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Nissan Leaf has 2nd-best sales month ever, Chevy Volt does a 2013 repeat [UPDATE]

UPDATE: The official press release says that "Volt [sales were] up 7 percent," but Randy Fox let AutoblogGreen know that this is simply due to a change in the fleet/retail mix between March 2013 and 2014. The actual number sold was exactly the same in the two months. A month ago, Nissan's director of EV sales and marketing, Toby Perry, said he expected to see the Leaf's sales momentum continue into March. It wasn't a big leap, since January and February were slow sales months in 2013 (around 640 each) before a big climb to 2,200 in March. In 2014, the first two months of the year were better (around 1,300 each) but Nissan can still be happy that the Leaf just had the best March ever and its second-highest sales month ever, with 2,507 sold. That's a 12.1 percent increase from 2013 and Perry said in a statement to AutoblogGreen that one reason is all of the buyers who are becoming evangelists for the vehicle. "We've also seen an increase in showroom traffic as we enhanced our marketing presence in March," he said. Nissan pointed to cities like Washington, DC, Raleigh-Durham, NC and urban areas in Texas as strong Leaf markets last month. On the Chevy Volt front, January and February were also slow months in 2014, down roughly half from the 2,000-ish the plug-in hybrid was selling at the end of 2013. For 2014, sales were up slightly from the first two months of the year and Chevy spokesman Randy Fox told AutoblogGreen that the March number was "pretty flat, year-over-year." Even with that warning, we were surprised to see the total come in at 1,478. Why's that? Because the total for March 2013 was ... 1,478. So, yeah, that's pretty steady even if there were 26 selling days in March period this year compared to 27 last year. As always, our more complete report of last month's green car sales will be coming soon. News Source: General Motors, Nissan Green Chevrolet GM Nissan Electric Hybrid PHEV ev sales

Mercedes to build CLA at Nissan plant in Mexico [w/poll]

Volkswagen may have paved the way for American customers to get used to the idea of German cars produced in Mexico, but it won't be the only one for long. BMW is said to be considering production of the 1 Series, 3 Series and Mini south of the border, Audi is working on its own factory in San Jose Chiapa, and now Mercedes-Benz is reported to be following suit as well. Only instead of building its own plant, Daimler is tipped to use a Nissan factory in Aguascalientes.
According to a report in Manager Magazin recently cited by Automotive News Europe, that's where Mercedes is considering building the GLA, CLA and another A-Class sedan. Just what the point would be of another sedan based on the A-Class in addition to the CLA, we're not sure, but if Benz can produce the larger CLS in addition to the E-Class and S-Class sedans, we suppose there'd be room for an A-Class sedan alongside the CLA as well.
We're still waiting on confirmation and comment from Mercedes on the prospect, but one way or another, the increase in Mexican production of German automobiles seems to be a foregone conclusion.

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.