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2024 Dodge Charger, the Apple Car and the 5 worst car brands | Autoblog Podcast #822

In this episode of the Autoblog Podcast, Editor-in-Chief Greg Migliore is joined by News Editor Joel Stocksdale. They lead off with the 2024 Dodge Charger reveal, followed by various EV startup news including the reported death of the Apple Car; rumors of a tie-up between Fisker and Nissan; and when we'll finally see the Tesla Roadster. That's followed by rumors of sporty EVs from VW group possibly including an Audi TT and the five worst car brands according to Consumer Reports. Road Test Editor Zac Palmer pops in to discuss Formula 1 at Bahrain, and Migliore and Stocksdale wrap up the podcast with the cars they've been driving: the Toyota Prius, Kia EV9 and Infiniti QX50. Send us your questions for the Mailbag and Spend My Money at: Podcast@Autoblog.com. Autoblog Podcast #822 Get The Podcast Apple Podcasts – Subscribe to the Autoblog Podcast in iTunes Spotify – Subscribe to the Autoblog Podcast on Spotify RSS – Add the Autoblog Podcast feed to your RSS aggregator MP3 – Download the MP3 directly Rundown News 2024 Dodge Charger Reveal Apple Car reportedly dead Fisker and Nissan rumors Tesla Roadster production target Electric VW group sports coupes Five worst car brands Formula 1 at Bahrain What we've been driving 2024 Toyota Prius 2024 Kia EV9 (Road trip to Chicago) 2024 Infiniti QX50 Feedback Email – Podcast@Autoblog.com Review the show on Apple Podcasts Autoblog is now live on your smart speakers and voice assistants with the audio Autoblog Daily Digest. Say “Hey Google, play the news from Autoblog” or "Alexa, open Autoblog" to get your favorite car website in audio form every day. A narrator will take you through the biggest stories or break down one of our comprehensive test drives. Related video:

Mercedes, Renault-Nissan to work together on truck project

Just a few weeks ago, Mercedes-Benz barged into the automotive world with news of a pickup as a mysterious but enticing future model from the German brand. Rumors of a possible collaboration with Nissan followed, but Renault-Nissan Alliance CEO Carlos Ghosn refused to give any clear details. That speculation is now over, because the automakers made their truck partnership official. This new information reveals that the Mercedes truck won't be a full in-house creation from Daimler. For example, the pickup will share some of its underpinnings with the latest Nissan NP300 Navara. The German company's engineers, however, will work to change the design to their liking. Also, as in the rendering, Mercedes will use a double-cab body for the model. "Thanks to our well-established partnership with the Renault-Nissan Alliance, we are able to drastically reduce the time and cost to enter this key segment." Daimler Chairman Dr. Dieter Zetsche said in the company's release. Nissan will play a further major role in the project by helping Renault develop a pickup based on the Navara as well. By 2020, all three trucks will be built together in Cordoba, Argentina, for Latin American markets and in Barcelona, Spain, for other parts of the world. Mercedes will target both regular customers and commercial buyers with its truck. While still not officially slated for North America, there's a chance that the Mercedes truck might be sold here. The US arm of the company reportedly has until the end of the year to decide to offer it with some added luxury-oriented upgrades compared to the rest of the world. Daimler & Renault-Nissan Alliance expand cooperation to 1-ton pickup trucks April 07, 2015 Daimler & Renault-Nissan Alliance expand cooperation to 1-ton pickup trucks Nissan and Daimler to jointly develop midsize pickup truck Mercedes-Benz pickup to share some of the architecture with the all-new Nissan NP300 Mercedes-Benz vehicle to be engineered and designed by Daimler to meet specific needs of its customers Mercedes-Benz pickup will target Europe, Australia, South Africa and Latin America Pickup trucks to be built in Barcelona, Spain, and Cordoba, Argentina Latest milestone in the five-year strategic cooperation between Daimler and the Renault-Nissan Alliance STUTTGART/PARIS/YOKOHAMA –The Renault-Nissan Alliance and Daimler AG will expand their five-year strategic cooperation into the pickup truck segment.

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.