2009 Infiniti G37 Convertible**prem Pack**navi**camera** on 2040-cars

Auto blog

2017 Infiniti Q30 First Drive

Audi and BMW have owned the premium C-segment for almost a decade now thanks to the A3 and the 1 Series (and 2 Series). Benz's A-Class has become less of a retiree's option and has spawned a popular (if not particularly good) sedan (the CLA) and a crossover (GLA). Down in the lower-class decks, machinery from Subaru is punching well above its weight, while Volkswagen's Golf owns the market in Europe. This all left perennial premium pretenders like Lexus and Infiniti with a problem: how to convince buyers their C-segment machinery was genuinely premium if they were based off a volume-selling donor body from Toyota or Nissan? Mercedes-Benz opened an odd window of opportunity for Infiniti. See, Benz's parent, Daimler, and Infiniti's motherships, Renault and Nissan, have had a technical alliance since 2010. A big technical alliance. So Infiniti was able to develop its hatch to sit atop the A-Class chassis, powertrain, and suspension architecture, though you'd barely know it by looking at the Infiniti from the outside. It has a style all its own, and you're not going to mistake a single angle on the Q30 for anything that comes out of Stuttgart. Nobody makes deeper cuts and curves into its metal than Infiniti. The Japanese brand claims that design is at its core, and whether you love or hate that design, it's hard to argue that point. The Q30 feels like a nicer, easier, more luxurious place than the A-Class on which its based. "Infiniti design is very three-dimensional on every panel. We want to give the sense and the feeling that every Infiniti has been made by an artisan, by hand, not by computer," the company's London-based design boss, Simon Cox, argued. Some will love it, some will hate it, and Infiniti can live with it either way. The point is that the brand is now on the field in a segment that is projected to keep growing at more than 9.4 percent globally, and it got there at a fraction of the normal cost of an all-new car, without having any easily identifiable cap tips to the Benz's far more conservative exterior design. The Benz bits are more obvious inside. Infiniti did such a good job of grafting its design ideas onto the interior hard points that it feels like a nicer, easier, more luxurious place than the A-Class, even if the Benz will be between eight and 10 percent more expensive in most markets. The dash top is clean, swooping, and stitched together beautifully.

Infiniti cribs new US boss from Porsche

Just weeks before he was supposed to become CEO of Porsche Cars Australia, Infiniti has apparently offered Porsche COO and Executive Vice President Michael Bartsch a deal he couldn't refuse. Thus, Bartsch has join the company as Vice President of Infiniti Americas, the luxury marque's top North American post. Bartsch replaces Ben Poore, who has been with the automaker since 2008, having led both a 22-percent sales surge in 2012 and the brand's current sales slough, Automotive News reports.
Bartsch, Porsche's No. 2 US executive, has held the COO and Executive Vice President positions at Porsche since 2005 and was scheduled to become CEO of Porsche's Oz division on September 1. Infiniti has experienced a number of recent personnel changes in the past week: it named Vincent Gillet, formerly an executive for Starwood Hotels & Resorts, to lead its marketing efforts worldwide and Simon Cox, a former designer for automakers including Ford and Peugeot, to head a new design studio in London.
Poore reportedly will pursue other interests outside of the auto industry. Read more about the personnel change in the press release below.

Infiniti is pulling out of Western Europe, cutting models

BEIJING — Nissan's premium brand Infiniti has announced it will exit Western Europe early next year, as it restructures its global operations and focuses on the world's top two auto markets. Infiniti said it will discontinue the Q30 sedan and the QX30 sport-utility vehicle and cease their production by the middle of 2019 at Nissan's manufacturing factory in Sunderland, England. Both models are sold globally but produced only in Britain. The QX30 is sold in the United States. The move comes as Infiniti seeks to divert its resources to markets with bigger opportunities, such as China and the United States, from a region where non-European premium brands are struggling to compete against local players such as Audi, BMW and Mercedes-Benz. Nissan also recently scrapped plans to build its new X-Trail SUV in Britain amid the uncertainty surrounding Brexit, saying it had taken the decision to optimize its investments by building the next generation model in Japan. "Western Europe remains the most challenging and competitive region for premium cars," Infiniti's chief spokesman, Trevor Hale, told Reuters. Infiniti's sales in western Europe almost halved last year to 5,800 vehicles. In addition to the tough competition, the Japanese premium brand, headquartered in Hong Kong since 2012, has struggled to effectively meet emissions and other regulatory requirements in the region, Hale said, referring to stringent Euro 6 emissions requirements and other regulatory challenges. "The commercial reality for Infiniti in Western Europe is that there is simply no visibility of a viable and sustainable business, especially given the regulatory challenges," he said. Infiniti said an exit from Western Europe will allow it to focus on its initiative to electrify a good portion of its product portfolio from 2021 and discontinue diesel offerings. The brand plans to focus more on its SUV lineup in North America, bring five new or significantly-redesigned vehicles to China over the next five years, improve quality of sales and residual value and realize more synergies with Nissan. "This is all part of Infiniti's vision to become a top challenger brand in the premium segment," it said. As it prepares to withdraw from Western Europe, Infiniti said it is working to find alternative opportunities for employees who would be affected, consulting with employee representatives where necessary and identifying opportunities for transition and training support where appropriate.