Noticias Alianza Renault–Nissan–Mitsubishi

[size size=150]La alianza ya ha vendido 200.000 electricos[/size]

Nissan, desde la aparición del Leaf, lleva vendidos alrededor de 150.000 unidades, mientras que Renault lleva 51.500 desde 2011
En julio de 2013 vendieron 100.000 unidades, asi que tienen una ventas conjuntas de 6250 unidades desde ese mes hasta conseguir las 200.000

Nota de prensa, en inglés
Renault-Nissan Alliance sells its 200,000th electric vehicle

– Renault-Nissan EVs have driven 4 billion kilometers and enjoy 58% of zero-emission global market share
– Nissan LEAF remains best-selling EV ever; Renault led in Europe last month
– Alliance launches monthly video series introducing electric vehicle owners from around the world sharing their personal stories with their zero-emission car

PARIS/YOKOHAMA (Nov. 26, 2014)-The Renault-Nissan Alliance has sold its 200,000th electric vehicle and has a leading 58% market share for zero-emission cars.

Together, Renault and Nissan EVs have driven approximately 4 billion zero-emission kilometers – enough to circle the earth 100,000 times. Renault-Nissan’s EVs represent 200 million liters of fuel saved – enough to fill about 80 Olympic-sized swimming pools. Alliance EVs also represent 450 million kg of CO2 that has not been emitted while driving.

The Alliance sold its 200,000th EV in early November, about four years after the launch of the Nissan LEAF, the world’s first mass-market electric vehicle. Nissan LEAF remains the best-selling electric vehicle in history.

From January through the first week of November of this year, the Alliance has sold about 66,500 units-an increase of about 20% from the same period last year. The Alliance sells about two out of three electric vehicles worldwide, including Twizy, Renault’s two-seater urban commuter vehicle and the Nissan e-NV200 van on sale in Europe and Japan.

“Renault and Nissan’s electric vehicles are the zero-emission volume leaders – and, most important, they enjoy high satisfaction rates from customers around the world,” said Carlos Ghosn, Chairman & CEO of the Renault-Nissan Alliance. “Based on positive owner feedback and the increasing demand for cars that run on renewable energy, it’s no surprise that EV sales are accelerating – particularly in regions where charging infrastructure is well developed.”

To capture what the first 200,000 consumers love about their electric vehicles, the Renault-Nissan Alliance is launching a series of videos featuring EV owners on three continents. “I Made the Switch” tells why people bought their electric vehicles and how switching to a zero-emission vehicle has changed their lives. The first video features Chris Beers, a software engineer from Holliston, Massachusetts, USA, one of many Americans who powers his Nissan LEAF with clean solar energy. To see the video, click here: http://www.multivu.com/players/English/7381531-renault-nissan-electric-vehicle-sales/

USA and Japan lead the world in EV ownership

In the United States, the Alliance’s biggest electric vehicle market, there are more than 750 quick chargers in operation. Nissan is working with its dealers and charging partners to increase that number to 1,100 by mid-2015. The quick chargers are able to charge a LEAF from zero to 80% capacity in about 30 minutes.

This year, Nissan also launched its “No Charge to Charge” program, which provides free access to selected charging stations for two years with the purchase or lease of a new Nissan LEAF. “No Charge to Charge” is currently active in 12 U.S. markets, and Nissan plans to expand to additional markets by mid-2015.

In Japan, the Alliance’s second-biggest EV market, there are more than 2,900 quick chargers in operation. Nissan and Japan’s three other top automakers have pledged to work together to raise that number to 6,000 by March 2015.

In Europe, the UK is the most advanced market in terms of electric vehicle infrastructure. Today, the quick charging network already covers 87% of the UK’s motorways.

Nissan LEAF is the world’s best-selling electric vehicle; Renault led in Europe in October

With six electric vehicle models on the road, the Renault-Nissan Alliance is the only global car group with a full range of 100% electric vehicles – and they can be fully charged with purely renewable energy.

Yokohama, Japan-based Nissan has sold a cumulative 148,700 units worldwide since December 2010, when Nissan LEAF went on sale. Nissan LEAF has collected industry honors including the 2011 World Car of the Year, European Car of the Year 2011 and Car of the Year Japan 2011-2012.The electric vehicle has the highest global customer satisfaction rate for any Nissan vehicle ever.

The top markets for Nissan LEAF are the United States with about 67,000 sales since its launch, Japan with about 46,500 units and Europe with about 31,000 units.

In the United States, LEAF is on track to be the top electric vehicle in 2014, outselling all other electric and plug-in hybrid vehicles. Sales so far this year are up 35%, and Nissan LEAF has enjoyed 21 consecutive record sales months and has already shattered its own yearly U.S. sales record with two months to go. In addition to LEAF, Nissan also sells the e-NV200 van, which went on sale in Europe in June and in Japan in October.

Meanwhile, Boulogne-Billancourt, France-based Renault has sold a cumulative 51,500 electric vehicles worldwide since its first model the Kangoo Z.E. went on sale in October 2011. Kangoo Z.E. was voted International Van of the Year 2012. Renault recently delivered its 5,000th Kangoo Z.E. to La Poste, France’s national postal service and operator of the country’s largest corporate fleet. An additional 5,000 units will be delivered in the coming years.

