Jump to content
  • William Maley
    William Maley

    Infiniti To Become Electrified Brand for Nissan

      Another automaker joins the electrification train

    After 2021, most of Infiniti's lineup will feature some sort of electrification. That's the word from Nissan CEO Hiroto Saikawa speaking this week at the Automotive News World Congress. All new models will either use fully-electric powertrains or use Nissan's ePower setup - similar to the Chevrolet Volt's powertrain where a small gas engine acts only as a generator for the battery. The only model that will be excluded from this plan is the full-size QX80 SUV. Infiniti also announced their first electric vehicle would launch in 2021.

    Infiniti is the latest automaker to announce plans to electrify their lineup. The likes of Volvo and Jaguar Land Rover announced similar plans last year.

    This brings up the question as to what will happen to Infiniti's new VC Turbo engine. Executives emphasized that the engine is seen as a bridge between gas engines to electrifications. Saikawa didn't say what would happen to the VC Turbo engine after 2021. 

    Source: Automotive News (Subscription Required)



    User Feedback

    Recommended Comments

    Makes sense to take the Infiniti brand and go hybrid / ev only for it and as R&D gets paid for by higher priced product line, then push it down into lower priced autos.

    Share this comment


    Link to comment
    Share on other sites

    "Electrified" is a loose term, when a mild hybrid could count as electrified.  I imagine 100% of cars sold by 2025 will have some sort of electrification.  

    Share this comment


    Link to comment
    Share on other sites

    Another whole lineup? Interesting....

     

    While I get what the future needs- they shouldn't forget a little choice here and there....

    Share this comment


    Link to comment
    Share on other sites


    Join the conversation

    You can post now and register later. If you have an account, sign in now to post with your account.
    Note: Your post will require moderator approval before it will be visible.

    Guest
    Add a comment...

    ×   Pasted as rich text.   Paste as plain text instead

      Only 75 emoji are allowed.

    ×   Your link has been automatically embedded.   Display as a link instead

    ×   Your previous content has been restored.   Clear editor

    ×   You cannot paste images directly. Upload or insert images from URL.




  • Similar Content

    • By William Maley
      On Wednesday, Honda CEO Takahiro Hachigo announced plans for the future of the company's automobile division. Efficiency was the theme in Hachigo's speech in terms of their lineup. manufacturing, and driving.
      One of the initiatives put forth by Hachigo was to cut down on the number of variations on offer in their global lineup, along with the dropping of various regional nameplates.
      "However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models," he said.
      "With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now.In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions."
      This will allow Honda to simplify model allocation at their various assembly plants around the road. According to Hachigo, this will allow the company to achieve "100 percent capacity utilization worldwide by 2020" and cut production costs by 10 percent by 2025. 
      Part of that initiative involves a new modular architecture that will debut in a global model next year. No details on the vehicle were provided, but Honda says the goal of the architecture "is to commonize about 70 percent of the components" used in a vehicle such as the engine bay and passenger cabin.
      Honda is also planning to have two-thirds of their global lineup electrified by 2030. Furthermore, it wants 100 percent of its European lineup to be electrifed by 2025. To do this, Honda is readying a new electric city car known as the e, along with deploying their two-motor i-MMD hybrid setup to all of their models in Europe. In the U.S. Honda is planning to launch more hybrid models, and increase their electric car lineup with some help from General Motors.
      “In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market,” said Hachigo.

