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Next-gen Nissan Leaf will look more mainstream, have more range

The next-generation Nissan Leaf battery-electric vehicle will look better and go farther on a single charge, company executives tell Automotive News. How much better and how much farther remains to be seen, as does the timing on when the new version will be available to the public. Nissan executive Andy Palmer, speaking recently at the Beijing Motor Show, implied that an electric vehicle would need to have a 185-mile single-charge range to be competitive with hydrogen fuel-cell vehicles, once those arrive in larger numbers. While Nissan boosted its single-charge range by about 15 percent for the 2014 model-year Leaf, the automaker would need to double it to reach that competitive threshold. This seems unlikely for the next-gen model, but we can start making our guesses as to how many more miles Nissan will put into the pack. Regardless, the next-generation Leaf, which may come out around 2017, will at least look a bit more mainstream while it reaches for more range, Automotive News says, citing Nissan global design chief Mamoru Aoki. Indeed, the car, which will keep its hatchback layout, will likely look less angular, said Aoki, who complimented Tesla for the way it styled its Model S luxury electric sedan. Nissan's Infiniti arm could also debut its delayed luxury electric vehicle in 2017, complete with the improved battery pack. Angular looks and all, Nissan continues to increase sales in the US. Leaf sales through April were up 33 percent from 2013, to 7,272 units after more than doubling sales last year to 22,610 vehicles.

NA auto output to reach 11-year peak

According to Automotive News, automakers are expected to manufacture 16 million light vehicles in North America in 2013. That's up 500,000 units from last year and marks the largest number since 2002. The prediction comes courtesy of LMC Automotive and IHS Automotive, which point to the improving US economy as a bellwether for total production. LMC Automotive says North America will produce 16 million vehicles while IHS has a slightly more optimistic forecast of 16.1 million units. A total of seven automakers are slated to increase production on the continent this year. Nissan is set to see the largest jump at 20 percent over last year.
Volkswagen, meanwhile, is one of the only manufacturers predicted to scale back production. Analysts expect the German company's output to fall by 23 percent to 170,000 units, thanks in part to slow demand for the Volkswagen Passat and Jetta.

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.