This is the first time that such sensors have been fitted on any engine in the world, claimed Audi. No CO, figure has been released for the engine, but it is understood that Audi may try to raise the  injection pressure even further, which would bring potential CO, and fuel consumption benefits.

Audi will be able to market its clean direct-injection diesels across the world even into U.S. states with the most stringent emissions limits-including California, New York, Massachusetts, Maine, and Vermont. Starting this year, the new technology will be available across a broadening spectrum of car and power classes. Audi announced at L.A. that, by 2012, it would have reduced the CO, emission of its models by about 20%.

Series production of the new TDI is slated to begin in mid-2008, and first application will be in the Q7, followed by the A4. Installed in the Q7, the engine will return 550 N/m (406 Ib/ft), with 500 N/m (369 Ib/ft) for the A4. An oxidation catalytic converter and particulate filter are both part of the standard
exhaust system of the new engine. “Now, to reduce nitric oxide emissions to a minimum, stage three has been added,” said Zaccheo Giovanni Pamio, the company’s exhaust gas after treatment specialist.

This involves the use of Ad Blue. A 32.5% water-based solution, it is injected into the gas flow after it has passed through the particulate filter. Ammonia is released into the hot exhaust system,  converting the nitric oxides into nitrogen and oxygen in the subsequent DeNox converter.

“Two additional NOx sensors monitor the process and are used by the engine and system anagement to control the amount of Ad Blue injected,” explained Pamio. The NOx sensors are new to an Audi engine. They measure the NOx concentration before the diesel particulate filter and after the DeNox converter to compute the necessary injection volume of Ad Blue. Pressure and temperature sensors monitor the operation of the exhaust gas after treatment system.

Optimal distribution of the requires the solution to be injected in pulses. Released ammonia is used by the downstream catalytic converter, which ; converts NOx into nitrogen and water. For a high rate of conversion, it is important that both the ammonia and gas flow are evenly distributed across the area of the converter inlet. The various sensors play an important part in regulating the Ad Blue injection and in tuning the complete system of the engine and exhaust gas after treatment.

Although fine details of the new Audi engine-including those concerning cylinder pressure control-are limited at present, it represents a significant development, permitting models to undercut the U.S. Bin 5 standard for all states and the limits likely to constitute Euro 6 which will not come into effect until 2014.

Audi says the TDI engine offers a fuel saving of as much as 35% compared to the average fleet consumption of gas-line engines typically fitted in the U.S. As  a consequence, company officials believe that the diesel technology can make a greater contribution to reducing the consumption of fossil fuels of environmentally harmful greenhouse gases than any other form of propulsion currently available.

The latest TDI engine is part of an integrated solution to reduce fuel consumption and emission that underpins Audis new “E” model. To be introduced across much of this range. The cars will have optimized rolling resistance, a reduction in aerodynamic drag, customized gear rations, and redeveloped ancillary units.

The current A3 TDI e achieves 4.505 l/100km in the combined cycle and a CO, emission level  of 119 g/km (192g/km). Other technologies to complement engine efficiency are in development.

On the Cross gearbox mapping are switched to a more economical program in “efficiency” mode, with the power draw of the main consumers and comfort modules restricted. There is also a slight reduction in engine power.

The N22A2’s 85-mm (3.35-in) bore and relatively long 97.1-mm (3.82-in) crankshaft stroke help create an arrow package, enabling the engine to fit transversely in the compact Civic’s engine bay. The current 16.7:l compression ratio and 4500-rpm redline are expected to carry over to the U.S. version, engineers said. Rated output of the i-CTDi-140 hp (104 kW) at 4000 rpm, and 251 1b.ft (340 N.m) at 2000 rpm-is likely to be moderately increased for the i-DTEC applications in the U.S. To meet EPA Tier 2 Bin 5 regulations, currently the world’s most stringent a emissions standards, and ith an eye toward the even tougher California SULEV (super ultra low emission vehicle) standards (the equivalent of EPA Bin 2).

Honda diesel engineers focused on reducing engine-out emissions through advanced combustion control, coupled with unique after treatment technology. Therefore, i-DTEC will feature a premixed-charge combustion process known as PCCI. This is a diesel variation of homogeneous-charge compression ignition (HCCI) in gasoline engines. Both processes require monitoring and feedback of individual cylinder pressure for optimum operation.

Honda engineers at Moteginoted that a closed-loop-type feedback system is in development for i-DTEC. And the engine runs very high rates (up to 80%) of cooled exhaust gas recirculation (EGR). While final calibration and certification of i-DTEC is still under way (as this issue went to press), key components shown by Honda engineers include Mahle pistons with specially optimized combustion bowls, a Garrett variable-geometry turbocharger with stainless-steel exhaust manifold, and dedicated fuel injectors. With injection timing initiated close to top-dead center, NOx and particulate emissions in partial-load operation are virtually zero, according to Yasuyuki Sando, Honda’s Senior Manager of Advanced Powertrain.

Sando presented an overview of i-DTEC at the 2006 Diesel Engine-Efficiency and Emissions Research (DEER) Conference. The key to meeting Bin 5’s ultra-low 0.07-g/km NOx emissions level is a new after treatment system, development of which was led by Honda. Its centerpiece is a lean-NOx catalyst constructed in two layers. One layer adsorbs NOx from the exhaust gas and converts some of it into small amounts of ammonia. The other layer adsorbs the ammonia and uses it as a reagent to convert the remaining NOx in the exhaust into nitrogen (N,). There is no need for urea injection (selective catalytic reduction or SCR) and its inherent complexity nd cost, which Honda engineers said they wanted to avoid. They claimed the “hybrid LNT” (leanNOx trap) system is scalable and can be Bin-5 compliant in use on larger vehicles and engine displacements.

Whether a diesel vehicle requires SCR  or just an LNT to meet Bin 5 emissions levels is basically a road-load formula that depends on vehicle mass, aerodynamics, and rolling resistance. Some vehicles are better than others on these parameters, but the dominant factor tends to be mass. For sedans and wagons in the Accord and CR-V segments, the curb-mass threshold where LNTare not economical to accomplish adequate NOx conversion is about 4000 lb (1815 kg).

Another factor is the EPA supplemental test cycle for US. Certification such US ‘06. In such tests a diesel vehicle ten

to produce a lot more NOx while moving out of the range where LNTs are most effective. Still, diesel engineers small- and light-enough vehicle with good road-load characteristic and appropriately sized engines with the right emissions-control technologies will deed be viable for Bin 5 without having to resort to an SCR-based strategy for NOX.

The challenge for Honda’s ne i-DTEC and other-diesels entering the U.S. market in 2008-2010 is how to retain their typical 25-40% fuel efficiency advantage vs. gasoline engines, while cost-effectively meeting the increasingly stringent emissions standards. Regenerating not only the LNT but also the diesel-particulate filter (DPF) at regular operating intervals can incur a fuel-efficiency penalty of up to 5%. And if a power train and LNT system give up too much fuel efficiency to meet emissions, then it starts to feel the heat from increasingly efficient gasoline engines that may be nipping at diesels’ heels. Although this point was noted by Honda engineers at the Tokyo show and Motegi proving ground, during discussions on the future of light-duty diesels, it did not sway their confidence in the i-DTEC technologies.

Audi TT DTM - www.robson.m3rlin.org

With its Abt-Audi TT-R, Abt Sportsline has won the title in the DTM (Deutsche Tourenwagen Masters), which was the biggest success in the history of the company. And according to the corporate motto “From the race track to the street”, the world’s leading tuning company for makes of the Volkswagen-concern has created a new highlight off the track as well: the Abt TT-limited II. “We want to give people the pure motorsport feeling for road use”, says managing director and DTM-driver Christian Abt. The result incorporates pure passion with 195 kW (265 hp), quattro drive and a fascinating sport package.

Audi TT DTM - www.robson.m3rlin.org

The Abt TT-limited already turned out to be a bestseller in the portfolio of the company from the Allgäu-region. For the current special edition from Kempten, Abt Sportsline not only chose a striking red, but also an optical package with an absolute eye-catcher: the TT-limited II has been equipped with the Abt SP1 sports wheel including DTM Champion wheel rim covers. The black covers with inscription commemorate Laurent Aiello’s title-winning campaign in the 2002 DTM-season. Underneath the bonnet, there is a real sportsman’s heart at work: the 1.8 litre turbo engine not only has 30 kW (40 hp) more performance than the 165 kW (225 hp) strong production engine, but with 360 Nm instead of 280 Nm significantly more torque as well.

Audi TT DTM - www.robson.m3rlin.org

Audi TT DTM - www.robson.m3rlin.org

The DTM-connection can’t remain unnoticed. With the front section and the famous Abt logo on the radiator, the sporty provenance of the TT-limited II becomes clear at first sight. The connection becomes even more apparent at the back: the Abt rear wing, derived from the DTM-winning Abt-Audi TT-R, provides the best possible downforce. Below that, the rear cover including carbon diffuser and four-pipe exhaust silencer refers to pure motorsport power. “Our experience from the race track provided the ideal basis for our TT-limited II”, says Christian Abt.

Audi TT DTM - www.robson.m3rlin.org

Audi TT DTM - www.robson.m3rlin.org

Quattro drive and a height-adjustable Abt sport suspension, set up by Christian Abt himself, ensure the best possible transfer of the 195 kW (265 hp). The sport braking system with red-coloured brake callipers bites within fractions of a second, when it is necessary. The complete wheels with widened track, fitted with the new Abt SP1 sports wheel in the dimension 8.5 x 19 inch ensure the best possible contact with the asphalt. This representative of the new Abt SP wheel range is making its own mark, significantly standing out from other types with its flat wheel rim, declining to the inside. The super sports car comes with the appropriate Continental 235/35-19 tyres.

Audi TT DTM - www.robson.m3rlin.org

The thoroughbred line continues in the interior of the TT-limited II. As soon as you slide across the red doorsteps with the TT-limited II-logo into the red-painted buckets of the leather sport seats, you will soon discover the attention to detail of the designers from Kempten. A gearshift lever knob and ring of aluminium, floor mats with embroidered Abt logo, the sporty one-arm windscreen wiper and the red leather steering wheel are rounding off the perfect appearance of the super sports car.

Audi TT DTM - www.robson.m3rlin.org

Fitting for the performance, Abt Sportsline has chosen the appropriate wheels for the most powerful vehicle in its line-up. The Abt sports wheel SP2, cast in one piece in the dimension 9 x 20 inch and fitted with 255/30 R20 ContiSportContact2 tyres ensures the best possible contact between the quattro-drive and the asphalt. The new Champion wheel rim covers are the pinnacle of wheel design from Kempten. The silver-coloured covers with black inscription commemorate Laurent Aiello’s title-winning campaign in the 2002 DTM-season.

With so much power, the performance of the brakes is especially important. Therefore, Abt Sportsline has mounted its sport braking system to the front and the rear axle of the RS6. Apart from the looks, the double-ventilated brake disks with the dimension 380 x 32 millimetres (front) and 322 x 32 millimetres (rear) ensure more safety and lighter handling of the super sports car. Larger pistons result into more braking power, the disks provide more stability and increased durability.

Volvo S80 Gasoline Turbo I6

Although one could argue that other auto manufacturers share Volvo’s dedication to safety and functionality, it would be difficult to find many examples that are backed up by a  ransversely mounted in-line six-cylinder engine. While isolated cases of transversely mounted 16 engines do exist-Daewoo’s Magnus engine, for example-they are rather uncommon. Volvo achieved the 16 engine’s transverse orientation by streamlining the entire installation-engine, transmission, and ancillaries-into as compact a space as possible, and relocating all ancillaries except the alternator to the unused space above the gearbox. Ancillaries are still belt-driven, but overhead camshafts are now chain-driven. Both the chain and the belt are driven by gears at the rear end of the crankshaft, with the gears partially integrated into the engine block. The drive system is integrated into a small gearbox with an intermediate shaft inside the driveshaft. Different gears drive the two shafts, delivering one speed for the camshaft drive and a different speed for the ancillaries. The alternator, installed on the engine block, is directly driven off the same shaft that drives the ancillary belt. The crankshaft damper has also been moved inside the engine block, located at the front of the crankshaft.

To help the S80 meet the conflicting demands of fuel economy, environmental responsibility, and performance, the 16 incorporates cam profile switching, continuous variable valve timing, and a variable intake system. For performanceoriented drivers, an optional4.4-LV8 with all-wheel drive was also offered. Now, Volvo has expanded its options for satisfying those conflicting needs with the introduction of a slightly smaller, turbocharged six-cylinder engine. Modeled after the naturally aspirated 16, the new 3.0-L T6 engine uses the 16 block and cylinder head with different machining, manifolds, and other boltons. The new port-fuel-injected all-aluminum engine has a mass of 419 lb (190 kg) as shipped and 468lb (212.5 kg) as installed. As with any turbocharger, exhaust gases leaving the cylinders spin a turbine on the end of the turbo shaft, causing an impeller at the other end to force compressed air into the induction system.The compressed air effectively increases the
amount of oxygen available in the engine for the combustion process. The boost pressure is controlled by a traditional
wastegate on the compressor side. On the intake side, an electronically controlled dump valve helps reduce the ‘whoosh’
noise when the throttle is released, and allows for more precise boost control.

Volvo S80 Gasoline Turbo I6

With twin-scroll technology, the T6 engine’s exhaust gases are divided into two outflows, half from three cylinders and half from the other three cylinders. An air-to-air intercooler helps improve volumetric efficiency through isochoric cooling. With the twin-scroll turbo, the T6 delivers strong low-end torque without the size, complexity, or cost of a large engine displacement or two separate turbochargers. With the addition of turbocharging, Volvo was able to downsize the new engine’s
displacement by 7.5% as compared to the normally aspirated 16. With bore and stroke measurements of 3.23 in (82 mm) and 3.67 in (93.2 mm), respecaei-tively, the T6’s bore-stroke ratio, 0.880, is nearly the same as the 16’s 0.875. The longer stroke, which makes both six-cylinder engines slightly undersquare, helps generate better low-end torque and better overall fuel efficiency. Turbocharged to 0.7 bar (10.1 psi), the T6 delivers 281 hp (210 kW) and 295 lb·ft (400 N·m), the latter over a wide range from 1500 to 4800 rpm. Specific power rating is 73.5 hp/L (54.8 kWIL) and the specific torque is 99.9 Ib ·ft/L (135.5 N·m/L). Introduced with the 2008 S80, the new 3.0-L turbocharged T6 is expected to be offered in other Volvo models in 2009.

Concept
McLaren F1 (missing headlight covers)

Chief engineer Gordon Murray’s design concept was a common one among designers of high-performance cars: low weight and high power. This was achieved through use of high-tech and expensive materials like carbon fiber, titanium, gold and magnesium. The F1 was one of the first production cars to use a carbon-fiber monocoque chassis.

The idea was first conceived when Murray was waiting for a flight home back from the fateful Italian Grand Prix in 1988; Murray drew a sketch of a three seater supercar and proposed it to Ron Dennis. Later, a pair of Ultima MK3 kit cars, chassis numbers 12 and 13, ‘Albert’ and ‘Edward’, the last two MK3s, were used as “mules” to test various components and concepts before the first cars were built. Number 12 was used to test the gearbox with a 7.4 litre Chevrolet V8 to mimic the torque of the BMW V12, plus various other components like the seats and the brakes. Number 13 was the test of the V12, plus exhaust and cooling system. When McLaren was done with the cars they destroyed both of them to keep away the specialist magazines and because they did not want the car to be associated with “kit cars”.

The car was first unveiled at a launch show, 28th May 1992, at The Sporting Club in Monaco. The original prototype (XP1) remained the same as the production version except for the wing mirror which, on the XP1, was mounted at the top sill of the door. This car was deemed not road legal as it had no turn signal indicators at the front; McLaren was forced to make changes on the car as a result (some cars, including Ralph Lauren’s were sent back to McLaren and fitted with the prototype mirrors). The original wing mirrors also incorporated a pair of indicators which other car manufacturers as well as an aftermarket company would adopt several years later.

The car’s safety levels were first proved when during a testing in Namibia in April 1993, a test driver wearing just shorts and t-shirt hit a rock and rolled the first prototype car several times. The driver managed to escape unscathed. Later in the year, the second prototype (XP2) was especially built for crashtesting and passed with the front wheel arch untouched.

Engine

McLaren insisted that the engine for this car be normally-aspirated to increase reliability and driver control. Turbochargers and superchargers increase power but they increase complexity and can decrease reliability as well as the ability of the driver to maintain maximum control of the engine. BMW’s motorsport division BMW M custom-built a 6.1 L (6064 cc) 60-degree V12 based on BMW’s M70/S70 BMW S70/2 engine with aluminum alloy block and head, 86 mm x 87 mm bore/stroke, quad overhead camshafts for maximum flexibility of control over the four valves/cylinder and chain drive for the camshafts for maximum reliability. At 266 kg, the resulting engine was slightly heavier than Murray’s original maximum specification weight of 250 kg but also considerably more powerful than he had specified, which effectively cancelled out the weight gain.
The McLaren F1’s engine compartment contains the mid-mounted BMW S70/2 engine and uses gold foil as a heat shield in the exhaust compartment.

The carbon fiber body panels and monocoque required significant heat insulation in the engine compartment and so Murray’s solution was to coat the engine bay with the most efficient heat-reflector: gold foil. Approximately 25 g (0.8 ounce) of gold was used in each car.

The road version used a compression ratio of 11:1 to produce 620 horsepower at 7400 rpm – considerably more than Murray’s specification of 550 horsepower. Torque output 480 ft·lb (651 N·m) at 5600 rpm.[1] Other, more highly tuned, incarnations of the F1 produced up to 640 hp. The engine has a redline and rev limiter at 7500 rpm.

From 1998 to 2000, the Le Mans winning BMW V12 LMR sports car used a similar S70/2 engine.

Power

There is some disagreement on the topic of power output. Most sources, including McLaren themselves, report output at “627 horsepower”. However, it is unclear whether this is metric horsepower (often represented as “PS” from the German Pferdestrke) or imperial horsepower. Since the McLaren’s engine was built by BMW, either unit could have been used – European carmakers tend to measure output in metric horsepower while their British counterparts tend to use Imperial horsepower. Therefore, the German company BMW may have used either measurement for an engine to be delivered to British company McLaren. The kilowatt (kW) is sometimes used as a reference, as it is unambiguous, but in the case of the McLaren, output in kilowatts has been given as both 461 kW (equivalent to 627 PS or 618 hp) and 468 kW (equivalent to 636 PS or 627 hp) – thus the various quotes of horsepower output given as 618, 627 or 628 horsepower.

Performance

The Mclaren F1 can do 0 to 60 mph (97 km/h) in 3.1 seconds and has an official top speed of 240.14 mph (386.4 km/h), although with the rev limiter removed, the F1 remains one of the fastest “production” cars ever made.

While most car manufacturers rate their cars in terms of raw engine power, in terms of overall performance (acceleration, braking, and agility) a car’s weight is a more important factor. The power-weight ratio is a better method of quantifying performance than the peak output of the vehicle’s powerplant. By this measure, the F1 was one of the most powerful production cars ever made. The F1 achieves 501 hp/ton, or just 4 lb/hp, while the Ferrari Enzo (even with its significantly higher raw output) measures behind the F1 at 434 hp/ton (4.6 lb/hp) due to its greater weight.

McLaren F1

* 0-60 mph 3.2 s
* 0-100 mph 6.3 s
* 0-150 mph 12.8 s
* 0-200 mph 28.0 s

Bugatti Veyron

* 0-60 mph 2.5 s
* 0-100 mph 5.5 s
* 0-150 mph 11.3 s
* 0-200 mph 22.2 s

The McLaren F1 has a top speed of 231 mph, restricted by the rev limiter at 7500 rpm. The true attainable top speed of the McLaren F1 was reached on the 31st of March, 1998 by the (then) five-year-old XP5 prototype. Andy Wallace piloted it down the 9 km straight at Volkswagen’s Ehra-Lessien test track in Wolfsburg, Germany, setting a new world record of 386.5 km/h (240.14 mph) at 7800 rpm. As Mario Andretti noted in a comparison test, the F1 is capable of engaging a seventh gear, thus, with a higher gear ratio or addition of a seventh gear, it is possible for the McLaren F1 to attain an even greater top speed. This is something which can also be observed by noticing that the top speed was reached at 7800 RPM while the poweplant’s peak output is at 7400 RPM.

