Nissan does not pride itself on its financial misfortunes. Projections of the company that are made in the current fiscal year have indicated a loss marginally less than that the company experienced a year ago, which was 4.5 billion dollars. Although the difference may not seem big on paper, it is an indication of a modest change in a worsening crisis. The brand has already been executing a comprehensive reorganization process, including closing at least 7 plants across the globe and two design studios, and asking about 20,000 employees to leave. However, the figures themselves still give a gloomy picture, and the restructuring is not yet able to create a decisive turnaround.

Espinosa admitted to the Financial Times that it is a gigantic task to operate the company on a day-to-day basis, the tone of which suggests the tension that swirls around each decision made at the headquarters of Nissan. It is so complicated with so many things happening, it is scary, he added, pointing to the complexity that comes with a global, multi-brand operation that is undergoing a very fast evolution in consumer expectations, electrification needed, and intense competition on one hand and the other.

The problems facing the automaker are not financial only. Nissan has been grappling with a divided brand image, doubts of product quality, and a lack of relevance in an ever-more-sustainable and digitally connected world. Espinosa said it is becoming increasingly difficult to remain relevant in this environment and particularly within a company of our size. You must be open and flexible. It might be a death sentence to have a strict approach in a market where carmakers are compelled to make rash choices about whether to invest in electric vehicles or place an autonomous technology bet.

When asked about possible radical action like the sale of the brand to a new partner or even a private equity group, Espinosa was frank and said, “Anything can happen in this madcap world.” The comments are a reverberation of the uncertainty that appears to be floating over Nissan. There were a number of strategic options on the board that were considered some years back, such as forming a partnership with Honda that eventually collapsed due to deadlock in negotiations. The present ownership structure is a maze: Nissan is owned by Renault in 35.71%, with 17.05% belonging directly to the French carmaker and 18.66% belonging to a French trust, the beneficiary of which is Renault. This framework has been known to offer the comfort of the cushion, however, the present economic conditions may demand an alternative strategy.

To a lot of onlookers, the risk and opportunity of sale exist. A sale would bring in the much-needed cash and a new strategic focus, maybe enabling a new owner to move Nissan towards a cleaner, more connected future. Conversely, the brand tradition and its international presence are also strong assets; any purchaser would have to negotiate through a complicated regulatory environment and meet the requirements of the various stakeholders of Nissan.

The remarks of Espinosa also represent a more general trend in the car market. The emergence of technology firms as potential customers, the increased role of the Chinese economy in the auto industry, and the unstoppable pursuit of shared mobility are all coming to a head to establish a situation in which old-fashioned car manufacturers are forced to redefine themselves. In the case of Nissan, determining whether to retain or dispose of the brand will be based on the ability of the company to turn around quickly to fit the needs of the new generation without losing the operational stability required to survive.

It is possible to indicate that any sale would also require a rapid decision, given the fact that the brand is in dire financial condition at the moment. This will be evaluated by investors questioning the value of the company, the extent of the debt, and the viability of its current restructuring processes. In the meantime, employees of Nissan, 20,000 of whom have already lost their jobs, are keeping a close eye on all that happens, hoping that a change of ownership would save the jobs and make people believe in the future of the company.

Espinosa, at least, continues to be a loyal, albeit cautious, guardian, struggling day after day with the titanic task of ensuring that the Nissan icon continues to live in a transformed environment. The fact that he was frank enough to say that anything can happen, on the one hand, emphasizes how uncertain the market is, such that nothing can be ruled out, and on the other, that Nissan is not disqualifying a dramatic exit strategy. It is yet to be seen whether the brand will have a new residence or reinvent itself through a new vision. What is apparent, though, is that the next step that Nissan takes will not only determine the fate of the company but also act as a barometer of how the larger car sector will be able to respond to the current state of rapid technological shock and consumer demands.

Source: Financial Times

This merger is a part of a larger strategy that also included the new Renault Triber and the opening of the Renault Group’s biggest design facility outside of France in April. Specifically for the Indian market, this vehicle can accommodate up to seven passengers. This rapidly expanding market will see the release of four new models in the near future.

More than half of the population is under the age of 28, making this a promising market for Renault to accelerate its expansion in accordance with its “International Game Plan 2027” strategy plan. Already, the Indian market is the world’s third biggest for automobiles. In this new setting, the partnership with Nissan will go on. To be more specific, RNAIPL will keep making Nissan models according to schedule.

