2003 Nissan Sentra Gxe 4 Door Sedan Silver Automatic 1.8 Engine on 2040-cars

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Nissan helping Mexican dealers crack US market

Nissan may not be the top seller or even the top import brand in the United States... but it is in Mexico. South of the border, Nissan accounted for over 26 percent of new cars sold last year, and it's not only applying some of the same lessons it learned on its way to the top of Mexican market to the US – it's bringing in some of the same dealers. In an effort to increase its market share particularly in southern states with large Hispanic communities like California and Texas, Nissan is helping some of its largest dealer groups in Mexico buy up American dealerships, according to a report from Automotive News. Among those Nissan dealers in Mexico expanding into the US market are Grupo Autofin Mexico (which owns 60 locations, including three Nissan dealers in Orange Country), Grupo Autocom (which controls 17 Nissan, Infiniti and Renault locations in Mexico and now owns one Infiniti and four Nissan dealers in the San Francisco bay area) and Automotores Soni SA de CV (one of Mexico's largest dealer groups which recently took over two locations in Houston). Aside from encouraging these and other Mexican dealer groups – many of which have longstanding ties to the Renault-Nissan Alliance and its brands – to break into the US market, Nissan has been using its right of first refusal to offer dealerships going up for sale in the US to its Mexican dealers before American ones. There has yet to be any outcry from Nissan dealers in the US, though. The effort, lead by Nissan's North American chief Jose Munoz (who used to run the Mexican division), is part of the company's drive to increase its market share in the US from 7.7 percent currently to 10 percent by 2017. And the know-how of these Mexican dealership groups forms part of that strategy. But Nissan hopes to tap more than just their experience to drive an increase in sales. The Japanese automaker is also targeting the Hispanic market within the United States, offering Spanish-speaking Americans service in their own language with the benefit of a common cultural background. According to AN, Nissan has already surpassed Honda to become the No. 2 import brand among Hispanic customers in America, accounting for some 32 percent of the company's growth last year. News Source: Automotive News - sub. req.Image Credit: Nissan Nissan Car Dealers Mexico

2013 Nissan Pathfinder: June 2013

When we say that our long-term 2013 Nissan Pathfinder has been busy, we mean it. Want proof? In the past month, the big, brown Nissan was only idle enough for us to take it in for its 11,500-mile routine service and to shoot a couple of new photos of the long-termer in Detroit.
Most recently, the Pathfinder spent a few weeks in the hands of AOL Autos' executive editor Sharon Carty, who used the three-row CUV to haul her entire family from Detroit to New Jersey and back... twice. That's a pretty serious amount of miles, but it gave Sharon a really solid look into how the vehicle holds up for the needs of a family with kids of different ages.

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.