In addition to Kangoo Z.E. and Twizy, Renault’s zero-emission range also includes the ZOE subcompact and the Fluence Z.E. sedan. In South Korea, the Fluence Z.E. is sold as the SM3 Z.E. under the Renault Samsung Motor badge. Like Nissan LEAF, ZOE enjoys the highest satisfaction rate of Renault’s global product lineup.

Renault’s top markets in Europe – its main electric vehicle market – are France, Germany and the United Kingdom. In October, Renault regained the number one EV position in Europe with a market share of 31%. ZOE was the most popular vehicle with a 23% market share.

Note to editor: The zero-emission distance and CO2 data are based on a calculated average.

Bueno, de momento, el proyecto de berlina media (D) de Mitsubishi está estancado. No se ha dicho mas, asi que no se sabe que ha pasado.
El sedan del segmento C y otros proyectos comunes parece que siguen adelante

http://www.autonews.com/article/20150125/RETAIL06/301259953/mitsubishi-nissan-mid-size-sedan-project-stalls

Opino lo mismo, no creo que sea un Fortwo con la estética del Twingo, que podrían… pero lo dudo, se canceló el proyecto. Yo me decanto por una evolución del Twizy, con sus puertas, mayor autonomía y sistema de climatización.

Parece que se aclara un poco la noticia que salió hace dias.
Segun parece, el hecho de paralizar la berlina D es porque quieren prorizar la berlina C, es decir, el Lancer, ya que es un modelo global.

Podria desarrollarse a partir de una base Nissan y no Renault ¿Por qué? Porque si fuese Renault, se produciria en Corea, y parece que la diferencia entre la moneda coreana y la americana complicaria la venta del modelo
Con lo que, de ser Nissan, se podria hacer en EE.UU. o incluso Japón

http://www.autonews.com/article/20150206/OEM04/150209882/mitsubishi-said-to-be-in-talks-with-nissan-for-midsize-sedan

Otra imagen mas, parecida a la anterior, pero con las presentaciones puestas
http://i.imgur.com/HCbZ54j.jpg

planete renault

Entrevista a Carlos Ghosn, en inglés. Habla de Renault, Nissan, cooperaciones, ventas…
Ghosn sees Renault-Nissan passing No. 3 GM by 2018

Renault-Nissan CEO Carlos Ghosn remains confident that by 2018 his seven-brand alliance will rank as one of the world’s three largest automakers. He sees the alliance rising from No. 4 now despite big troubles in Russia and finishing about 1.4 million units behind No. 3 General Motors last year. Ghosn is confident because, he says: “A lot of things can happen in three years.” Ghosn shared his views on the sales race, the reasons for Dacia’s success and more during an interview with Automotive News Europe Editor Luca Ciferri.

Will economic downturns in markets such as Russia prevent Renault-Nissan from becoming one of the three largest automakers by 2018?
In the short term some of the emerging markets where we have significant capacity such as Russia are not moving in the right direction, but this will not last forever. Russia has a much bigger potential than what the market is showing today. When oil prices return to a more reasonable level – because today they are abnormally low – the Russian market will boom again. Russia falls very quickly but also recovers very rapidly. Brazil is much the same. India is one of the Asian markets with the highest potential for growth. We have made investments there and our product offensive is starting now.

Do you still believe the alliance will rise into the top three in three years?
Yes, I’m optimistic that the numbers will rise. We have headwinds in some markets, but we sold 8.5 million units last year. The No. 3 [General Motors] is 1.4 million units ahead of us, but in this industry, a lot of things can happen in three years.

Does the alliance need another partner to enter the top three?
We don’t need another partner. Partnerships are a matter of opportunity, synergies and complementarity. You don’t form partnerships just for the sake of additional volume. Scale is a problem, sure, but at 8.5 million units, we don’t lack scale. Somebody else needs to worry about scale, not us.

Are you planning any big changes to your cooperation with Daimler?
I don’t think we need to change anything. This cooperation in going very well. We are adding projects and, frankly, we are acclimating to each other very quickly.

And beyond Daimler?
Will there be more opportunity for cooperation with other carmakers? Without any doubt, because this industry is changing very quickly, not only in terms of technology, but also on product and the geographic footprint. There is always a configuration that makes more sense than the one you have today. I don’t rule out anything, but at the same time, we are not in a position where we need to find a partner for our survival.

What are the biggest opportunities for the alliance?
For Nissan, the biggest opportunity is [becoming more] premium and the development of Infiniti is a big part of that. At the opposite end of the product spectrum, Nissan is benchmarking Dacia to try to replicate its success with the Datsun range. For Renault, the biggest opportunity is geographical expansion. The first step is properly getting into China, where we plan a 3 percent market share, about 600,000 units a year, from about 30,000 units that we import now. The second step is to create an entry-level range for emerging markets. Another step at Renault is expanding the product line.