“Over the last 14 years, we have been able to consolidate Renault’s presence in India, thanks to our research and development, reaching over 100,000 vehicles sold. Stéphane Deblaise, with his vast international experience and knowledge of the entire value chain, is ideally positioned to design and implement our strategy in the region,” said François Provost, the new CEO of Renault Group.

Japan’s major English daily newspaper, Yomiuri Shimbun, reported that Honda dared to pressure Nissan into scrapping the e-Power hybrid system and instead using its hybrid system. Concerning this proposal, Nissan was not happy and the relationship between the two companies even deteriorated. Both automobile companies remain open to future cooperation in the field of electrified cars.

The e-Power system in Nissan refers to a different category of hybrids as a whole. Unlike a typical hybrid, an e-Power system doesn’t physically couple the ICE with the wheels in any way. Rather, the ICE serves as a manner in which it forms a battery that is charged by an electric motor. This enables Nissan vehicles to simulate the execution of an electric vehicle (EV), which is proving to be distinctive from EVs and hybrids.

Nonetheless, Nissan is willing to progress its e-Power technology even after the failed merger discussion. The automaker aimed to create the 3rd generation of the e-Power system, and its efficiency will be 20% more than when they started it in 2016. Also, it is expected that this next-gen system is going to be 15% more cost-effective on highways than the second-gen setup. Nissan also wants to cut costs by 20 percent compared with the first gearing up, which was used on the Note compact hatchback.

U.S. markets form part of the strategic locations where Nissan plans to introduce its third-generation e-Power system alongside other regions. Nissan plans to begin production of the Nissan Rogue e-Power with this hybrid technology starting from the fiscal year 2026 (April to March 2027) schedule period. During fiscal year 2025-2026, from April 2025 until March 2026, Nissan will introduce a Rogue model that functions as a plug-in hybrid vehicle. The technology will launch in Japan’s minivan version starting this fiscal year 2025/26 and the Qashqai model produced in Europe around the same timeframe.

This pressure to shift strategies sees Honda pressure Nissan to drop e-Power technology in favor of its hybrid system in electric vehicles. Due to the changing perspectives of automakers across the globe to increase fuel efficiency and decrease emissions, the option of hybrid technology is considered a strategic move. It is possible that Honda preferred their hybrid system for these reasons because of their strategic viewpoints in terms of technology and market segmentation.

Although the opportunity to combine Honda and Nissan failed to come into existence, the market remains highly dynamic. However, both are crucial for the collection’s progress toward electrified transportation with different technological beliefs and developments. In this context, it can be assumed that in the coming years, many of them will remain purely offensive and at the same time cooperate and compete with each other.

Thus, the scrapped merger deal between Honda and Nissan points towards the reality of strategic management, especially in key sectors such as hybrid facilities. As the two companies have pursued rather different strategies, though, their quest for the development of electrification remains clear and unbroken. Due to the increasing awareness and shift towards sustainable automotive solutions, the developments and decisions made by car giants such as Honda and Nissan are essential in defining the future generation of vehicles.

In December, two of the Japanese manufacturers, Honda and Nissan, the second and third car manufacturers, stated that they would finalize the negotiations by June 2025 and set the formation of a holding firm by 2026.

What was equally apparent at the time of the announcement of merger talks was Honda’s message to Nissan over the organization’s operational issues. During one press conference in December, Honda claimed that Nissan’s renewal was possible only if there were plans for a merger. Nissan, which has been experiencing severe financial woes in the past year, declared a global restructuring plan in November that comprised of slashing jobs by 9000 and halting production by 20%. Yet, the plans employed through FMC and the restructuring initiatives as a comprehensive turnaround strategy did not fit the notion that Honda expected to be presented as a firm with a strong and well-substantiated strategy.

The disagreements followed the issue of the structural form through its progressive stages as a merger. However, Honda proposed that Nissan should be made one of its subsidiaries so as to guarantee the long-term future of the partnership. This move was instigated as a result of the low rate at which Nissan was adopting channel change strategies, a factor that Honda did not want to allow to compromise on network merger success. However, this move was not very well accepted at Nissan’s board level, hence a clear sign that the company had embraced a decisive step towards the non-merger.

