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How did Nissan tweet a response to the Royal Baby announcement so quickly?

A mere seven minutes after the Duke and Duchess of Cambridge announced they were pregnant with their second child, Nissan had the perfect post circulating on the Twittersphere. How did Nissan know to expect Kate and William were expecting? By paying attention to the Internet zeitgeist.
It could be triplets and there would *still* be enough room for the Queen... #XTrail #SevenSeats #RoyalBaby pic.twitter.com/k4HiNAb7lq

- NissanUK (@NissanUK) September 8, 2014

Nissan says next Rogue coming September 10

The Nissan Rogue has been around since 2007, and after nearly seven years on the market, it's about due for replacement. Which is just what Nissan has announced is coming up next down the pipeline.
The Japanese automaker didn't reveal much to go with this teaser image of the headlight and front fender, saying only that "the all-new 2014 Nissan Rogue will push the envelope of CUV design starting on September 10 when it is unveiled." That's the day on which the Frankfurt Motor Show opens its doors for press previews, so it's pretty safe to say that we'll be seeing it at the Messe.
The news follows the spy shots we brought you two weeks ago. Expect the design to follow the lead set forth by the Hi-Cross concept from Geneva last year, with production to take place in Tennessee.

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.