      Press Release is on Page 2
      Summary of Honda CEO Speech on Automobile Business Direction
      Remarks by Takahiro Hachigo, President & CEO, Honda Motor Co., Ltd. May 8, 2019
      Honda has been working on two top-priority management challenges in the midst of abrupt changes in the global business environment surrounding the automobile industry: to strengthen the structure of our automobile business and to further increase the speed of business transformation for future generations.
      So, today, I would like to introduce some initiatives we are taking for our automobile business, especially how we are strengthening the structure of our automobile business, the direction we are taking with electrification, as well as some progress we have made to date.
      Strengthening automobile business structure 
      Ever since I became the president of the company, I have been conveying the message that we will make Honda strong by creating strong products and also by strengthening our inter-regional coordination and collaboration. We put special emphasis on the strengthening of our global models, which have been the source of Honda's core competence, and also the enhancement of our regional models.
      As a result, we currently have the five global models, namely Civic, Accord, CR-V, Fit/Jazz and Vezel/HR-V, and these five strong models now account for 60% of our global automobile sales. At the same time, our regional models such as the N Series for Japan, Pilot for North America and Crider for China are playing an important role as a source of growth for each respective region.
      However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models.
      Strengthening inter-regional coordination and collaboration
      As for inter-regional coordination and collaboration, under the new operational structure we adopted for our automobile operations starting from April, we began reviewing and sharing the product lineup by grouping some of our six regions outside Japan based on a similarity of key factors, such as market needs and environmental regulations. With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now. In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions.
      Advancement of our art of making automobiles (automobile development) 
      As for the advancement of automobile development, since I became the president, we have been increasing the efficiency and speed of our Monozukuri (the art of making things) by innovating the entire process, from planning and development all the way through production, by enabling the S-E-D-B (sales, manufacturing, R&D, purchasing*1) functions to collaborate beyond the boundaries of their divisions.
      Moreover, we have already introduced the Honda Architecture in our development.
      The Honda Architecture is a company-wide initiative which will increase the efficiency of development and expand parts-sharing for our mass-production models. The first model being developed with this new method will be the global model we are launching next year. And we will continue increasing the number of models to which we apply this new architecture.
      With the strengthening of global and regional models through inter-regional coordination and collaboration and with the introduction of the Honda Architecture, by 2025, we will reduce the number of manhours we use for the development of mass-production models by 30%, and we will repurpose those manhours to accelerate our research and development in advanced areas for the future. In this way, we can continue creating new technologies which will support the future of Honda.
      Strengthening our operational structure in the area of production 
      In addition to the area of development, we are further strengthening our operational structure in the area of production as well, so that we can create strong products with high efficiency.
      We are making steady progress in optimizing our production capacity in all regions. When this is complete, we are expecting to see that our global capacity utilization rate, excluding China, will increase from 90% recorded in 2018, and we will be producing at full capacity by 2022.
      In China, the third plant of Dongfeng Honda became newly operational, and this put us in a position where we can definitely accommodate market demand in China. We believe that this progress we made paved the way for the optimization of our global production capacity.
      From here onward, we think it is important to increase our competitiveness by increasing the efficiency of our production system in North America.
      For our business in North America, while keeping pace with sales expansion, we enhanced our model lineup and established a flexible production system where our plants sometimes produce various models in duplication to accommodate changes in market demand. However, as a result of the pursuit of high flexibility, an increase in the investment amount and a decline in production efficiency started to become an issue. Therefore, in North America as well, we will reduce the number of variations at the trim and option level, and at the same time, we will simplify the production model allocation at each plant. Through this initiative, we will re-establish a highly-efficient production system and realize the growth of North American business through the pursuit of quality.
      By implementing these initiatives to increase production efficiency in each region, we are expecting to reduce global cost in the area of production by 10% by 2025, compared to the cost recorded in 2018.
      Through all these initiatives I have mentioned, we will steadily strengthen the structure of our automobile business and realize the solidification of our existing automobile businesses by 2025, and, at the same time, we will accelerate our preparation for the future.
      Direction for the electrification of our automobile products
      Striving to realize a carbon-free society, Honda set a goal to electrify two-thirds of our global automobile unit sales by 2030.
      When we talk about the introduction of electrified vehicles, there are two perspectives. One is the improvement of fuel economy, and the other is zero emissions. Regulations for the Corporate Average Fuel Economy (CAFE) standards are becoming increasingly stringent in every country around the world and complying with CAFE standards is one of the most important challenges for the automobile industry. At Honda, in light of the required infrastructure and how people use automobiles, we believe that hybrid technology is, at this moment, the most effective way for us to comply with CAFE standards. Therefore, we will electrify our products mainly with hybrid technologies. By increasing sales of our hybrid models all around the world, Honda will contribute to the global environment through the improvement of fuel economy.
      To this end, we will expand the application of our 2-motor hybrid system to the entire lineup of Honda vehicles. In addition to the 2-motor hybrid system which is compatible with mid-to-large-sized vehicles, we developed a new, more compact 2-motor hybrid system suitable for small-sized vehicles. This small-sized 2-motor hybrid system will be adopted first by the all-new Fit which we are planning to exhibit as a world premiere at the Tokyo Motor Show this fall.
      In addition to the expansion of the lineup of products equipped with the 2-motor hybrid system, we also will expand the application of the 2-motor hybrid system on a global basis. With that, by 2022, we are expecting to reduce the cost of the 2-motor hybrid system by 25% compared to the cost of this system in 2018.
      As for zero emission vehicles, with our battery EVs we will comply with the Zero Emission Vehicle (ZEV) program being adopted by California and other states in the U.S. and China's New Energy Vehicle (NEV) mandate. We will efficiently introduce our battery EVs to the market by selecting the most appropriate partners and resources to satisfy the different needs in each region.
      In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market.   
      In China, in order to keep up with the fast speed of electrification, we have already begun introducing battery EV models developed together with our local joint venture companies in China. While envisioning the introduction of battery EV models from the Honda brand, we will continue utilizing local resources in China and introduce more battery EV models in a timely manner to fulfill local market needs in China.
      In Europe and Japan, we will introduce the Honda e, a new battery EV model, which was recently introduced as a prototype at the Geneva Motor Show.
      To summarize, Honda will popularize and improve the business feasibility of electrified vehicles by focusing on hybrid vehicles and battery EVs.
      Changes in operational structure
      In order to ensure the solid implementation of these initiatives I just introduced for our automobile business, we renewed our operational structure as of April. The aims of this structural change are to establish an organization which brings all regional operations together to strongly facilitate inter-regional coordination and collaboration and to increase the speed of our business operations by enabling prompt decisions and prompt execution.
      Today, I introduced our initiatives to strengthen our automobile business structure and the direction of our electrification. Under the new organizational structure, we will realize our goals with a keen sense of speed. 
      Closing
      As we stated in our 2030 Vision, Honda is striving to grow through the pursuit of quality so that we can fulfill our vision to "Serve people worldwide with the joy of expanding their life's potential."
      Honda will continue taking on new challenges while being driven by strong passion, so that we can continue to be a company that society wants to exist even in 2050 after Honda becomes more than 100 years old. 
      *1 S-E-D-B: Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing)