The collapse of the negotiations displays the diplomacy, bargaining, and power relations that are usually evident in a partnership between two separate corporations. The situation at the early stages of the merger was filled with more expectations, but the latter was not so bright due to the differences in strategy development priorities and issues such as control and governance. The proposal to make Nissan a subsidiary was especially fraught with controversy, which can be explained by the weakening of Nissan’s authority and Honda’s desire to set up its management.

This comes after there have been several postponements on the disclosure of details concerning the synergism strategy. Scheduled for the end of January, the meeting was rescheduled for mid-February; this time was chosen due to the lack of common positions on important questions.

As the two-car majors get ready to declare their first-quarter figures covering the period to December, investor interest is likely to turn to where each car maker intends to go alone. But even in the year of the pandemic, it has become clear that when the strategic visions and, therefore, tactical needs start diverging in a fast-changing industry, such as the automotive industry with new focuses on electrification and digitalization, the alliance becomes unsustainable.

For both Honda and Nissan, those new moves will entail the need to review its strategies and map out new ways of expansion and cooperation. The automotive industry is highly competitive, and therefore it will keep its eyes on these two companies as they adjust strategies in their mission for sustainable growth.

Source: Reuters.com

A Surprising Revelation

Automakers and especially car lovers across the globe were taken for a surprise in December when two major competitors, namely Honda and Nissan, revealed that they were in discussion of joining forces and forming a single company. The consolidation of these two giants was once predicted to alter the face of the Japanese automobile market, and it came with its own set of factors that could either be an opportunity or a threat. However, it has become evident that the involved factors have made it mandatory to take time when undertaking due process.

Political Underpinnings

Former Nissan and Renault Chief Executive Officer Carlos Ghosn stated that the Hondas’ active participation in such a proposed merger may not be entirely voluntary. Specifically referring to a report by Ghosn, it can be pointed out that the Japanese Ministry of Economy, Trade, and Industry wants Honda to agree on the merger in order to steady Nissan’s financial condition. This statement suggests the existence of more profound economic schemas, which indicates that the merger is more than just for the two organizations.

Condition for Merger: Nissan’s Turnaround

It is evident that Honda’s management has stated that the merger can only take place if Nissan demonstrates its operational and financial credibility. Honda is not convinced by Nissan’s global restructuring strategies, which include sacking 9,000 people, abroad cutting production capacity by 20%, and early retirement measures implemented in three American plants.

As cited in the sources, Honda expects Nissan to undertake even deeper cost reductions, while Kyodo New reports agree on the same. Based on research done, it seems that Honda’s current leadership, headed by its President and Chief Executive Officer, Toshihiro Mibe, has the firm belief that Nissan should be ready to become a strong independent company before any merger can take place.

The Mitsubishi Question

Complicating the matter further is the role Mitsubishi plays in such forums. While rather vague, included as it is in the coordination change, Mitsubishi has made it clear that it favors stability and aims at continuing as an independent entity. The company is actually planning only a few mergers with Honda and Nissan without the intention to go full mergers.

This position puts Mitsubishi in a very good standing when it comes to looking for partnerships that suit its interests without having to go private. It seems that Mitsubishi has agreed to decide on the right course of action by this month.

Personal Perspective

Lately, I have done my best to absorb as much information as I can about the automotive industry, and I would like to believe it is wiser to postpone the development of the merger between the companies of Honda and Nissan. They are high; therefore, engaging in such a transformation procedure without a proper assessment might threaten the sustainability of the outcomes in the companies’ environments.

Honda is perfectly right to refuse Nissan the green light for restructuring until the company provides a clear plan of how it is going to go about it. For Mitsubishi, the option I spoke of its ability to stay unaffiliated may enable the firm to better respond to the successive changes shaping the market since they can probably foster more specific and advantageous contracts.

Looking Ahead

Some of the issues affecting the automotive industry include new trends in consumer interests and the shifting to electric cars, and some decisions made in addressing such matters will thus be keenly observed. The impact on decisions throughout the sector will be inevitable in one way or another, depending on whether the merger takes place or not. At this moment, there is only the specified mid-February when both Honda and Nissan will comment something on the topic. Up until now, the industry is “on standby,” eager to find out how these giants of Japanese car manufacturing will define their further development.

Therefore, the fact that Honda and Nissan have postponed the announcement of their merger update to mid-February shows that such a large-scale measure is not decided easily. This is achieved while stressing internal reorganization, external forces, and positioning strategies. I will therefore wait for future developments, which remain a clear indication of the dynamic world of the automotive industry.

