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Nissan Resonance Concept gives glimpse of next Murano

The Nissan Resonance Concept has bowed at the 2013 Detroit Auto Show, giving the world a glimpse at the company's future design direction for crossovers. Specifically, the concept heralds what the next-generation Murano may look like once it touches down. Nissan has already confirmed the successor to the big crossover's throne will be produced in Mississippi for the first time. With a "floating" roof and dynamic head lamp arrays, the Resonance boasts a far more athletic appearance than the snub-nosed current generation. Inside, designers worked up a cockpit aimed at conveying what "the future of first-class space travel might be."
Nissan isn't saying what the upcoming Murano will have under the hood, but the Resonance boasts an all-wheel-drive hybrid powertrain with a small-displacement internal combustion engine and an electric motor. A lithium-ion battery delivers power while a CVT takes care of putting power to the wheels. Take a look at the full press release below for more information.

Nissan recalling more than 1M vehicles for airbags that may fail to deploy

Nissan and the National Highway Traffic Safety Administration have issued a recall for 989,701 vehicles in the US due to an issue with their passenger-side airbag systems. Affected Nissan models include the Altima, Leaf, Pathfinder and Sentra from the 2013 and 2014 model years, and 2013 NV200 taxis. Affected Infiniti models include the 2013 JX35 and 2014 Q50 and QX60 utility vehicles.
Reuters is reporting that a total of 1,053,479 vehicles are included in the recall globally, with about 60,000 of the affected vehicles having been sold in Canada.
The fault apparently lies in something called the occupant classification system, which may, in the recalled vehicles, incorrectly classify the passenger seat as empty when it is in fact occupied by an adult. When the system fails to recognize the passenger, the passenger-side airbag may deactivate, and could therefore fail to deploy in the event of a crash.

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.