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Renault gives rhinoplastic upgrade to Versa for Indian market

What do you call a Nissan Versa with a new nose and a home in the Indian car market? A Renault Scala. Given a chrome grille insert, the blacked-out crossbar common to Renaults and a few other "status-enhancing" tweaks, the Scala is Renault's fifth offering in India and rounds out its segment coverage.
The Scala is not only positioned as a sedan with value pricing and luxurious equipment, it is presented as a carriage for the chauffeured classes: best-in-class roominess, leather seating, rear vents for the climate control and two cupholders in the rear armrest attend to the boss in the back.
An 86-horsepower diesel and a 99-hp gas engine take care of matters up front. Available now in three trims, it joins the Pulse hatch, Fluence sedan, and Koleos and Duster SUVs in Renault's Indian line-up, and comes with Renault's CompleteCare service and 24/7 Roadside Assistance. Have a read of the press release below for more info.

Renault invests in French electric car plant upgrade

PARIS — Renault will invest more than 1 billion euros ($1.2 billion) to increase electric vehicle production capacity in France and add new models, the carmaker said on Thursday. The Zoe production line in Flins, west of Paris, will double its maximum output with the battery-powered subcompact's next upgrade, the company said in a statement, and its northern Douai factory will tool up to build electric cars on a new architecture shared with Japanese affiliate Nissan. "The acceleration of our investments in France for electric vehicles will increase the competitiveness and attractiveness of our French industrial sites," said Renault Chairman and Chief Executive Carlos Ghosn, who also chairs Nissan and Mitsubishi Motors and heads the carmakers' three-way alliance. The Cleon plant will triple its electric motor production capacity, while Maubeuge in eastern France receives tooling investment for the next Kangoo van including its electric version, Renault said. Reporting by Laurence Frost. Related Video: Image Credit: REUTERS/Jacky Naegele Green Plants/Manufacturing Nissan Renault Electric

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.