2005 Nissan Sentra S Auto 18k Miles Power Pkg We Ship We Finance Rare Miles Bid! on 2040-cars

Auto blog

Nissan recalling more than 1M vehicles for airbags that may fail to deploy

Nissan and the National Highway Traffic Safety Administration have issued a recall for 989,701 vehicles in the US due to an issue with their passenger-side airbag systems. Affected Nissan models include the Altima, Leaf, Pathfinder and Sentra from the 2013 and 2014 model years, and 2013 NV200 taxis. Affected Infiniti models include the 2013 JX35 and 2014 Q50 and QX60 utility vehicles.
Reuters is reporting that a total of 1,053,479 vehicles are included in the recall globally, with about 60,000 of the affected vehicles having been sold in Canada.
The fault apparently lies in something called the occupant classification system, which may, in the recalled vehicles, incorrectly classify the passenger seat as empty when it is in fact occupied by an adult. When the system fails to recognize the passenger, the passenger-side airbag may deactivate, and could therefore fail to deploy in the event of a crash.

Nissan: We lose money on each Leaf replacement battery

Nissan has been playing its cards pretty close to its chest when it comes to the production costs for Leaf battery packs. The company recently put a price on replacement batteries for customers at $5,500 plus the requirement to return the old battery. If the decommissioned battery is worth $1,000 to Nissan, as they have stated, that means the battery costs about $6,500 to make, right? Maybe even less if Nissan wants to turn a profit, as automakers are wont to do? Wrong.
Green Car Reports spoke to Nissan about these battery costs, and found that the automaker actually loses money on selling the replacement battery for the Leaf at the current price. Jeff Kuhlman, Nissan's vice president of global communications said, "Nissan makes zero margin on the replacement program. In fact, we subvent every exchange." All you English majors will know that "subvent" is a fancy way to say "subsidize." Kuhlman added, though, "We have yet to sell one battery as part of the program."
The fact that Nissan offers its replacement batteries for less than it costs to manufacture them is telling of a company both cares about what its customer needs and is dedicated to the success of its product. In this case, both of those things encourage people to give up fossil fuels and adopt electric mobility, which is heartening. As more people switch to battery-powered driving, though, battery technology should become better and cheaper, and the scale of production should cause manufacturing costs to decrease. Eventually, Nissan could easily see itself breaking even selling the Leaf battery replacements.

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.