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Next Nissan Z could be more like original 240

The current Nissan 370Z is six years old, meaning a replacement is on the horizon. But what will the next Z car be? In an interview at last weekend's 24 Hours of Le Mans, Nissan Chief Creative Office Shiro Nakamura revealed that one idea for the next-generation Z could see it move down market, closer to the original 240Z or the 1999 Concept Z. "We would like to do something ... more practical and appealing to younger customers." – Shiro Nakamura "We are studying a couple of different concepts. Because the sports car market is becoming smaller globally," said Nakamura, "We would like to do something, I personally think, is more [in the] original concept of Z, which is ... more practical and appealing to younger customers." The original 1969 240Z, sold under the Datsun nameplate, became an icon thanks to a combination of attractive styling, reasonable performance, and affordable price. In 1970, a new 240Z went for less than $3,600 at the dealer, although high demand resulted in early resale values above retail. In the US, the 240Z begat the 280Z in 1975. Subsequent versions grew in numerical name and performance, but that trend has an end point. The future path may be to reverse course, jokes Nakamura. "We are questioning ourselves in repeating the 350, 370. We don't want to create 390Z, right?" While Nissan is working on the next Z, the bad news is that the IDx is confirmed dead. First shown at the 2013 Tokyo Motor Show, the IDx concept was a vision of an affordable, four-seat sports car like original Nissan/Datsun 510. "I think IDx will not be produced," said Nakamura, before continuing to say that the Z could fill that role. Don't expect a Mazda MX-5 Miata or Subaru BRZ/Scion FR-S clone. When asked specifically about the MX-5, the Nissan designer stated "We may not necessarily go into the same category. Personally I see other options that are very interesting. We want to do something the same as this, unique," he said, referencing a picture of the GTR-LM racecar on the wall. As for timing, we couldn't get any specifics. And the chances of the Z moving down market aren't even certain. "We still need time to finalize this," said the Nissan chief designer, "I mean, we have a couple of ideas." Related Video:

Datsun reveals new On-Do budget sedan in Russia [w/video]

When Nissan revived the Datsun brand name, it essentially hit the "undo" button on the rebranding it undertook decades ago. But this time, the Datsun name is being used solely as a budget brand for developing markets. The reborn marque launched in India this past July with its Go hatchback, returned in September with the Go+ minivan and revealed the Redi-Go concept just last month. And now it's back again with the new On-Do sedan.
Launched in Moscow by CEO Carlos Ghosn, the On-Do was designed and engineered in Japan specifically for the Russian market - Nissan's fifth largest worldwide - where it will be built at the AvtoVaz plant in Togliatti. Decidedly budget-oriented, the Datsun On-Do is a four-door, five-seat econo-box measuring 172 inches long, 67 inches wide and 60 inches tall with an 18.7 cubic-foot trunk which Datsun describes as class-leading. Punctuating an otherwise bland shape is a large front grille and lighting front and rear that looks (and very well might be) bigger than the wheels.
Not that the Datsun On-Do needs a big contact patch to transfer power to the road: motivation is provided by a 1.6-liter engine with a grand total of - wait for it... wait a little longer - 87 horsepower. Which might strike you as a reasonable amount of muscle, considering the 400,000 rubles Datsun is getting for the On-Do (but consider that translates to about $11,300). That's a couple grand more than what Nissan gets for the Micra in that other giant northern country, or about the same amount it gets for the Versa in the US (which sells in Russia for 499k in rubles) - both of which are powered by what is in all likelihood the same 1.6-liter four but producing 109 hp. Of course Russia has different tax rates than the United States or Canada, but with such little power, the Datsun would fall into Russia's lowest tax bracket.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.