have conducted similar e-NV200 tests with fleets in Japan, Singapore, the United Kingdom and Brazil. FedEx and Nissan are both committed to reducing the environmental impact of their operations worldwide.

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.