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Nissan Qashqai getting Juke-R treatment

As long as there are sacred cows, there will be heretics sharpening their knives in anticipation of the butchering. When Nissan first carved into the mighty GT-R to create the Juke-R, onlookers quickly fell into two camps: those who thought the plan was sheer genius and those who believed cannibalizing a GT-R to feed a Juke was a new brand of obscenity. We fell firmly in the former camp. Now Severn Valley Motorsport is looking to take that theme one step further by shoving the go-faster bits from a GT-R into a Nissan Qashqai. That noise you hear? It's us cackling like mad men.
While we can't say for certain, we're guessing the project should yield the world's fastest Qashqai thanks in no small part to the twin-turbocharged VR38DETT V6 engine from the GT-R. Throw in the all-wheel-drive system and the little CUV should change demeanor dramatically. We can't wait to see this thing in action.

2013 Nissan Pathfinder: January 2013

We've now had our long-term 2013 Nissan Pathfinder for about a month, and some impressions are starting to solidify, while others remain contentious among the team. Most notable among those contentious items is our Pathfinder's paint color, which was chosen by vote among the Autoblog team.
Dubbed Mocha Stone, it beat out Cayenne Red by a single vote. I was a Mocha Stone supporter and like it even more in person than on Nissan's configurator. It's a mature choice that can be comfortably placed in the grouping of silver, white and gray tones buyers routinely choose most often over all the colors of the rainbow offered on cars these days for the sake of attention. Staunch opponents of Mocha Stone on the team remain unswayed. Democracy is a difficult process, people.

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.