on 2040-cars

Auto blog

Tesla about to sell 50,000th Model S

Nissan sold its 50,000th Leaf a total of two years and two months after introducing the EV to dealerships. Tesla isn't as established as Nissan, and its Model S - with its higher levels of luxury and performance - costs multiple times more than the Leaf. Consider the Tesla's starting price of $70,000-plus (and easily much more with a bigger battery and a few upgrades), and compare that to the Leaf's base MSRP of just a bit over $30,000 before its 2013 price cut. It would make sense, then, that it would take the Model S longer to hit 50,000 unit sales. But, no. The Model S could meet the 50,000 sales milestone before the end of October (in fact, it may already have done so). This is just two years and three months after it launched in late June 2012. The Model S could meet the 50,000 sales milestone before the end of October. Tesla hasn't released its sales report for the third quarter, but the Palo Alto-based automaker sold 39,128 units of the Model S through June. Previously, Tesla estimated it would have 7,800 third quarter sales (putting it at 46,928 through September), other independent estimates put Tesla at 50,000 sales in late October. The Model S may not have beat the Nissan Leaf to 50K, but it's not hard to see how this is a win for the California automaker. Arguably, this is a case where we all win. Anytime some buys an EV instead of a traditionally powered vehicle - regardless of marque - that's less energy consumed while driving, fewer emissions and an example set to others who have yet to make the switch. It's hard not to be impressed by Tesla's relative success. Furthermore, Tesla coming so close to Nissan in selling 50,000 EVs is, above all, a testament to the desirability of the Model S, despite the Leaf's clear advantage in terms of attainability.

When public charging fails you and your EV

Think that owning and driving a plug-in vehicle in green-centric San Francisco is easy? You should probably think again. That's because a lot of other residents already have the same idea, and there aren't enough charging stations to keep up. A classic First World problem, for sure, but a problem nevertheless for at least one EV driver. A Wired reporter shares the experience test-driving a Nissan Leaf for a couple of days. The catch is that, like many of the city's residents, he's an apartment-dweller without a dedicated parking spot, meaning that he's at the mercy of publicly-accessible station availability. And that infrastructure, he writes, is "woefully inadequate" to handle the current crop of plug-in vehicle drivers in the San Francisco Bay Area The crux is that, while Nissan Leaf's navigation systems can direct a driver to the nearest stations, they neither say if the stations are occupied or if they're open to the public. The former issue is a major one because, unlike gas stations, a plug-in vehicle charging station can be occupied for hours instead of minutes. That means plug-in vehicle drivers without overnight charging access will likely constantly be on the hunt for unoccupied charging stations in the area until more stations are deployed. Read the details of Alex Davies' trying times here. Featured Gallery 2013 Nissan Leaf View 55 Photos News Source: WiredImage Credit: mayorgavinnewsom/Flickr Green Nissan Electric San Francisco

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.