2008 Nissan Frontier Crew Cab 4x4 Se Pickup on 2040-cars

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Recharge Wrap-up: Lexus CT 200h is NWAPA's favorite hybrid, 'No Charge to Charge' in LA

The Northwest Automotive Press Association (NWAPA) has given the Lexus CT 200h its Favorite Hybrid title. It named the compact luxury hybrid its favorite of 2014 at its Drive Revolution in Portland (where it also named the new Volkswagen Golf TDI the Northwest Green Car of the Year). According to NWAPA president Nik Miles, the CT 200h earned the honor for "impressive combination of state-of-the-art small car luxury and hybrid technology." For 2014, the Lexus CT200h got an updated front end, including the spindle grille we've been seeing on new Lexus vehicles, plus a redesigned steering wheel and sliding sun visors. Read more in the press release below. Chevrolet credits the Malibu for helping make stop-start mainstream. Chevrolet started including stop-start technology standard in Malibus equipped with the four-cylinder engine. Chevy has sold about 83,000 of that model, so 97 percent of 2014 and 2015 Malibu sales include stop-start. Now, that technology has made its way into the 2015 Impala. With drivers idling an average of 16 minutes a day, stop-start can significantly reduce harmful emissions and save fuel. According to Navigant Research, we can expect annual sales of cars equipped with stop-start technology to surpass 55 million by 2022. Read more in the press release below. Nissan Leaf customers in Los Angeles will get access to free charging beginning August 15. Nissan is extending its "No Charge to Charge" promotion to LA, which will allow customers to charge at public charging stations at no cost. Leaf customers - including those who bought or leased their car from the participating dealerships on or after July 1 - will get an EZ-Charge card, allowing them to use ChargePoint, Blink, CarCharging, AeroVironment and NRG eVgo chargers for free. Rapid chargers can charge the Leaf's battery to 80 percent in 30 minutes. Nissan plans to offer the "No Charge to Charge" in at least 14 more markets in the US, bringing the total to 25, within the next year. See the press release below for more details. California will get six all-electric school buses for three school districts as part of a demonstration program. The California Energy Commission awarded a grant of $1.4 million for the program to National Strategies LLC; this is in addition to a $2.2-million grant from the South Coast Air Quality Management District. The EV buses use vehicle-to-grid technology, allowing them to sell energy back to the grid when it is needed.

Renault planning a Tata Nano rival. Again.

Four years ago, Renault confirmed that it would partner with India's Bajaj Auto to develop a rival to the Tata Nano. At the time, as everyone waited for the Tata Nano to arrive, you could have used a Richter scale to measure the tremors the executive suites of any automaker with an interest in the low end of emerging markets. Then the Nano, still the cheapest car in the world, didn't sell so well - at the end of last year its sales were just six percent of its most conservative projections - and everyone seemed content to let Tata spend the money to figure out if there really was a market for the cheapest car in the world.
Renault believes there is, kind of. Automotive News Europe reports that it will partner with Nissan to build two low-priced cars for emerging markets, one for €3,000 ($3,888 U.S.) and another for €5,000 ($6,400 U.S.). The price of the least expensive offering is nearly $1,400 more than a Nano, which costs $2,500, and that can't be considered a small sum in comparison. But one of the hindsight knocks on the Nano has been that even in emerging markets buyers don't want a car whose biggest lure is that it is cheap; they'd rather give their aspirations a bit more of a workout.
Renault's offerings are scheduled to hit the non-Western market in late 2014, which is coincidentally the same year that will see the return of the budget-minded and emerging-market-specific Datsun nameplate. They'll be built in Renault facilities in Chennai, India, with no mention made of Bajaj this time around.

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.