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Nissan demonstrates GT-R LM Nismo's radical aero

Nissan took a radical approach in designing its GT-R LM Nismo, turning the usual LMP1 form on its head to create a rather unusual prototype. So why did it take such a drastic approach? In a word: aero. In designing a front-engined, front-drive Le Mans prototype, Nissan was able to free itself from many of the restrictions placed on aerodynamic development. So while the likes of Toyota, Audi and Porsche struggle to create as much downforce as the regulations will allow at the rear of their cars, Nissan is finding boatloads more at the front. It's an innovative approach if we've ever seen one, and you can see and hear the team explain how it all works in this latest video clip above.

Nismo GT-R poised to be fastest Nissan ever

For almost every year since the Nissan GT-R first debuted, Nissan has been figuring out how to cram more power under the hood or give it 911-like quickness around the Nürburgring. Looking to create a brand image for its performance arm, we already knew that a hotter, Nismo-branded GT-R was in the works, but it seems some details may have leaked regarding this new Nismo GT-R.
While little has been spoken of this Super GT-R since February, Top Gear is reporting that Nismo is planning to make improvements to the coupe's power, handing and styling - three things that we're sure few have complained about since 2009. What could this mean for the GT-R? According to the article, Nismo could be looking to raise horsepower from the current 545-hp mark to more than 570 hp, and handling upgrades could give the car a 'Ring lap time of seven minutes and 22 seconds, which as Top Gear points out, is four seconds quicker than the new 911 GT3.

Honda-Nissan-Mitsubishi alliance completes Japan car industry consolidation

Makoto Uchida (left), president and CEO of Nissan, and Toshihiro Mibe, director, president and representative executive officer of Honda, at a press conference in Tokyo on Thursday. (Getty)   Japan’s carmakers are putting the finishing touches on a combine-and-compete strategy for an automotive age defined by batteries and software, with three manufacturers joining forces to complement a separate Toyota Motor Corp.-led coalition. Honda Motor Co. and Nissan Motor Co. agreed this week to build upon a preliminary deal first reached in March, offering more details of how they plan to work together and also adding Mitsubishi Motors Corp. to the mix. While the companies havenÂ’t yet discussed a capital alliance, forming one is a possibility, Honda Chief Executive Officer Toshihiro Mibe said. The partnership will span joint work on software development, batteries and other electric-vehicle components, as well as EV charging and energy services, the three companies said. Their cozying up to one another follows Toyota acquiring stakes in Subaru Corp., Suzuki Motor Corp. and Mazda Motor Corp., and helping them navigate a fraught era for legacy car companies. Whereas Toyota has tied up with its domestic peers from a position of strength — itÂ’s been the worldÂ’s best-selling automaker for four years running — Honda, Nissan and Mitsubishi each are much smaller players on the global stage. Their coming together is seen as a move by JapanÂ’s government to fortify its auto industry in the wake of China having emerged as the worldÂ’s new No. 1 car exporter. “This is coordinated by the government to build a competitive automaking industry,” said James Hong, analyst at Macquarie Securities Korea Ltd., adding that most automakers in Japan are too small to be able to invest in EVs individually. “It feels like a politically driven alliance.” While the US has had the Big Three — General Motors Co., Ford Motor Co. and Chrysler, now owned by Stellantis NV — and Germany similarly has a trio in Volkswagen Group, BMW AG and Mercedes-Benz, Japan has a much bigger crop of carmakers manufacturing vehicles across the globe. Honda, Nissan and Mitsubishi combined sold about 4 million vehicles globally in the first six months of the year, well shy of the 5.2 million that Toyota sold on its own. While the three touted the potential for generating synergies from working together, executives also acknowledged theyÂ’ll have to overcome contrasts with their compatriots.