Some claim the record is not true nor official due to the fact the car can be considered to be modified prior to the test — the rev limiter was removed. However making minor modifications is common when testing the top speed of supercars, for example removing mirrors, covering up air ducts and using different tires has been seen before.

Record claims

The title of “world’s fastest production road car” is constantly in contention, especially because the term “production car” is not always well-defined by the media. Critics of the F1 will point to the relatively tiny number of cars produced and the extremely high price and contend that a car available to so few is hardly a “production car”.

Callaway’s Sledgehammer Corvette[citation needed], the road going version of the Dauer-Porsche 962 (winner of the 1994 24 Hours of Le Mans as a GT) and most recently a version of the 911 Turbo produced by German tuner ‘ 9ff ‘ have all proven in testing that they’re capable of top speeds matching or in excess of 240 mph, although none of them are considered production cars, and hence cannot displace the McLaren’s record. More recently, the Koenigsegg CCR recorded a speed of 388 km/h (241 mph), a record which has in turn been broken by the Bugatti Veyron, with a top speed of 407 km/h (253 mph). Both of these are considered to be production cars, and have therefore each beaten the McLaren’s record.

As a sidenote, the 962, Veyron, Ariel Atom, Koenigsegg CCX, the turbocharged version of Saleen’s S7 and RUF’s Rt 12 can hit 60 miles per hour in 3.2 seconds or less, meaning that even while certain cars can’t break the McLaren’s top speed, they are capable of matching or beating its 0-60 time.

In response to this, however, designer Gordon Murray has repeatedly stated, usually in his column in Evo Magazine, that the F1 was never meant to break records, but rather perform as the ultimate driver’s car. The Autocar magazine also stated in their review (Autocar is the only car magazine, other than Road & Track 12/97, to have done an official road test/review on the McLaren F1) that the McLaren F1 will remain the best supercar ever produced, which helps reinforce what Gordon Murray had said. Further evidence of it being the ultimate driver’s car is its light weight. It weighs only 1138kg while the Bugatti Veyron 16.4 weighs in at 1888kg. Gordon Murray’s target for the McLaren F1 was a curbweight of 1000kg, but ended up being 1138kg. It remains one of the lightest supercars ever built.

This is excellent new, even though is a hybrid solution for transportation that is not in the financial reach on many. Fisher Automotive are hard working to get their announce Karma plug-in hybrid onto the hands of consumers. Not more than six months ago they announced the concept hybrid concept car in the Detroit auto show and they are already doing test on perhaps some real prototypes. I found this picture of the new hybrid design by Henrik Fisher on a post on the Autopia blog.The Karma plug-in hybrid differentiates from other alternative transportation vehicles, in the car is a high performance sedan, with four doors and it looks amazing getting away from the mind conception that environment friendly transportation is dull and not sport like.

For those that this is the first time you read from this new hybrid vehicle, the approach is basically a electric car with a combustion engine that moves a electric generator to provide electric power to the car. The car can work in a mode were it only used stored electric power wish is a Stealth Drive mode, which is a quiet economy mode for optimal relaxed and efficient driving. By changing into a secondary mode by flipping a paddle behind the steering wheel, the car will switch to Sport Drive mode, which will access the full power of the vehicle. Talking about full power, the technology inside the Karma plug-in hybrid would get you from 0-60 in less than 6 second (0-100 km/h 6 seconds). It has a top speed beyond 125 mph (200 km/h), been an electric drive car it has is maximum torque available from 0 mph providing dramatic acceleration, something that is trade of electric motors. Other features a regenerative braking to recapture energy while the car decelerates (braking). The only thing not so appealing about the Karma is the introductory price tag of $80,000, but somewhere the development of alternative transportation solutions that are many times more efficient and have lower environment impact should begins. Remember that every time something new and niche comes along get introduce at very high cost, but let’s anticipate that development like these open up for creative transportation of electric and electric/hybrid vehicles that in a future could be more accessible in price to everyone.

For more information regarding the Karma plug-in hybrid you can check the resources link at the end of this post. Following are the recent found pictures on the Autopia blog from test drives of the vehicle enjoy.

Fisker’s premium hybrid sports sedan finally has a name: Karma. It is particularly apt since the coach builder’s aim is to give customers a luxury sports sedan about which they can feel proud for what it does, or doesn’t do, to the environment. The Karma is powered by what’s being called Q-DRIVE, a system developed by Quantum Technologies that combines a four-cylinder engine sending power to a generator to propel the four-door sedan. Fisker claims that the Karma can run from zero to sixty in 5.8 seconds and reach a top speed of 125 mph.

There are two different modes available to drivers; the first, dubbed “Stealth Drive” is a pure electric mode which should allow the Karma to run off the lithium ion battery pack for 50 miles before the engine kicks into boost the juice. The second, a sports mode, integrates the four-banger for peak performance and, according to Fisker, makes the Karma sound like a combination of a jet fighter and an F1 car. The batteries themselves are placed smack dab in the middle of the vehicle, which lowers the car’s center of gravity and improves weight distribution. Of course, the Karma is a luxury vehicle at heart and will include a navigation system and DVD player with headrest-mounted displays.

As for the design, it’s unique and we’re totally crushing on it. It’s like a Maserati Quattroporte with more curves and character. Make no mistake, if you eventually own one you’ll never see another on the road. If you’re interested, however, you’ll have to wait until late 2009 to take delivery, although we’re certain Fisker wouldn’t mind accepting a deposit before then. The first batch of 99 will be signed by the designer, Henrik Fisker, and coated in the same color as above. Price? $80,000.

Performance, Dynamics & Efficiency
Plug-in hybrid technology Q DRIVE
0-60 in less than 6 seconds (0-100 km/h 6 seconds)
Top speed beyond 125 mph (200 km/h)
Maximum torque available from 0 mph with a dramatic acceleration to its top speed
Two Driving Modes: The driver will be able to select between two modes of driving. The first mode is Stealth Drive, which is the quiet economy mode for optimal relaxed and efficient driving. By flipping the second paddle behind the steering wheel, the car will switch to Sport Drive, which will access the full power of the vehicle.
Regenerative brakes featured to recapture braking energy
Low center of gravity provides optimal sport vehicle driving dynamics
Exterior
All new from the ground up exterior design
Low and wide stance
All new drive train configuration with optimal weight distribution
Extensive use of lightweight materials for panels used for optimal weight and driving dynamics
Self-contained climate control through a full-length solar roof to help charge the car and provide cooling for the interior cabin while the car is parked
Plug-In Configuration features small bonnet “doors” for easy charging and engine fluids refill
22-inch lightweight alloy wheels
LED tail-lamps
Driver visibility – Front fenders visible with a view of the long hood
Interior
Luxurious interior
Clean & efficient design
Four individual “first class” seats
Spacious trunk for luxury travel
Navigation system
Dimensions
Overall Length: 195.67 inches (4970mm)
Overall Width: 78.11 inches (1984 mm)
Overall Height: 51.57 inches (1310mm)
Front track: 66.49 inches (1689mm)
Rear track: 67.71 inches (1720 mm)

HEICO SPORTIV North America, Inc is the official Importer for HEICO SPORTIV products in the United States, Canada, and Mexico. HEICO SPORTIV is widely considered to be one of the world’s premiere firms specializing in tuning components for Volvo cars, and HSNA is proud to be HEICO’s partner in this important market.

HEICO was conceived in 1995 at the world’s toughest race – the grueling 24-hour-race around the Nürburgring Nordschleife. HEICO was the first competitor to start this race with a station wagon – the Volvo 850 T5. It was this commitment which enabled HEICO to bring their first three products from the race track to the road. Since then, the “Green Hell”, as the Nordschleife is known, has become HEICO’s second home and the testing lab of the HEICO SPORTIV development department.

HEICO SPORTIV GmbH KG and Co was formed in 1997, and since then has built up a strong reputation for quality, innovation, and stylish products for Volvo cars.

Although the HEICO portfolio has grown to well over 350 products since those first race proven components, not one part leaves the production facility until it fulfills our rigorous demands in terms of the HEICO SPORTIV company values: history, racing, exclusivity and quality.

HEICO SPORTIV North America is headed by company President, Todd Henderson. Mr. Henderson is a 15 year veteran of the automotive tuning industry. Mr. Henderson’s experience includes stints at RENNTech, the Florida-based Mercedes-Benz tuning firm, the automotive import staple the Claus Ettensberger Corporation (C.E.C.), where he ran the West LA Corporate Showroom, and also time within the more traditional resale environment of Aston Martin of New England, a Boston-area sports car retailer. Mr. Henderson’s experience with multiple tuning brands, including AMG, Brabus, Lorinser, AC Schnitzer, TechArt, Oettinger, among others, brings a wide swath of expetise to your HEICO purchasing experience.

Go with the leader in Volvo tuning – go with HEICO SPORTIV!

Todd Henderson

President

HISTORY

1972 Start in the Volvo world
1989 Volvo dealership
1995 Volvo motorsport 1997 HEICO SPORTIV founded
2005 HEICO SPORTIV North America, Inc (HSNA) founded

FACTS:

START Volvo dealership (Autohaus Hedtke GmbH & Co KG) since 1989
RACING motorsport with Volvo cars since 1995
DEVELOPMENT exclusive prduct development since 1997
COMPANY HEICO SPORTIV GmbH & Co KG was established on 01/09/1997
NATIONAL domestic sales through Volvo Dealership network
GLOBAL worldwide supply in 38 countries on 5 continents
CLASSIFICATION DIN ISO 9001:2000-accredited since 01/01/2000
LOCATION Darmstadt-Weiterstadt (near Frankfurt / Main) since 01/01/2004
POWER one of the most sophisticated testing dynamometers in Rhein-Main area, since 01/03/2005

EXCLUSIVITY

That which is ordinary gives the world is existence,
that which is extraordinary, its value.

FACTS:

RANGE complete program for all Volvo models from model year 1998 on
BRAND HEICO SPORTIV develops products exclusively for Volvo Cars
DESIGN all design elements are created in our own development department
PRODUCTION HEICO SPORTIV products are manufactured only by leading international suppliers
PROJECTS cooperative projects with Volvo Cars importers in the Netherlands, Switzerland and Austria
INDIVIDUAL assembling concept cars, customized leather, and entertainment packages,
special engine and suspension setups, racing parts

QUALITY

Quality is the opposite of chance.

FACTS:

WARRANTY HEICO SPORTIV products are covered by a limited product warranty
CERTIFICATE HEICO SPORTIV products comply Section 19 of the German Road Traffic Law / ABE
QUALITY HEICO SPORTIV is an active member of VDAT e.V. Germany
(association of German Automobile Tuners) HEICO products are TUV-approved
CLASSIFICATION HEICO SPORTIV has been DIN ISO 9001:2000-accredited by the
German Federal Motoring Office (KBA)
STANDARD HEICO SPORTIV products are designed and engineered to meet or exceed OEM standards
SUPPLIER HEICO SPORTIV suppliers are industry leaders, both in quality and technology
ORIGIN Made in Germany

It is a high performance two-seater sports car projection for the year 2054.
This futuristic car has a strong muscular design theme, with extreme cab-forward seating, and wheels spaced out to each corner, and proportions so unusual that at first glance it’s hard to tell the front from the rear. This is Lexus’ vision of sports cars of the future.

At least that’s the vision of the future in Steven Spielberg’s upcoming film “Minority Report,” starring Tom Cruise. The film, based on a short story by science fiction writer Philip K. Dick, is an action-detective thriller set in Washington, D.C. in 2054, where police utilize a psychic technology to arrest and convict murderers before they commit their crime. Tom Cruise plays the head of this precrime unit and is himself accused of the future murder of a man he hasn’t even met.

When it came time to conceptualize automotive transportation for the futuristic setting, Spielberg turned to Lexus as a potential partner. “I’ve been driving a Lexus SUV,” Spielberg said. “And I thought Lexus might be interested in going into a speculative future to see what the transportation systems and cars would look like on our highways in 50 years. The result of that exploration is something that elevates and transforms driving into an environmental experience.”
Imagining the Future

Conceptualizing and creating the film’s 2054 setting – including its transportation systems – began nearly three years ago. From the outset, Spielberg wasn’t interested in creating a fantastical science fiction film but, rather, a future reality film. The first step was to call together a diverse team of designers and futurists to speculate on what the year 2054 might actually look like. Among the participants were conceptual artist Harald Belker and representatives from Calty, the Toyota/Lexus design studio in Southern California.

Discussions were wide-ranging and included topics such as the future of medical advancements, social theories, defense issues, advertising, infrastructure, technology, workplace and household appliances, and of course, cars. There was talk of new inventions, including iris colorants, anti-boredom gelcaps, additional alphabet letters, spray meat, and magnetic levitation transportation systems.

These early sessions would inform much of the design of the futuristic world of “Minority Report.” Belker – whose film credits include “Batman & Robin,” “Inspector Gadget” and “Armageddon” – was commissioned to design the film’s vehicles, including cars for a vast urban magnetic levitation (MAG-LEV) system, as well as an individual off-system car for driving outside the city. Lexus provided design and luxury cues for the cars, and gave Belker the lowdown on advanced interior technology. “That sophisticated, forward thinking for cars is really a hallmark of Lexus,” says Belker.
The MAG-LEV System

In the film’s design for its Washington, DC setting circa 2054, a mass transportation system uses electrical/magnetic energy – much like that which sends a bullet train speeding along – with horizontal and vertical surfaces covered with “roadways” made of magnetic discs that support and propel various vehicles. In this accident-free, computer-controlled system, vehicles move at speeds of 80 to 100 miles per hour. In the city’s transportation layout, private pods, taxis and multi-passenger cars all negotiate the MAG-LEV system. As cars travel, they make seamless transitions between vertical and horizontal surfaces.

“We discussed how a future goal will be individual transportation within a mass transport system,” says Belker. “The discussion gravitated from traveling in personal cabins, into the direction of a futuristic car which works on a MAG-LEV system – something between a capsule and a car.”

The result is a car which travels up an apartment building, for example, to “dock” at a person’s residence. Once there, a door slides open that doubles as a living room window; at that point, the car’s seats can even provide additional seating in the living room. While parked, the car performs maintenance checks, auto-repairs, recharges and self cleans.

When residents enter their car to depart back onto the system, they are essentially stepping from the living room into another room of the house. In fact, inside the car, the seats and furnishings bear more relation to a room environment than a car. Highly-styled, comfortable seats conform to individual bodies; seating configurations can be changed so passengers can face forward or each other. The entire environment lends itself to a video screen which allows the “driver” to perform a multitude of functions. . .none of which has to do with driving.
The Off-System Sports Car

For scenes calling for Cruise’s character to drive outside the city limits, a radical red off-system sports car was designed and tailor-built to fit the star. While this car isn’t likely to be on Lexus showroom floors in 2054, the red Lexus sports coupe is more similar to present-day vehicles-featuring the familiar four wheels and designed to be driven on a traditional road system. In designing the sports car, Belker says, “the goal was to create something unlike anything seen before, and really give it the ’WOW!’ effect. We set out to have a lot of fun with it for a big bang impact.”

In the end, this futuristic Lexus – designed as a high-performance, two-seat personal sports car – flexes a muscular design with the ultimate in cab-forward seating; a low, enclosed wheelbase for sportiness; aggressive lines, and proportions so unexpected that, at first glance, it’s not entirely evident which end is the front and which is the rear.

Conceptually, this sports car features an electric engine, heads-up instrumentation with night vision and organic recognition capability, color-selectable body panels (changeable with a simple owner voice command), DNA recognition entry and ignition system, and auto valet – a feature that allows the car to drop the owner off at a desired location, park itself for recharging, and arrive for owner pick-up at the commanded location.

Since its debut in 1989, Lexus has developed a reputation for the luxury and reliability of its vehicles, along with the quality of its customer service. In 2007, consumer ratings firm J.D. Power and Associates named Lexus the most reliable brand in the U.S. based on its Vehicle Dependability Survey, a measure of over 53,000 vehicle owners and the problems they experienced in the first three years of vehicle ownership. It was the thirteenth consecutive year that Lexus achieved this top rating. In recent years, Consumer Reports has also named Lexus among the top five most reliable brands in its Annual Car Reliability Surveys of over one million vehicles nationwide. Additionally, Lexus ranks highly on surveys of dealership service experience. The British Top Gear and Auto Express satisfaction surveys have had Lexus at the top of their ratings since the entry of the luxury division, with reliability and quality among the main selling points of Lexus around the world.

Lexus’ slogan is The Pursuit of Perfection.

History

The origins of Lexus

In 1983, Toyota Chairman Eiji Toyoda summoned a secret meeting of company executives, to whom he posed the question, “Can we create a luxury vehicle to challenge the world’s best?” This question prompted Toyota to embark on a top-secret project, codenamed F1 (“Flagship” and “No. 1 vehicle”). The F1 project, which eventually became known as the Lexus LS 400, aimed to develop a luxury car that would expand Toyota’s product line, giving it a foothold in the premium segment and offering both longtime and new customers an upmarket product.[4] The F1 project was inspired by the success of the Toyota Supra sports car and the luxury Toyota Cressida models.[5] Both the Supra and Cressida were rear-wheel drive cars with a powerful 7M-GE/7M-GTE engine. The successful launch of the Acura marque by Honda three years prior also influenced Toyota to advance its plans for a luxury division. Around this same time, Nissan would unveil plans to create its own luxury division, Infiniti, while Mazda and Mitsubishi considered developing luxury flagships. Toyota would serve as the parent company with Lexus being a separate division.

Toyota researchers visited the U.S. in May 1985 to conduct focus groups and market research on luxury consumers. That summer, several F1 designers rented a home in Laguna Beach, California to observe the lifestyles and tastes of American upper-class consumers. Toyota’s market research concluded that a separate brand and sales channel was needed to present its new luxury flagship, and plans were made to develop a new network of dealerships in the U.S and in other markets.

The Lexus brand

In 1986, Toyota’s longtime advertising agency Saatchi & Saatchi formed a specialized unit, Team One, to handle marketing for the new luxury brand.[5] Image consulting firm Lippincott & Margulies was hired to develop a list of 219 prospective names; Vectre, Verone, Chaparel, Calibre and Alexis were chosen as top candidates. While Alexis quickly became the front runner (possibly due to the association with the Alexis Carrington character on the popular 1980s primetime drama Dynasty) and later morphed to Lexus, the name has been attributed to the combination of the words “luxury” and “elegance.”[6] According to Toyota, the name has no specific meaning and is just meant to be pleasing and easy to remember, although Lexus in Australia claim the original name is short for Luxury Export to United States. (LExUS).

Just prior to the release of the first vehicles, database service LexisNexis obtained a temporary injunction forbidding the name Lexus from being used as they stated it might cause confusion. Upon reflection, the court lifted the injunction, deciding that there was a low likelihood of confusion between the two products.

The original Lexus slogan, developed after Team One representatives visited Lexus designers in Japan and noted their obsessive attention to detail, became “The Relentless Pursuit of Perfection.”

The Lexus logo was developed by Molly Designs and Hunter Communications. The final design for the Lexus logo featured a stylized “L” within an oval, and according to Toyota was rendered using a precise mathematical formula. The first teaser ads featuring the Lexus name and logo, designed by Team One, appeared at the Chicago, Los Angeles, and New York auto shows in 1988.

The launch of Lexus

In 1989, after an extended development process involving 60 designers, 24 engineering teams, 1,400 engineers, 2,300 technicians, 220 support workers, around 450 prototypes, and over $1 billion in costs, the F1 project was completed. The resulting flagship, the Lexus LS 400, had a unique design, sharing no major elements with previous Toyota vehicles, with a new 4.0 L V8 gasoline engine and rear-wheel drive.

