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Nissan touts e-NV200 as electric VIP transport

While the big auto show may be in Paris next month, right now in Hannover, Germany, commercial vehicle manufacturers are peddling their wares to fleet operators. Among them is Nissan, which is not only upgrading its NV400 full-size van with new engines and technology, but also showcasing a rather unusual show car in the form of the e-NV200 VIP Concept. Nissan has outfitted this electric NV200 demonstrator to chauffeur passengers around town in comfort and under electric propulsion. It's decked out in a two-tone metallic blue paint job and an interior upholstered in white leather contrasting with black trim and carpets, although for some reason the Japanese automaker hasn't seen fit to release any interior images. In the back you'll find a 21.5-inch DSP monitor, LED lighting and a pair of "club class" seats (again, no pictures), moved aft-wards to maximize leg room to 26 inches with an extendable footrest, while still allowing for luggage space behind. The driver can even make use of Nissan's new Smart Rear-View mirror to help get passengers as close to the red carpet as possible. NISSAN SHOWCASES EV FOR VIPs Zero emission e-NV200 is transformed for ultimate comfort city transport -introducing the e-NV200 concept for VIPs. - Luxuriously appointed 100% electric for downtown VIP passenger shuttle - Two-tone metallic blue exterior and white leather seats - Limousine-like space and 21.5-inch monitor with digital device connectivity - Smart Rear-View mirror providing clear rearward visibility in all conditions Hannover, Germany (23rd September, 2014) Fresh from launching the game-changing 100% electric Nissan e-NV200 compact van, the world's leading electric vehicle manufacturer has created a new zero emission concept for VIP transportation - the Nissan e-NV200 VIP Concept. Designers have upgraded the all-electric e-NV200 Evalia people carrier into a zero emission van perfect as shuttle transport for VIPs. The benefit of being zero emission means that the van can access all current and future clean air zones, as well as drive inside buildings, for the ultimate in discreet convenience. Behind the spectacular two-tone exterior lies a sophisticated and luxurious interior. The seats are covered in premium quality white leather with blue accents, which contrast with the predominantly black lower portion of the cabin - the trim and carpets are black with a piano black finish on the control surfaces.

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.

Preserving automotive history costs big bucks

$1.8 million is spent each year to maintain GM's fleet of 600 production and concept cars.
When at least two of the Detroit Three were on the verge of death a few years back, one of the tough questions that was asked of Ford, General Motors and Chrysler execs - outside of why execs were still taking private planes to meetings - was why each company maintained huge archives of old production and concept vehicles. GM, for example, had an 1,100-vehicle collection when talk of a federal bailout began.