2001 Nissan Xterra Se Sport Utility 4-door 3.3l on 2040-cars

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Datsun to unveil second model later this month

Datsun, Nissan's new sub-brand for emerging markets, has announced plans to unveil its second model. Its first, the Go, was unveiled almost two months ago, and promised affordable, connected motoring for five in a handsome hatchback body. Datsun is following that up with a pair of new models for Indonesia.
The first of these two new vehicles will be shown on September 17 in Jakarta, eschewing the typical auto show debut. It's targeted at so-called "risers," the nickname for a group of highly aspirational customers in the Indonesian market. Datsun developed it locally with help from Nissan, and it'll cost under 100 million Indonesian rupiah (about $8,900 at today's rates).
We'll have the full boatload of information on the newest member of the Datsun family when it debuts on September 17. Scroll on to read the full press release from Datsun.

2013 Nissan NV200

Moving is not fun. On the scale of adult activities, it ranks somewhere between taxes and jury duty. Boxes need to be loaded, furniture needs to be lifted and the entire affair is typically fueled by a combination of pizza, beer and pain killers (a combo my friends affectionately refer to as "moving fuel"). It's not fun, and it's rarely easy.
While it doesn't make the activity any more enjoyable, having the right vehicle for the job is the difference between loading and unloading half a dozen times and doing it once or twice. When taken as a whole, a proper moving van can shave hours off a day of labor, not to mention untold years of physical and mental stress for those who must take to their wheels every day.
That truism was borne out once again when I borrowed a loaded Nissan NV200 SV to help my girlfriend move into her new house. The little Nissan was a comfortable and able companion throughout the day, managing everything from a mattress and box springs to countless boxes of clothes, dishes and other necessities. Throughout the day, the NV impressed not just with the amount of stuff it could fit in its cavernous back end, but with the features it had to make moving anything easier.

Nissan CEO Makoto Uchida rules out closer capital ties with Renault

YOKOHAMA — Nissan is committed to its automaking alliance with Renault but will not look to deepen its capital ties with the French automaker any time soon, its new CEO said on Monday. On his first day in the new position, chief executive Makoto Uchida also pledged to repair profitability at Japan's No. 2 automaker and said setting realistic targets would be key toward that goal, as it tries to make a clean break from the leadership of former chairman Carlos Ghosn. "Closer capital ties with Renault are not a focus in the short term," he told reporters. Uchida became CEO of Nissan on Dec. 1, as the car maker tries to recover from a profit slump and draw a line under a year of turmoil after the Ghosn scandal. The ousted chairman is fighting financial misconduct charges in Japan. One of the new CEO's big tasks is to salvage ties with Renault, which have deteriorated since Ghosn's ouster as chairman of both companies. Renault holds a 43.4% stake in Nissan after it saved the Japanese automaker from financial ruin two decades ago, and has pushed for the two companies to merge. In rejecting a notion of a merger with Renault, Uchida, 53, echoes his predecessor Hiroto Saikawa, who stepped down in September. He added that the alliance must re-think how it can serve all of its three members, which also includes Mitsubishi Motors. "The alliance has to benefit each of its partners in terms of revenue and profit," he said. "We need to re-evaluate what has worked and what hasn't worked in the alliance in the past few years." The CEO called for Nissan to set "challenging but achievable" targets, adding that this and the launch of more new car models and vehicle technologies would be key to its financial recovery. Nissan is bracing for its lowest annual profit in 11 years and has slashed its dividend by 65%. Its struggles come at a time when car companies desperately need scale to keep up with sweeping technological changes like electric vehicles and ride-hailing. "Somewhere along the way we created a culture of setting targets which could not be achieved," Uchida said, adding that this had resulted in a focus on short-term results. "Years of this had led Nissan to its current "difficult situation," he said, using heavy vehicle discounting in the U.S. market as an example of how aggressive sales targets to grow market share had deteriorated the company's brand.