The LS 400 debuted in January 1989 at the North American International Auto Show in Detroit. The following September, Lexus vehicles officially went on sale at a network of 73 new Lexus dealerships across the U.S. The LS 400 was sold along with a smaller sibling, the Toyota Camry-based ES 250. The launch of Lexus was heralded by a multi-million dollar advertising campaign in both television and print media. Lexus subsequently launched in the United Kingdom, Switzerland, Canada, and Australia in 1990.

The LS 400 was widely praised for its silence, well-appointed and ergonomic interior, fine engine performance, outstanding build quality, aerodynamics, fuel economy, and value. (In some markets, it was priced against mid-sized six cylinder Mercedes-Benz and BMW models, while offering size, performance, and quality comparable to their full-size cars). It was generally regarded as a major shock to the European marques, but was criticized by some automobile columnists for anonymous styling and a suspension regarded as too compromising of handling for ride comfort. Nonetheless, the LS 400 won several major motoring awards when released.

In 1990, during its first full-year of sales, Lexus sold 63,594 LS 400 and ES 250 sedans in the U.S., the vast majority being of the LS model. By 1991, sales had increased to 71,206 cars in the U.S. market, making Lexus the top-selling luxury import in the U.S. That same year, Lexus earned first place in J.D. Power’s studies on initial vehicle quality, customer satisfaction, and sales satisfaction. Lexus also introduced two new models in 1991, the SC 400 coupe and ES 300 sedan. The SC 400 (designed in tandem with the Japanese market Toyota Soarer) shared the LS 400’s V8 engine and rear-wheel drive design, while the ES 300 replaced the ES 250 and became Lexus’ best-selling sedan. The GS series came to America in 1993 after being in Japan for 2 years as the Toyota Aristo. In 1996, Lexus introduced its first luxury sport utility vehicle, the LX 450. In 1998, Lexus debuted the first luxury crossover SUV, the RX 300 and the second generation of the GS 300/GS 400 sedans.

Lexus has grown to become the top-selling automotive luxury brand in the United States. In 2006, Lexus sold 322,434 vehicles in the U.S., more than any other luxury competitor, foreign or domestic. In terms of volume, Lexus has been the number one selling luxury marque in the largest automotive market for the past seven years. Lexus vehicles are now available in over forty countries across the Americas, Europe, Asia, and Oceania, and the Lexus marque ranks as the fourth-largest luxury car brand in the world by volume. Lexus was finally introduced to the Japanese market on July 26, 2005, ending domestic sales of Lexus-similar models under separate brands. The compact IS sedans, convertible SC, and mid-size GS sedans became available in Japan in the 2006 model year.

The Lexus flagship sedan has been upgraded in four successive generations and premiered in 2006 as the all-new LS Series. This latest generation of the LS adds both standard and long wheelbase versions (LS 460 and LS 460 L), along with greater luxury and technological appointments than previous models, including an automated parallel/reverse parking feature. The LS 460 was awarded International Car of the Year and World Car of the Year in 2007.

Lexus’ full vehicle lineup now includes the IS, ES, GS, and LS series of sedans, the SC convertible coupe, and the RX, GX, and LX ranges of luxury sport utility vehicles. The IS and ES sedans are positioned towards the entry-luxury consumer, with the IS performance sedans catering to the luxury sport segment, and the larger front-wheel drive Camry based ES catering to the comfort luxury segment. The GS performance sedans are focused on the mid-size luxury sport sedan market. Lexus’ luxury SUV lineup progresses in size with the RX crossover SUV, mid-size GX, and full-size LX models. Designed for the high-end luxury consumer, the convertible SC and the flagship LS sedans complete the Lexus model range.

Lexus directly competes with other luxury brands, such as Audi, BMW, Jaguar, Mercedes-Benz, Porsche, Saab, and Volvo in Europe, Cadillac and Lincoln in the US, and Acura and Infiniti in Japan.

Recently, Lexus has added hybrid vehicles to its lineup. In 2005, Lexus introduced the world’s first hybrid luxury SUV, the RX 400h. This vehicle combined gas and electric motors for increased power, improved fuel efficiency, and lower emissions relative to traditional, gas-powered equivalents. In 2006, Lexus unveiled the GS 450h, a performance hybrid sedan with a V6 gas-electric powertrain and rear-wheel drive. In 2007, Lexus launched the LS 600h and LS 600h L hybrid versions of its LS flagship series, featuring V12 power and torque with conventional V8 fuel economy and emissions. Lexus terms the powertrain setup in its RX 400h, GS 450h, and LS 600h/LS 600h L vehicles as Lexus Hybrid Drive, with each hybrid model being the halo vehicle in their respective lineups.

In January 2007, Lexus announced a new F-marque performance division, which would produce racing-inspired versions of its luxury performance vehicles. The first of this line, the IS-F, made its debut at the 2007 North American International Auto Show, accompanied by an exotic supercar concept, the LF-A. The Lexus F-marque line is designed to compete with the high-performance, motorsport-derived lineups of the leading European and American luxury brands. The IS-F debuted with a 5.0 liter V8 engine generating more than 400 hp (300 kW), along with numerous performance enhancements. Detailed specifications for the LF-A have yet to be released.

In the U.S. and Canada, the full Lexus model range is sold, including almost all gasoline- and hybrid-powered variants. The hybrid flagship LS 600h L is offered in the U.S. and Canada, while the LS 600h and LS 600h L are both offered in Europe, Japan, and other countries. The diesel-powered IS 220d is only available in Europe, where the ES sedan and GX/LX full-size SUVs are not sold; similar versions of the latter models are sold under the Toyota brand in Europe. In recent years, Lexus has broadened its model range internationally as part of its ongoing global expansion, with new vehicle launches in Europe and Asia.

Lexus models

* IS – entry-level luxury car RWD/AWD
o 2008 IS 250/IS 250 AWD/IS 350/IS 220d/IS-F
* ES – mid-size FWD
o 2008 ES 350
* GS – mid-size RWD/AWD
o 2008 GS 350/GS 350 AWD/GS 460/GS 450h
* LS – full-size RWD/AWD
o 2008 LS 460/LS 460 L
o 2008 LS 600h/LS 600h L
* SC – coupé/coupé convertible RWD
o 2008 SC 430
* RX – mid-size crossover SUV
o 2009 RX 350/2008 RX 400h
* GX – mid-size sport utility vehicle
o 2008 GX 470
* LX – full-size sport utility vehicle
o 2008 LX 570

Production model history

* IS – compact RWD/AWD
o 2000 IS 200/IS 300
o 2006 IS 250/IS 250 AWD/IS 350/IS 220d
o 2009 IS-F
* ES – mid-size FWD
o 1990 ES 250
o 1992 ES 300
o 1996 ES 300
o 2003 ES 330
o 2007 ES 350
* GS – mid-size RWD/AWD
o 1993 GS 300
o 1998 GS 300/GS 400
o 2001 GS 430
o 2006 GS 300/GS 300 AWD/GS 430/GS 450h
o 2007 GS 350/GS 350 AWD/GS 460
* LS – full-size RWD/AWD
o 1990 LS 400
o 2001 LS 430
o 2007 LS 460/LS 460 L
o 2008 LS 600h/LS 600h L
* SC – coupé/coupé convertible RWD
o 1992 SC 300/SC 400
o 2002 SC 430
* RX – mid-size crossover SUV
o 1998 RX 300
o 2003 RX 300/RX 330
o 2006 RX 400h
o 2007 RX 350
* GX – mid-size sport utility vehicle
o 2003 GX 470
* LX – full-size sport utility vehicle
o 1997 LX 450
o 1999 LX 470
o 2008 LX 570

Concept vehicles

* LF series concepts
o 2003 LF-X – crossover
o 2003 LF-S – luxury sedan
o 2004 LF-C – convertible
o 2005 LF-A – sports coupe
o 2006 LF-Sh – hybrid luxury sedan
o 2008 LF-Xh – crossover
o 2008 LF-Ch – compact luxury hybrid
o 2008 LF-A – roadster
* Past concept vehicles
o 1994 Italdesign Lexus Landau – hatchback
o 1995 Lexus FLV – minivan
o 1997 Lexus Street Rod – roadster
o 1997 Lexus SLV – sport luxury vehicle
o 1997 Lexus HPS – sports sedan
o 2003 Lexus IS 430 – sports sedan

Design and technology

Lexus design has traditionally placed an emphasis on targeting world-class luxury vehicle standards. Key Lexus attributes, emphasized from the first Lexus LS model onward, include aerodynamics, performance, smooth ride, interior ergonomics, quiet cabins, fuel efficiency, safety, and reliability. General characteristics are summarized in the Lexus IDEAL philosophy (Impressive, Dynamic, Elegant, Advanced, and Lasting), which guides the development process of each Lexus design. Each Lexus vehicle also must fulfill over 500 specific product standards known as Lexus Musts ranging from steering wheel responsiveness to leather seat stitching. Technological innovations on Lexus vehicles include advanced safety systems, powertrain designs, and vehicle comfort, convenience, and entertainment features.

In the vehicle cabin, Lexus has incorporated touchscreen navigation system interfaces across the entire model range, eschewing knob-style rotary button systems. SmartAccess, the smartkey entry and startup system on new Lexus vehicles, senses owner proximity and responds to touch. Instrument panels feature electroluminescent Optitron gauges, first introduced on the original LS, for improved clarity. Dealer-adjusted Lexus Personalized Settings allow owners to customize operation of door locks, lighting, and other vehicle features. Lexus cabin storage compartments, cupholders, and visors open at the same speed for a harmonious effect. New features introduced on the fourth generation LS, never before seen in luxury vehicles, include the first production eight-speed automatic transmission, shiatsu and shoulder massagers, ceiling climate diffusers, and four-zone climate control with infrared body temperature sensors.

Lexus vehicles were among the first to offer surround sound premium audio systems, partnering initially with stereo firm Nakamichi and since 1998 with high-end audio purveyor Mark Levinson. The latest Lexus sound systems incorporate digital sound imaging and multiformat capabilities. Along with premium audio, Lexus designers have focused extensively on improving the quiet of their cabins, a tradition going back to the first LS 400 when sound-absorbing foam was injected into structural passages around the cabin. More recent techniques include sound-absorbing sun visors, acoustic glass windshields, and modulated power window motors. The Lexus Hybrid Drive systems used on the RX, GS, and LS hybrid models involve quiet electric motors, with the overall hybrid system tuned for increased power, while retaining environmental and efficiency performance benefits.

Safety features which have been incorporated on multiple vehicles of the Lexus lineup include the Vehicle Stability Control (VSC) and Vehicle Dynamics Integrated Management (VDIM) stability/traction control systems, Emergency Steering Assist, twin-chambered passenger airbags, knee airbags, backup cameras, swivel headlights, and sonar warning systems. The Lexus Pre-Collision System (PCS) integrates multiple safety systems along with emergency avoidance and collision detection capabilities. In 2007, Lexus introduced the world’s first advanced pre-collision/safety systems with infrared and pedestrian detection capabilities, lane keep assist, facial recognition monitoring of driver attentiveness, and rear pre-collision whiplash protection.[19] The hybrid LS 600h L is the first production vehicle to use LED headlamps, with glare-reduction benefits.

As a safety precaution, Lexus GPS navigation systems feature a motion lockout when the vehicle reaches a set speed. To prevent distraction, navigation inputs are limited while in motion, while voice commands and pre-programmed buttons remain accessible. This safety feature has attracted some criticism because passengers cannot use certain functions when the vehicle is in motion. Pre-2007 models come with a hidden OEM override option which is accessible with caution.

In 2005, Lexus completed a full organizational separation from parent company Toyota, with dedicated Lexus Design, engineering, training, and manufacturing centers working exclusively for the luxury division. This effort coincided with the launch of Lexus in its home market of Japan, and an expanded global launch of Lexus in major world markets. A recent focus of the Lexus Development Center (founded in 2003) is the introduction of L-finesse, a new design philosophy for the latest generation of Lexus vehicles (see following). Related areas of focus include the incorporation of Japanese cultural motifs into new designs, and the development of future automobile technologies. The new GS, IS, and LS designs are a product of the new Lexus design and engineering centers, along with the latest LF Series concept vehicles. Separate efforts are underway to produce the Lexus F-performance division.

Lexus Japan headquarters are located in Toyota City (Aichi, Japan); in wards of Tokyo, rivals Acura (Minato, Tokyo) and Infiniti (Chūō, Tokyo) have facilities, along with Lexus (Bunkyō-ku, Tokyo). Companion Lexus design facilities are located in Southern California and the Côte d’Azur, France.

L-finesse

Lexus introduced a new comprehensive design language, known as L-finesse, with its LF Series concept cars. L-finesse first appeared on a production vehicle with the introduction of the 2006 Lexus GS model.[26] Featuring sculpted body panels and the use of repeating motifs both inside and outside the vehicle, this new design language countered criticisms that Lexus styling was too conservative for the sophisticated luxury market. According to Lexus, L-finesse embodies three essential qualities: Intriguing Elegance, Incisive Simplicity, and Seamless Anticipation. Derived from Japanese cultural motifs, these qualities refer to the sensory experience, concrete and abstract, that L-finesse is focused on creating for the luxury vehicle owner. In conceptual terms, each L-finesse design is intended to combine elegance with simplicity, while anticipating the needs of the driver and passengers. The L in L-finesse stands for “Leading Edge.”

The three essential qualities of L-finesse design are each represented by a single Japanese kanji character. Individual characters are also embodied in L-finesse design cues; for instance, the character concept of kirikaeshi is seen in the sharp angled turns of arrowhead shapes on the rear windows and cabin fittings of the new IS, GS, and LS. Design hallmarks of L-finesse vehicles further include a fastback profile, lower-set grille, and the use of both convex and concave surfaces. Since 2006, Lexus has unveiled a completely new sedan lineup with all models featuring a L-finesse design treatment, giving the latest generation of Lexus vehicles a familial resemblance.

In contrast to some earlier Lexus models, which were criticized for reserved and derivative styling (and often mistaken for understated U.S. market Japanese cars), the debut of the first L-finesse concepts were noted by several automotive analysts for introducing stylistic dynamism into Lexus designs. In automotive design analyses, L-finesse concepts were described by industry observers as adding a distinctive nature and embrace of Japanese design identity. Opinions varied for the first L-finesse production model; a design analysis for Sports Car International found that the 2006 GS looked better in person than in photos and praised its overall appearance, while a similar exam by Automobile Magazine suggested that the model was insufficiently daring, particularly in its forward styling. Later models, such as the Jaguar XF, were said to resemble elements of the 2006 GS design.

Exhibitions of L-finesse styling and artwork, including scenic, sculpture, projection, and photographic art displays along with the GS, the LF-A concept, and LS 600h, were presented in Milan, Italy in 2005, 2006, and 2007 during the Milan Design Week. The launch of the 2007 Lexus LS model in October 2006 was accompanied by special presentations at “460 Degrees” art galleries in Beverly Hills, Chicago, Miami, and New York City, and an outdoor vehicle art display at the World Financial Center in downtown Manhattan.

Many Lexus vehicles are manufactured in Toyota’s Tahara plant, a highly sophisticated, computerized manufacturing plant in Japan. In 2005, J.D. Power and Associates bestowed its Platinum award for worldwide plant quality on the Tahara plant, stating that it has the fewest defects of any manufacturing plant in the world. It was the fourth consecutive year that the Tahara plant captured this award. In 2006, J.D. Power named the Kanji (Iwate) plant, site of ES and IS model production, as its recipient of the Platinum award for worldwide plant quality.

Lexus manufacturing techniques include methods and standards of quality control that differ from Toyota models. At the Tahara plant, site of LS, GS, IS, and GX production, separate assembly lines were developed for the manufacture of Lexus vehicles. New molds and specialized manufacturing equipment were also developed for the Lexus production process; assembly equipment includes KUKA robotic welders. Lexus plant workers, typically veteran technicians, are identified via repeated performance evaluations and ranked according to skill grade; only a select group of craftspeople are eligible to work on Lexus vehicles. In addition, welding processes, body panel fit tolerances, and paint quality requirements are more stringent for Lexus models. Each production Lexus vehicle is given an extensive visual inspection for flaws, individually test-driven at high speed, and subjected to vibration tests to ensure a smooth and quiet ride.

All Lexus wood trim is genuine and procured from sustainable sources; each wood inlay in a single vehicle is selected from the same tree for a consistent appearance. Lexus engines are tested by stethoscope-equipped takumi engineers (Japanese for “master craftsmen”) to ensure optimum performance. These engineers are responsible for maintaining production standards at key points in the assembly process. Craftmanship on the latest Lexus LS model extends to twice-buffed cabin leather and a twice hand-sanded paint finish,[44] a rare treatment for production vehicles.

The North American-market RX 350 (since the 2004 model year) is produced in the city of Cambridge, in Ontario, Canada, and is the first Lexus plant located outside of Japan. Lexus vehicles are produced at the Araco, Kanji (Iwate), Kanji (Kanto Jidosha), Katashiki, Kyushu, and Tahara plants in Japan.

Service

Lexus has become known for efforts to project a luxury image even with service provided after the sale. The waiting areas in the service departments are complete with such amenities as a refreshment bar, business center that is soundproofed and stocked with computers and a fax machine, and often an accessories/gift shop. Other amenities can include a children’s play area, indoor putting green, and other recreational services. Recently, several Lexus dealerships have added on-site cafes and designer shops.

Lexus dealerships typically feature a service bay that is lined with large picture windows, allowing customers to watch the servicing of their vehicle. Dealership services often include complimentary loaner cars, free car washes, and convenience shuttles. At the conclusion of each service appointment, Lexus owners may receive a followup survey, either in mail, online, or via telephone, and be asked to rate their recent service experience. To improve customer service, some Lexus dealerships have sent their employees to train at establishments known for their attentiveness and hospitality, such as Nordstrom department stores and Ritz-Carlton hotels. Lexus has also recently added an additional owners’ privilege, the use of exclusive parking lots at major sporting arenas, entertainment events, and shopping malls, reserved only for Lexus vehicles.

In 2007, Lexus scored the top position for the sixth consecutive year in the Auto Express survey on service satisfaction, and in 2006 Lexus ranked first for the eleventh time in the J.D. Power Customer Service Index, an annual study involving over 79,000 U.S. owners and dealership experience. From 2002 through 2005, Lexus also came first in the Top Gear Survey, “the UK’s biggest independent car satisfaction survey” with over 76,000 respondents. In 2006, the Luxury Institute, New York, rated Lexus #1 in Customer Experience among luxury automobile brands based on its survey of over 2,100 high-income households. On the strength of its customer service standards and high product satisfaction, Lexus enjoys one of the highest customer loyalty rates in the industry.

Lexus’ customer service efforts date from the outset with the “Lexus Covenant,” its founding promise which states that “Lexus will treat each customer as we would a guest in our home.” This commitment was put to an early test in 1989 when new LS 400 models were voluntarily recalled due to a parts issue; cars were picked up from home for no extra charge, and in many cases were returned having been washed for the inconvenience.

In the U.S., Lexus offers a 4-year or 50,000-mile (80,000 km) basic warranty, by default. The powertrain warranty is a 6-year or 70,000-mile (110,000 km) coverage plan. Corrosion protection is a 6-year warranty as well. Lexus’ Certified Pre-Owned program, among the first in the automotive industry (begun in November 1993), features a 161-point inspection of pre-owned vehicles, a 3-year or 100,000-mile (160,000 km) limited warranty, and is now available in multiple countries.

In 2005, Lexus Financial Savings Bank, in conjunction with US Bank, launched a Lexus Pursuits Visa Card, with points earned at dealerships and elsewhere going toward vehicle and service rewards. An official owners publication, Lexus Magazine, is issued quarterly featuring automotive and lifestyle articles.

Motorsport

Lexus first entered the motorsport arena in 1999 when its racing unit, Team Lexus, fielded two GS 400 race vehicles in the Motorola Cup North American Street Stock Championship. In its 1999 inaugural season, Team Lexus achieved its first victory with its sixth race at Road Atlanta. That year, Team Lexus also attained four podium finishes in nine races and held two track records. Led by SCCA and IMSA driver Chuck Goldsborough, Team Lexus raced to a second victory, two podium finishes, and three top-five finishes in 2000. Team Lexus ranked third overall in the manufacturers championship that year, which each GS 400 race achieving a top ten result.

