2005 Nissan Frontier on 2040-cars

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Nissan-Dongfeng's Leaf-based Venucia e30 EV goes on sale in China

Nissan's proverbial other shoe has dropped on the other side of the world. The Japanese automaker, along with Chinese company Dongfeng, has started selling the Venucia e30 battery-electric vehicle in the world's most populous country. How the sister vehicle to the Nissan Leaf will fare remains to be seen, but it's a pretty big bet. The companies certainly tested the model enough, very quietly running 300 trial vehicles a combined three million miles on China's roads. The result is a vehicle the companies say reduces operating costs by about 85 percent relative to gas-powered vehicles and can go 35 miles on a five-minute quick-charge. In China, the Venucia e30 retails for about $44,000, though that's before government incentives kick in. The car will debut with sales in Beijing, Shanghai, Guangzhou, Shenzhen, Dalian, Wuhan, Tianjin, Zhengzhou and Hangzhou. The rest of the country gets access to the model next year. Nissan and its Chinese partner are probably hoping for the kind of success Nissan's has finally started to have with the Leaf in the US recently. Last month, Nissan moved 3,186 Leaf vehicles Stateside, a monthly record. Year-to-date US sales of the Leaf are up 34 percent from last year to 18,841 units. You can find more info on the e30 in Nissan's press release below. DONGFENG NISSAN LAUNCHES ITS FIRST ALL-ELECTRIC VEHICLE - Venucia `e30' offers trusted, affordable, pure EV experience for Chinese consumers - SHANGHAI, China (September 10, 2014) - Dongfeng Nissan Passenger Vehicle Company (DFL-PV) today launches its first pure-electric vehicle model, "e30," from its local Venucia brand. With a five million kilometer pilot run across China completed prior to launch, e30 is trusted to bring Chinese consumers an enjoyable EV experience at affordable running costs. Its starting price is set at RMB 267,800 Venucia e30 Jun Seki, President of Dongfeng Motor Co., Ltd. (DFL), Nissan's joint venture with Dongfeng Motor Group Co., Ltd., said, "With Nissan Global's advanced technology, sales experience and know-how of electric vehicle, the Venucia e30 has been locally developed through our careful studies about market situations and consumer needs in China. I am looking forward to seeing the Venucia e30 lead China's electric-vehicle market into the future and also to more development of new energy vehicles and the wide adoption of electric vehicles in China." e30 achieves an optimal balance between driving range, affordability and convenient charging.

2014 Nissan Frontier Diesel Mule [w/poll]

Last August, Nissan shook the truck world when it officially announced plans to source a diesel option from Cummins for its long-overdue Titan replacement, its full-size pickup that's slated to drop this January at the Detroit Auto Show. The 5.0-liter V8 turbodiesel is expected to make somewhere around 300 horsepower and north of 500 pound-feet of torque. This combination of an all-new truck with this new powerplant promises to dramatically change the competitive landscape, splitting the difference between the heavy-duty goliaths from the Detroit Three and the Ram 1500 Ecodiesel. And the intrigue moved a step further when the Frontier Diesel Runner Concept showed up at February's Chicago Auto Show, as it displayed a growing relationship between Nissan and Cummins in a very interesting potential future product.
That concept would melt its clear acrylic hood if the engine ran too long, but this month, we got a chance to test drive a production mule, an otherwise normal Frontier with a Cummins 2.8-liter diesel four-pot under the hood and a ZF eight-speed automatic changing gears. The powertrain figures to be a direct competitor to the 2.8-liter Duramax promised for General Motors' Chevrolet Colorado and GMC Canyon twins, but will Nissan build it? All signs point to probably. Officially, Nissan is taking no position on the future of this program, but a concept followed by putting journalists into a test mule suggests the company is considering the option very seriously. Here's what we gleaned from a brief drive around the posh suburbs of Nashville:
Before we get too deep into this Quick Spin, realize this Frontier is absolutely a mule, not a prototype. More or less cobbled together with duct tape and baling wire, it's not meant to be representative of a finished product, or even a started product. The transmission and shifter is straight out of a Chrysler 300 and the shifter surround is cut out of a panel of plastic. The "Low Sulfur Diesel Only" sticker is, well, just stuck on. We're looking at a "What if?" mockup.

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.