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Tensions continue between Nissan and Renault after the prosecution of Carlos Ghosn. Renault asks a Japanese investment bank to approach Nissan to setup a plan for a holding company. Nissan owns a smaller share of the shares in the alliance 15% stake even though it is the dominant partner, compared to 44% for Renault, and 15% for the French government.  This is the result of the original merger decades ago when Nissan was in a financial crisis. The imbalance in management control and shareholding structure is a major complaint of Japanese executives. Today nationalist sentiment in Japan, and Nissan executives see the arrangement giving Renault major management role as an affront to Japanese sentiment and underrating the contributions on the Japanese side of the alliance which is technically superior.

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Test drive of a Nissan Leaf in a Michigan winter. The cold weather significantly cuts into the car battery's capacity. The heater alone can take up 25% of the energy. This Leaf had 91 miles of driving range on its readout. Nissan says the car has a 100 mile range. The EPA required Nissan to state the range as 73 miles. In wintry weather in cold weather states the range can be much less. For this reason Nissan is first introducing the Leaf in warm weather states such as California and states in the southern US.

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Renault-Nissan acquired a controlling stake in AvtoVAZ for $750 million in April 2012.

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The new price of the Leaf is $35,200 for the 2012 model year as more features were made standard by Nissan. The Leaf will now cost $27,700 after a $7,500 federal tax credit in the U.S. The higher price also reflects the stronger yen as the Leaf is made in Japan. Every Leaf is sold from a waiting list, with sales in only some states- including Arizona, California, Hawaii, Oregon, Tennessee, Texas and Washington. Nissan's marketing chief, Brian Carolin, says about 1000 vehicles a month will be sold for the remainder of 2011. The average customer of the Leaf drives the car with an all electric range of 75 miles, for 30 miles each day and charges it for 3 hours a day. Average household income is $140,000. The 2012 standard model comes with a cold weather package, heated seats, battery warmer and steering wheel, and a fast charging arrangement that gets it recharged in 30 minutes, instead of the 8 hours.

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Nissan has hired a new management team for its Infiniti brand after years of poor sales performance. Infiniti president Johan de Nysschen comes from Audi, and the brand is now located in Hong Kong in an effort to target the Chinese market. Infiniti sales were 172,000 in 2012, and Infiniti managers say the limited model lineup compared to Lexus and Mercedes hurt the brand. Sales of BMW in comparison are much higher for 2012 at 1.85 million, and Lexus 477,000. A new goal of 500,000 was set for 2017, with a focus on the Chinese market. Infiniti will target smaller Chinese cities and versions of the Infiniti will be manufactured in China.

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Ghosn of Renault-Nissan used to be a skeptic about electric cars. Now he is on board. Nissan plans to sell an electric car in the US and Japn by 2010. It will be only hundreds of vehicles at first so it will take more time to take it to mass market, but the goal is to go for mass market. By 2012 Nissan will plan for a lineup of electric vehicles, so it will extend beyond small cars to small minivans and small commercial vehicles and small crossovers. 100% electric cars also are described as zero emission vehicles. But Nissan won't be the only company doing this. Mercedes is moving "very fast" in the direction of emission free vehicles, see the the interview with Daimler's Zetsche. Mitsubishi Motors and Fuji Heavy Industries are testing versions of electric cars. And GM plans to introduce the Chevy Volt in 2010. Toyota plans to have a plug in hybrid about this time. Mercedes will be the first to bring a lithium oin battery in its S400 coming out later this year which will be a hybrid. It is the cooling of lithium ion batteries that has been a major hurdle to development of electric cars and Daimler's Zetsche says they have solved this problem, have 24 patents, and developed a cooling system that works inside the car. Nissan has an electric car project that it is working on with California based Project better Place to produce electric cars for the Israeli and Danish markets. Ghosn has grasped the idea that the market is signalling a major and irreversible change towards smaller emissions and regulators are way behind on this curve. He says that if one is to sensibly participate in the growth of emerging markets which Nissan is doing in North Africa and India and Eastern Europe then one has to think in terms of sustainability and lower emissions, as putting tens of millions of more cars on the road around the world can damage the environment. And the only way this can be done to meet the aspirations of people in emerging markets is to lower emissions and to set this as the overriding goal. One gets the same sense from the Germans, see Zetsche, Daimler....