In 2001, Team Lexus capitalized on the debut of the first generation Lexus IS by entering three IS 300s in the renamed Grand-Am Cup (now run by the Grand American Road Racing Association). By 2002, Team Lexus had won the Drivers Championship and Team Championship with nine podium finishes, and a sweep of the top three finishes at Le Circuit Mont Treblant in Quebec, Canada. In 2003, Team Lexus achieved four pole positions, six podium finishes, two track records at Daytona 24 and Mosport, and a victory at Miami-Homestead.

Lexus has also participated in endurance racing, in particular the Rolex 24 Hours of Daytona, sanctioned by the Grand American Road Racing Association. After entering the Rolex Sports Car Series in 2004, Lexus has won over 15 Rolex Series event races. In 2005, Lexus was runners-up and in 2006 it won the championship. Although Toyota has won this prestigious race in the past it was the first time that its luxury arm emerged as the winner. In 2007, six Lexus-powered Daytona prototypes were entered in the Rolex 24 Hours of Daytona event at the Daytona International Speedway. Lexus was a repeat winner of the event, with a Lexus-Riley prototype driven by Scott Pruett, Juan Pablo Montoya, and Salvador Durán of Chip Ganassi Racing finishing first; Lexus-Riley prototypes also took three of the top ten spots. In 2008, Lexus won its third consecutive win at Daytona.

After the release of the Lexus brand on the Japanese Domestic Market (JDM) in 2005, four SC 430 coupes were entered in the Super GT series in the GT500 class. In the first race of the 2006 series, an SC 430 took the chequered flag, and drivers André Lotterer and Juichi Wakisaka raced the SC 430 to capture the GT500 championship for that year. In 2007 another SC 430 was victorious in the GT500 opening round race. In 2006, Lexus raced a hybrid vehicle for the first time, entering a GS 450h performance hybrid sedan in the Tokachi 24-hour Race in Hokkaido, Japan. Lexus Canada entered the GS 450h in 2007’s Targa Newfoundland event. Lexus IS models have also been entered in the British Touring Car Championship via BTC Racing, LGT Engineering, and other teams.

In 2006, Team Lexus made plans to enter two IS 350 race cars in the American Le Mans Series’ GT2 class. Lexus is also expected participate in 12 Hours of Sebring which now form a part of American Le Mans. Additionally, there have been unsubstantiated rumors since 2005 of Lexus badged F1 engines in the near future, facilitated by the re-branding of the Toyota engines currently supplied to the Williams F1 racing team; Toyota itself maintains an active F1 operation.

F-marque

Further information: Lexus IS-F

In late 2006, Lexus filed trademark applications for an “F” emblem, leading to speculation that the luxury marque was about to launch a performance brand.[68] At the time it was suggested that “F” stood for “Fast” or “Flagship.” Later reports surmised that “F” referred to the Fuji Speedway in Japan, whose first corner, 27R, was said to have inspired the shape of the “F” emblem.[69] Interviews with company executives in prior years had included mentions of Lexus possibly starting a performance brand to compete with the likes of Mercedes’ AMG, Audi’s S/RS, Cadillac’s V-series, and BMW’s M division, among others. An earlier in-house tuning effort, the TRD-based L-Tuned, had offered performance packages on the IS 300 and GS 400 sedans in the early 2000s.

In December 2006, Lexus announced that the first vehicle in the F-marque lineup, the IS-F sedan, previously known in the press as the IS 500, would premiere at the North American International Auto Show in January 2007. The vehicle subsequently premiered at Detroit along with a redesigned version of the concept LF-A supercar. Compared to the 2GR-FSE V6, 306 hp (228 kW) IS 350, the IS-F featured a 2UR-GSE V8 engine and over 400 hp (300 kW). Media reports suggested that the IS-F sedan would be followed by a GS-F sedan and IS-F coupe. The IS-F is scheduled to be in dealerships by early 2008. The IS-F made its European premiere at the Frankfurt Motor Show in September 2007, and premiered in Japan at the Fuji Speedway in October 2007.

With the launch of the second generation 2007 IS sedans, the premiere of concept LF-Series vehicles, and increasing participation in motorsports, Lexus’ brand identity is expanding to include more performance-oriented aspects. Versions of the SC and GS models have received favorable reactions from sport luxury buyers and automotive enthusiasts,[5] while several Lexus models have been characterized as favoring comfort at the expense of sporty performance. A number of automotive reviewers have also given Lexus’ German rivals higher marks for road feel and handling, especially during racetrack testing. The IS-F has been seen as an effort to further bolster Lexus’ performance credentials.

In 2007, Lexus entered the IS-F in the 2007 Specialty Equipment Market Association (SEMA) show, offering a factory sanctioned performance accessory line in conjunction with the debut of its F-marque division.

Further information: Lexus LF

Lexus’ future intentions are hinted at in its concept car efforts. While a number of early Lexus concept cars never saw production, the latest LF Series concept vehicles (which first began appearing at auto shows in 2003) have translated into production form. Elements of the LF-S sedan appeared in the 2006 GS sedan, and design cues from the LF-C convertible appeared in the 2006 IS sedan. The LF-C’s hardtop design has also led to speculation on a possible IS coupe or convertible model. The LF-Sh concept car gave the public an advance preview of the 2007 LS 460’s appearance several months later. Unique features on the LF Series concept vehicles include advanced instrumentation, multiple driver-selected vehicle configurations, hybrid/experimental powertrains, concept security features, and unconventional driver interface designs.

Reports in Road and Track indicate that the LF-A coupe concept has been approved for production, potentially designated as the 2009 GT 450. Autoweek has also reported that the LF-X crossover concept will appear as the forthcoming JX SUV. Prototype models of the LF-A have been spotted at the Nürburgring test track in Germany, along with a modified second generation IS model which may be the high-performance IS-F motorsport version.

Lexus Managing Officer, Takeshi Yoshida, has also stated Lexus’ intentions to produce future production models using more dedicated Lexus platforms, as is the case for the LS flagship. The entry-level Lexus ES, in particular, had been chided for being too similar to the Toyota Camry, its shared platform cousin, in both styling and powertrain design. Besides a convertible version of the IS, new Lexus models also in development reportedly include an SUV sized below the RX and dedicated hybrids. The third generation successor for the SC 430 coupe is planned for a more distant date.

According to division executives, Lexus plans to introduce Lexus Hybrid Drive on every vehicle in the Lexus lineup. The impetus for the expansion of Lexus hybrid technology involves the convergence of environmental concern and commercial success; the recent addition of hybrid models to the current Lexus lineup (including the RX 400h, GS 450h, and LS 600h) has driven sales increases in environmentally-conscious markets. In the United Kingdom, one out of every four Lexus vehicles sold in 2006 was a hybrid, with the GS 450h and RX 400h having sold more units than their petrol counterparts.[80] In 2006, 80% of all RX models sold in Europe were of the hybrid model. Politicians in the UK (such as David Cameron, leader of the Conservative Party) have endorsed Lexus by using lower-emission Lexus GS 450h vehicles in place of British-built Jaguars or Land Rovers. Various UK government agencies also use the GS 450h and RX 400h. The London congestion charge has excluded hybrid vehicles, adding incentive to Lexus hybrids. In Ireland, cabinet members (including Dick Roche, Minister for the Environment) have switched to GS 450h models;in Monaco, Prince Albert II (of the royal House of Grimaldi) purchased an LS 600h and advocated hybrid tax credits. The advent of Lexus hybrid technology is touted by Lexus officials as a strategy for raising the profile of Lexus in countries with greater public perception of the Mercedes-Benz, Audi, BMW and Jaguar rival brands.

In 2007, Lexus Group VP Jim Farley revealed plans for a possible high-mileage, low emissions hybrid focused on efficiency, a rechargeable hybrid with electric range, and a “high performance hybrid” designed to appeal to performance enthusiasts.[86] The efficiency-focused hybrid would cater to demands for a decrease in both carbon pollution and oil reliance.[86] At present, Lexus hybrids are designed around a balance of increased performance along with improved efficiency and emissions.

Although Lexus has had phenomenal success in the US since its introduction, it has had more modest success outside North America. In its home country, Japan, the Lexus brand started marketing in 2005 and initially exhibited slower than expected sales. The introduction of the LS 460 in September 2006, however, led to over 12,000 orders in its first month–several times expectations, and more robust sales were seen that year. Meanwhile, Lexus sales remain focused on the US market. In 2006, two-thirds of total global Lexus sales of 475,000 units came from the United States, followed in size by Japan, the UK, China, Canada, and Russia. Lexus launched in China in 2006 and Malaysia in 2007.

With regards to the European market, where Lexus has a less developed dealership network, smaller brand recognition, and minor market share, automotive analysts have pointed to a difference between U.S. and European customers, suggesting that Lexus has been successful in North America because the wide consumer base of Toyota (especially baby boomers) desired luxury cars as they were becoming older and their surplus incomes allowed them to migrate to upscale brands. The success of Lexus in the U.S. was attributed to higher levels of perceived quality and lower prices than competitors, which enabled it to retain previously migrating customers. In Europe, this may have had repercussions as Lexus cultivated a value-priced brand image, causing slow acceptance in the European arena due to differences in perceived value. This has led some automotive thinkers to believe that Lexus must price its products head-to-head with the European premium brands and emphasize its quality, reliability and engineering in order to succeed globally.

Additionally, automotive analysts have noted Lexus’ relative newcomer status in the luxury market, compared with the storied reputation of its European rivals, as a limiting factor for its initial sales acceptance in worldwide markets. Rivals Mercedes-Benz, BMW, and Porsche have stressed their decades of heritage and pedigree in an effort to promote their products, whereas since its inception Lexus’ reputation rests primarily upon its perceived product quality and the shared history of its parent company, Toyota. The characteristics of heritage, built up over many years, and pedigree, are regarded by some reviewers as a challenge for Lexus, although their impact is debated. Ultimately, a number of analysts have stated that Lexus will have to develop its own heritage over time by investing in technological innovations and producing substantial products.

Lexus has recently embarked upon a global expansion strategy, an effort which began with the receipt of added organizational independence from its parent company in 2005. As part of this effort, Lexus has begun expanding its dealership networks in Europe and Asia, with dedicated new facilities and an increased advertising expenditure. Meanwhile, quality levels of European brands have seemingly declined, while Lexus continues to score highly on such reports.[96] Luxury buyers and high-profile owners have switched to Lexus vehicles due to their more dependable reputation. Also, in order to attract European buyers, diesel engines have been added to the lineup (starting with the IS 220d), the F-marque performance division has been launched (with the IS-F), and with related versions of the Lexus LF concept cars making it into production, Lexus is quickly beginning to re-invent itself as a global luxury brand. The latest Lexus models have also moved up in sticker price to more closely match their European rivals; the LS 600h L has become the most expensive luxury vehicle ever produced in Japan with an ultra-luxury sticker price of approximately $125,000. In 2007, Lexus entered Interbrand’s list of the Top 100 Global Brands for the first time, with an estimated brand value of approximately $3 billion annually.

In the United Kingdom, the largest European market for Lexus, the IS series accounts for the largest number of new Lexus sales (the largest proportion increasing with sales of the new IS 220d). Along with a sales shift towards Lexus hybrids, the second generation IS, which emerged in 2006 as an alternate choice to the dominant German and British marques’ compact executive cars, has since become a primary player for Lexus’ efforts in Europe. With Lexus sales increasing in the UK due to the introduction of the new IS series, LS flagship, and GS/RX hybrids, Lexus has emerged as a European second-tier luxury brand with substantial growth potential. Total Lexus Europe sales increased 72% in 2006 to over 50,000 vehicles, making Lexus one of the fastest growing makes on the continent.

Lexus vehicles in Russia and China are experiencing high demand, with higher per-dealership sales than any other market. In South Korea, with sales of the ES 350 spearheading its efforts, Lexus has been the top-selling luxury import since 2005; in Taiwan, Lexus also became the top-selling luxury import in 2005. In Australia, Lexus experienced high sales growth and ranked third in overall luxury import sales in 2006, with the IS model generating high demand. In 2007, Lexus sales captured the lead in the emerging Chinese luxury car market. Total worldwide Lexus sales were forecast to reach 500,000 vehicles in 2007. Lexus will open its first showroom in the Philippines by 3rd Quarter 2008.

Several of Lexus’ ideas on the future of automotive design have appeared on film. In 2002, Lexus was requested by Steven Spielberg, an ardent fan of Lexus and himself an owner of an LX 470 and an RX 400h, to design a vehicle which would fit the requirements of year 2054 for his movie Minority Report. Designers working with Lexus came up with an advanced vehicle which would run on fuel cells and have many advanced safety features including a crash-proof structure and biometric security systems. (Lexus’ cinematic concept car also appears in The Island, though it’s colored blue, not red). A Lexus film tie-in site proposed a Lexus future vehicle that would drive itself, take dinner orders verbally, and select music to match occupant moods. The Lexus 2054 later appeared at several auto shows and public events.

The term “the Lexus of…” has also entered the cultural lexicon as a description of a high-end product, or an upscale brand produced by a mainstream manufacturer. For example, in 2006 Dell announced a premium lineup of computers, calling it “the Lexus of our lineup.” Further example comparisons include “the Lexus of phones” or “the Lexus of video…”, among others. Late night comedian Jay Leno first coined the term “Lexus-ized” for his automotive columns in Popular Mechanics, an expression generally used to describe the Lexus approach to luxury motoring. Despite the official pluralized form of Lexus being simply Lexus, the public has also made its own derivatives (the most popular derivative being ‘Lexi’, first proposed by Steve Coogan in a comedy sketch). The New York Times columnist Thomas Friedman cited Lexus as an example of the drive for prosperity and development in his best-selling 1999 book, The Lexus and the Olive Tree.

In the UK, the LS 430 flagship was introduced in the BBC spy drama, Spooks; Lexus models were also placed on ITV’s Coronation Street, the BBC’s Judge John Deed, and other programs. Lexus GB models saw sales increases after being seen on ITV’s Footballers’ Wives. In 2002, comedian Steve Coogan’s fictional BBC Alan Partridge character replaced his Rover with an IS 200, calling it the “Japanese Mercedes” and one of many “Lexi”; his superficial character was seen as detrimental to the brand’s image. By 2004, multiple hip-hop artists made mention of Lexus vehicles in their songs, an endorsement which Top Gear host Jeremy Clarkson suggested added street credibility for the brand.

The introduction of Lexus hybrids have garnered further media attention through celebrity RX 400h owners such as Dustin Hoffman, Diane Keaton, and Holly Hunter, who were among the earliest adopters of the Lexus Hybrid Drive technology. Hollywood luminaries are also among the buyers for the GS 450h and LS 600h L hybrid performance sedans, with early release examples appearing at celebrity events.

Advertisements

Lexus has used a consistent design for its television advertisements in the United States. The ads are commonly narrated by film and television actor James Sloyan, and accompanied by vehicles which perform unusual stunts onscreen. The first decade of commercials (1989-1999) consisted primarily of disjunctive verbal descriptions, such as “relentless,” “pursuit,” and “perfection” while the vehicles were used to claim superiority in braking, handling, idling, and interior quiet & comfort on camera. Newer ads have become somewhat more descriptive, occasionally including full descriptions of novel features or a narration of the events onscreen. Lexus commercials, while consistent in formula, closely resemble those of Infiniti and Acura (Lexus’ competitors in the automobile market), which also have used celebrity voice-overs (Jonathan Pryce and James Spader, respectively), while providing similar visual cues to the audience about vehicle features and craftsmanship.

Community contributions

Since 1989, the annual Lexus Champions for Charity golf series has raised over $100 million for charity causes. This Lexus-sponsored golf series begins with over 190 golf tournaments held at golf and country clubs around the U.S., and culminates in a three-day championship tournament at Pebble Beach’s Spyglass Hill, Spanish Bay, and Pebble Beach Golf Links courses, with $1,000 prize donations at the local level, and multiple prizes at the national level leading up to a $100,000 championship charity purse. Since 2002, Lexus has also been the presenting sponsor of the Michael Douglas and Friends celebrity golf tournament, which raises health care and community funds via the Motion Picture & Television Fund. Other philanthropic efforts by Lexus include the Pursuit of Potential children’s charity (including the Lexus Environmental Challenge with Scholastic) and vehicle auctions for Adopt-A-Minefield and Cedars-Sinai Medical Center’s Road to a Cure. Many Lexus dealerships also sponsor community organizations in their local neighborhoods.

Event partnerships

Since 2005, Lexus has been a primary sponsor of the US Open tennis Grand Slam event, awarding a GS sedan (and later an IS-F) to the men’s and women’s singles champions. Lexus also provides exclusive transportation throughout New York City for all players in the event, using a fleet of 125 Lexus vehicles, including hybrids. In 2006, the Lexus US Open fleet drove a total of 101,730 miles (163,720 km) in two weeks.

In January 2007, Lexus became the first exclusive automotive sponsor of the United States Golf Association, and will play a major part in the U.S. Open, U.S. Women’s Open, U.S. Senior Open, and U.S. Amateur tournaments. As part of their sponsorship of the 2007 U.S. Open in Oakmont, the luxury marque provided cars to all players and USGA officials.

Worldwide, Lexus sponsorships include the Lexus Cup golf tournament in Singapore and Australia, the Lexus Gauntlet collegiate sports competition in Southern California, the Lexus Song Quest singing competition in New Zealand, Lexus Design in Business Awards in New Zealand, the Lexus European Flyfishing Championships in England, the Lexus Champions Challenge golf event in Japan, the Lexus Inside Film Awards in Australia (from 1999 until 2006), and the Lexus Centre in Melbourne, Australia. Lexus is also an official sponsor of the Hollywood Bowl and Sydney Opera House, along with the Los Angeles Philharmonic and the Philadelphia Orchestra.

In addition to its tennis and golf event partnerships, Lexus has signed endorsement contracts with star athletes, including Andy Roddick (with support for the Andy Roddick Foundation), Annika Sörenstam, and Peter Jacobsen.[124] Lexus also signed musician Sir Paul McCartney as a proponent of its hybrid vehicle technology (including the charity auction of a specialized RX 400h designed with input from the former Beatles star).

In a grassroots sports sponsorship, Lexus Stockport have recently taken on a two sponsorship deal with Wilmslow Rugby Club.

Historical timeline

* 1983
o Toyota Chairman Eiji Toyoda challenges his company to build a luxury flagship to “challenge the world’s best.” This effort becomes known as the F1 project.
* 1985
o F1 researchers visit the United States to conduct market research and focus groups on luxury buyers. The first LS 400 prototypes are built.
* 1986
o Testing for the new Lexus flagship begins at the autobahn in Germany.
* 1987
o Final design of the LS 400 is approved.
* 1989
o The LS 400 debuts at the Detroit Motor Show, and goes on sale in September of that year alongside the entry-level ES 250 sedan.
* 1990
o Lexus capture the trifecta of J.D. Power’s Initial Quality, Customer Satisfaction, and Sales Satisfaction studies. Car and Driver magazine names the LS 400 one of the Ten Best of the year.
* 1991
o Lexus becomes the top-selling import marque in the United States. The SC 300, SC 400 and ES 300 models are introduced.
* 1992
o Motor Trend magazine names the SC 400 its Import Car of the Year.
* 1993
o Lexus introduces the GS 300 luxury performance sedan.
* 1994
o Lexus introduces the second generation LS 400 sedan.
* 1996
o Lexus introduces the third generation ES 300 sedan and its first luxury utility vehicle, the LX 450.
* 1997
o Lexus introduces the second generation GS 300 and GS 400 sedans. Motor Trend magazine names the new GS its Import Car of the Year.
* 1998
o The RX 300, the world’s first luxury crossover SUV, goes on sale at Lexus dealerships. The RX soon becomes Lexus’ top-selling model.
* 1999
o Lexus sells its one-millionth vehicle in the U.S.
* 2000
o Lexus introduces the third generation LS 430 sedan and IS 300 entry sport sedan.
* 2001
o Lexus introduces the fourth generation ES 300 sedan.
* 2002
o Lexus introduces its third luxury utility vehicle, the GX 470.
* 2003
o The Lexus Development Center is founded in Japan, becoming the headquarters for Lexus’ future design efforts.
* 2005
o Lexus introduces the third generation GS mid-size sport sedans, debuting L-Finesse styling. Later that year, Lexus introduces the second generation IS sport sedans.
o Top Gear named the IS as the Compact Executive Car of the year, defeating the BMW E90 3-Series.
* 2006
o Lexus debuts the LS 600h L, the world’s first production V8 hybrid sedan. The new ES 350 and fourth generation LS 460/LS 460 L sedans go on sale.
* 2007
o At the North American International Auto Show, Lexus launches its dedicated F-marque performance division, with the unveiling of its first high-performance sedan, the IS-F, and an exotic supercar concept, the LF-A.
o The Lexus LS 460 flagship is named International Car of the Year at the ICOTY Awards, and is also named World Car of the Year at the WCOTY Awards.
o The LS 600h and LS 600h L go on sale worldwide.
* 2008
o Lexus releases the third generation LX 570.
o The Lexus IS-F goes on sale in early 2008.

