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Nissan Leaf sales double Chevy Volt to close out winning 2014

To close out the year, sales of the two most-popular plug-in vehicles in the US kept going in the direction that they had been all year. The Chevy Volt dropped and the Nissan Leaf had another record month. Sound familiar? The Volt sold 1,490 units in December, a year-to-year drop of 37.7 percent. For all of 2014, Volt sales were down 18.6 percent to just 18,805 (from 23,094 in 2013). On the Nissan side of the ledger, the Leaf sold 3,102 units, up 22.7 percent from the 2,529 sold in December 2013. For the year, Nissan sold 30,200 Leafs, up 33.6 percent from the 22,610 sold in 2013. A few other things to note: For every month in 2014, the Leaf sold more than it did for the same month in 2013. For the Volt, this was only true for three months (April, May and July). Funnily enough, the Volt sold exactly 1,478 units in both March 2013 and 2014. The Volt's 2014 total was lower than both 2013 and 2012, while the Leaf had its best year ever. There were three months in 2014 when people bought at least twice as many Leafs than bought a Volt (September, November, December). The Leaf outsold the Volt every month in 2014. The closest gap was 215 units, in February. The biggest was 1,612, in December. As you've most likely seen, GM is still busy teasing the new Volt, which will make its official debut at the Detroit Auto Show next week. We'll have a more in-depth green car sales post up soon. <iframe embedded="true" "="" scrolling="no" src="https://docs.google.com/spreadsheets/d/1oIuH75vaSHaaplD4x6gLsYjSsiN4oGmez1T63eaYdhY/pubhtml?widget=true&headers=false" height="430"> Nissan celebrates 30,000 leaf sales in 2014, best year ever for sales of any plug-in vehicle NASHVILLE, Tenn. (Jan. 5, 2015) – Nissan, the world leader in electric vehicle sales, shattered yet another sales record with 30,200 LEAF vehicles sold in 2014, which is the first time any plug-in has sold more than 30,000 units in a single year. "Now in its fifth model year, Nissan LEAF is more popular than ever and continues to bring new buyers to Nissan," said Brendan Jones, director, Nissan Electric Vehicle Sales and Infrastructure. "From the beginning our vision was to bring electric vehicles to the mass market in a practical and fun-to-drive package, which is what makes Nissan LEAF the best-selling electric car in the world." Last month, Nissan sold 3,102 all-electric LEAFs, up 22.7 percent from the prior year and a December record.

Nissan IDX production model to get sharper, less retro styling

The Nissan IDx seems like the type of concept that auto enthusiasts wish they could be driving. With a compact size, style inspired by the classic Datsun 510 and a rear-wheel-drive powertrain, it certainly ticks many of the boxes that people want. Unfortunately, the car seems to be miles away from actually getting a green light for production, but rumors about the retro coupe's future keep cropping up.
The last we heard about the IDx, the biggest complication with the coupe was that it was a tough project to make profitable. Nissan didn't have a cheap enough rear-wheel drive platform to make the affordable coupe work. The latest rumors point to a potential solution to this problem. According to Motoring from Australia speaking to an insider close to Nissan, the new plan is to tweak the styling to be less retro and adapt the car to work on the platform for the forthcoming, next-generation Z car.
The new look reportedly cribs from the Nissan Sport Sedan Concept from the 2014 Detroit Motor Show, including its floating roof design and sharper edges around the fenders. In terms of power, the source tells Motoring, the IDx could use a naturally aspirated 2.0-liter four-cylinder engine with around 180 horsepower on tap. That might not sound like too much, but remember the Z car itself is rumored to get smaller and lighter when it's new generation hits the stage. If the weight is low enough, potentially using it for the IDx might just work.

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.