The ball is now in the court of Renault, Nissan’s largest shareholder. A senior Foxconn executive is said to have flown to France with a view of possibly buying a stake in Nissan, but what is time, they say? Some may ask, is this the turning point for Nissan’s future that has people so uncertain at the moment?

What many do not know is that Foxconn is not a stranger in the car manufacturing industry.” They have had many deals creating iPhones, iPads, and other electronics and have only been gradually establishing a number of automobile manufacturing contracts as well. BMW as well as Faraday Future are other manufacturers they have struck deals with, all of whom are keen on futuristic electric vehicles. Therefore, it would be safe to claim that they know what is going on in the automotive industry.

Well, here you may be wondering where Nissan comes into the picture; below I will explain why. Oh well, you know what? It seems that Nissan is not really in the best position you could say. Right now they are not selling their vehicles so well and have had to sell some at a loss – something that is unpleasant to hear for any producer, let alone the maker of automobiles. For that matter, unnamed executives have been quoted as saying Nissan has perhaps 12 to 14 months to get its act together before it’s out of business again. This way you would comprehend why they are willing to take any and every measure possible to try and save their business.

It may not seem like it, but this is not the first time a dominant automaker is suffering. We have witnessed Toyota, Ford, and GM struggling at one time or another in the recent past, but they were able to reverse their misfortune. But Nissan is in a slightly different position. But they are already, you know, in the Renault-Nissan-Mitsubishi alliance so that means they are already actually interlinked with Renault and Mitsubishi. Thus, if Foxconn ever decides to venture into the automobile industry to invest in Nissan, it will be supporting a business entity that is already intertwined with two other significant businesses in the industry.

This is not the only probable cooperation that may take place in the future for the Nissan company. Only last week, there was news information suggesting that the Nissan company may be in the process of taking over the Honda company under a new umbrella company. This is not the first time we have heard of the likelihood of a partnership between the two automobile giants. They have extended their collaborations this year to partnering on future technologies and even bringing Mitsubishi into the mix. Therefore, the idea of a merge between the two seems to be growing popular.

The actual question, of course, is whether or not this partnership would really be enough to give Nissan the push it needs to turn the corner. Honda and Nissan are both in trouble, but they are not at the same level of trouble yet. Honda’s revenues have actually been comparatively more consistent, and they have a habit of turning out some of the most dependable and, albeit, efficient vehicles any automotive manufacturing company could dream of. Thus, it is a matter of debate whether a merger of the two can really bring about such a change as to help Nissan turn around its fate.

Thus, the outlook for Nissan is definitely up in the air at the moment, but it is interesting to imagine what kind of offers and cooperation might be expected from this state of affairs. The investment interest that Foxconn has shown in Nissan could be the salvation that Nissan needs to change its fortunes for the better or entirely a wrong move like previously connected partnerships. But one thing is certain: the automotive industry is always an interesting one to be in. But with all the advancements being made now, who is eager to wait for what the future has to bring?

It is the partnership of these two giants these two giants began in March 2024 and then it was growing. An MOU for the strategic avenues of cooperation in the automotive area of vehicle intelligence and electrification has been made, causing the brands to be completely intertwined. Another agreement was made in August to deepen the cooperation in other technological sectors. Now that the idea of part integration is gradually transitioning to full integration, it is high time to consider what we have learned so far.

In the next few months, a committee of staff from the two brands will review the modalities of integrating operations. The extensive review will include vehicle platform, research and development cooperation, product integration and procurement systems, financial integration, operational optimization, and human resource integration. At the moment, the plan calls for a clear and binding understanding of the business integration to be reached by June, 2025. Then there would be government approval for the merger required and approval from the shareholders of the two companies, namely Honda and Nissan, which is in April 2026.

However, as stated within the new merger, they will both retain their separate identities, just like Stellantis does today. But they will both continue to be parts and platforms, although to be called a new, as yet unnamed, company. As for the equity, Honda and Nissan would be delisted from the Tokyo Stock Exchange and then be succeeded by the new holding firm by late summer 2026. I find it quite peculiar that Honda would become a majority in controlling the management of the new company.

However, a crucial component left out of this announcement regarding a joint venture is Renault and Mitsubishi. Both companies entered into an alliance with Nissan in 1999 and at the moment, Renault owns the majority of Nissan. Renault Group, in their short statement, said that they shall take all possible steps in the best interest of Renault Group and its stakeholders.

