2010 Nissan Altima 2.5s 4 Door Sedan on 2040-cars

Auto blog

2013 Nissan GT-R and 2013 Alpina B6 mix it up on track and street

Here we have Autocar making an unforeseen comparison: the Nissan GT-R against the Alpina B6 at Brands Hatch and on public roads. Steve Sutcliffe clobbers the circuit in the 3,828-pound, all-wheel-drive sports car, then sees how well the 4,114-pound, rear-wheel drive grand tourer does against it.
Sutcliffe says there are quite a few similarities between the two cars, but that's really only on the spec sheet. The Nissan's got two turbos attached to its 3.8-liter V6, 542 horsepower and 465 pound-feet of torque. The Alpina's got two turbos attached to its 4.4-liter V8, 532 hp and 528 lb-ft. But one's brief is to be a monster on the track, the other on the boulevard, and if there's anything the video demonstrates, it's each car's focus.

Nissan Leaf becomes least expensive 5-seat EV with massive price drop

In a roundtable interview today at the North American International Auto Show, Nissan CEO Carlos Ghosn announced a $6,400 price drop for the base-model 2013 Nissan Leaf. Last year's base model was $35,200, while the new base-level 2013 Leaf S starts at $28,800. Ghosn says the new prices make the Leaf the least expensive five-seater electric for sale in the US.
Some of the lower cost is due to a difference in content from last year's low-end model to this year's. But a sizable portion can be chalked up to the Leaf's production moving from Japan to Tennessee. The 2013 Leaf is not only assembled in the US now, but its lithium-ion batteries and the car's electric motors are manufactured in the same southern state.
The Leaf SV will be priced from $31,820 for 2013 compared to $35,200 last year. The high-end Leaf SL now starts at $34,840, down from the 2012 model's $37,250. These models also have differences in content. One big one is a new 6.6-kWh charger that reduces charging times pretty dramatically.

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.