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2013 Nissan Pathfinder: July-September 2013
Thu, 03 Oct 2013
This Nissan is the most in-demand long-term vehicle we've ever had.
They may not readily fall into the sweet spot of driving enthusiasts, but our year-long test of this Nissan is proving to be an object lesson in why crossovers are so popular - especially large ones like our three-row Pathfinder. In fact, it's been so busy that it's hardly been at a standstill long enough to pen an update, which is why this one is late. Simply put, this Nissan is the most in-demand long-term vehicle we've ever had, racking up more miles and more long-distance trips than any LT vehicle in the Autoblog stable.
Watch a Nissan GT-R make up 17 spots on the first lap
Mon, 28 Apr 2014By now, enthusiasts should be plenty used to seeing the Nissan GT-R passing "lesser" vehicles on the road - and let's face it, that accounts for a good 99-percent of other cars out there. But what about on the racetrack, where GT racers are all homologated to the same general specifications and tuned with an eye toward fairer competition?
Turns out Godzilla is just as formidable an adversary on the track, as demonstrated by this latest video. Shot from inside the cabin of British driver Alex Buncombe's GT3 racer during the Blancpain Endurance Series race at Monza, the video shows what happens (or at least happened this time) when a well-driven GT-R is relegated to the back of the grid - even when that grid is populated by the likes of Porsche, Aston Martin, Lamborghini and McLaren.
Buncombe and his teammates in the Nissan GT Academy Team RJN ultimately finished the race in 13th place, but what's remarkable is that they started way back in 32nd, making up 17 places on the first lap alone. Scope out the frenetic action in the video below.
Nissan CEO Makoto Uchida rules out closer capital ties with Renault
Mon, Dec 2 2019YOKOHAMA — Nissan is committed to its automaking alliance with Renault but will not look to deepen its capital ties with the French automaker any time soon, its new CEO said on Monday. On his first day in the new position, chief executive Makoto Uchida also pledged to repair profitability at Japan's No. 2 automaker and said setting realistic targets would be key toward that goal, as it tries to make a clean break from the leadership of former chairman Carlos Ghosn. "Closer capital ties with Renault are not a focus in the short term," he told reporters. Uchida became CEO of Nissan on Dec. 1, as the car maker tries to recover from a profit slump and draw a line under a year of turmoil after the Ghosn scandal. The ousted chairman is fighting financial misconduct charges in Japan. One of the new CEO's big tasks is to salvage ties with Renault, which have deteriorated since Ghosn's ouster as chairman of both companies. Renault holds a 43.4% stake in Nissan after it saved the Japanese automaker from financial ruin two decades ago, and has pushed for the two companies to merge. In rejecting a notion of a merger with Renault, Uchida, 53, echoes his predecessor Hiroto Saikawa, who stepped down in September. He added that the alliance must re-think how it can serve all of its three members, which also includes Mitsubishi Motors. "The alliance has to benefit each of its partners in terms of revenue and profit," he said. "We need to re-evaluate what has worked and what hasn't worked in the alliance in the past few years." The CEO called for Nissan to set "challenging but achievable" targets, adding that this and the launch of more new car models and vehicle technologies would be key to its financial recovery. Nissan is bracing for its lowest annual profit in 11 years and has slashed its dividend by 65%. Its struggles come at a time when car companies desperately need scale to keep up with sweeping technological changes like electric vehicles and ride-hailing. "Somewhere along the way we created a culture of setting targets which could not be achieved," Uchida said, adding that this had resulted in a focus on short-term results. "Years of this had led Nissan to its current "difficult situation," he said, using heavy vehicle discounting in the U.S. market as an example of how aggressive sales targets to grow market share had deteriorated the company's brand.