See also
Japanese Car Portal

* Lexus LF
* Toyota
* Toyota Century

Statistics

A typical American car dealership in Fremont, California. Between 2002 and 2003 alone the number of vehicles in the United States increased by three million.
The United States Department of Transportation’s Federal Highway Administration as well as the National Automobile Dealers Association have published data in regard to the total number of vehicles, growth trends, and ratios between licensed drivers, the general population, and the increasing number of vehicles on American roads. Overall passenger vehicles have been outnumbering licensed drivers since 1972 at an ever increasing rate, while light trucks and vehicles manufactured by foreign marques have gained a larger share of the automotive market in the United States. In 2001, 90% of Americans drove to work in cars. New York City is the only locality in the country where more than half of all households do not own a car (the figure is even higher in Manhattan, over 75%; nationally, the rate is 8%).

According to the US Bureau of Transit Statistics for 2004 there are 243,023,485 registered passenger vehicles in the US. Out of these roughly 243 million vehicles, 136,430,651 (56.13%) were classified as cars, while 91,845,327 (37.79%) were classified as “Other 2 axle, 4 tire vehicles,” presumably SUVs and pick-up trucks. Yet another 6,161,028 (2.53%) were classified as vehicles with 2 axles and 6 tires and 2,010,335 (0.82%) were classified as “Truck, combination.” There were approximately 5,780,870 motorcycles in the US in 2004, which accounts for 2.37% of all registered passenger vehicles.
According to cumulative data by the Federal Highway Administration (FHA) the number of motor vehicles has also increased steadily since 1960, only stagnating once in 1997 and declining from 1990 to 1991. Otherwise the number of motor vehicles has been rising by an estimated 3.69 million each year since 1960 with the largest annual growth between 1998 and 1999 as well as between 2000 and 2001 when the number of motor vehicles in the United States increased by eight million. Since the study by the FHA the number of vehicles has increased by approximately eleven million, one of the largest recorded increases. The largest percentage increase was between the years of 1972 and 1973 when the number of cars increased by 5.88%.

Age of vehicles in operation
In the year 2001, the National Automobile Dealers Association conducted a study revealing the average age of vehicles in operation in the US. The study found that of vehicles in operation in the US, 38.3% were older than ten years, 22.3% were between seven and ten years old, 25.8% were between three and six years old and 13.5% were less than two years old. According to this study the majority of vehicles, 60.6%, of vehicles were older than seven years in 2001. This relatively high age of automobiles in the US might be explained through gradually declining sales figures since 1998.
The median and mean age of automobiles has steadily increased since 1969. In 2005 the overall median age for automobiles was 8.9 years, a significant increase over 1990 when the median age of vehicles in operation in the US was 6.5 years and 1969 when the mean age for automobiles was 5.1 years. Of all body styles, pick-up trucks had the highest mean age (9.4 years), followed by cars with a mean age of 8.4 years and van with a mean age of 7.0 years. As SUVs are part of a relatively new consumer trend originating mostly in the 1990s, SUVs had the lowest mean age of any body style in the US (6.1 years). The average recreational vehicle was even older with a mean age of 12.5. The mean age has increased continuously for all body styles from 1969 to 2005.

Sales
In the year 2004, 7,505,932 passengers cars were sold in the United States according to the US Department of Transportation. This figure “Includes domestic and imported vehicles.” (Department of Transportation) The number of vehicles sold in the US has been decreasing at a gradual yet continuous rate since 1999, when nearly 8.7 million vehicles were sold in the US. Looking back at history however, reveals that such decline is only part of normal market trends and most likely only a temporary affair. Overall, 1985 was a record year with cars sales totaling just over eleven million. While imports have been gaining ground in terms of units sold during the 2000s and have regained roughly the same market share they held in 1992, the sales of domestic vehicles are still more than double those of imported vehicles. It should be noted however that the US Bureau of Transportation Statistics “Includes cars produced in Canada and Mexico” as domestic vehicles as both countries are part of the North American Free Trade Agreement (NAFTA). In 2004 the sales of vehicles made in NAFTA states totaled 5.4 million, while the sale of imported vehicles totaled 2.1 million. 798,000 vehicles were imported from Japan, making it the greatest exporter of vehicles to the US. Germany was the second largest exporter of vehicles to the US, with 542,000 units exported to the US in 2004. Imports from all other nations, except Germany and Japan, totaled 809,000.

Pricing

Full-size SUVs such as the Chevrolet Suburban had an average sticker price of $42k, but were sold for an average 22% discount, bringing the net price down to $33k. Overall, large non-luxury SUVs featured the largest discounts in the SUV segment (Edmunds.com).
In July 2004, Edmunds.com published a report stating that the average sticker price on a vehicle sold in the United States was $29,746. However, in the US, passenger vehicles are commonly sold at considerable discounts and customers rarely pay the sticker price or MSRP (Manufacturer’s Suggested Retail Price). The discount is commonly determined by the company’s marketing strategies and tends to be larger the slower selling a vehicle is. Due to what many American consumers have perceived as a declining quality among the automobiles manufactured by the “Big Three” and large fixed labor and capital costs, discounts tend to be larger on domestic vehicles. In 2003 the average discount on a domestic vehicle was 20.6% below MSRP. For Japanese and Korean vehicles the average discount was 10% and 12.8%. The lowest discounts were given on vehicles from European manufacturers, where the average discount was 7.7% below MSRP. Overall, the average discount in July 2004 was $4,982 (16.8%), meaning that while the average MSRP was almost $30,000, the average buyer of a new car paid only $24,764.[9] Dr. Jane Liu, the Vice President of Data Analysis for Edmunds.com further stated that, “New models are being introduced at higher price points, but the competitiveness of the market is dramatically pushing down net prices, resulting in a record average discount.” The lowest discounts among all car segments were given on luxury SUVs, where buyers received an average 10% discount, resulting in a $43,725 net price, versus the sticker price of $48,586.
Fuel economy

A Hummer H2, with an estimated fuel economy of 9 miles per gallon, is often criticized by environmentalist groups for its abysmal fuel economy.

A Toyota Prius Hybrid, features an EPA fuel economy rating of 55 miles per gallon (45% above national average). It was recently named the most fuel efficient vehicle in the United States by the Sierra Club, and has been cited as an example by environmentalists and celebrities to make a statement in favor of more fuel efficient vehicles.
The American automobile industry became notorious for the manufacture of gas guzzlers during the 1960s and 1970s when fuel prices and consumer awareness concerning fuel economy were at an all-time low. In the 1960s and 1970s, American-made cars took on enormous proportions as consumers placed their emphasis on comfort, power and style. Large sedans from this era came to be known as land yachts, often rivaling today’s largest pick-up trucks in terms of length and width. In 1977, the Lincoln Continental Mark V was reviewed by the German automobile magazine, auto motor und sport and still holds the record for the worst fuel economy of any vehicle ever tested by the magazine with an average of seven miles to the gallon.
Following the oil crisis of the early 1970s, however, smaller vehicles, often imported from Japan, became more and more popular with the American public as these vehicles featured better fuel economy ratings. In the late 1970s, the US government passed minimum fuel economy standards and in the 1980s American automobile manufacturers drastically downsized their cars, only a few vehicles, such as those using the Ford Panther platform retained their over-sized glory. The downsizing did, however, backfire in some cases. After downsizing nearly the entire Cadillac line-up in the late 1980s, General Motors scrambled to save its most prestigious marques. Many American manufacturers again increased the size of their vehicles in the 1990s, while better technology allowed for better fuel economy ratings among sedans.
According to the United States Department of Transportation, the average motor vehicle, including light trucks, in the US had a fuel economy rating of 17.1 miles a gallon or 13.8 liters per 100 kilometers. The average fuel economy for passenger vehicles in the United States has remained stagnant throughout the 1990s and 2000s, peaking in 2001 and 2004. Overall, the past decade has seen the slowest increase in fuel economy since 1960, with fuel economy increasing from 16.4 miles a gallon in 1990 to 17.1 miles a gallon today. This is in contrast to the 1980s when the average fuel economy improved somewhat more significantly from 13.3 miles a gallon in 1980 to 16.4 miles a gallon in 1990. The lackluster increase in fuel economy during the 1990s is largely due to the rising popularity of Sport Utility Vehicles (SUVs), whose status as light trucks gains them exception from the fuel economy restrictions placed on sedans and other cars. According to the Sierra Club “In 1997 all three US automakers violated CAFE standards for light trucks.” The Sierra Club is one of many environmental organizations who warn of the low fuel economy of SUV and hold these vehicles largely responsible for the low average fuel economy of vehicles in the United States.

Average fuel economy in miles per gallon according to the US Department of Transportation.

Year 1960 1965 1970 1975 1980 1985 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
MPG 12.4 12.5 12.0 12.2 13.3 14.6 16.4 16.9 16.9 16.7 16.7 16.8 16.9 17.0 16.9 16.7 16.9 17.1 16.9 17.0 17.1
L/100 km 19.0 18.8 19.6 19.3 17.7 16.1 14.3 13.9 13.9 14.1 14.1 14.0 13.9 13.8 13.9 14.1 13.9 13.7 13.9 13.8 13.7
Vehicle and population ratios since 1960
Year Population Drivers Motor
vehicles Increase
in vehicles % Growth
1960 180 87 74 N/A N/A
1961 183 89 76 2 +2.72
1962 186 91 79 2 +2.63
1963 188 94 83 3 +3.79
1964 191 95 86 3 +3.61
1965 194 99 90 4 +4.65
1966 196 101 94 4 +4.44
1967 197 103 97 3 +3.19
1968 199 105 101 4 +4.12
1969 201 108 105 4 +3.96
1970 204 112 108 3 +2.85
1971 207 114 113 5 +4.62
1972 209 118 119 6 +5.30
1973 211 122 126 7 +5.88
1974 213 125 130 4 +3.17
1975 215 130 133 3 +2.30
1976 218 134 139 6 +4.51
1977 220 138 142 3 +2.15
1978 222 141 148 6 +4.22
1979 225 143 152 4 +2.70
1980 227 145 156 4 +2.63
1981 230 147 158 2 +1.28
1982 232 150 160 2 +1.26
1983 234 154 164 4 +2.50
1984 236 155 166 2 +1.21
1985 239 157 172 6 +3.61
1986 241 159 176 4 +2.32
1987 243 161 179 3 +1.70
1988 246 163 184 5 +2.79
1989 248 166 187 3 +1.63
1990 248 167 189 2 +1.01
1991 252 169 188 -1 -0.52
1992 255 173 190 2 +1.06
1993 258 173 194 4 +2.10
1994 260 175 198 4 +2.06
1995 263 177 202 4 +2.02
1996 265 180 206 4 +1.98
1997 268 183 208 4 +1.94
1998 270 185 208 0 +/-0
1999 273 187 216 8 +3.84
2000 281 191 218 2 +0.92
2001 281 191 226 8 +3.66
2002 288 195 230 4 +1.76
2003 291 196 231 1 +0.43
All numbers in millions;

SOURCE: US Department of Transportation
Since 1960, the number of passenger vehicles has steadily risen, and since 1972 has exceeded the number of licensed drivers. Considering the population in the United States of 293,655,404 during the 2004 economic survey,[14] there is one passenger vehicles for every 1.20 persons in the United States, meaning that there are 833.34 passenger vehicles for every 1,000 Americans. According to the Federal Highway Administration there were an estimated 196 million licensed drivers in the United States in the year 2003. Considering the slightly lower number of motor vehicles for 2003, there were an estimated 1.17 motor vehicles per licensed driver, meaning that there are more vehicles than drivers in the US, with vehicles outnumbering drivers 1.2 to one.
The number of motor vehicles in the US has risen by 157 million (212.16%) since 1960, while the population of licensed drivers grew by 109 million (125.28%). Between 1971 and 1972, the number of motor vehicles in the US increased by four million, a record at the time. Since then, the gap between the number of cars and drivers has continuously risen. While in 1972 there were only one million more motor vehicles than drivers, cars outnumber drivers by 35 million in 2003. This means that while there were 0.84% more motor vehicles than drivers in 1972, there are now 17.85% more vehicles than drivers.

Body style and size
Mainstream mid-size sedans such as the Toyota Camry or Ford Taurus are often perceived to be the typical and most common body style in the United States. While mid-size sedans are indeed among the country’s best selling vehicles, pick-up trucks currently hold the top positions, rivaling sedans in the terms of total numbers sold. In the year 2006, the best selling models were the Ford F Series with 796,039 units sold and the Chevrolet Silverado with 636,069 units sold. The Toyota Camry, Dodge Ram, and Honda Accord held the next three positions as the best selling cars

Manufacturing

The Mercury Milan, despite being manufactured in Mexico, is still considered a domestic vehicle.

The Saab 9-7X, despite being manufactured in the US by GM, is still considered an import vehicle.
The US was the largest producer of vehicles in the world in 2003, followed by Japan and Germany. While most vehicles sold in the US were manufactured by the Big Three, foreign corporations such as Japan’s Toyota Motor Company have starting manufacturing in the US and are now an integrated part of the US automobile industry. According to many sources, the extended US operations of foreign based companies now rival those of American automobile manufacturers. For example, Toyota Motor Company now operates twelve manufacturing plants in the US, producing 1.55 million vehicles, 61.66% of the roughly 2.5 million vehicles the company sells in the US each year.
A wide variety of vehicles are manufactured in the United States, from compacts to full-size luxury vehicles. The American automobile industry itself is probably best known for the manufacture of large cars, leading to the common public perception of American cars being larger than those from other countries and making the US well known for the production of so called land yachts. Currently, light trucks (including SUVs) of all sizes and full-sized sedans constitute the majority of vehicles made by workers of the United Auto Workers union (UAW).] The Lincoln Town Car is currently the most expensive and largest car made in the US by an American manufacturer, while the Cadillac Escalade ESV Platinum is the most expensive SUV (This title used to held by the Hummer H1 until it was cancelled in May 2006). The largest passenger vehicle currently produced in the United States is the Dodge Ram Extended Cab.

Domestic vehicles
While the denotation of domestic vehicle includes all vehicles made in the United States, the term Domestic vehicle in the United States is usually only applied to vehicles made by the “Big Three” and their traditional marques. The term domestic vehicle does not include vehicles sold under marques who used to be headquartered outside the United States and are now owned by the Ford Motor Company or General Motors. Ironically, vehicles made outside the US by the traditional marques of the “Big Three” are considered to be domestic vehicles, while vehicles made inside the US by foreign manufacturers are not considered domestic, but rather import vehicles.

The Mercedes-Benz R-Class is one of many vehicles that is marketed as an import vehicle due to the national origin of its manufacturer, yet is manufactured in the United States.
Import vehicles
As with the term domestic vehicles, there is a legal definition for import vehicles but popular usage of the term, and popular views of what constitutes an “import” vehicle, vary widely.
For the purposes of Federal regulations, such as Corporate Average Fuel Economy (CAFE) and the American Automobile Labeling Act of 1994 (AALA), vehicles produced in the United States, regardless of brand, are considered “domestic”, while vehicles produced outside the United States are considered “imported”.
However, many Americans view a Toyota vehicle made in Kentucky, or a Mercedes-Benz vehicle made in Alabama as an “import”, while others view a Pontiac vehicle made in Australia as a “domestic” vehicle. This perception is due to the respective brands’ longstanding association with their parent countries: Toyota with Japan, Mercedes-Benz with Germany and Pontiac with the United States.

The country of origin of any particular vehicle can be easily determined:
• The AALA requires that passenger vehicles manufactured after October 1, 1994 must have labels specifying their percentage value of U.S./Canadian parts content, the country of assembly, and countries of origin of the engine and transmission. These are typically part of, or adjacent, to the vehicle’s Monroney Label.
• Each vehicle sold in the United States carries a Vehicle Identification Number, as required by NHTSA regulation — Title 49, Part 565 of the U.S. Code. The VIN identifies the vehicle’s country of manufacture, and the company responsible for its production. Vehicles manufactured in the United States have VINs beginning with the numbers 1, 4, and 5 — regardless of where the company is based. Thus, a Toyota Camry made in the U.S. will have a 1, 4 or 5 at the start of its VIN, while one imported from Japan will begin with the letter J.
In the year 2000, according to an article in the magazine Motor BMW attempted to label its “X5″ Sport Utility Vehicle, made in Spartanburg, South Carolina with a VIN beginning with the letter W — indicating the vehicle was made in Germany. A spokesman for the Society of Automotive Engineers, the agency responsible for assigning the three-digit “World Manufacturer Identifier” that begins the VIN label, was quoted as saying “We assign (codes) according to the dirt the plant’s built on, not the headquarters of the company.”
The Big Three
“The Big Three” refers to the three largest automobile manufacturers headquartered in the United States. While there have been roughly 1,800 car manufacturers in the US over the course of the 20th century, only three large corporations with considerable sales numbers were left by the 1980s. The terms is applied to General Motors, the Ford Motor Company, and the Chrysler Corporation.
General Motors

The Renaissance Center in downtown Detroit serves as the global headquarters of General Motors.
See General Motors for a complete overview of the corporation

General Motors is the largest automobile manufacturer in the United States and the world. GM is headquartered at the Renaissance Center in downtown Detroit, employs approximately 327,000 people, sold 9.17 million cars world-wide, and had a $192.6 billion revenue for the year 2005. The corporation sells its vehicles in the United States under the following divisions and subsidiaries:
• Buick
• Cadillac
• Chevrolet
• GMC
• Hummer
• Pontiac
• Saab
• Saturn

Ford Motor Company

A Ford assembly line in 1913, ten years after the company was founded in 1903.
See Ford Motor Company for a complete overview of the corporation

The Ford Motor Company (FoMoCo) was founded in 1904 by Henry Ford, and is America’s second largest and the world’s third largest vehicle manufacturer according to total sales volume. In 2005, the Ford Motor Company had a total revenue of $178.1 billion. The corporation sells vehicles under the following brand names and subsidiaries:
• Aston Martin (Ford retains a roughly 7.7% stake[27])
• Ford
• Jaguar (also has the rights to the Daimler brand in some markets)
• Land Rover (both Land Rover and Jaguar were sold in 2008 to Tata Motors)
• Lincoln
• Mazda
• Mercury
•

Chrysler

The Chrysler 300 has become one of the best selling American sedans and has marked Chrysler’s revival, according to many critics.
See Chrysler for more detailed description

Formed in 1925 by Walter Percy Chrysler, the Chrysler Corporation has since been one of the most important American automobile manufacturers, consistently ranking as the third-biggest for most of the post-war period.
In 1998, the Chrysler Corporation officially merged with Daimler-Benz of Germany, into a new entity, DaimlerChrysler (DCX), which is headquartered both in Stuttgart, Germany and Auburn Hills, Michigan (where the pre-merger headquarters of DaimlerBenz and Chrysler, respectively, were located). This raised a dispute on whether Chrysler (or, more specifically, the Chrysler Group within DCX, which consists of most former Chrysler Corporation operations and is headquartered in Auburn Hills) can still be seen as a domestic manufacturer. Nevertheless, the term “Big Three” still applied. Chrysler is once again an independent American corporation as of 2007.
In 2005, the Chrysler Group employed 83,130 people and sold 2.83 million vehicles globally, generating $57.4 billion in revenue. Chrysler manufactures and sells vehicles under the following brands:
• Chrysler
• Dodge
• Jeep
Other automakers with manufacturing operations in United States

The best-selling passenger car in the United States is not one from the Big Three, but the Toyota Camry, although it is also manufactured in the US
BMW
See BMW AG for a complete overview of the corporation
BMW opened its American manufacturing plant in Spartanburg, South Carolina in 1994, to manufacture the Z3 roadster, later replaced by the Z4 model. Since 2000, the plant also manufactures the X5 SUV. All those models are made exclusively at Spartanburg for both the domestic market and worldwide exports (not counting CKD operations in some countries).

