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Watch Nissan prank unsuspecting test drivers with GT Academy

Nissan's reality show/motorsports program, GT Academy, is set to return to Spike TV for its fourth season on Friday, and in anticipation, the Nismo team has issued a new video that gives some of its fans a taste of the racing lifestyle.
It all starts innocently enough, with fans test-driving a 2015 Nissan 370Z Nismo, only to have a sudden stop quickly transforms things into something a bit more exuberant and special. We won't spoil the details, so take a look at the video for yourself, and then head into Comments and let us know what you think.
GT Academy will air on Spike TV, Friday nights at 11:30 PM Eastern.

Updated Nissan Micra gets fresh look, more tech and 'New' name

A few months ago, Nissan gave the Micra (which is not for US consumption) a substantial styling update that included new front and rear fascias, and stuffed more technology into the interior, such as USB ports and auxiliary inputs for audio and a new media touchscreen. Though it's still based on the same fourth-generation architecture, Nissan now calls it the New Micra.
Overall the New Micra - also known as March in some markets - looks similar to but more taut than the vehicle that launched in late 2010, thanks to more angular headlights, a new bumper, a sculpted hood and a revised grille with the Nissan logo sitting inside a chrome V, which establishes a stronger link to Nissan's "corporate look." The rear end receives less-drastic changes, such as a new bumper, LED taillamps and a new infill panel at the bottom of the tailgate.
For all of the details on Nissan's five-door city car, take a look at the press release below, and be sure to check out our live gallery from Frankfurt.

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.