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Nissan will restore Craigslist Maxima, display at headquarters [w/video]

Nissan showed that it had a great sense of humor when it bought Luke Aker's beat-up 1996 Nissan Maxima GLE for $1,400 back in December based solely on the quality of his tongue-in-cheek sales video.
Aker's Maxima had been thoroughly driven. It needed a strap to keep its hood closed, had front end damage, a missing turn signal and shredded leather seats. Of course, like Aker said in his ad, the car was still "fully loaded with an engine, wheels, tires and an automatic transmission." How could Nissan resist?
After buying the car, Nissan teamed up with MotorAuthority to decide what to do with it. The winning idea was to restore the car to its proper condition and display it at Nissan North America headquarters in Franklin, TN, with Aker's video playing nearby. According to MotorAuthority, the car has finally made it there, and its rebirth will begin soon. Nissan is not sure when the car will go on display.

2015 Nissan Micra is your cheapest new car, Canada

Canadians looking for a brand-new car on the cheap, take note. This is the 2015 Nissan Micra, and it will arrive at dealerships this spring boasting a starting price of $9,998 Canadian dollars (circa $9,100 US), well under the $11,898 asked for a 2014 Versa Sedan.
Of course, that ultra-low asking price isn't for a fully loaded model. The Micra will arrive in the Great White North in three trims - S, SV and SR - with the buyer's choice of a five-speed manual or a four-speed automatic. A 109-horsepower, 1.6-liter four-cylinder is the sole engine choice. There will also be a number of accessory options that should allow some personalization for the small cars, with Nissan claiming that things like door handle finishers and mirror caps will be available in five different colors (plus chrome) for under $200.
"At Nissan, we understand the need in Canada for small, urban-friendly cars that are fun to drive and express their driver's personality. With Micra, we're delivering a proven global vehicle at a very attractive price - it's going to make a huge impact on the market," said Christian Meunier, the President of Nissan Canada.

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.