Honda
See Honda for a complete overview of the corporation
Honda was the first Japanese automaker to build a factory in the United States. Following the success of the Accord, the company opened a new plant in Marysville, Ohio in 1982 to assemble the model, which went on to become the most popular car in the US in 1989. Honda expanded their operations and the scope of models manufactured in the US, building the Anna engine plant and East Liberty automobile assembly plant, and in 2001 opening Honda Manufacturing of Alabama in Lincoln. Most models sold under the Honda and Acura brands in North America are currently manufactured in either the U.S. or Canada. Others, such as the Honda Fit, Honda S2000, Acura TSX, and Acura RL, are imported from Japan. Some vehicles, such as the older CR-V (in the eastern United States) and the Civic SI hatchback, were imported from the UK. Some Accord passenger cars were imported from Mexico in the early 2000s.

Hyundai
See Hyundai Motor Manufacturing Alabama for more detailed description
Hyundai Motor Company started manufacturing in the United States in 2005, when their plant in Montgomery, Alabama started the production of the Sonata sedan. It was joined in 2006 by the new Santa Fe SUV.

Mazda
See AutoAlliance International for more detailed description
Ford Motor Company and Mazda Motor Corporation jointly operate an automobile assembly plant in Michigan that currently produces the Mazda6 and the Ford Mustang.

Mercedes-Benz
See Mercedes-Benz U.S. International for more detailed description
In 1997, a year before the merger of Damiler-Benz and Chrysler, the former Daimler-Benz followed the steps of their Bavarian competitor and opened a plant in Tuscaloosa County, Alabama, to serve as a worldwide production location for the new M-Class. The M-Class has since then been replaced by a new generation and joined by the new R-Class and GL-Class, also manufactured exclusively in Alabama.

Mitsubishi Motors Corporation
See Diamond-Star Motors for more detailed description
Mitsubishi Motors entered the American market through a long-standing partnership with Chrysler Corporation, and later this partnership was extended into a 50/50 joint venture manufacturing operation named Diamond-Star Motors (DSM) in Normal, Illinois. In 1991, Mitsubishi took over Chrysler’s share in DSM and in 1995 renamed it Mitsubishi Motors North America, Inc. (MMNA) Manufacturing Division. The plant has produced a number of Mitsubishi models and their Chrysler, Dodge, Plymouth and Eagle derivatives, and currently manufactures vehicles based on the American-designed PS platform – the Galant, Eclipse and Endeavor. Manufacturing of related Chrysler-branded vehicles was taken over by Chrysler Group, and while other related Mitsubishi vehicles are sold worldwide.

Nissan
See Nissan Motors for a complete overview of the corporation
Nissan opened their first factory in the 1980s in Smyrna, Tennessee, joined in the new millennium by another plant in Canton, Mississippi. Most models sold under the Nissan brand in United States, as well as Infiniti QX56, are currently manufactured there – contrary to Toyota or Honda, the company does not have any manufacturing operation in Canada. However, Nissan maintains manufacturing operations in Mexico, from which its smaller U.S.-market cars are imported from. Most North American models are specific to this market, although some models, like the Murano and Quest, are exported to other continents.

Subaru
See Subaru of Indiana Automotive, Inc. for more detailed description
Subaru teamed up with fellow Japanese manufacturer Isuzu, forming a joint-venture called Subaru Isuzu Automotive to build and operate a manufacturing plant in Lafayette, Indiana. The plant made Subaru cars and Isuzu SUVs mostly for the American market until 2003, when Isuzu, facing faltering sales in America, decided to quit the venture selling their share to Subaru for $1. The plant continued to build Isuzu Rodeos under contract until the end of that vehicle’s production run. From then on, the production was limited to Subaru models such as Legacy and its derivatives Outback and Baja, as well as the new B9 Tribeca. The two latter models are only built in Indiana for all markets where they are sold. After Toyota acquired a stake in Fuji Heavy Industries, the parent company of Subaru, it shifted some of the Toyota Camry production to the Lafayette plant.

Toyota Motor Corporation

See Toyota Motor Manufacturing North America for more detailed description
Toyota’s first foray into automobile manufacturing in the United States was NUMMI, a joint venture with General Motors based on the latter’s production facility in California, which started in 1984 and has been manufacturing Toyota models and their versions branded as Geo, Chevrolet and Pontiac. Toyota went on to establish a number of wholly owned plants in states such as Kentucky, Indiana, California, West Virginia and Alabama, as well as in Canada. It does not, however, operate a plant in Mexico. More than half of Toyota-branded vehicles sold in the United States come from American plants. Conversely, all Scions are imported from Japan. Lexus-branded models are imported from Japan or Canada (RX only).

It was founded in 1931 by Ferdinand Porsche, an Austro-Hungarian engineer, born in Maffersdorf, Austria-Hungary (today Vratislavice, Czech Republic) who also designed the first Volkswagen. The company is headquartered in Zuffenhausen, a city district of Stuttgart, Baden-Württemberg. They currently produce 911 (997), Boxster, and Cayman sports cars and Cayenne sport utility vehicles.

Reputation

1953 Porsche 356 American Roadster
1953 Porsche 356 American Roadster
1976 Porsche 911 Turbo Type 930
1976 Porsche 911 Turbo Type 930
2005 Porsche 911 (997) Carrera S
2005 Porsche 911 (997) Carrera S

In a May 2006 survey, Porsche was awarded the title of the most prestigious automobile brand by Luxury Institute, New York; it questioned more than 500 households with a gross annual income of at least US $200,000 and a net worth of at least US $720,000.[1] The current Porsche lineup includes sports cars from the Boxster roadster to their most famous product, the 911. The Cayman is a hard top car similar to the Boxster in a slightly higher price range. The Cayenne is Porsche’s mid-size luxury SUV. The Carrera GT supercar was phased out in May 2006. Future plans include a high performance luxury saloon/sedan, the Panamera.

Porsche was awarded the 2006 J.D. Power and Associates award for highest Nameplate Initial Quality Study (IQS) of automobile brands.

As a company, Porsche is known for weathering changing market conditions with great financial stability, while retaining most production in Germany during an age when most other German car manufacturers have moved at least parts of their production to Eastern Europe or overseas.[citation needed] The headquarters and main factory are still in Stuttgart-Zuffenhausen, but the Cayenne (and formerly the Carrera GT) is manufactured in Leipzig, Germany, the SUV also in Bratislava, Slovakia. Most Boxster and Cayman production is outsourced to Valmet Automotive in Finland. The company has been highly successful in recent times, and indeed claims to have the highest profit per unit sold of any car company in the world.

Porsche has for many years offered consultancy services to various other car manufacturers. Audi, Studebaker, SEAT, Daewoo, Subaru and Yugo have consulted Porsche on engineering for their cars or engines. The Lada Samara[4] was partly developed by Porsche in 1984. Porsche also helped Harley-Davidson design their new engine in their newer V-Rod motorcycle.

Competitors

In racing, Porsche’s main rival has traditionally been Ferrari, though their production vehicles appeal to quite different personalities, if similar demographics. The rivalry is therefore primarily because of both companies’ storied racing heritage and the fact that some of their vehicles are of comparable performance. Porsche has a reputation for offering equal or higher performing cars than the more expensive Ferrari models, while overall Ferrari sells far fewer cars at much higher prices (for example, there are no Ferraris under US $100,000, while several Porsches are priced below that figure).

In the daily-driver marketplace, Porsche’s traditional rivals are its fellow German automakers Mercedes-Benz, Audi, and BMW (the Boxster competes directly with the BMW Z4 and the Mercedes-Benz SLK, for instance), as well as Lotus, Jaguar, and Maserati. Ferrari, on the other hand, competes more directly with firms such as Lamborghini, Bugatti and Pagani.

History.

Professor Ferdinand Porsche initially started the company called “Dr. ing. h. c. F. Porsche GmbH” in 1931, with main offices at Königstrasse in the center of Stuttgart. The company offered motor vehicle development work and consulting, and did not initially build any cars under its own name. One of the first assignments the new company received was from the German government to design a car for the people, a “Volkswagen” in German.

The first Porsche, the Porsche 64, was developed in 1939 using many components from the Volkswagen Beetle. The Beetle was first called Type 12 in 1931 then Porsche 60. The name was not used until 1967 by Porsche/VW. During World War II Volkswagen production turned to the military version of the Volkswagen Beetle, the Kübelwagen, 52,000 produced and saw action in all German fronts and Schwimmwagen, 14,000 produced. During a contract bid for a new tank Porsche lost to Henschel & Son who subsequently produced the Tiger I. Ferdinand Porsche was hurt by this, knowing Adolf Hitler personally. Porsche would assist in the designing of the Tiger tank series and the Elefant tank.

After the war Ferdinand designs Beetle to the French as war reparations. Volkswagen factory fell inside the British occupied zone. Ferdinand lost ownership of Volkswagen and a British major, Ivan Hirst was put in charge. Ferdinand was not allowed at the reopening of the Volkswagen factory. December 15 the same year (1945) Ferdinand was arrested but was not tried for war crimes. During his 20 month imprisonment, Ferdinand Porsche’s son, Ferry Porsche, decided to build his own car because he could not find an existing one that he would buy. The first models of what was to become the 356 were built in a small sawmill in Gmünd, Austria and had aluminum bodywork, hence the modern Porsche company was born. The prototype car was shown to German auto dealers, and when pre-orders reached a set threshold, production was begun. Many regard the 356 as the first Porsche simply because it was the first model sold by the fledgling company. Porsche commissioned Zuffenhausen-based company Reutter Carosseri, which had previously collaborated with Porsche on Volkswagen Beetle prototypes, to produce the 356’s steel body. Porsche constructed an assembly plant across the street from Reutter Carosseri; that assembly plant is now known as Porschestrasse. The 356 was road certified in 1948.

Not long afterwards, on January 30, 1951, Ferdinand Porsche died from complications following a stroke.

In post-war Germany parts were generally in short supply, so the 356 automobile used components from the Volkswagen Beetle including its engine, gearbox, and suspension. The 356, however, had several evolutionary stages, A, B, and C, while in production and many VW parts were replaced by Porsche-made parts. The last 356s were powered by entirely Porsche-designed engines. The sleek bodywork was designed by Erwin Komenda who also had designed the body of the Beetle. Porsche’s signature designs have, from the beginning, featured air-cooled rear-engine configurations (like the Beetle), rare for other car manufacturers, but producing automobiles that are very well balanced.

In 1964, after some success in motor-racing, namely with the Porsche 550 Spyder, the company launched the Porsche 911 another air-cooled, rear-engined sports car, this time with a 6-cylinder “boxer” engine. The team to lay out the body shell design was led by Ferry Porsche’s eldest son, Ferdinand Alexander Porsche (F. A.). The design phase for the 911 caused internal problems with Erwin Komenda who led the body design department until then. F. A. Porsche complained Komenda made changes to the design not being approved by him. Company leader Ferry Porsche took his son’s drawings to neighbouring body shell manufacturer Reuter bringing the design to the 1963 state. Reuter’s workshop was later acquired by Porsche (so-called Werk II). Afterward Reuter became a seat manufacturer, today known as Keiper-Recaro.

The design group gave sequential numbers to every project (356, 550, etc) but the designated 901 nomenclature contravened Peugeot’s trademarks on all ‘x0x’ names, so it was adjusted to 911. Racing models adhered to the “correct” numbering sequence: 904, 906, 908. The 911 has become Porsche’s most well-known model, successful on the race-track, in rallies, and in terms of sales. Far more than any other model, the Porsche brand is defined by the 911. It remains in production; however, after several generations of revision, current-model 911s share only the basic mechanical concept of a rear-engined, six-cylinder coupe, and basic styling cues with the original car. A cost-reduced model with the same body, but 356-derived running gear (including its four-cylinder engine), was sold as the 912.

In 1972 the company’s legal form was changed from limited partnership to public limited company (AG in German), because Ferry Porsche and his sister, Louise Piëch, felt their generation members did not team up well. This led to the foundation of an executive board whose members came from outside the Porsche family, and a supervisory board consisting mostly of family members. With this change, no family members were in operational charge of the company. F. A. Porsche founded his own design company, Porsche Design, which is renowned for exclusive sunglasses, watches, furniture, and many other luxury articles. Ferdinand Piëch, who was responsible for mechanical development of Porsche’s serial and racing cars, formed his own engineering bureau and developed a 5-cylinder-inline diesel engine for Mercedes-Benz. A short time later he moved to Audi and pursued his career through the entire company, up to and including, the Volkswagen Group boards.

The first CEO of Porsche AG was Dr. Ernst Fuhrmann who had been working in Porsche’s engine development. Fuhrmann was responsible for the so-called Fuhrmann-engine used in the 356 Carrera models, as well as the 550 Spyder, having four over-head camshafts instead of a central camshaft as in the Volkswagen-derived serial engines. He planned to cease the 911 during the 70s and replace it with the V8-front engined grand sportswagon 928. As we know today the 911 outlived the 928 by far. Fuhrmann was replaced in the early 80s by Peter W. Schutz, an American manager and self-proclaimed 911 aficionado. He was replaced in 1988 by the former manager of German computer company Nixdorf Computer AG, Arno Bohn, who made some costly miscalculations that led to his dismissal soon after, along with that of the development director, Dr. Ulrich Bez, who was formerly responsible for BMW’s Z1 model and today is CEO of Aston Martin.

In 1990, Porsche drew up a memorandum of understanding with Toyota to learn and benefit from Japanese production methods. Currently Toyota is assisting Porsche with hybrid technology, rumored to be making its way into a Hybrid Cayenne SUV, as well as the upcoming four-door coupe, the Panamera.

Following the dismissal of Bohn, an interim CEO was appointed, longtime Porsche employee, Heinz Branitzki, who served in that position until Dr. Wendelin Wiedeking became CEO in 1993. Wiedeking took over the chairmanship of the board at a time when Porsche appeared vulnerable to a takeover by a larger company. During his long tenure, Wiedeking has transformed Porsche into a very efficient and profitable company.

Ferdinand Porsche’s grandson, Ferdinand Piëch, was chairman and CEO of the Volkswagen Group from 1993 to 2002. Today he is chairman of the supervisory board. With 12.8 per cent of the Porsche voting shares, he also remains the second largest individual shareholder of Porsche AG after his cousin, F. A. Porsche, (13.6 per cent).

Porsche’s 2002 introduction of the Cayenne also marked the unveiling of a new production facility in Leipzig, Saxony, which once accounted for nearly half of Porsche’s annual output. The Cayenne Turbo S has the second most powerful production engine in Porsche’s history, with the most powerful belonging to the Carrera GT.

In 2004, production of the 605 horsepower (451 kW) Carrera GT commenced in Leipzig, and at EUR 450,000 ($440,000 in the United States) it was the most expensive production model Porsche ever built.

As of 2005, the extended Porsche and Piech families controlled all of Porsche AG’s voting shares. In early October 2005 the company announced acquisition of an 18.53% stake in Volkswagen AG and disclosed intentions to acquire additional VW shares in the future. As of June 2006, the Porsche AG stake in Volkswagen had risen to 25.1%, giving Porsche a blocking minority, whereby Porsche can veto large corporate decisions undertaken by VW.

In mid-2006, after years of the Boxster (and later the Cayenne) as the dominant Porsche in North America, the 911 regained its position as Porsche’s backbone in the region. The Cayenne and 911 have cycled as the top-selling model since. In Germany the 911 clearly outsells the Boxster/Cayman and Cayenne.

Relationship with Volkswagen.

The company has always had a close relationship with Volkswagen Group, and as noted above, the first Porsche cars used many Volkswagen components. The two companies collaborated in 1969 to make the VW-Porsche 914 and 914-6, whereby the 914-6 had a Porsche engine, and the 914 had a Volkswagen engine, in 1976 with the Porsche 912E (USA only) and the Porsche 924, which used many Audi components and was built at an Audi Neckarsulm factory. Most Porsche 944s also were built there although they used far fewer VW components. In other words, Volkswagen was a cheap Porsche, but since 1924 they have risen up to be a leading car power. The Cayenne, introduced in 2002, shares its entire chassis with Volkswagen Touareg, which is built at the factory in Bratislava. Both Audi and Škoda are wholly owned subsidiaries of Volkswagen. In late 2005, Porsche took an 18.65% stake in the Volkswagen Group, further cementing their relationship, and preventing a takeover of Volkswagen, which was rumored at the time. Speculated suitors included DaimlerChrysler AG, BMW, and Renault.

On 26 March 2007, Porsche took its holding of Volkswagen shares to 30.9%, triggering a takeover bid under German law. Porsche formally announced in a press statement that it did not intend to take over Volkswagen (it would set its offer price at the lowest possible legal value), but intended the move to avoid a competitor taking a large stake or to stop hedge funds dismantling VW, which is Porsche’s most important partner.[6] Porsche’s move comes after the European Union moved against a German law that protected VW from takeovers. Under the so-called “Volkswagen Law”, any shareholder in VW cannot exercise more than 20% of the firm’s voting rights, regardless of their level of stock holding. The European Court of Justice struck the law down on 23 October 2007, potentially paving the way for a takeover.

Corporate Restructure.

With the Volkswagen stake acquisition, Porsche intends on reforming the company’s format, with Dr Ing. h. c. F. Porsche AG becoming a subsidiary of a newly formed holding company called Porsche Automobil Holding SE, so as to separate the operating activities from holding activities of the company. There was an Extraordinary General Meeting for Porsche AG shareholders which took place on June 26, 2007 at the Porsche Arena in Stuttgart, Germany to discuss the change to the company structure.

On 3 March 2008 Porsche set the stage for obtaining a majority stake in the fellow Volkswagen. Porsche sought on 4 March 2008 to allay fears it would attempt to force a merger with Volkswagen.

Auto racing.

The Martini Racing blue and green “psychedelic” livery on a 1970 917K. This car raced at Watkins Glen in 1970.

Porsche has been successful in many branches of auto racing, scoring a total of more than 28,000 victories. Porsche is currently the world’s largest race car manufacturer. In 2006, Porsche built 195 race cars for various international motor sports events. In 2007, Porsche is expected to construct no fewer than 275 dedicated race cars (7 RS Spyder LMP2 prototypes, 37 GT2 spec 911 GT3-RSRs, and 231 911 GT3 Cup vehicles).

Porsche, a German proper name, is correctly pronounced PORSH-eh.

The correct pronunciation of “Porsche”

Models

See: Category:Porsche vehicles

Tractors.

* Porsche Type 110
* Porsche AP Series
* Porsche Junior (14 hp)
* Porsche Standard (25 hp)
* Porsche Super (38 hp)
* Porsche Master (50 hp)
* Porsche 312
* Porsche 108F
* Porsche R22
* Porsche AP16

Racing models.

* 64
* 360 Cisitalia
* 550 Spyder
* 718
* 787
* 804
* 904
* 906
* 907
* 908
* 909 Bergspyder
* 910
* 911
* 914
* 917
* 934
* 935
* 936
* 924
* 944
* 956
* 959
* 961
* 962
* Porsche-March 89P
* WSC-95/LMP1-98
* LMP2000 (never raced)
* RS Spyder (9R6)

Note: models in bold are current models

Prototypes and concept cars.