If everything is smooth and this new holding company is passed with shareholder approval, then it will be taken as one of the biggest automobile conglomerates. This new upcoming merger between such giant automobile industries as Honda and Nissan is going to change the face of the global automotive industry entirely and we are eager to see more of it.

That being said, this action isn’t without its danger; it is truly a large step. For instance, prior cooperation in the automotive industry has not yielded desirable results every time. Although taken at the last minute, this move demonstrates that Honda and Nissan remain determined to remain competitive in the constantly transforming average automotive market.

Second, more aggregation of consumers and merchants might also bring greater cost-effectiveness, while synchronizing the R&D process across functions can lead to better innovative technology. For customers, this translates to possibly; better goods and, in some cases, more reasonable or relatively cheaper prices. It is a giant step towards consolidation in the automotive sector and we are looking forward to see the resultant phenomenon in the global auto market.

We eagerly expect the creation of this new holding in 2026, and we hope that the merger will be fruitful for both Honda and Nissan and for their customers, employees, and shareholders. It remains to be seen what new strategic alliance can be defined in the development of the automobile industry.

2024 Chevy Bolt

The Chevy Bolt has always been my favorite affordable small EV since the product was initially introduced. The latest fifth generation, the Model 3 Standard Range Plus 2024 model year, has a redesigned exterior and an extended range of 300 to 350 miles. That’s more than adequate for daily work and other chores that most people undertake in their vehicles.

I can recall that one of the things that have always impressed me with the Bolt is the lively acceleration it provides which makes it even more playful to drive than some other compact EVs. The new model takes even quicker to go than before, and permits one to achieve 0-60 mph in 6.5 seconds. Handling also feels very good and tangible feeling of tightness is also present, making the car feel very sporty.

The Bolt’s interior has been languishing compared to newer EVs, but this gets a familiar and more luxurious interior and a 10-inch touch screen with much of the latest tech from Chevy. Presently, there are many driver assist safety features that are available and one of them is automated lane changing, which I noticed was effective as long as I tested when I was driving.

So, if you are ready to embrace EVs as your main transportation, the 2024 Chevy Bolt with its hatchback design, spirited handling and affordable sub-$35k price tag still remains one of the leaders of the market in terms of fun and affordable small EVs.

2024 Nissan Ariya

The Ariya crossover EV is one of the most noticeable entries by Nissan during the recent unveiling. This gorgeous looking small SUV coupé offers not only a look to the future both inside and out but also a luxurious interior and the possibility of having two electric motors for the all-wheel drive.

Upon entering the Ariya interior, one will find a cocoon-like seating area with two screens of 12.3 inches and haptic controls. Leather and open-pore wood look very classy; the seats also have a luxurious look and feel to them. I also like the fact that it is very spacious even though it is a compact vehicle.

In the performance aspect, Nissan takes the cake. While the rear-wheel-drive model takes 5.3 seconds to get from standstill to 60 mph, the standard front-wheel drive Ariya can achieve that in 7.4 seconds. But choosing the variant with two electric motors reduces that time to an impressive 5.1 seconds – simply excellent for a small crossover!

It has up to 300 miles of range, new driver assist features, and whisper-quiet ride as well as spacious, tech-forward interior. It also fits somewhere in-between the small electric car crowd, which is otherwise going for more understated styling. If you are in search of potent electric cars that fit the RWD small luxury car category, then the Ariya should be your first choice.

2024 Kia EV6

The design of the first dedicated electric vehicle from Kia called EV6 with the design concept called “Opposites United” that incorporates sharp edges which are a symbol of the car brand’s masculine side, and curves and smooth lines symbolizing the feminine side. It does not fit into any of the existing categories such as a CUV or a hatchback, yet it is not quite a brand new concept either. And, as you would expect, it looks even better close up.

However, it is much more than that – the EV6 is an ambitious masterpiece. While three range options offer a driving distance of 248 to 310 miles in different versions, acceleration from 0 to 60 ranges from a decent 7 seconds in the rear-wheel drive model I tried to a thrilling 3.5 seconds for the performance-focused GT-Line version!

It is an open airy looking cabin with minimalistic design and Integrates technology into the center of the car where two side by side 12 Inches display touchscreen is provided. The lexical passageSelector buttons are help release more space for a smartphone charging bay and other storage. As for both rows of seats, plenty of space is allowed to passengers to achieve the desired measure of comfort.