      View full article
    • By William Maley
      On Wednesday, Honda CEO Takahiro Hachigo announced plans for the future of the company's automobile division. Efficiency was the theme in Hachigo's speech in terms of their lineup. manufacturing, and driving.
      One of the initiatives put forth by Hachigo was to cut down on the number of variations on offer in their global lineup, along with the dropping of various regional nameplates.
      "However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models," he said.
      "With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now.In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions."
      This will allow Honda to simplify model allocation at their various assembly plants around the road. According to Hachigo, this will allow the company to achieve "100 percent capacity utilization worldwide by 2020" and cut production costs by 10 percent by 2025. 
      Part of that initiative involves a new modular architecture that will debut in a global model next year. No details on the vehicle were provided, but Honda says the goal of the architecture "is to commonize about 70 percent of the components" used in a vehicle such as the engine bay and passenger cabin.
      Honda is also planning to have two-thirds of their global lineup electrified by 2030. Furthermore, it wants 100 percent of its European lineup to be electrifed by 2025. To do this, Honda is readying a new electric city car known as the e, along with deploying their two-motor i-MMD hybrid setup to all of their models in Europe. In the U.S. Honda is planning to launch more hybrid models, and increase their electric car lineup with some help from General Motors.
      “In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market,” said Hachigo.