* Porsche 114
* Porsche 356/1
* Porsche 695 (911 prototype)
* Porsche 901 (911 prototype)
* Porsche 916 (flat-6 914)
* Porsche 959 Prototype
* Porsche 942
* Porsche 969
* Porsche Panamericana
* Porsche 989
* Porsche Varrera
* Porsche Boxster Concept
* Porsche Carrera GT Concept
* Porsche E2
* Porsche Martel design

History

Foundation and early years (1898–1918)

Producing cars since late 1898, the Renault corporation was founded in 1899 as Société Renault Frères by Louis Renault, his brothers Marcel and Fernand, and his friends Thomas Evert and Julian Wyer. Louis was a bright, aspiring young engineer who had already designed and built several models before teaming up with his brothers, who had honed their business skills working for their father’s textiles firm. While Louis handled design and production, Marcel and Fernand handled company management.

The first Renault car, the Renault Voiturette 1CV was sold to a friend of Louis’ father after giving him a test ride on December 24, 1898. The client was so impressed with the way the tiny car ran and how it climbed the streets that he bought it.

The brothers immediately recognised the publicity that could be obtained for their vehicles by participation in motor racing and Renault made itself known through achieving instant success in the first city-to-city races held in Switzerland, resulting in rapid expansion for the company. Both Louis and Marcel Renault raced company vehicles, but Marcel was killed in an accident during the 1903 Paris-Madrid race. Although Louis Renault never raced again, his company remained very involved, including Ferenc Szisz winning the first ever Grand Prix motor racing event in a Renault AK 90CV in 1906. Louis was to take full control of the company as the only remaining brother in 1906 when Fernand retired for health reasons.

The Renault reputation for innovation was fostered from very early on. In 1899, Renault launched the first production sedan car. At the time, cars were very much luxury items, and the price of the smallest Renaults available being 3000 francs reflected this; an amount it would take ten years for the average worker at the time to earn. As well as cars, Renault manufactured taxis, buses and commercial cargo vehicles in the pre-war years, and during World War I (1914–18) branched out into ammunition, military airplanes and vehicles such as the revolutionary Renault FT-17 tank. Company’s military designs were so successful that Renault himself was honoured by the Allies for his company’s contributions to their victory. By the end of the war, Renault was the number one private manufacturer in France.

Between the world wars (1919–38)

Louis Renault enlarged the scope of his company after 1918, producing agricultural and industrial machinery. However, Renault struggled to compete with the increasingly popular small, affordable “people’s cars”, while problems with the stock market and the workforce also adversely affected the company’s growth. Renault also had to find a way to distribute its vehicles more efficiently. In 1920, he signed one of its first distribution contracts with Gustave Gueudet, an entrepreneur from northern France.

The pre-First World War cars had a distinctive front shape caused by positioning the radiator behind the engine to give a so called “coalscuttle” bonnet. This continued through the 1920s and it was not until 1930 that all models had the radiator at the front. The bonnet badge changed from circular to the familiar and continuing diamond shape in 1925. Renault models were introduced at the Paris Motor Show which was held in September or October of the year. This has led to a slight confusion as to vehicle identification. For example a “1927″ model was mostly produced in 1928.

Renault produced a range of cars from small to very large. For example in 1928 which was the year when Renault produced 45,809 cars the range of 7 models started with a 6cv, a 10cv, the Monasix, 15cv, the Vivasix, the 18/24cv and the 40cv. There was a range of factory bodies, of up to 8 styles, and the larger chassis were available to coachbuilders. The number of a model produced varied with size. The smaller were the most popular with the least produced being the 18/24cv. The most expensive factory body style in each range was the closed cars. Roadsters and tourers (torpedoes) were the cheapest.

The London operation was very important to Renault in 1928. The UK market was quite large and from there “colonial” modified vehicles were dispatched. Lifted suspensions, enhanced cooling and special bodies were common on vehicles sold to the colonies. Exports to the USA by 1928 had almost reduced to zero from their high point prior to WW1 when to ship back a Grand Renault or similar high class European manufactured car was common. A NM 40cv Tourer had a USA list price of over $4,600 being about the same as a V12 Cadillac Tourer. Closed 7 seat limousines started at $6,000 which was more expensive than a Cadillac V16 Limousine.

The whole range was conservatively engineered and built. The newly introduced 1927 Vivasix, model PG1, was sold as the “executive sports” model. Lighter weight factory steel bodies powered by a 3180 cc six cylinder motor provided a formula that went through to the Second World War.

The “de Grand Luxe Renaults”, that is any with over 12 foot wheelbase (3.68m), were produced in very small numbers in two major types – six and eight cylinder. The 1927 six cylinder Grand Renault models NM, PI and PZ introduced the new three spring rear suspension that considerably aided road holding that was needed as with some body styles over 90 mph (140 km/h) was possible. The 8 cylinder Reinastella was introduced in 1929. This model lead on to a range culminating in the 1939 Suprastella. All Grand Renaults from 1923 are classed as classics by CCCA. Coachbuilders included Kellner, Labourdette, J.Rothschild et Fils and Renault bodies. Closed car Renault bodies were often trimmed and interior wood work completed by Rothschild.

Renault also introduced in 1928 an upgraded specification to the larger cars designated “Stella”. Vivastella’s and Grand Renaults had upgraded interior fittings and had a small star fitted above the front hood Renault diamond. This proved to be a winning marketing differentiator and in the 1930’s all cars changed to the Stella suffix from the previous two alpha character model identifiers.

The Grand Renaults were built using a considerable amount of aluminium. Engines, brakes, transmissions, floor and running boards and all external body panels were aluminium. Unfortunately of the few that were built many went to scrap to aid the War effort.

World War II and after (1939–71)

During World War II, Louis Renault’s factories worked for Nazi Germany producing trucks with work on cars officially forbidden. He was, for this reason, arrested during the liberation of France in 1944 and died in prison before having prepared his defense. An autopsy later showed that his neck had been broken, suggesting that he was murdered. His industrial assets were seized by the provisional government of France. The Renault factories became a public industry (known as Régie Nationale des Usines Renault) under the leadership of Pierre Lefaucheux.

In the years immediately following its nationalisation Renault experienced something of a resurgence, led by the rear engine 4CV model, which was launched in 1946 and proved itself a capable rival for cars such as the Morris Minor and Volkswagen Beetle, its success (more than half a million sold) making sure it remained in production until 1961. There was also a large mechanically conventional 2-litre 4-cylinder car, the Renault Fregate, from 1951 to 1960.

As with earlier Renault models, the company made extensive use of motor racing to promote the 4CV, the car winning both the Le Mans 24 Hours and Mille Miglia races as well as the Monte Carlo rally. However, despite the success of its flagship model, the company continued to be blighted by labor unrest, and indeed continued to be well into the 1980s.

The 4CV’s replacement, the Dauphine, sold extremely well as the company expanded production and sales further abroad, including Africa and North America. The car did not sell well in North America and it was outdated by the start of the 1960s. In an attempt to revive its flagging fortunes, Renault launched two cars which were to become phenomenally successful — the Renault 4 and Renault 8 in 1961 and 1962 respectively. The R8 continued Renault’s traditional rear-engined layout, but the R4 started the revolution to front engined/front wheel drive. R4 production continued until 1992. The larger rear-engined Renault 10 followed the success of the R8, but was the last of the rear-engined Renaults. The company achieved success with the more modern and more upmarket Renault 16 launched in 1966, which continued Renault’s reputation for innovation by being the world’s first hatchback larger than subcompact size. The smaller Renault 6 followed, in the style of the R16.

The company’s compact and economical Renault 5 model, launched in 1972, was another success, particularly in the wake of the 1973 energy crisis. The R5 remained in production until 1984 when it was replaced by the Super5. The formula was much the same however, and the Super5 inherited its styling lines from its father (however with a transversal engine, as opposed to the longitudinal engine inherited by the first generation Renault 5 from the Renault 4). Soon after, the four-door Renault 12 model slotted into the Renault range between the R6 and the R16, and introduced a new styling theme. Throughout the ’70s the R4, R5, R6, R12 and R16 maintained Renault’s production. In the ’80s the latter two were replaced by the R9 (and its R11 sedan variation) and the R15/R17 sport coupes. Both the R15/R17 were essentially identical two-door coupes, but while the R15 had a large glassy greenhouse, the R17 had thick pillars behind the doors, with slatted windows, to make it look the sportier of the two.

Endangered like all of the motor industry by the energy crisis, during the mid seventies the already expansive company diversified further into other industries and continued to expand globally, including into South East Asia. The energy crisis also provoked Renault’s attempt to reconquer the North American market; despite the Dauphine’s success in the United States in the late 1950s, and an unsuccessful car-assembly project in Saint-Bruno-de-Montarville, Quebec, (1964–72), Renault as a stand-alone brand, began to disappear from North America at the end of the ’70s.

Throughout the decades Renault developed a collaborative partnership with Rambler and its successor American Motors Corporation (AMC). From 1962 to 1967, Renault assembled complete knock down (CKD) kits of the Rambler Classic sedans in its factory in Belgium. Renault did not have large or luxury cars in its product line and the “Rambler Renault” was aimed as an alternative to the Mercedes-Benz “Fintail” cars. Similar to the fate of some of these Mercedes cars at the time, many of these “American” Renaults finished their life working as taxis. Later, Renault would continue to make and sell a hybrid of AMC’s Rambler American and Rambler Classic called the Renault Torino in Argentina (sold through IKA-Renault). Renault partnered with AMC on other projects, such as development of a rotary concept engine in the late 60s, and would eventually own AMC in 1980.

This was one of a series of collaborative ventures undertaken by Renault in the late 1960s and 1970s, as the company established subsidiaries in Eastern Europe, most notably Dacia in Romania, and South America (many of which remain active to the present day) and forged technological cooperation agreements with Volvo and Peugeot (for instance, for the development of the PRV V6 engine, which was used in Renault 30, Peugeot 604, and Volvo 260 in the late 1970s.).

In the mid 1960s an Australian arm, Renault Australia, was set up in Heidelberg, Melbourne, the company would produce and assemble models from the R8, R10, R12, R16, sporty R15, R17 coupe’s to the R18 and R20, soon the company would close in 1981. Interestingly Renault Australia did not just concentrate on Renaults, they also built and marketed Peugeots as well. From 1977, they assembled Ford Cortina station wagons under contract- the loss of this contract led to the closure of the factory.

In North America, Renault formed a partnership with AMC, loaning AMC operating capital and buying a small percentage of the company in late 1979. Jeep was keeping AMC afloat until new products, particularly the XJ Cherokee, could be launched. When the bottom fell out of the 4×4 truck market in early 1980 AMC was in danger of going bankrupt. To protect its investment Renault bailed AMC out with a big cash influx — at the price of a controlling interest in the company — 47.5%. Renault quickly replaced some top positions in AMC with their own people.

The Renault–AMC partnership also resulted in the marketing of Jeep vehicles in Europe. Some consider the Jeep XJ Cherokee as a joint AMC/Renault project since some early sketches of the XJ series was done as a collaboration of both Renault and AMC engineers (AMC insisted that the XJ Cherokee was designed by AMC personnel; however, a former Renault engineer designed the Quadra-Link front suspension for the XJ series). The Jeep also used wheels and unique rocking seats from Renault. Part of AMC’s overall strategy when the partnership was first discussed was to save manufacturing cost by using Renault sourced parts when practical, and some engineering expertise. This led to the improvement of the venerable AMC in-line six — a Renault/Bendix based port electronic fuel injection system (usually called Renix) that transformed it into a modern, competitive powerplant with a jump from 110 hp to 177 hp with less displacement (4.0L vs. 4.2L).

The Renault-AMC marketing effort in passenger cars was not as successful compared to the popularity for Jeep vehicles. This was because by the time the Renault range was ready to become established in the American market, the second energy crisis was over, taking with it much of the trend for economical, compact cars.

One exception was the Renault Alliance (Renault 9), which debuted for the 1983 model year. Assembled at AMC’s plant in Kenosha, Wisconsin, the Alliance was an instant hit with more economically minded buyers. Motor Trend gave its domestic Car of The Year award for 1983 to the Alliance, a surprising pick to many. The Alliance’s 72% U.S. content allowed it to qualify as a domestic vehicle, making it the first car with a foreign nameplate to win the award. (In 2000, Motor Trend did away with separate awards for domestic and imported vehicles.)

Renault sold some interesting models in the U.S. in the 1980s, especially the simple-looking but fun Renault Alliance GTA and GTA convertible — a real automatic-top convertible with a simple but clean euro-style design featuring a gently sloping hood, as well as a 2.0 L engine — big for a car of its class; and the ahead-of-its-time Renault Fuego coupe, which generated some excitement. The Alliance was followed by the Encore (Renault 11), an Alliance-based hatchback. This burst of success in the United States proved to be short-lived, though.

Renault’s Wisconsin-built and imported models quickly became the target of customer complaints for poor quality, and sales plummeted. Eventually, Renault sold AMC to Chrysler in 1987 after the assassination of Renault’s chairman, Georges Besse. The Renault Medallion (Renault 21 in Europe) sedan and wagon was sold from 1987 to 1989 through Jeep-Eagle dealerships. Jeep-Eagle was the new division Chrysler created out of the former American Motors. However, Renault products were no longer imported into the United States after 1989. Rumors have since persisted about Renault’s return to the U.S. market; all of them have been unfounded.

A completely new full-sized 4-door sedan, the Eagle Premier, was developed during the partnership between AMC and Renault. The Premier design, as well as its state-of-the-art manufacturing facility in Bramalea, Ontario, Canada, were the starting point for the sleek LH sedans such as the Eagle Vision and Chrysler 300M.

In the late seventies and early eighties Renault increased its involvement in motorsport, with novel inventions such as turbochargers in their Formula One cars. The company’s road car designs were revolutionary also — the Renault Espace was one of the first minivans and was to remain the most well-known minivan in Europe for at least the next two decades. The second-generation Renault 5, the European Car of the Year-winning Renault 9, and the most luxurious Renault yet, the 25 were all released in the early 1980s, building Renault’s reputation, but at the same time the company suffered from poor product quality which reflected badly in the image of the brand and the ill-fated Renault 14 is seen by many as the culmination of these problems in the early 1980s.

Restructuring (1981–95)

Although its cars were somewhat successful both on the road and on the track, Renault was losing a billion francs a month and reported a deficit of 12.5 billion in 1984. The government intervened and Georges Besse was installed as chairman; he set about cutting costs dramatically, selling off many of Renault’s non-core assets, withdrawing almost entirely from motorsports, and laying off many employees. This succeeded in halving the deficit by 1986, but he was murdered by the left wing terrorist group Action Directe in November 1986. He was replaced by Raymond Lévy, who continued along the same lines as Besse, slimming down the company considerably with the result that by the end of 1987 the company was more or less financially stable.

A revitalised Renault launched several successful new cars in the early 1990s, including the phenomenally successful 5 replacement the Clio, the second-generation Espace, the innovative Twingo, the Laguna, and the 19. In the mid-1990s the successor to the R19, the Renault Mégane, was the first car ever to achieve a 4-star rating, the highest at the time, in EuroNCAP crash test in passenger safety. In 1998 Renault introduced Mégane Scénic, a completely new class of cars, a compact monospace with a footprint of a regular Mégane. The return to success on the road was matched by a return to success on the racetrack — Renault-powered cars won the Formula One World Championship in 1992, 1993, 1996 and 1997 with Williams, and in 1995 with Benetton.

Throughout this period, Renault’s European advertising famously made extensive use of Robert Palmer’s song “Johnny And Mary.” The earlier television advertisements used Palmer’s original version, while a range of special recordings in different styles were produced during the 1990s; most famously Martin Taylor’s acoustic interpretation which he released on his album Spirit of Django. Taylor recorded many alternate versions for Renault; the last being in 1998 for the launch of the all-new Renault Clio.

Privatization (1996–99)

It was eventually decided that the company’s state-owned status was detrimental to its growth, and Renault was privatized in 1996. This new freedom allowed the company to venture once again into Eastern Europe and South America, including a new factory in Brazil and upgrades for the infrastructure in Argentina and Turkey. It also meant the end of the aforementioned successful Formula 1 campaign.

In the twenty-first century, Renault was to foster a reputation for distinctive, outlandish design. The second generation of the Laguna and Mégane featured ambitious, angular designs which turned out to be highly successful. Less successful were the company’s more upmarket models. The Avantime, a bizarre coupé / multi-purpose mix vehicle, sold very poorly and was quickly discontinued while the luxury Vel Satis model did not sell as well as hoped. However, the design inspired the lines of the second generation Mégane, the most successful car of the maker. As well as its distinctive styling, Renault was to become known for its car safety; currently, it’s the car manufacturer with the largest number of models achieving the maximum 5 star rating in EuroNCAP crash tests. The Laguna was the first Renault to achieve a 5 star rating; in 2004 the Modus was the first to achieve this rating in its category.

The government of France owns 15.7 per cent of the company. Louis Schweitzer has been the Chairman of Renault since 1992 and was CEO from 1992 to 2005. In 2005, Carlos Ghosn (also CEO of Nissan) became Renault’s CEO, with Louis Schweitzer staying on as Chairman.

Renault owns Samsung Motors (Renault Samsung Motors) and Dacia, as well as retaining a minority (but controlling) stake (20%) in the Volvo Group. (Volvo passenger cars are now a subsidiary of the Ford Motor Company). Renault bought 99% of the Romanian company Dacia, thus returning after 30 years, in which time the Romanians built over 2 million cars, which primarily consisted of the Renault 8, 12 and 20.

The Renault Nissan Alliance (2000– )
Image:Splitsection.svg
It has been suggested that this section be split into a new article entitled Renault-Nissan.

Signed on March 27, 1999, the Renault–Nissan Alliance is the first of its kind involving a Japanese and a French company, each with its own distinct corporate culture and brand identity, linked through cross-shareholding. Renault has a stake of 1% in Japanese automaker Nissan Motor Co., Ltd. while Nissan in turn has a 95% stake (non-voting) in Renault.

For 2004 Renault reported a 43% rise in net income to €3.5 billion and 5.9% operating margin, of which Nissan contributed €1,767 million. The Group (Renault, Dacia, Renault Samsung Motors) posted a 4.2% increase in worldwide sales to a record 2,489,401 vehicles, representing a global market share of 4.1%. Renault retained its position as the leading brand in Europe with 1.8 million passenger cars and light commercial vehicles sold and market share of 10.8%.

The Renault–Nissan Alliance represents more than 9.8% of the worldwide market (5.74% for Nissan and 4.04% for the Renault group) with sales of 3,597,748 (Nissan) and 2,531,500 (Renault Group), placing the alliance fourth after GM, Toyota, and Ford in 2005.

The marketing success was also matched by success of their return to the Formula 1 circuit as a manufacturer again after buying the Benetton team. The team went on to win both World Drivers and Constructors championships in 2005 and 2006 ahead of the vastly more experienced Ferrari and McLaren teams.

Renault is exhibiting a Hi-Flex Clio 1.6 16v at the 2006 Paris International Agricultural Show. This vehicle, which addresses the Brazilian market, features Renault-developed flexible-fuel engine technology, with a highly versatile engine that can run on fuel containing petrol and ethanol in any proportion (0% to 100% of either).

On June 30, 2006, the media reported that General Motors convened an emergency board meeting to discuss a proposal by shareholder Kirk Kerkorian to form an alliance between GM and Renault-Nissan. The hastily arranged meeting suggests that GM’s board was treating Kerkorian’s proposal with urgency. Coincidentally, unsubstantiated rumours have been circulating about Renault’s possible return to the U.S. market. There has been speculation that a GM–Renault–Nissan alliance could pave the way for Renault’s return to the U.S. market, since GM could eliminate some of its less profitable brands, and offer Renault franchises to dealerships that would otherwise close.

However, GM CEO Richard Wagner felt that an alliance would benefit Renault’s shareholders more than those of GM, and that GM should receive some compensation for it. This did not sit well with Renault; subsequently, talks between GM and Renault ended on October 4, 2006.

Investment in VAZ

On February 29, 2008, Renault acquired a blocking stake in largest Russian automaker VAZ. Long in the need to modernize its technology, VAZ was seeking for strategical partnership since the late nineties. Its owners tried to form an alliance with various foreign auto manufacturers, such as General Motors. Most of these attempts weren’t all that successful, however, and generally fell through.

