2006 Nissan Altima 2.5 Sl on 2040-cars

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2021 Toyota Camry AWD vs. midsize all-wheel-drive sedans | How they compare on paper

Just as crossovers have become the dominant body style in the car market, the all-wheel drive they frequently feature has become more popular. In fact, all-wheel drive is so popular that automakers are increasingly putting it in traditional cars. The latest car to add driven wheels is the 2021 Toyota Camry. It will offer all-wheel drive on most of its trim levels, though only with the four-cylinder engine. It isn't alone in this market, though. So we've compiled the Camry's specifications, along with those of a couple of its competitors for comparison. For the purposes of this analysis, we're sticking with the AWD veteran 2020 Subaru Legacy equipped with a naturally aspirated 2.5-liter engine and the relative newcomer 2020 Nissan Altima. Both are similar in pricing and power to Camry. We've skipped the turbocharged Legacy and the turbocharged Ford Fusion with all-wheel drive as both have higher base prices and significantly more power. We'll take a look at these three sedans engine output, fuel economy, pricing and space. Below is a chart with all the raw numbers, and below that is more in-depth discussion of the cars. Performance and Fuel Economy These sedans are very closely matched, but one area where a clear winner emerges is in output. The Camry has a solid 21 horsepower and roughly 10 pound-feet of torque over the Subaru and Nissan. This, despite all of the engines having the same displacement. That power should make it quicker than the approximately 50-pound-heavier Subaru, though the Nissan Altima may stay with it thanks to its curb weight being about 100 pounds less than the Toyota. Also worth noting is that only the Toyota offers a traditional automatic transmission, whereas the Subaru and Nissan rely on CVTs. Subaru and Nissan have both dramatically improved their CVTs to the point they're quite unobtrusive, but if you strongly prefer the feel of softly shifting gears, the Toyota is your choice. In our experience, all three of these sedans are pleasant to drive with suspension and handling clearly tuned in favor of comfort over quickness. Fuel economy is close to a dead heat. Toyota hasn't announced official fuel economy numbers for the all-wheel-drive model, but we can estimate that, as with most all-wheel-drive variants, mileage will be slightly lower than normal models. We're betting it will only about 1 mpg worse than front-drive variants. That puts it in the same 29 to 30 mpg overall range as the Subaru and Nissan.

Renault will develop and build the next-generation Nissan Micra

PARIS — French carmaker Renault will develop and assemble the next generation of partner NissanÂ’s Micra models, a senior executive at the Japanese firm said, as the two companies try to reboot their alliance with tighter cooperation in production. Ashwani Gupta, NissanÂ’s chief operating officer, said in an interview with FranceÂ’s Le Monde newspaper published on Monday that the Micra plan was an example of their “leader-follower” strategy, with one firm taking the lead on certain car types. Nissan Micra models are already assembled at RenaultÂ’s Flins factory in France, although that site is set to be turned over to recycling activities around 2024, when the life cycle of the car ranges made there expires. “For the next generation of Micra, we will follow Renault, and we will ask Renault to develop and make the future Micra for us,” Gupta said. Both struggling financially, Renault and Nissan have cleared the decks of old managers and outlined joint cost-saving plans as they try to move on from a scandal surrounding former alliance boss Carlos Ghosn. Ghosn, who fled detention in Japan and is now in Lebanon, denies financial misconduct charges against him.

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.