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Ghosn touches on another issue emerging in the auto industry. With prices of iron ore jumping steel prices are also increasing which will force automakers to raise prices in the foreseable future. With economic downturn in the USA and parts of Europe Nissan like other automakers will find it difficult to increase sales with higher prices. This makes the new markets of India, Brazil Russia, China and Africa and Middle East with exploding demand significant. As the president of Honda in India puts it its better to spread the profits and sales globally. Nissan laid the ground for a 1.1 billion plant south of Chennai, India, rather than wait for the infrastructure to deliver just-on-time in India, the infrastructure will come later.

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This is a WSJ special report on Nissan and the failure of Carlos Ghosn's management style at Nissan leading to deep discontent in management ranks and employees, and also in Japan. Ghosn failed to invest in Japan seeing it as an aging society, and preferred the U.S. for investment. This was an affront to many Japanese, not just Nissan employees.  A big problem was that Ghosn's salary was larger than that of all nine top Nissan executives combined. Even during the 2008 financial crisis and cost cutting Ghosn's salary was understated by using accounting methods not approved by its auditor Ernst & Young. Under new Japanese rules oversight on compensation was given to Mr. Imazu who had to uncover the different shell companies that were used to shield the compensation and benefits going to Ghosn from public view. Lack of transparency and frugality was a major issue as one Nissan executive put it- "where is the transparency, and where is the frugality." New laws introduced in Japan in 2015 required release of compensation for any company executive making more than $800,000. Under these rules Japanese prosecutors were able to investigate the situation at Nissan.  In the end when the CEO of Nissan, appointed by Mr. Ghosn announced the arrest and detention of Mr. Ghosn, the Japanese audience applauded, showing how deep the discontent was in Japan. On November 19, in a carefully managed operation that would make a detective type story Japanese prosecutors arrested Mr. Ghosn as his plane landed in Tokyo, and arrested his assistant Mr. Kelly on the same day after his plane landed and his car was taken off the road to a rest area. Ghosn story has also its management lessons as this type of hard driving management with time spent jet-setting more than in contact with people and employees of the company is becoming unpopular. It is bad for employees and presents a rather unhealthy lifestyle, lacking any kind of role model for the rest of the company and society where the company is located. In this case not just Yokohama, but all of Japan, which resented the way it was treated. Recent articles have highlighted the situation at other companies. The General Electric story about the failure at GE in the U.S. - also explored this week in the WSJ -tells a story of hard driving management style of some executives that is increasingly becoming unpopular. A more thoughtful management style, with mindfulness, not based on personality or ego, is more productive leading to better decisions after taking in all views and enabling participation of other top and middle managers. ...

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Nissan's plans for a low price Datsun model for emerging market countries. The basic model would be at the $3000 price point.

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Nissan Motor Company CEO Hiroto Saikawa confirms that Nissan executives passed on information from a probe to Japanese authorites so that plans for a Renault takeover of the company could not take place. Mr Ghosn was seen as pushing a plan for a full combination of Renault with Nissan. Their motivation this report says was to protect Nissan and protect Japan's industry. In April 2018 the French government with a 15% stake in Renault laid out plans for a merger.

Nissan sells more cars than Renault but has a smaller stake in Renault. Renault owns 43.4% of Nissan after a 1999 bailout deal when Nissan sought help. Nissan holds only 1 15% nonvoting stake in Renault. Hence the imbalance. The alliance has benefited Renault because of the dividends from Nissan shares and sharing of auto parts and designs. Japan is seen as a very prideful nation according to Nissan executives who wanted to protect Nissan from takeover.