2012 Nissan Armada Platinum on 2040-cars

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Watch this Nissan GT-R Nismo attack the 'Ring

Following yesterday's spy photos of the Nissan GT-R Nismo at the Nürburgring, we've been informed that some intrepid spies have captured video of Super Godzilla lapping the track. We aren't sure which turn the first clip is showing, but the second and third are almost certainly the tough right-hander known as Bergwerk.
Like the current GT-R, the Nismo, even with what might be a new exhaust system, isn't a vehicle that sounds particularly good in a flyby. It's more of just an intense whooshing noise. Take a look at the full video from RSR Nürburgring down below.

Nissan shows self-cleaning car coated in nano paint

Washing the car is an activity like mowing the lawn that some people love and others find to be an absolute chore. For the latter group, Nissan may have an answer. Nissan is testing a nano-paint coating that could make the car wash a very infrequent place to visit.
Shown on a European Note hatchback, the key is a special layer of super-hydrophobic and oleophobic material called Ultra-Ever Dry that is sprayed over the paint. It creates a protective layer between the body and environment, and it means that when dirt or water come into contact with the car, the gunk just sheets away.
Nissan admits that the coating is still early in testing. The key will be if the stuff can actually last for the long term, and the company will be analyzing it over the coming months to see how it will react in different conditions. At the moment, the automaker has no plans to offer Ultra-Ever Dry as a standard feature, but it may make it available as an aftermarket addition in the future. Scroll down to watch the video of Nissan testing the stuff in some very dirty conditions.

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.