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Nissan seeks tech tie-up without Renault as alliance nears end of road

Nissan is developing growth plans in areas such as software and electric vehicles (EVs) independent of Renault SA as the automakers work to finalize terms of a sharply limited alliance, said seven people with knowledge of the matter. Japan's third-biggest automaker by sales is seeking a partner outside the auto industry to develop software that connects vehicles to cloud-based services, two people involved in discussions said, without elaborating on candidates. That would address a relative weakness for Nissan as it tries to make cars "smarter and more connected," one of the people said. It is also working on an expanded strategy for all-battery and plug-in EVs for North American and Asian markets that will be for Nissan alone, they said. The revelations come as the alliance oversight board met this week to discuss a rebalance that will see Renault cut its stake in Nissan to 15% from 43% — matching the size of Nissan's stake in Renault — and Nissan gain reciprocal voting rights. Under the deal, to be finalized by mid-year, Nissan will also invest in the French automaker's new Ampere EV business. Imbalance had long riled Nissan executives who complained Renault did not pay its fair share of costs for innovation and development. Nissan's emerging strategy reflects a belief within the automaker that the 23-year-old alliance has run its course for many of the biggest challenges it faces, the people said. While Nissan sees continued savings in shared parts procurement with Renault, it has no plan to provide engineering support to Ampere, said two of the people, who all asked not to be identified because talks between the pair are ongoing. It also has no plan to provide its e-Power hybrid technology to a gasoline powertrain-focused joint venture Renault has with China's Zhejiang Geely Holding Group Co Ltd and Saudi Aramco Base Oil Co JSC, two of the people said. GOING SOLO Such go-it-alone thinking is shaping a longer-term plan that could be announced by year-end focusing on improved operational performance, electrification and software allowing self-driving and other "connected car" features, one of the people said. "Even if Renault gets something from Nissan, benefits moving in the other direction are hard," a second person with knowledge of Nissan's stance said.

Nissan cooks up throwback livery for Le Mans

Nissan may not have won the overall 24 Hours of Le Mans before – Mazda remains the only Japanese automaker to have done so – but when it returns to Le Mans this year, it will be armed with other bragging rights. And it's that past accomplishment that Nissan is celebrating with this throwback livery. Twenty-five years ago, Mark Blundell set a blistering qualifying lap in the No. 24 Nissan R90CK, lapping La Sarthe in 3:27.020. That was enough to put the Datsun on pole for the race, and though it never made it to the finish line, it set a record that stands to this day when it hit 227 miles per hour on the Mulsanne straight – even with the chicanes in place. That car wore a blue livery with white and red that still holds a place of honor in the hearts of racing fans. So to mark its return to Le Mans a quarter century later, Nissan is decking out its new GT-R LM Nismo in a tribute livery that will be worn by the third entry the company will be fielding in the race. Nissan celebrates 1990 pole lap of Le Mans with retro livery for LM P1 car LE MANS, France – Nissan today revealed a very special livery that will feature on the No.21 Nissan GT-R LM NISMO at Le Mans. Exactly 25 years ago, at the peak of the Group C era, Mark Blundell put the Nissan R90CK on pole position with a stunning 3:27.020 lap of the Le Mans circuit. The No.21 Nissan GT-R LM NISMO is Nissan's third LM P1 car that will be raced by current Super GT Champion Tsugio Matsuda (JAP) and two winners of GT Academy, Lucas Ordonez (ESP) and Mark Shulzhitskiy (RUS). The No.24 Nissan R90CK will also appear at Le Mans in a special parade to mark the anniversary of the pole lap in the hands of the man who took it to the top of the tables 25 years ago, Mark Blundell. The 1100bhp car may not reach speeds of 366 km/h (227 mph) as it did in 1990, but it is certain to grab everyone's attention. "That lap of Le Mans is certainly a very fond memory for me," said Blundell. "It was one of those moments where time stood still and everything went perfectly. You remember those moments, as they don't happen all that often. It's great to see Nissan celebrating that time with the retro livery on the #21 Nissan GT-R LM NISMO. I can't wait to see it on track at Le Mans." "Our racing heritage is hugely important to us," said Darren Cox, Global Head of Brand, Marketing & Sales, NISMO.

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.