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Nissan has now sold 75,000 Leaf EVs in the US

Somehow it doesn't surprise us that the 75,000th Nissan Leaf electric vehicle sold in the US would go to a guy from Portland, Oregon. Rishabh Mehandru, who first experienced the Leaf through a lease a couple of years ago, took the full plunge with a 2015 model and ended up being No. 75,000 (ding, ding, ding!). You've got to love those repeat customers. The Intel engineer has a 30-mile commute, so, theoretically, the Leaf does the trip with about two-dozen miles to spare in its single-charge range. The Portland dealership that sold him the car says its Leaf customers are an "even" mix between new and repeat. Nationwide, Nissan boosted its Leaf sales last year by 34 percent to 30,200. Things have cooled off a bit so far this year, as Leaf sales through February were down 15 percent from the same period in 2014 to 2,268 units. As of the end of last month, Nissan Leaf's US sales since its late-2010 introduction trailed sales of the Chevrolet Volt extended-range plug-in by exactly two units. Which means we can expect General Motors' announcement that the Volt has hit 75,000 units any day now. Take a look at Nissan's press release below. Related Videos: Nissan delivers 75,000th all-electric LEAF in the U.S. to Oregon family NASHVILLE, Tenn. – Nissan celebrated with Rishabh Mehandru of Portland, Oregon, as he purchased the 75,000th Nissan LEAF in the United States. This is Mehandru's second Nissan LEAF after leasing his first one two years ago in an effort to reduce the emissions he was putting into the air. "I'm a runner, and when I ran outside I found that I was inhaling a lot of exhaust from the gas-powered cars that passed me on the roads," said Mehandru. "I instantly became aware of the amount of fuel I was burning, and that's when I first decided that I wanted to get an electric car." Mehandru, senior engineer at Intel, has a commute of about 30 miles and enjoys the spirited driving experience Nissan LEAF has to offer. "When the lease was up on my first Nissan LEAF, I knew that I didn't want any other car. I had to have another Nissan LEAF," said Mehandru. "I love how quickly I can get up to speed on the highway-even my three-year-old son notices how zippy it is-and I like that I don't have to stop for gas." Mehandru's excitement for his electric car is contagious, and he recently convinced a friend to also purchase a Nissan LEAF.

Question of the Day: Most heinous act of badge engineering?

Badge engineering, in which one company slaps its emblems on another company's product and sells it, has a long history in the automotive industry. When Sears wanted to sell cars, a deal was made with Kaiser-Frazer and the Sears Allstate was born. Iranians wanted new cars in the 1960s, and the Rootes Group was happy to offer Hillman Hunters for sale as Iran Khodro Paykans. Sometimes, though, certain badge-engineered vehicles made sense only in the 26th hour of negotiations between companies. The Suzuki Equator, say, which was a puzzling rebadge job of the Nissan Frontier. How did that happen? My personal favorite what-the-heck-were-they-thinking example of badge engineering is the 1971-1973 Plymouth Cricket. Chrysler Europe, through its ownership of the Rootes Group, was able to ship over Hillman Avanger subcompacts for sale in the US market. This would have made sense... if Chrysler hadn't already been selling rebadged Mitsubishi Colt Galants (as Dodge Colts) and Simca 1100s as (Simca 1204s) in its American showrooms. Few bought the Cricket, despite its cheery ad campaign. So, what's the badge-engineered car you find most confounding? Chrysler Dodge Automakers Mitsubishi Nissan Suzuki Automotive History question of the day badge engineering question

Nissan says talks with Renault focused on better competing in electric cars

TOKYO — Nissan's talks with Renault on revamping their alliance are focused on strengthening competitiveness as equal partners and getting the most from their investment in electric cars, the Japanese automaker's CEO told Reuters. The negotiations with Renault, Nissan's top shareholder, have less than two weeks remaining to meet a Nov. 15 target the companies had set to reach a deal, according to people with knowledge of the talks. Nissan Chief Executive Makoto Uchida declined to comment on whether an agreement could be reached this month. But he said he was talking with Renault CEO Luca de Meo every weekend and the talks would be "ongoing for the future." People familiar with the negotiations have said the sharing of technology had emerged as one sticking point. Uchida, who has spent much of his Nissan career in positions related to the Franco-Japanese alliance, emphasised that the talks were based on mutual trust. Each company had valuable technology and discussions of technology transfers were to be expected, he added. He said the goal was to improve the automakers' ability to compete at a time of economic uncertainty and as the industry pushes toward what he described as its biggest transformation in a century with the shift to electric vehicles. "The discussion we are having is about how to make our competitiveness even stronger," Uchida said in an interview with Reuters on Friday. "That's number one." His comments were his first to media since the automakers last month said they were discussing the future of their alliance. The partnership, which began with a 1999 investment from Renault and was long overseen by former executive-turned-fugitive Carlos Ghosn, was critical to turning around the Japanese automaker. But Nissan executives have over the years bristled over the unequal ownership structure, with Renault owning 43% of Nissan and the Japanese automaker holding only a 15% non-voting stake in Renault. People with knowledge of the talks have said the two sides have been discussing a reduction in Renault's stake, potentially to 15%, and the terms under which that could happen. "We want it to be an equal partnership," Uchida said, adding that an "equal partnership would make sense and that would speed up the collaboration even more." He did not comment on potential stake levels.