Why have none of your rivals been able to launch a serious rival to Dacia?
You should ask the competitors who said they were going to replicate the Dacia business model why they could not do it. What I can say is that Dacia is not just a car range. It’s a whole system, implemented with integrity in order to get the results in product, manufacturing, supply chain, marketing and sales. This may be something that is difficult to reproduce. I’m very happy that no one has been able to reproduce it yet.

Are Dacias and Dacia-badged Renaults still producing a double-digit operating margin?
Absolutely. Profitability in our industry is where people cannot copy you.

Renault has increased its operating margin from 0.1 percent in 2012 to 1.3 percent in 2013 to 2.2 percent last year. Will that number rise into the 3’s this year?
We need to be very prudent for a number of reasons, for example, Russia. We have the potential to deliver [an even higher operating margin], but the result will depend more on the external environment than on our performance.

What is the outlook for Europe?
Europe is not growing, it is recovering. There’s a big difference. The European market is still about 20 percent below its 2007 peak. I think the current situation is healthy and this slow recovery will continue in the coming years.

And in the U.S.?
The U.S. recovery is finished and we are on a new growth path. I don’t think the U.S. market has peaked yet. We will see moderate growth continuing. Probably not 5 percent year-over-year, but 2 to 3 percent, which is fine.

What about China?
China will continue to grow, but the pace is moderating, which is normal. I don’t think the world’s largest market could continue to grow by 70 percent a year. I do not envisage any risk of a bubble. There may be some excesses here or there, but nothing major is threatening the car industry in China.

Last year, the Renault Captur became Europe’s No. 1 small crossover replacing the Nissan Juke. Does that create a conflict within the alliance?
We’ve always said that the alliance should not be a handicap for any company. Renault and Nissan can launch any product at any time in any market. Also, we do not see direct competition in the market place. During consumer panels a Renault is seldom cross-shopped against a Nissan and the other way around. In Europe, Nissan is in a basket with Toyota, Honda, Hyundai … mostly Asian brands. For Renault it’s mainly European brands.

Will you add or cut suppliers?
Every time we can reduce the number of suppliers, we do it. However, reducing the number of suppliers risks reducing competition. Therefore, you need to make sure that the guys who are supplying you become your partners. If not, you will find yourself in a very uncomfortable position: not having a big choice [of companies to work with] and not having long-term relationships.

Is there an ideal number of suppliers?
No, because all the new technology development taking place today adds new parts and new suppliers, so it’s impossible to have a cap.

Do you have a problem when a supplier’s margins are higher than yours?
No. I’m worried when a supplier has a much lower margin than mine, because he may not be interested in doing business with me. Also, when you come to ask him for competitiveness, he will tell you: “I don’t make enough money.” When your suppliers make more money than you, it puts you at ease to have a very balanced relationship.

You plan to retire before the end of the decade. You have said you would not recommend that one person runs both Renault and Nissan in the future. Has your opinion changed?
No. I don’t wish this on anyone. I’m doing it because of circumstances. That’s why I don’t think it would be fair to repeat something like this.

Who are your potential successors?
I’m not going to speculate on this because this is not a pressing matter. I have a new mandate with Renault that runs until 2018, so we still have three and a half years to go

Is 65 the right time to retire?
Retiring at 65 is mandatory at Renault. The issue came before the board and I voted in favor of this. Like most Japanese companies, Nissan does not have an age limit. In every country we operate, we follow the local rules. Those CEOs who think that they are still young and fresh enough to do the job at 65 can go and negotiate with their boards. I personally think that 65 is a very reasonable time for a CEO to step down.

How important is autonomous driving?
Renault-Nissan wants to be at the forefront of autonomous driving, which means empowering people in the car, giving them the possibility to drive or not to drive, to let the car do things for you under your guidance. It’s about re-establishing the pleasure of driving. What pleasure is there in keeping your eyes on the road and your hands on the wheel during a traffic jam? At the same time we are not interested in driverless cars. That is a completely different story.

When will the investments in autonomous driving start to pay off?
Autonomous driving comes from modules and we are already installing some of them in our cars such as automatic parking, lane keeping and steer-by-wire. These and other pieces of technology are coming one after the other, so they are being amortized one by one. I would say that autonomous driving is a much easier technology to amortize than electric cars or fuel cells. With EVs and fuel cells, you don’t start to amortize until you sell the first complete car. In autonomous driving, you start to amortize by introducing each single module.

Are you cooperating with Daimler on autonomous driving?
Right now we don’t cooperate with Daimler, but it doesn’t mean we will not one day.

http://europe.autonews.com/article/20150309/ANE/150309863/ghosn-sees-renault-nissan-rising-past-gm-to-no-3-globally-by-2018

Renault registra el nombre Renault Tennessee
http://i.imgur.com/6EjyelN.jpg

Se especula con que podria volver a EE.UU., pudiendo ser el Alpine el primer producto que se vendiese alli, pero no encajaria con la producción del modelo en EE.UU. puesto que se fabricará en Dieppe

http://www.leftlanenews.com/renault-trademarks-renault-tennessee-name.html