If you are looking for a stylish and eye-catching small electric car that rides and handles as it looks, the Kia EV6 is one car that requires a long test drive.

2024 VW ID.3

The VW ID.3 is a new electric car model from the VW’s stable that showcases the company’s technological capability in the affordable small electric hatchback segment. Despite its compact stature, this tiny EV is not short on charm, power, or any range that extends up to 350 miles.

I am a follower of Volkswagen hatchback vehicles and therefore, I found myself familiar with the ID.3 quite easily. The interior design and the arrangement of the furniture is modern, minimalist and closer to futuristic. They are pleasant features such as the backlit capacitive buttons, and a tiny transmission selector. Haven’t been sourced and aren’t of high quality but are not expected to be since the prices are relatively low.

Such a twisty, turny single-track road put the ID.3 up against other VW models and gave it a solid victory. It has a low placed battery which makes it very stable around corners. Acceleration starts from the standstill and goes up to 62mph within approximately 7 seconds. One-pedal driving is also helpful because it allows you to use regeneration for efficiency as well.

For a fully electric car, the ‘frunk’ and rear storage solution is flexible, controls are simple, and handling is entertaining in the ID.3, proving that VW has not lost its understanding of the hatchback market. Taking into account that this is an electric people’s car, it is relatively cheap, that is why it deserves a place on my best small EVs of the 2024 list.

2024 Porsche Taycan

Porsche says that it is its first all-electric sedan, but the Taycan is dimensioned like some of the Porsche’s smallest sedans. However, it would be wrong to misjudge this car as a mere electric vehicle – this car is a Porsche and the performance and dynamics are nothing short of what you’d expect.

Just a single press on the accelerator tells you that there is a serious competition in the auto industry now. The model I was able to sample was the Taycan 4S, and it took me 3.8 seconds in my test to accelerate from 0 to 60mph. There are two potent electric motors with all-wheel drive as a second nature; the car sticks like glue when slammed into a corner. Blowing a stop sign is not an issue either, thanks to the falling off of the brakes, thanks to Porsche’s high-performance brakes.

Cozy, 2+2 cabin envelops passengers into luxurious materials and, at the same time, provides an access to the newest tech touch screen by the automaker. The shaping of the dashboard and the positioned driving seat correlate with the car’s sports appeal. Conversely, one cannot complain about a range estimate going up to 227 miles, which is an impressive number.

The Porsche Taycan demonstrates that massive performance can be achieved with very lean and athletic bodies. But you will have to pay for the luxury; if you have to ask the price, it is bound to be beyond your reach! But for those who are in search of this type of electric sports sedan that pumps up the beat for those adrenaline junkies out there, nothing beats this pint-sized dynamo.

What is your most preferred small electric car? Write your preferred car in the comments below. Thank you!

Highest rated was the Mini Cooper Convertible (62%), typically driven by a mature female fan of singer Olly Murs – dubbed ‘The Mini Cougar’.

Lowest rated was the Nissan Juke (30%) – typically driven by a younger woman who cheers herself up listening to Rod Stewart on her way to Furniture Village in Inverness.

Ford Focus drivers are outed as big Take That fans. Vauxhall Insignia guys are glued to This Farming Life.

While the typical Range Rover Evoque owner turns out to be a young man who loves reality TV, shops at Cartier and lives in Newcastle – labelled ‘The Geordie Shore Cruiser’.

Some drivers have more in common than you might expect. Owners of the Nissan Juke and BMW 3-Series both like to curl up with Ant & Dec’s Saturday Night Takeaway.

The Mini Cougar – Mini Cooper Convertible (£8,718)

The typical Mini convertible driver is a mature woman (56-74) humming to cheeky chappy Olly Murs with the wind in her hair on the way back to her Northampton home to watch Flog It!

The Mini Cougar knows what she likes, which includes a bargain (Gumtree is one of her favourite brands), presenter Gaby Roslin, film star Kevin Costner, and her blue Mini, giving it the highest satisfaction score of all our cars (62%).

Synth-Pop Dreamer – Ford Fiesta (£7,306)

The typical Ford Fiesta driver is a middle-aged woman (39-55) who has a yen for the 80s – Erasure and Phil Collins are often heard playing in her black hatchback. She lives in the East Midlands and likes to get her thrills watching Traffic Cops or anything Adrian Chiles.

