2004 Nissan Frontier Xe Extended Cab Pickup 2-door 3.3l on 2040-cars

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Mitsubishi off-road Delica van, outdoorsy Outlander variant planned for US market

If you haven't been paying attention, you may be surprised to hear that Mitsubishi has been doing fairly well in the United States over the last several years. Once a mid-major (to borrow a college athletics term) program here in the States, the automaker's stagnating lineup and lack of vehicles with clear desirability — once you got past the hardcore Lancer Evolution series, at least — led to declining sales figures through the 2000s. The brand's more recent resurgence, led by the latest Mitsubishi Outlander and Outlander PHEV, which it co-developed with fellow Japanese partner Nissan, first began around the year 2018, says Mitsubishi North America President and CEO Mark Chaffin. "Momentum 2030 will build on that, setting the stage for new powertrains and vehicles being introduced, new dealerships being opened, and new technologies being developed to make the shopping and ownership experience faster, easier and more enjoyable." "New powertrains and new vehicles" are always keywords that pique the ears of automotive enthusiasts, and Mitsubishi seemingly has some solid stepping stones in the works to continue gaining momentum in the crucial American market, with trucks, crossovers and multi-purpose vehicles that could offer some truly interesting entries into segments the automaker hasn't dipped its toes in decades. One particular potential vehicle of interest is, oddly enough, a passenger van, which appears to be shown in the middle of the line-up preview photo below. But we're not talking about a run-of-the-mill minivan. According to dealership employees present at Mitsubishi's Momentum 2030 program cited by Automotive News, the van would take inspiration from the D:X Concept that we openly loved after its introduction in Tokyo last year. The van would reportedly maintain its rugged credentials — perfect for the growing number of Americans who embrace off-road lifestyles like camping and overlanding — and feature a plug-in hybrid powertrain. We can't imagine some of the concept's far-out features like a front glass panel to see the ground ahead or a dashboard and steering wheel setup that moves with the driver's door making it into production. The three-row, six-passenger seating arrangement and true off-road tuning on the other hand are likely items for the final product.

Chicago Auto Show recap, chatting with McKeel Hagerty | Autoblog Podcast #717

In this episode of the Autoblog Podcast, Editor-in-Chief Greg Migliore is joined by News Editor Joel Stocksdale. They chat about the Chicago Auto Show and spending time in a couple of Nissan products: Stocksdale in the 2022 Nissan Pathfinder, and Migliore in the 2022 Infiniti QX55. Following all this is a special interview between Migliore and the CEO of Hagerty Insurance, McKeel Hagerty. Autoblog Podcast #717 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 Cars we're driving 2022 Nissan Pathfinder 2022 Infiniti QX55 InterviewMcKeel Hagerty, CEO of Hagerty Insurance 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. Watch EIC Greg Migliore's interview with McKeel Hagerty. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

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.