      Press Release is on Page 2
      Summary of Honda CEO Speech on Automobile Business Direction
      Remarks by Takahiro Hachigo, President & CEO, Honda Motor Co., Ltd. May 8, 2019
      Honda has been working on two top-priority management challenges in the midst of abrupt changes in the global business environment surrounding the automobile industry: to strengthen the structure of our automobile business and to further increase the speed of business transformation for future generations.
      So, today, I would like to introduce some initiatives we are taking for our automobile business, especially how we are strengthening the structure of our automobile business, the direction we are taking with electrification, as well as some progress we have made to date.
      Strengthening automobile business structure 
      Ever since I became the president of the company, I have been conveying the message that we will make Honda strong by creating strong products and also by strengthening our inter-regional coordination and collaboration. We put special emphasis on the strengthening of our global models, which have been the source of Honda's core competence, and also the enhancement of our regional models.
      As a result, we currently have the five global models, namely Civic, Accord, CR-V, Fit/Jazz and Vezel/HR-V, and these five strong models now account for 60% of our global automobile sales. At the same time, our regional models such as the N Series for Japan, Pilot for North America and Crider for China are playing an important role as a source of growth for each respective region.
      However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models.
      Strengthening inter-regional coordination and collaboration
      As for inter-regional coordination and collaboration, under the new operational structure we adopted for our automobile operations starting from April, we began reviewing and sharing the product lineup by grouping some of our six regions outside Japan based on a similarity of key factors, such as market needs and environmental regulations. With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now. In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions.
      Advancement of our art of making automobiles (automobile development) 
      As for the advancement of automobile development, since I became the president, we have been increasing the efficiency and speed of our Monozukuri (the art of making things) by innovating the entire process, from planning and development all the way through production, by enabling the S-E-D-B (sales, manufacturing, R&D, purchasing*1) functions to collaborate beyond the boundaries of their divisions.
      Moreover, we have already introduced the Honda Architecture in our development.
      The Honda Architecture is a company-wide initiative which will increase the efficiency of development and expand parts-sharing for our mass-production models. The first model being developed with this new method will be the global model we are launching next year. And we will continue increasing the number of models to which we apply this new architecture.
      With the strengthening of global and regional models through inter-regional coordination and collaboration and with the introduction of the Honda Architecture, by 2025, we will reduce the number of manhours we use for the development of mass-production models by 30%, and we will repurpose those manhours to accelerate our research and development in advanced areas for the future. In this way, we can continue creating new technologies which will support the future of Honda.
      Strengthening our operational structure in the area of production 
      In addition to the area of development, we are further strengthening our operational structure in the area of production as well, so that we can create strong products with high efficiency.
      We are making steady progress in optimizing our production capacity in all regions. When this is complete, we are expecting to see that our global capacity utilization rate, excluding China, will increase from 90% recorded in 2018, and we will be producing at full capacity by 2022.
      In China, the third plant of Dongfeng Honda became newly operational, and this put us in a position where we can definitely accommodate market demand in China. We believe that this progress we made paved the way for the optimization of our global production capacity.
      From here onward, we think it is important to increase our competitiveness by increasing the efficiency of our production system in North America.
      For our business in North America, while keeping pace with sales expansion, we enhanced our model lineup and established a flexible production system where our plants sometimes produce various models in duplication to accommodate changes in market demand. However, as a result of the pursuit of high flexibility, an increase in the investment amount and a decline in production efficiency started to become an issue. Therefore, in North America as well, we will reduce the number of variations at the trim and option level, and at the same time, we will simplify the production model allocation at each plant. Through this initiative, we will re-establish a highly-efficient production system and realize the growth of North American business through the pursuit of quality.
      By implementing these initiatives to increase production efficiency in each region, we are expecting to reduce global cost in the area of production by 10% by 2025, compared to the cost recorded in 2018.
      Through all these initiatives I have mentioned, we will steadily strengthen the structure of our automobile business and realize the solidification of our existing automobile businesses by 2025, and, at the same time, we will accelerate our preparation for the future.
      Direction for the electrification of our automobile products
      Striving to realize a carbon-free society, Honda set a goal to electrify two-thirds of our global automobile unit sales by 2030.
      When we talk about the introduction of electrified vehicles, there are two perspectives. One is the improvement of fuel economy, and the other is zero emissions. Regulations for the Corporate Average Fuel Economy (CAFE) standards are becoming increasingly stringent in every country around the world and complying with CAFE standards is one of the most important challenges for the automobile industry. At Honda, in light of the required infrastructure and how people use automobiles, we believe that hybrid technology is, at this moment, the most effective way for us to comply with CAFE standards. Therefore, we will electrify our products mainly with hybrid technologies. By increasing sales of our hybrid models all around the world, Honda will contribute to the global environment through the improvement of fuel economy.
      To this end, we will expand the application of our 2-motor hybrid system to the entire lineup of Honda vehicles. In addition to the 2-motor hybrid system which is compatible with mid-to-large-sized vehicles, we developed a new, more compact 2-motor hybrid system suitable for small-sized vehicles. This small-sized 2-motor hybrid system will be adopted first by the all-new Fit which we are planning to exhibit as a world premiere at the Tokyo Motor Show this fall.
      In addition to the expansion of the lineup of products equipped with the 2-motor hybrid system, we also will expand the application of the 2-motor hybrid system on a global basis. With that, by 2022, we are expecting to reduce the cost of the 2-motor hybrid system by 25% compared to the cost of this system in 2018.
      As for zero emission vehicles, with our battery EVs we will comply with the Zero Emission Vehicle (ZEV) program being adopted by California and other states in the U.S. and China's New Energy Vehicle (NEV) mandate. We will efficiently introduce our battery EVs to the market by selecting the most appropriate partners and resources to satisfy the different needs in each region.
      In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market.   
      In China, in order to keep up with the fast speed of electrification, we have already begun introducing battery EV models developed together with our local joint venture companies in China. While envisioning the introduction of battery EV models from the Honda brand, we will continue utilizing local resources in China and introduce more battery EV models in a timely manner to fulfill local market needs in China.
      In Europe and Japan, we will introduce the Honda e, a new battery EV model, which was recently introduced as a prototype at the Geneva Motor Show.
      To summarize, Honda will popularize and improve the business feasibility of electrified vehicles by focusing on hybrid vehicles and battery EVs.
      Changes in operational structure
      In order to ensure the solid implementation of these initiatives I just introduced for our automobile business, we renewed our operational structure as of April. The aims of this structural change are to establish an organization which brings all regional operations together to strongly facilitate inter-regional coordination and collaboration and to increase the speed of our business operations by enabling prompt decisions and prompt execution.
      Today, I introduced our initiatives to strengthen our automobile business structure and the direction of our electrification. Under the new organizational structure, we will realize our goals with a keen sense of speed. 
      Closing
      As we stated in our 2030 Vision, Honda is striving to grow through the pursuit of quality so that we can fulfill our vision to "Serve people worldwide with the joy of expanding their life's potential."
      Honda will continue taking on new challenges while being driven by strong passion, so that we can continue to be a company that society wants to exist even in 2050 after Honda becomes more than 100 years old. 
      *1 S-E-D-B: Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing)
    • By Drew Dowdell
      Nissan Group reports April 2019 U.S. sales

