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Japan could consolidate to three automakers by 2020

Sergio Marchionne might see his dream of big mergers in the auto industry become a reality, and an analyst thinks Japan is a likely place for consolidation to happen. Takaki Nakanishi from Jefferies Group LLC tells Bloomberg the country's car market could combine to just three or fewer major players by 2020, from seven today. "To have one or two carmakers in a country is not only natural, but also helpful to their competitiveness," Nakanishi told Bloomberg. "Japan has just too many and the resources have been too spread out. It's a natural trend to consolidate and reduce some of the wasted resources." Nakanishi's argument echoes Marchionne's reasons to push for a merger between FCA and General Motors. Automakers spend billions on research and development, but their competitors also invest money to create the same solutions. Consolidating could conceivably put that R&D money into new avenues. "In today's global marketplace, it is increasingly difficult for automakers to compete in lower volume segments like sports cars, hydrogen fuel cells, or electrified vehicles on their own," Ed Kim, vice president of Industry Analysis at AutoPacific, told Autoblog. Even without mergers, these are the areas where Japanese automakers already have partners for development. Kim cited examples like Toyota and Subaru's work on the BRZ and FR-S and its collaboration with BMW on a forthcoming sports car. Honda and GM have also reportedly deepened their cooperation on green car tech. After Toyota's recent buyout of previous partner Daihatsu, Nakanishi agrees with rumors that the automotive giant could next pursue Suzuki. He sees them like a courting couple. "For Suzuki, it's like they're just starting to exchange diaries and have yet to hold hands. When Toyota's starts to hold 5 percent of Suzuki's shares, this will be like finally touching fingertips," Nakanishi told Bloomberg. "I absolutely do believe that we are not finished seeing consolidation in Japan," Kim told Autoblog. Rising development costs to meet tougher emissions regulations make it hard for minor players in the market to remain competitive. "The smaller automakers like Suzuki, Mazda, and Mitsubishi are challenged to make it on their own in the global marketplace. Consolidation for them may be inevitable." Related Video:

Mitsubishi Outlander PHEV arrives in UK with 'no' price premium

For UK buyers who are interested in a plug-in hybrid SUV, the Mitsubishi Outlander PHEV just got a little bit sweeter. The reason is that the base model of the vehicle will be available with or without a plug for the same price at the base diesel model. "If it's not going to save people money, they won't buy it" - Mitsubishi UK's Lance Bradley According to Cars UK, the price for the Outlander PHEV will be GBP28,249 (about $47,000 US) after a government grant of GBP5,000. In other words, the plug-in SUV actually costs GBP33,249 ($55,000) but thanks to pro-EV regulations, buyers can choose the powertrain they want, not the one they can afford. The managing director of Mitsubishi UK, Lance Bradley, told BusinessCar that it just makes sense to price the two vehicles at the same level. "There are some clever cars in the market but they're all too expensive," he said. "There should be a clear cost benefit because if it's not going to save people money, they won't buy it. The Outlander PHEV has an all-electric range of 32 miles, a top speed of 75 miles per hour in EV mode and a towing capacity of over 3,000 pounds. The SUV invades Britain in May and is scheduled to arrive in the US in 2015. Mitsubishi Motors North America's Melvin Bautista told AutoblogGreen that the UK price equivalence doesn't mean anything for the US, and that the company hasn't even begun the pricing for the vehicle in the US. The way the vehicles are packaged in the UK is also be different than how things work in the US, so we can't read anything into the UK price. Another factor is that, at the time when the PHEV launches in the US, the standard gasoline version will be undergoing a light facelift, which will also be applied to the PHEV model. This isn't the first time an alternative-fuel powertrain vehicle has cost the same as the old-fashioned gas model. The 2013 Lincoln MKZ could be had with a 2.0-liter hybrid or a 2.0-liter turbocharged EcoBoost four-cylinder for the same price.

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.