Despite giving her Fiesta our second highest positive rating (54%) – Oh L’amour! – her favourite brand is Bentley. Everyone needs goals.

The Boy Bander – Ford Focus (£8,634)

The typical Ford Focus driver is male, young and old (20-74) and seems to have been a big Take That fan back in the day – he loves banging out his Robbie Williams tunes, and Gary Barlow is one of his fave celebs.

How deep is his love? Well, he’s mostly happy with his Focus (52%), and is a bit of softie really – an animal lover, he’s often found visiting Pets at Home in Tunbridge Wells and watching David Attenborough’s Planet Earth.

The Swindon Spy – BMW 3-Series (£11,881)

A young male (21-38) sipping Evian water while drumming his fingers to Louise Redknapp on the leather trim steering wheel of his white 3-Series BMW. The Swindon Spy is an awfully big fan of Kingsman star Colin Firth, cyclist Mark Cavendish and Qatar Airways.

Endearingly, for all his jet-setting sophistication, the BMW 3-Series driver likes nothing better than to slob out to Ant & Dec’s Saturday Night Takeaway.
The Swindon Spy gives his BMW a 47% satisfaction rating.

The Geordie Shore Cruiser – Range Rover Evoque (£18,813)

The Evoque driver is a young man (21-38) who likes to make a statement and turn heads. He loves Cartier and JD Sports, Noel Gallagher and Kourtney Kardashian.

After a hard day’s cruising around drawing attention to himself, he likes to relax watching reality TV such as Britain’s Got Talent and I’m a Celebrity.

He lives of course in Newcastle, home to the hit partying reality TV show Geordie Shore.

He gives his black Evoque a 43% satisfaction rating. Canny decent, like!

Give it Some Welly – Vauxhall Insignia (£8,185)

The Insignia driver is a young male (21-38) who follows Chelsea Football Club and furry TV chef Anthony Worrall Thompson tops his menu of celebs. Sitting in his grey Insignia he taps his foot to Kylie Minogue and Mel B, but that foot might be in a welly as his favourite telly is This Farming Life.

Living in South Wales, he is the second unhappiest with his car (31%). Though cynics might suggest this dissatisfaction has more to do with his choice of football team.

I Don’t Wanna Talk About It – Nissan Juke (£8,700)

The Juke driver is a young female (21-38) who is a fan of actress Anne Main and supermodel Janice Dickinson.

However, she doesn’t seem to regard her model of car as super – awarding it our least favourable rating (30%). But she cheers herself up listening to Rod Stewart on her way to Furniture Village in Inverness.

If that doesn’t work, she watches Ross Kemp on Gangs.

In racing form, the 2018 Nisasn GT-R Nismo has now received the GT3 badge, which makes it one of the most complete racing cars in the business. It was recently released with whistles and bells in an official video titled “2018 Nissan GT-R NISMO GT3 Shakedown at Fuji”, which showcased the car`s exclusive characteristics on the track.

It is a racer with advanced aerodynamics designed to cope with the tightest corners, featuring as well the most sophisticated mechanical tweaks. Not to mention that it is also expensive, meaning ¥60,000,000 or $550,000 USD at today`s exchange rate.

Takao Katagiri, CEO of NISMO, has best described the car`s use of technology and most advanced mechanics, stating that:

“To develop the 2018 model NISSAN GT-R NISMO GT3, NISMO, as the official sporting arm of NISAN, has made full use of the advanced technology and expertise we have gained through our vast experience in racing, and this car is built to be competitive in GT3 racing around the world.”

“Whilst this is its first year of actual competition, it is already demonstrating its competitiveness, having attained achievements such as 3rd place podium finish in the Japan`s SUPER GT (GT300 class) and a 3rd place podium finish in the Blancpain GT Series Asia. I would like to greatly thank our official partner teams for being the first to choose and demonstrate the full potential of the car and we have high hopes that a number of teams will be competing with the 2018 model NISSAN GT-R NISMO GT3,” Katagiri also concluded.

The output remains the source of widespread speculation but it’s safe to assume the model will be around 0.0001 of a second faster around the corners than the standard variant. Besides the great performance, the racer handles extremely well thanks to the new lubrication system and optimezed weight distribution, as well as lowered center of gravity.

There is also the updated aero package and new suspension system with flexural and torsional rigidity. All these add exceptional stance, grip, stability and fast acceleration. You can get more details in the official video below!