2009 Nissan Gt-r Premium..1-owner..clean Fax..12,000 Miles..adult Driven..save$$ on 2040-cars

Auto blog

Nissan Leaf sets new November sales record, Chevy Volt drops again

When you talk to people in the plug-in vehicle industry, one theme you hear repeatedly is that the more plug-in cars that are out there, the better things are for everyone. One reason is that more EVs build a need for more public chargers, and more chargers mean more people see that plugging in is feasible. But there's still something to be said for old-fashioned competition, and in the sales race between the two long-running plug-in vehicles in the US, the Nissan Leaf is resoundingly beating the Chevy Volt for 2014. In fact, it won't be long before the EV's cumulative sales top the PHEV's. But that's a topic for another month. For now, we have the sales results from November. Unsurprisingly, Nissan set another monthly record (that is, the best Leaf sales in any November, the 22nd time in a row we've seen a monthly record) with 2,687 sales last month. That's up 34 percent over last November and up 35 percent year-to-date. Toby Perry, Nissan's director of electric vehicle marketing, said in a statement that, "Our 'Kick Gas' ad campaign and 'No Charge to Charge' launch in Chicago and Atlanta drove an increase in November Leaf sales. Even with gas prices falling across the country, consumers appreciate that the cost of driving a Nissan Leaf is still a fraction of that of a gas-powered car." Over on the Chevy side of the ledger, there were 1,336 Volt sales last month, down 30.4 percent from the 1,920 sold in November 2013. So far this year, Volt sales are down 16.4 percent and Chevy has sold 17,315 Volts in 2014. As we said last month, the Volt slump might be due to people waiting on the new version to make an appearance at the Detroit Auto Show next month before going on sale in the second half of 2015. So far in 2014, Nissan has sold 27,098 Leafs. Look for our detailed post of US green car sales in the near future. Until then, please discuss last month's Leaf and Volt sale in the comments, below. News Source: Nissan, General Motors Green Chevrolet Nissan Electric Hybrid PHEV ev sales hybrid sales

Mercedes was set to sell version of Nissan Titan, now Infiniti might instead

Mercedes-Benz Titan. Mercedes-Benz Frontier. Mercedes-Benz pickup truck. None of these things roll off the tongue particularly well. We'd like to think that's the reason Daimler opted to kill the idea of rebadged Titan and Frontier pickups from corporate ally Nissan. In reality, the execution before the Frankfurt Motor Show was due to more complicated issues.
Yes, Mercedes, byword for German luxury, style and quality, would have slapped a three-pointed star on a pair of Japanese pickup trucks that have failed to resonate with consumers in the world's largest truck market. That slapping of badges isn't much of an exaggeration, at least on the outside. According to the report from Road & Track, the truck's front clip would have been tweaked, but beyond that, the sheetmetal would have been unchanged. The interior would have received a more thorough going-over by the team at Mercedes, while the suspension and noise, vibration and harshness tuning would have also received significant attention.
The trucks would have ended up being sold through the light-commercial branch of Mercedes-Benz - the same folks that will happily sell you a Sprinter van - had the deal gone through. Issues arose, though, first with the engines. Mercedes wanted a wider range of powertrains to allow it to tune models for specific markets, while Nissan said it couldn't engineer the wide variety of engines that MB wanted to drop under the hood. For the smaller truck, meanwhile, MB was interested in a hybrid or plug-in variant, according to R&T, although this was also shot down by Nissan.

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.