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Car Club USA: Club Loose

Car Club USA travels to Englishtown Raceway Park to document a wild Friday Night Drift Party at Club Loose. We hear how Club Loose co-founder Matt Petty brought drifting to the northeast US from Japan decades ago, and how this small New Jersey car club has produced international drifting champions like Chris Forsberg. "We were working out of California for over eight years," said Forsberg. "But it just didn't have that same feel or camaraderie as Club Loose." Each Car Club USA episode features a different car club or event from across the US, where passionate owner communities gather to share automotive experiences and embark on incredible adventures. From Main Street cruises to off-road trails, catch all the latest car club activity on Autoblog. Motorsports Nissan Racing Vehicles Car Club USA Videos drifting

Porsche 911 Turbo and Nissan GT-R Nismo star in World's Greatest Drag Race 4

We love Motor Trend's annual World's Greatest Drag Race video. Now back for its fourth appearance, the idea of lining some of the world's fastest cars up for a ten-wide, straight-line, full-throttle run is, well... it's pretty freaking badass.
The lineup this year boasts some impressively fast cars to be sure. The group of ten includes the following darlings: Alfa Romeo 4C, BMW i8, BMW M4, Chevrolet Camaro Z/28, Ford Fiesta ST, Jaguar F-Type R Coupe, Nissan GT-R Nismo, Porsche 911 Turbo S, Subaru WRX STI and, last but not least, the Volkswagen GTI. Give us any one of those for the weekend, and we're happy to take the keys.
It must be said though, that for a publication that draws as much water as Motor Trend does, there are some big cars that we might expect to be here instead. The Lamborghini Huracán or Ferrari 458 Speciale would have added some exotic flare to the list, and the omissions of the Chevy Corvette Stingray (for the second year in a row) and the Dodge Challenger Hellcat are real head-scratchers.

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.