       
      April 2019
      April 2018
      % chg
      Nissan Group Total sales (units)
      95,698
      87,764
      +9.0
      Nissan Division sales
      87,207
      78,804
      +10.7
      INFINITI sales*
      8,491
      8,960
      -5.2
       
      NASHVILLE, Tenn. – Nissan Group announced total U.S. sales for April 2019 of 95,698 units, an increase of 9 percent compared to the prior year.
      Nissan highlights:
      Nissan Altima sales grew 59 percent in April to 16,531 units. Pathfinder SUV sales increased 72 percent to 4,713 units. NV commercial van sales were up 22 percent year-on-year. Nissan Versa sales were up 12 percent in April. The all-new 2020 Versa sedan was revealed in April and will go on sale in summer 2019. *INFINITI sales total included for reference. For more information on INFINITI's April sales performance, please visit INFINITINews.com.
      NOTE: To ensure consistency in global sales reporting, Nissan North America calculates monthly variances on a straight-percentage basis, unadjusted for the number of selling days. April 2019 had 25 selling days, while April 2018 had 24 selling days.
      NISSAN DIVISION 
      APR
      APR
      Monthly
      CYTD
      CYTD
      CYTD
       
      2019
      2018
      % chg
      2019
      2018
      % chg
       
       
       
       
       
       
       
      Nissan Division Total
      87,207
      78,804
      10.7
      418,743
      453,920
      -7.7
      Versa
      6,710
      5,998
      11.9
      31,702
      31,363
      1.1
      Sentra
      13,051
      16,999
      -23.2
      69,844
      77,001
      -9.3
      Altima
      16,531
      10,400
      59.0
      68,011
      73,806
      -7.9
      Maxima
      2,009
      2,100
      -4.3
      12,563
      15,854
      -20.8
      LEAF
      951
      1,171
      -18.8
      3,636
      3,716
      -2.2
      Juke
      1
      83
      -98.8
      10
      539
      -98.1
      370Z
      177
      260
      -31.9
      824
      1,243
      -33.7
      GT-R
      33
      35
      -5.7
      126
      170
      -25.9
      Total Car
      39,463
      37,046
      6.5
      186,716
      203,692
      -8.3
      Kicks
      3,503
      0
      n/a
      16,022
      0
      n/a
      Frontier
      4,258
      5,082
      -16.2
      24,479
      27,907
      -12.3
      Titan
      2,489
      2,670
      -6.8
      12,172
      15,394
      -20.9
      Pathfinder
      4,713
      2,741
      71.9
      22,067
      20,847
      5.9
      Armada
      1,917
      1,713
      11.9
      11,718
      10,795
      8.6
      Rogue
      24,159
      23,331
      3.5
      117,973
      139,785
      -15.6
      Murano
      3,476
      3,391
      2.5
      15,205
      24,113
      -36.9
      Quest
      0
      0
      n/a
      0
      2
      -100.0
      NV
      1,494
      1,225
      22.0
      6,001
      4,993
      20.2
      NV200
      1,735
      1,605
      8.1
      6,390
      6,392
      0.0
      Total Truck
      47,744
      41,758
      14.3
      232,027
      250,228
      -7.3
      North American produced
       
