2000 Nissan Sentra Gxe Sedan 4-door 1.8l, No Reserve on 2040-cars

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2015 Nissan Micra

Several years ago, poutine started showing up on the menus of a number of Detroit-area restaurants. For those unfamiliar with the Canadian specialty, it involves serving up french fries, gravy and cheese curds all in one artery-clogging heap. It's not really my thing, but the comfort-food dish has caught hold here in The D, and many absolutely swear by it. In a country where we happily serve Double Down sandwiches, and where competitive eating qualifies as sport, it's hard to believe le poutine isn't spreading like wildfire.
Given Detroit's proximity to Canada, it's not surprising that this culinary creation has managed to find its way across the border. The same thing goes for cars - we Detroiters are routinely privy to lots of Great White North imports. No, we can't buy not-for-US vehicles like the Nissan X-Trail, Mercedes-Benz B-Class (at least, the gasoline version), or now-discontinued products like the Honda Civic-based Acura CSX or EL before it. But Ontario-plated examples of these cars can be seen all the time here in southeast Michigan - it's a far more common occurrence than you might think.
These days, it's rare that an automaker will introduce a model to Canada without offering it up in the United States - especially a car that stands to do big things for a company's presence in North America. But with this 2015 Nissan Micra, that's exactly what's happened; Nissan's US arm has repeatedly stated that there are no plans to offer the car in Yankeeland. Why is the Micra so important? This five-door hatchback enters Canada with the coveted title of being the most affordable new car in the country: just $9,998 Canadian (CAD) to start. In fact, the Micra launches to our north just as the larger, four-door Versa Sedan is phased out in Canada - a vehicle that holds the lowest-cost title here in the US, at $11,990 USD.

Renault-Nissan alliance reboot will kick off with five projects

Renault SA and Nissan Motor Co. are moving ahead with a plan to recalibrate a two-decades-old alliance that had weakened over time, starting with a range of industrial projects alongside an agreement to rebalance capital ties, according to people familiar with the situation. Top executives from the alliance partners held an operating board meeting on Thursday, giving a nod to bringing Nissan and Renault’s cross shareholdings to an equal level, as well as common projects as part of the reshaped cooperation, the people said. The partners also agreed on an alliance event to be held on Feb. 6 in London to present details of the plans, the people added, declining to be named discussing details before they are public. Under the landmark plan, Renault is expected to cut its 43% stake in Nissan to 15% via an orderly disposal of shares over time to eliminate lopsided capital ties that have been a source of friction for years. The tentative agreement comes after years of tension that at one point spilled over into Japanese-French politics when Renault-NissanÂ’s then-leader Carlos Ghosn weighed to merge the two companies.   The partners also agreed to continue collaborating on various industrial projects, a condition that was crucial for Renault to obtain approval for the rebalancing from its most powerful shareholder, the French government. Media representatives for Renault and Nissan declined to comment. The boards of directors of the respective companies will have to approve the agreement in meetings to be held in coming days, the people said.  Code name: ‘ReloadedÂ’ The redesigned alliance will allow Chief Executive Officer Luca de Meo to move on with a complex split of Renault into five separate businesses, including carved-out electric-vehicle business Ampere and to deepen ties with a series of other partners, including ChinaÂ’s Zhejiang Geely Holding Co. and Qualcomm Inc., the people said. “The interest for each of the partners is now to be able to move forward without, for example, RenaultÂ’s management getting distracted in endless trans-national politics,” says Stifel analyst Pierre-Yves Quemener. Failure of the talks would have been “a negative,” Quemener said.  Renault, Nissan and junior partner Mitsubishi Motors Corp. will embark on roughly five projects initially, codenamed “Reloaded,” with others to follow, the people said.

FCA-Renault merger faces tall odds delivering on cost-cutting promises

FRANKFURT/DETROIT — Fiat Chrysler Automobiles and Renault promise huge savings from a mega-merger, but such combinations face tall odds because of the industry's long product cycles and problems translating deal blueprints into real world success, industry veterans told Reuters. BMW's 1994 purchase of Rover, and Daimler's 1998 merger with Chrysler both made sense on paper. The companies promised to hike profits by combining vehicle platforms and engine families. Both combinations proved unworkable in reality, and were unwound. Renault and Nissan, which have been in an alliance since 1999 designed to share vehicle components, have only managed to use common vehicle platforms in 35% of Nissan's products despite an original target of 70%, according to Morgan Stanley. FCA and Renault have raised the stakes for themselves by ruling out plant closures. That increases the pressure to achieve more than $5 billion in promised annual savings from pooling procurement and research investments. The two companies have yet to fill in many of the blanks in the merger plan put forward by Fiat Chrysler. Renault's board is expected to act soon to accept the proposal, but that would lead only to a memorandum of understanding to pursue detailed operational and financial plans. A final deal and the legal combination of the two companies could take months to complete if all goes well. Pressure to cut automotive pollution is driving the latest round of consolidation. Automakers are looking at multibillion-dollar bills to develop electric and hybrid cars and cleaner internal combustion engines. Fiat Chrysler and Renault are betting they can design common electric vehicle systems, then sell more of them through their respective brands and dealer networks, cutting the cost per car. Developing all-new electric vehicles can bring more opportunities to share costs from the outset, industry experts said. "With the emergence of connected, autonomous, electric and shared vehicles, carmakers face immediate investments, so new opportunities for sharing costs have emerged," said Elmar Kades, managing director at Alix Partners. However, most electric vehicles lose money. This is a challenge for city car brands in Europe in particular. Both Renault and Fiat rely heavily on this segment for sales.