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What happens to Renault-Nissan after Ghosn is gone?

Carlos Ghosn is a very, very busy man. Like, really busy. As in, he heads up three automakers (and their subsidiaries), running facilities in 68 countries and selling vehicles in 170 different markets across the globe. He flies over 300,000 miles per year and works 15 to 16 hours a day, just to manage an alliance between the Japanese and French that's responsible for an expected $140 billion in sales this year alone. The Chairman and CEO of the Renault-Nissan Alliance, Ghosn has managed a number of remarkable feats during his time at both automakers, but there are some that are questioning how much longer the 60-year-old exec can handle the punishing nature of his responsibilities. According to Fortune, six months ago Ghosn signed a four-year contract to continue running Renault, while his tenure at Nissan will continue until at least 2017. Beyond that, though, the future is rather murky, and it's made worse by the high-level turnover that Renault-Nissan has experienced over the past few years, losing execs like Carlos Tavares, Johan de Nysschen and Andy Palmer. Fortune has an excellent, and lengthy, feature on Ghosn, his responsibilities and the danger posed to Renault-Nissan by his departure. If you're at all curious about what the exec has done for the two automakers, how this alliance has worked when so many other industry partnerships have failed and just what a post-Ghosn future may hold, head over and have a look. News Source: FortuneImage Credit: Lee Jin-man / AP Hirings/Firings/Layoffs Read This Infiniti Nissan Renault datsun dacia lada readthis

2015 Nissan GT-R Nismo gets official

Behold the 2014 Nissan GT-R as dressed by Nismo and inspired by the GT3-spec race car that competed in this year's Nürburgring 24-hour race. Called the "ultimate iteration of Nissan's GT-R supercar," power goes up by 55 horsepower to 600 hp with updates like high-flow, large diameter turbos, and torque is "over 480 pound-feet," which means it's risen by at least 35 lb-ft.
Helping to keep it right-way up and pointed in the right direction are a race-tuned suspension with a larger, hollow anti-roll bar, custom Bilstein DampTronic dampers and the use of high-rigidity bolts. Outside, a new aero package from the wider front carbon bumper to the carbon rear spoiler above a longer, tapered rear bumper creates an additional 220 pounds of downforce at 186 miles per hour compared to the standard GT-R. Rumors of a 'Ring time of 7:08 abound, we'll get the truth - and we assume some video - very soon.
The bodyshell construction uses adhesive to improve rigidity, and behind those windows are carbon fiber Recaro buckets - in Europe and Japan, at least - and an Alcantara-wrapped wheel. It goes on sale next year, but you can get to know more about it right now in the press release below.

Fiat contemplating sub-brand to compete with Dacia, Datsun

You can add Fiat to the admittedly short list of automakers considering a low-cost brand to rival Dacia. The inexpensive Eastern European brand from Renault-Nissan has performed on the balance sheet like a premium model line, and the money the alliance is taking off the table is encouraging other players to deal themselves in. Pretty soon Nissan's Datsun sub-brand will join the Dacia party, going on sale in Russia, Indonesia and India and will claim even more rubles, rupiahs and rupees for the parent company. Volkswagen recently said it will make a decision this year on a budget line for the Chinese market. With the euthanasia of Lancia and plans to move the Fiat brand upmarket, company CEO Sergio Marchionne wonders aloud to Automotive News Europe whether there could be room for a new budget brand underneath Fiat.
We're told that the initiative has been in the idea box for five years and even moved to the stage of name considerations, like Innocenti, but worries about profit kept it from realization. If such a range were to be developed, Marchionne says it couldn't be built in Italy and stay within budget, and the company is "analyzing its manufacturing capacity outside of Europe to see if a low-cost brand is viable."