      60,573
      -100.0
       
      341,097
      -100.0
      Car
       
      36,668
      -100.0
       
      201,740
      -100.0
      Truck
       
      23,905
      -100.0
       
      139,357
      -100.0
      Import
       
      18,231
      -100.0
       
      112,823
      -100.0
      Car
       
      378
      -100.0
       
      1,952
      -100.0
      Truck
       
      17,853
      -100.0
       
      110,871
      -100.0
       
       
       
       
       
       
       
      INFINITI
      APR
      APR
      Monthly
      CYTD
      CYTD
      CYTD
       
      2019
      2018
      % chg
      2019
      2018
      % chg
       
       
       
       
       
       
       
      Infiniti Total
      8,491
      8,960
      -5.2
      42,806
      49,847
      -14.1
      Infiniti Q50
      2,174
      1,880
      15.6
      10,438
      13,581
      -23.1
      Infiniti Q60
      425
      650
      -34.6
      1,729
      3,253
      -46.8
      Infiniti Q70
      345
      272
      26.8
      1,307
      1,763
      -25.9
      Infiniti QX30
      232
      671
      -65.4
      1,809
      3,486
      -48.1
      Infiniti QX50
      1,513
      1,413
      7.1
      5,096
      5,497
      -7.3
      Infiniti QX60
      2,773
      3,052
      -9.1
      15,603
      15,076
      3.5
      Infiniti QX70
      0
      102
      -100.0
      6
      672
      -99.1
      Infiniti QX80
      1,029
      920
      11.8
      6,818
      6,519
      4.6
      Total Car
      2,944
      2,802
      5.1
      13,474
      18,597
      -27.5
      Total Truck
      5,547
      6,158
      -9.9
      29,332
      31,250
      -6.1
       
       
       
       
       
       
       
      NISSAN GROUP
      APR
      APR
      Monthly
      CYTD
      CYTD
      CYTD
       
      2019
      2018
      % chg
      2019
      2018
      % chg
       
       
       
       
       
       
       
      TOTAL VEHICLE
      95,698
      87,764
      9.0
      461,549
      503,767
      -8.4
      Total Car
      42,407
      39,848
      6.4
      200,190
      222,289
      -9.9
      Total Truck
      53,291
      47,916
      11.2
      261,359
      281,478
      -7.1
      Selling days
      25
      24
       
      101
      101
       
                    # # #
    • By Drew Dowdell
      The QX50 was billed as the most important product in Infiniti's lineup this decade, however sales have not met expectations. Year to date sales through March for the QX50 were just 3,583 units. This contrasts starkly with the 12,830 units the larger and more expensive QX60 moved in the same time frame.
      President of Infiniti Christian Meunier blamed the weak sales on a poor launch of the car due to production issues and a mix of product positioned too high in the market.  Infiniti is in the process of correcting the error with a new trim level and more options on the lower trim levels. 
      The Infiniti QX50 is assembled at a new plant in Aguascalientes, Mexico run as a join venture between Nissan Motor Company and Daimler.  The plant has suffered from quality control issues and other production problems. 
      Infiniti expect sales of the QX50 to turn around during the summer once the supply chain issues are sorted.

      View full article
    • By Drew Dowdell
      The QX50 was billed as the most important product in Infiniti's lineup this decade, however sales have not met expectations. Year to date sales through March for the QX50 were just 3,583 units. This contrasts starkly with the 12,830 units the larger and more expensive QX60 moved in the same time frame.
      President of Infiniti Christian Meunier blamed the weak sales on a poor launch of the car due to production issues and a mix of product positioned too high in the market.  Infiniti is in the process of correcting the error with a new trim level and more options on the lower trim levels. 
      The Infiniti QX50 is assembled at a new plant in Aguascalientes, Mexico run as a join venture between Nissan Motor Company and Daimler.  The plant has suffered from quality control issues and other production problems. 
      Infiniti expect sales of the QX50 to turn around during the summer once the supply chain issues are sorted.
  • Social Stream

  • Today's Birthdays

    1. motorman
      motorman
      (85 years old)
  • Who's Online (See full list)

  • My Clubs

About us

CheersandGears.com - Founded 2001

We ♥ Cars

Get in touch

Follow us

Recent tweets

facebook

×
×
  • Create New...