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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-Dongfeng JV reveals Venucia VOW concept in Shanghai

Among the dozens of automakers pouring in to the Shanghai Motor Show this week to showcase their latest wares, this one comes from a brand you may never have heard of. It's called Venucia, and it's the product of a joint venture between Nissan and Chinese automaker Dongfeng. Today Venucia has unveiled the VOW Concept, a sporty-looking crossover designed to appeal to young Chinese buyers and previewed in a teaser rendering last week. The design is said to have been inspired by the Salar de Uyuni plateau in the Bolivian Andes, but reminds us a bit of the Lamborghini Urus and Mitsubishi XR-PHEV concepts. And that's no bad thing. Technical details are few and far between, but the name VOW apparently stands for "Venucia Over Wonder," that brand name itself having been derived from the Roman diety Venus. Beyond that we couldn't tell you any more, but even if the VOW concept gets put into production, the chances are slim to none that any version would ever reach a showroom on our side of the pond in the foreseeable future. Venucia debuts VOW Concept at Auto Shanghai 2015 SHANGHAI, China – Venucia, a local brand by Dongfeng Nissan Passenger Vehicle Company (DFL-PV), the passenger vehicle business unit of Nissan's joint venture in China, unveiled the VOW Concept at Auto Shanghai 2015. VOW Concept, a brand new trendy sport crossover concept by Venucia, was developed for the young generations. VOW is the abbreviation of "Venucia Over Wonder," meaning a complete breakthrough in excellence. The forward thinking and bold design is paired with a bright blue body inspired by Bolivia's Salar de Uyuni, a high plateau near the crest of the Andes Mountains with captive fresh and saltwater lakes and the world's largest salt flat. VOW Concept conjures up a new balance of dynamic excellence and elegance. "With the VOW Concept, Venucia is going directly to the young generations and listening to what they have to say about their futures, their hopes and what inspires them. We are determined to bring forward a young and fresh brand that continues to challenge the status quo," said Zhou Xianpeng, DFL-PV deputy managing director. "We believe Venucia will lead future trends as an influencer, and enhance its place in the automotive market in China." About Dongfeng Nissan Passenger Vehicle Company (DFL-PV) Dongfeng Nissan Passenger Vehicle Company is a business unit of Dongfeng Motor Co., Ltd., Nissan's joint venture with Dongfeng Motor Group Co., Ltd.

Renault, Nissan limit French government interference

Renault and Nissan are taking action to limit the influence that one can exercise over the other's operations. The measures, announced by both automakers after meetings of their respective boards in Paris and Tokyo, aim to keep each other at arm's length. But more than that, they seek to cap the degree of influence which the French government can bring to bear on either automaker. The steps are being taken in response to investment moves by the French state. While the government's investment arm – known as the Agence des Participations de l'Etat (or state participation agency) – previously controlled 15 percent of Renault's shares, it increased its holdings this April to 19.73 percent. The action sparked concerns at Renault that the French government would attempt to dictate operating procedures to both automakers, potentially to favor production in France over other locations. Given that Renault holds a 43-percent stake in Nissan, the Japanese automaker grew concerned over potential French state interference as well. To assuage those concerns, Renault, Nissan, and the French government came to an agreement with three vital clauses. Most importantly, despite its nearly 20-percent holdings, the French government will be granted only 17.9 percent of voting rights in Renault (to be extended up to 20 percent under certain exceptional circumstances). Renault (and by extension the French government) will also be prevented from interfering in Nissan's governance. With those measures in place, Nissan will not seek more voting rights based on the 15-percent stake which it, in turn, holds in Renault. Having successfully concluded the deal and hedged against the threat of government interference, the Renault board reasserted its confidence in Carlos Ghosn. Through the unique terms of their alliance, Ghosn serves as chairman and CEO of both Renault and Nissan. The two cooperate closely and share resources extending far beyond their chief executive, but remain distinct companies rather than merge, as Fiat and Chrysler have. Renault Board approves alliance stability covenant between Renault and Nissan As early as 16th April 2015, the Renault Board of Directors unanimously reiterated that the sustainability, success and resilience of the Alliance since its very inception in 1999 were based on a balance of shares held by Renault and Nissan.