2011 Nissan Altima 4dr Sdn I4 Cvt 2.5s on 2040-cars

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Common Nissan Maxima vs. Subaru Legacy breakdowns

The Nissan Maxima and Subaru Legacy are both popular sedans. Similarities can be seen in price, styling, and performance. What are some common repair problems seen in each model? When do they occur and how much do they cost to fix? What about how to pay for car repairs? Let's find out. Check Engine Light Both Maxima and Legacy owners dread the appearance of this little light. In the Nissan, it's most likely a failed ignition coil. This part transforms the car battery voltage into a higher voltage required for starting. This problem appears more often in Maximas with over 140,000 miles. The cost to replace the ignition coil runs around $400, parts and labor. The check engine light on the Subaru Legacy is more often due to a failed oxygen sensor. The O2 sensor measures the oxygen level in the exhaust and can affect fuel consumption. This part fails more frequently in models with over 110,000 miles. The repair costs around $200. Legacy Sound System Problems It's not uncommon for the Legacy to have sound system failures at 140,000 miles or more. The speakers might not work or only function intermittently. Hitting a bump might also cause the radio to shut off. Repair costs here can vary, but the typical charge is around $600. Nissan Check Engine Light Part 2 The Nissan check engine light also may appear due to oil leaking from the camshaft position sensor. Difficulty with stalling and acceleration might occur as well. The repair costs around $250 and is more frequent in models with over 104,000 miles. Big-Ticket Items Some repairs are especially costly. In Maximas with over 120,000 miles, the power steering pump may begin to malfunction. This produces a clunking or knocking sound when driving over uneven terrain. Steering might be affected with abnormal noises heard when turning the steering wheel. A Nissan Maxima power steering pump replacement costs around $1,250, parts and labor. Now, if you begin to feel your Legacy vibrating or shuddering at around 116,000 miles, it may be a transmission problem. It's more noticeable when the car shifts gears. Legacy transmission repair can be expensive, costing up to $2,000 or more. Even more costly is a Subaru Legacy head gasket failure, seen more often at 110,000 miles or more. AC malfunction, fluid leaks, and engine overheating can occur when the head gasket fails. The repair costs are around $3,000.

Nissan IDX sports coupe future increasingly cloudy [w/poll]

There's a strong desire among enthusiasts for more inexpensive, lightweight, fun-to-drive, rear-wheel-drive cars to exist in a world that contrasts sharply with automakers' desire to make money. While we all love the feeling of controlling the back end with the throttle, front-wheel drive is king when it comes to affordable cars. One of the future bright spots in the rear-drive market appeared to come from Nissan with its pair of IDx concepts. The two showcars from the 2013 Tokyo Motor Show took liberal design inspiration from the classic Datsun 510 and mixed it with modern powertrains in very attractive little packages. However, some pretty dark clouds are reportedly now hanging over the project.
Last we heard, a production version was supposedly "in the plan" from the Japanese automaker, but its trajectory may have changed inside the company in the last few months. According to Pierre Loing, vice president of product planning for Nissan Americas, the issue is making the sports coupe profitable. While Nissan has access to rear-wheel drive platforms, they are all meant for more premium vehicles (read: they cost too much). Assuming around 60,000 annual sales, Loing tells Ward's Auto that making a dedicated chassis for the IDx just isn't a moneymaker. If the car still does see production, it'll be after 2016, he says.
The decision whether to build the IDx has been teetering for a while. Nissan spokesperson Dan Bedore previously told Autoblog that the coupe would need a groundswell of support from consumers and enthusiasts if is to actually have a shot at production. If you are among the hopeful looking to see this affordable, rear-drive performance car in showrooms, get some friends together and start letting Nissan know that you actually want it - you can start here by adding a Comment and voting in our poll, because we're going to send the results on to Nissan.

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.