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How and why Nissan nearly killed off Infiniti

Launched in 1990, Infiniti was expected to be Japan's answer to BMW (Lexus would end up chasing Mercedes-Benz). Yet things went awry almost right out of the gate. Overlooking the fledgling automaker's now infamous early marketing campaign, its product line over the past twenty-four years has been a roller coaster ride of strong hits (Q45, FX35 and G35) and frustrating misses (M30, I30 and QX4).
In a recent interview with Ward's Auto at the Detroit Auto Show, Nissan Executive Vice President Andy Palmer revealed that the company's luxury brand was almost cancelled by CEO Carlos Ghosn as unnecessary. Infiniti, like most premium marques owned by a volume manufacturer, had fallen into the trap of losing autonomy and pushing its high-end product just like its mainstream models.
The one obvious exception to this industry blunder, said Palmer, was VW Group's Audi brand. Realizing that Audi's impressive comeback over the past two decades shamed even that of actor Robert Downey Jr., Nissan hired Audi veteran Johan de Nysschen to bring Infiniti to its intended glory - and protect it from extinction. Check out the complete interview here.

2016 April Fools' Day: Morgan digs at Tesla, Mini's scissor doors, more

Every year automakers go out of their way to come up with gags for April Fools' Day. Sometimes the jokes fall flat, but occasionally a company really nails it with an idea that we'd actually love to see. Rather than scouring the Web for all of these stunts, you can find some of our favorites right here. Morgan MOGrod The Morgan Motor Company's MOGrod is one of our favorite April Fools' jokes so far this year because it's a car we wish could be real. The company says on Twitter that the retro hot rod uses a 3.7-liter Ford V6, and there are already 250,000 preorders, which is a play on the huge number of reservations for the Tesla Model 3. Morgan took the joke even further by sketching a landspeed record version for the Bonneville Salt Flats. Mini Scissor Doors The people at Mini apparently have a lot of free time because the company has two gags this year. The first is the scissor door option. The idea cleverly plays on the myriad ways customers can customize their Mini, but this solution doesn't look like anyone could easily enter the car due to the way these doors open. Mini Hipster Hatch There's also the Hipster Mini, which is a much funnier idea. This fictional hatchback would be perfect for fashionable Millennials thanks to features like Instagram-filter windows and a fixed-gear drivetrain, which limits the top speed to 25 miles per hour. The interior uses stonewash denim upholstery and packs a twin-deck cassette player. Skoda Dog Umbrella People love dogs, and owners know that a wet canine can be a mess. Skoda is ready to tackle this problem with an umbrella for your mutt. Made from unobtainium, the gadget hides in the door when not in use, but when raindrops start falling, people can keep their pup dry. Skoda Snowman Skoda's Facebook page also teases us with a very cool vehicle. The Snowman is a 396-horsepower plug-in hybrid snow machine. With its tracks, the company's newest model would never have to worry about getting stuck in the winter. Opel Adam C Sure, electricity and hydrogen are cleaner forms of fuel than gasoline or diesel, but Opel has a way to make your car even more environmentally friendly – muscle power. Wind up the crank at the rear for 15 minutes, and the Opel Adam C is good for 125 miles. GM's European division also claims that owners get a great workout because a full winding session burns 400 calories. You wouldn't feel guilty about picking up that pizza after cranking up this hatchback.

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.