Renault was in talks with VAZ on and off since 2005, initially insisting on CKD assembly of Logan cars on its facilities, while VAZ intended to keep its own Lada brand and only wishing to acquire a new platform and engine. After several rounds of talks, between which VAZ also sought alliance with Fiat and Magna, Renault agreed to the partnership term not unlike earlier Nissan deal.

Renault and VAZ major stockholder, state corporation Rosoboronexport, are to form a holding, jointly owning 50% share in VAZ, with French side receiving several key positions in a management structure, such as Chief Operational Officer, Chief Financial Officer and Chief Engineer. In return, Renault is to supply a new platform for Lada brand and assist in plant’s modernization.

Marcos Engineering has announced they will be closing their doors and going out of business.

Just a few years ago, Marcos was receiving rave reviews from the likes of Top Gear, evo magazine, and Motoringweek. The company was readying two new vehicles for production, and began extensive preparations for bringing their cars to the States.

Stelliga, a Canadian entrepreneur who once described the Marcos TSO as the “British Corvette”, was understandably disappointed by the company’s failure. “Regrettably, despite the extraordinary efforts of our employees, suppliers and dealers, we simply could not attain a profit point, reduce our cost base or raise the necessary capital to sustain the business”, he said in a press release.

Founded in 1959 by two engineers, Jem Marsh doubled as a race car driver, and Frank Costin had previously worked on fighter planes. After the company went out of business in 1970, Marcos was revived in 1976 by Marsh only to find itself in bankruptcy court in 2000.

Now, employees at Marcos will begin tying up loose ends before the company sells off its assets and pays out remaining shareholders and creditors.

“My sincerest gratitude goes out to everyone that worked relentlessly to revive the great British sports car company one more time,” Stelliga said.

Marcos Engineering Limited (”Marcos, the Company”) today announced that it has entered Administration with a view to completion of existing work in progress. Marcos’ plan of dissolution will see the Company wind up its ongoing business activities, sell its assets and distribute proceeds and beneficial interests to shareholders and creditors as soon as practicable.

In reaching this decision the Company considered a number of factors including the Company’s current and future strategic and market opportunities and business prospects, limits on new capital from outside sources, increasing cost of ongoing capital and prevailing economic conditions.

Marcos was founded in 1959 and went into receivership in 2000. The Company was restarted in 2002, conducting business as an independent supplier of a new high performance family of hand built lightweight sports cars that provide a uniquely exhilarating driving experience. Despite mounting competition from companies with substantially greater financial, technical, distribution and marketing resources Marcos continued to develop its sports cars that received international acclaim.

As the cost of capital continued to climb and the potential for profit faded, the Company’s Board and management took steps to minimize product and operational costs while they investigated various strategic opportunities and engaged in discussions regarding lower cost distribution, alternate manufacturing and external capital transactions with potential business partners. After reviewing Marcos’s business prospects and potential opportunities, the Company came to the conclusion that Administration of the Company would have the highest probability of returning the greatest value to its shareholders and creditors.

Regrettably, despite the extraordinary efforts of our employees, suppliers and dealers, we simply could not attain a profit point, reduce our cost base or raise the necessary capital to sustain the business, said Tony Stelliga, Managing Director. My sincerest gratitude goes out to everyone that worked relentlessly to revive the Great British Sports Car Company one final time.

Engine 2.4 Liter
Caliber hits the ground running with an available 2.4- liter DOHC 16-valve dual variable timing (VVT)4 cylinder engine propelling it forward.
With 172 horsepower and 165 lb-ft of torque, this engine moves while also boasting fuel efficiency.

No gears. No shifting. No looking back. The available second-generation
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Five-Speed Manual
Caliber`s Five-speed manual transmission, available on the 1.8-liter and 2.4-liter
DOHC 16-valve dual variable valve timing (VVT) engines, provides closely spaced
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Engine 1.8 Liter
Fuel efficiency doesn’t get much better with Caliber’s available 1.8 liter DOHC 16-valve dual variable valve timing (VVT) engine.
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Engine 2.0 Liter
Caliber ia as fuel-efficient as it is fast with an available 2.0 – liter DOHC 16-valve dual variable timing (VVT) engine.
This advance 4-cylinder engine offers the world class power and durability you seek behind the whell.

Carlos Ghosn, President and CEO of Nissan Motor Co. Ltd., unveiled Infiniti’s arrival in Europe at the Geneva Motor Show 2008. The official launch is scheduled in the autumn of 2008 and will be phased over a two year period as Infiniti rolls out its operations across 21 European countries. Infiniti Europe’s headquarters are based in Rolle, Switzerland.

All current Infiniti coupes, sedans and crossovers are based on the Nissan FM platform. The center of the engine is placed behind the front wheels. This placement makes weight distribution more even, which is intended to improve braking, acceleration, and handling. It also reduces the polar moment of inertia. The only exception is the QX56 full-size SUV, which rides on the Nissan F-Alpha platform.

Infiniti’s model name designation includes one letter for coupés and sedans (two letters for SUVs) and a number reflecting engine displacement. For example, the QX56 is an SUV featuring a 5.6 L engine. An exception to this was the QX4 SUV, which featured a 3.3 L engine (1997-2000) and later a 3.5 L engine (2001-2003). An ‘x’ following the engine displacement of Infiniti sedans denotes an all wheel drive model (e.g. Infiniti G35x) while ’s’ denotes a sport package model on the G35 sedan, M series sedans, and G37 Coupe.

History

1989: The beginning

The Infiniti brand was introduced in the United States in 1989. Its purpose back then, as it is now, was to create and sell premium vehicles in the United States that wouldn’t have otherwise fit in with Nissan’s more mainstream image. Not by coincidence, Infiniti was created around the same time as Japanese rivals Toyota and Honda’s luxury brands, Lexus and Acura respectively, were introduced in the U.S. The brand’s sales were disappointing, a fact many attribute to some of Infiniti’s poorly received advertising at the time. The company’s initial campaign aimed to bring about brand awareness with Zen-influenced spots that focused on nature. However, the ads didn’t show the actual cars, and many believe this omission did no favors for a company that was hoping to have buyers recognize and clamor for its vehicles. Better advertising and the introduction of award-winning models eventually made Infiniti a contender in the luxury vehicle segment of the American market. Since 1989, sales have consistently grown. The company’s logo is a stylized highway infinitely heading towards a distant horizon, as well as a modified infinity symbol.

Infiniti began to take part of the luxury market mostly thanks to its popular Q45. The vehicle included a class-leading (at the time) 278 hp (207 kW) V8 engine, four wheel steering, the first active suspension system offered on a motor vehicle, and numerous interior luxury appointments. These made it competitive against the German imports like Audi, BMW and Mercedes-Benz, which by the time of Infiniti’s release had overtaken Cadillac and Lincoln in dominating the luxury segment of the American market.

Launched alongside the Q45 sedan in 1990, the 2-door M30 coupe was able to hold steady but relatively weak sales during its three production years. The M30 was basically an “Americanized” version of the Japanese Nissan Leopard F31, built mainly to compete with the Acura Legend coupe. As stated above, the M30 could only muster out relatively weak sales during its production life ranging from 1990 to 1992. Unlike the Nissan Leopard, the M30 was available with only one engine choice; the 162 horsepower (121 kW) Nissan VG30E “V6 3000″, and one transmission, the Nissan RE4R01A 4-speed automatic with electronic overdrive. This small amount of power was not enough to propel the rear-wheel drive, 3,333 lb (1,512 kg) M30 fast enough. Whilst the Q45 sold very well, the M30 sold rather slowly, but was able to fend off the Acura Legend well. Although the M30 did not exactly appeal much to the American market due to its 80s-like styling and underpowered engine, it easily excelled past its competitors in terms of luxury, reliability, and overall comfort. In 1991, a convertible M30 joined the lineup, but its life was rather shortlived. Sadly, in 1992, only two years after being introduced to the American market, Infiniti was forced to discontinue the M30 after experiencing lackluster sales. Today, although considered the rarest Infiniti ever produced, some knowledable enthusiasts refer to the M30 as the model that, although faded away, tried its best to make Infiniti happy.

The third vehicle in Infiniti’s lineup was the entry-level G20, based on the Nissan Primera, which debuted in 1991.

Mid 1990’s

In 1997, Infiniti released the QX4, a modified and more luxurious version of the Nissan Pathfinder, making Infiniti the first maker (apart from SUV specialists, Jeep and Land Rover) to offer a mid-sized luxury SUV – predating the release of the Lexus RX 300, Acura MDX and the Mercedes-Benz ML320. Like a traditional SUV, it was based on a truck platform, which gave it a competitive edge against the aforementioned competitors for its off-roading abilities.

By the late 1990s, however, Infiniti was consistently behind Lexus and Acura in sales, due to Nissan’s struggling financial situation. The Q45 had retreated considerably from its focused, taut rendition of an executive sedan, having become a barely recognizable, ponderously-handling sedan that earned the nickname “The Japanese Lincoln.” In 1999, Infiniti reintroduced the G20, a compact sporty sedan whose production was halted for 1997 and 1998. The G20 was marketed as a competitor to European luxury sport coupes such as the BMW 3-series but, with an underpowered four cylinder engine and compact size, it fell short. Also at dealers the G20 was marketed primarily to the wrong demographic middle-aged professional women, and as such was not as popular new as its actual main competition, the similarly-priced Acura Integra. Plus with dealership marketing to Infiniti’s other offerings, the Maxima-based I30 and the jellybean-shaped J30 never garnered large followings, and the company, bereft of an image or a following, floundered.

2000’s

By 2000, Infiniti was facing extinction. The company rededicated itself to developing a dynamic and powerful line-up of sporty luxury cars. Car and Driver reported that Infiniti executives invited members of the motoring press to a meeting where they “swore never again to take their eyes off BMW.” Although this effort began with a completely redesigned Q45 flagship for the 2002 model year, it was the G35 that turned sales around for Infiniti in 2003. A sports sedan far exceeding the capabilities of its Nissan Primera-based predecessor (the G20), the Nissan Skyline-based G35 became an instant hit, named Motor Trend Car of the Year in 2003. The release of the sport-tuned FX35/45 crossover that same year piggybacked on the G35’s success. The FX used the same components under the skin as the G35 sport coupe and was designed for American tastes. It combined sports-car handling and performance with station wagon-like versatility and all-weather capability. After a few years, a number of manufacturers began making similarly-styled vehicles, so Infiniti reclassified the FX as a Crossover utilty vehicle (CUV). In 2004, Infiniti added an all-wheel drive version of the G35 sports sedan in an effort to sway buyers from similar all-wheel drive sports sedans from competitors Audi and BMW.

Infiniti’s sales and reputation continue to rise as Carlos Ghosn follows through on his vision to break Infiniti away from its Nissan roots. The G35 series helped re-define Infiniti as the “Japanese BMW”, an image it continues to cultivate. This reputation has been enhanced by the FX35/FX45 SUV, and the redesigned M35/M45 for the 2006 model year. The M35/M45 has already garnered impressive acclaim from the automotive press, winning an eight-car comparison test in Car and Driver and also named the best luxury sedan in Consumer Reports. The M45 model featured the same engine as the flagship Q45, and its success prompted Infiniti to remove the Q45 from its lineup for the first time ever in 2007, at which time the M45 became the flagship model.

For the 2007 model year a redesigned version of the G35 sedan was introduced, followed in 2008 by a new version of the company’s G coupe, the G37. The coupe was first unveiled at the New York International Auto Show. Also released in 2008 is the new Infiniti EX35 compact crossover, which is Infiniti’s entrance into the compact luxury crossover market. The EX shares the G35’s 3.5 liter, 306 hp (228 kW), V6 engine. Competitors are the BMX X3, Land Rover LR2, and Acura RDX.

Infiniti Europe was officially unveiled at the Geneva Motor Show in March 2008 and will start sales in many European markets from Autumn 2008.

Four models will be offered in Europe initially, starting with the next generation of the iconic Infiniti FX50. The FX50 is a performance crossover powered by a new 390-horsepower 5.0 liter 32-valve V8 engine with Infiniti’s advanced Variable Valve Lift & Event (VVEL) technology. It competes directly with the likes of Mercedes M-Class, BMW X5, Lexus RX, Audi Q7, Porsche’s Cayenne and the Range Rover Sport.

Infiniti will also be entering the competitive European market for premium sedans with the second generation Infiniti G37, powered by a 3.7-litre V6 engine which is expected to take on the BMW 3 series, Audi A4, Mercedes C-Class and the Lexus IS. The Infiniti G37 Coupe will share much of the same hardware as its sedan counterpart but its dynamic styling is designed to appeal to a completely different buyer who would normally consider the BMW 3 series Coupe, Mercedes CLK-class, Audi A5 or the Lexus SC 430.

Infiniti will also be offering the Infiniti EX37 compact crossover which has a luxury interior, commanding driving position and all-wheel traction. The EX37 is the first production vehicle in the world to benefit from the advanced Around View monitor (AVM) system that gives the driver a bird’s eye view of the vehicle while parking. It will also feature the unique ‘self-healing’ Anti-Scratch Advanced Paint (ASAP). The EX is marketed in the same premium segment as the BMW X3, Audi Q5 and Mercedes GL-Class.[

British sportscar maker, Caterham, has revealed details of its latest racing-bred road car, the Superlight R400. This keenly anticipated new model uses the Seven’s classic formula of motorsport technology and minimalism to deliver a car weighing just 1157 lbs, capable of effortlessly sprinting out of the blocks to 60 mph in 3.8 seconds.

The heart of the Seven is the new Cosworth-developed 2.0-liter powerplant that is mated, for the first time, to the legendary de Dion chassis.

Delivering an explosive 210 bhp at 7600 rpm – equivalent to a massive 400 bhp per ton – and 150 lb-ft of torque at 6300 rpm, the engine embodies Cosworth’s vast expertise in performance engine development. With its near-telepathic steering, muscular power delivery, and epic cornering ability, the R400 is a superlative car for the keen driver.

The Caterham Superlight R400 Offers Supercar Performance For Sensible Money. Mind You, Thats About All Thats Sensible About This Model. Andy Enright Reports

Before driving a Caterham Superlight R400, I had absolutely no idea how much a bumblebee hurts when it impacts your head with a 110mph closing velocity. Even with a crash helmet on, one dozy insect is enough to snap your neck back sharply and clout it against the high back seat but then I should have grown accustomed to this by now. It also happened every time I mashed the throttle pedal of this astonishingly rapid car.

The R400 has long been the forgotten middle child of the Superlight range, offering neither the relative affordability of the R300 nor the ultimate headbanger appeal of the R500. Press reports that less is more when it came to Superlight ownership also did little to further this models cause. You may have seen the R400 before and wondered why its now in the news. The casual observer could look at this car and not see anything hugely different but a Caterham anorak would know that this generation R400 is massively different to its predecessor.

The introduction in 2005 of the CSR model marked a step change in the development of the Seven genre. With a beefier chassis and a better engine, the CSR260 was a more grown up, professional feeling car that had exorcised many of the old models irritations without losing the fun factor. The R400 is even more extreme, the 400 referring to the 400bhp per tonne power-to-weight ratio arrived at with a combination of a 210bhp powerplant and dry weight of just 525kg. Surely 210bhp is small beer when it comes to sports cars though? After all, some Vauxhall Astras better this figure by a good 30bhp.

This gives no clue as to the controlled savagery of the R400, a car which will outsprint a Porsche 911 GT3 to 60mph. The old R400 used a Rover K-Series based powerplant which, for obvious reasons, has been replaced in the latest car by a Cosworth-developed 2.0-litre engine thats now mated to the de Dion chassis. The R400 has provoked a flood of preorders, Caterham fans excited by the fact that this is the first new model from Caterham following the introduction of state of the art chassis construction techniques, which have resulted in a substantial 14% increase in torsional rigidity.

The increased stiffness translates to even greater real-world cornering performance and handling feel than before. This huge leap forward for Caterham has been unlocked through a switch to a new chassis supplier – Caged – who have invested heavily in sophisticated laser cutting and robot welding technology.

“The performance of this car can best be described as apocalyptic. Itll leave you shellshocked”

Although £29,495 isnt buying you a whole lot of metal, it does net you an enormous amount of capability and the expertise of some of the industrys most talented engineers. Its also cheaper than the outgoing R400 and quicker to boot. The torque response of this engine gives better lugging power if youre caught slightly off optimum revs, with peak power chiming in at 7,600rpm and the top of the torque curve arriving at 6,300rpm where youll see 150lb/ft. Not huge in absolute terms but significant in terms of torque-to-weight ratio.

On the move, youre astonished by the directness of the steering. Think of a line and the Superlight is on it, the dinner plate sized steering wheel sending the most delicious feedback to the driver. Everything seems alien. You can watch the front suspension doing its stuff and feel the car delicately shifting balance, your body mass perched almost on top of the rear axle.

At first, each tentative thrust of the accelerator merely results in gales of disbelieving laughter but confidence quickly builds followed by a feeling of invincibility. Driving a Superlight solely on the road is a little like buying a top line set of thirteen Ping golf clubs and using them exclusively at your local pitch and putt. Youre barely scraping the surface of the potential available. On a track, the Superlight suddenly makes all kinds of sense.

The tiny pedal box makes dancing between the pedals a delight and the stubby gear lever can be palmed around the six gears just for the sheer tactility involved. Above all, the handling astonishes. Everything youve heard is true. Tail slides that would usually generate entreaties to your maker in certain other cars become sought at every opportunity in the Superlight.

Its the ideal car to learn about the finer points of handling and the art of driving. The light weight of the car also means that it doesnt have a ravenous appetite for tyres nor does it return crippling fuel consumption figures during an enthusiastic session of lapping. The downside of Caterham ownership is the impracticality. Loiter around the showroom in Caterham (strangely enough) and youll encounter numerous hardy types who run one as their only car, dismissing as fey any complaints that its a bit uncompromising.

The doors fitted to the Superlight only barely justify the description, being vinyl flaps that affix with a popper and to which the door mirrors are attached. The rear view can therefore be a little fuzzy, the best tactic being to travel faster than any posterior hazard. The Superlight R400 has created a real buzz among Caterham enthusiasts and one of the most fervent fans of the marque is rock star Chris Rea, a long standing Seven owner. “When I heard about plans to introduce a replacement for the old R400, I simply had to have one!” said Rea. “The combination of Cosworth power and the Series 3 chassis delivers an adrenaline rush and a level of performance that I cannot resist.” Even the Road To Hell is probably pretty god fun if youve strapped on a Superlight R400.

Specifications

Type: Inline-4
Displacement cu in (cc): 122 (2000)
Power bhp (kW) at RPM: 210(157) / 7600
Torque lb-ft (Nm) at RPM: 150(203) / 6300
Redline at RPM: n.a.
Brakes & Tires
Brakes F/R: ABS, vented disc/disc
Tires F-R: R15
Driveline: Rear Wheel Drive
Exterior Dimensions & Weight
Length × Width × Height in: 120.9 × 61.4 × 31.2
Weight lb (kg): 1157 (525)
Performance
Acceleration 0-60 mph s: 3.8
Top Speed mph (km/h): 140 (225)
Fuel Economy EPA city/highway mpg (l/100 km): n.a.

The Venturi Fétish is the world’s first production two-seater electric sports car. It is produced by Venturi in Monaco. It will remain an absolute rarity, since the manufacturer is committed to deliver only 25 vehicles worldwide.

This image is a candidate for speedy deletion. It will be deleted after Monday, 19 November 2007.

The car’s acceleration is comparable to a normal internal combustion engined sports car, producing approximately 250 horsepower (180 kW), with a 0-100 km/h (0-60 mph) time of “under 5 seconds” according to the 2007 press kit. Its top speed is less comparable however, at 160 km/h (100 mph), which is respectable considering that it only has one gear. It runs at a constant translation of 9.58 : 1, with a torque of 220 N·m (162 ft·lbf).

One other particular attraction of the car is that due to the electric traction motor, the full 220 N·m (162 ft·lbf) torque is available at all motor speeds including from a dead stop, as opposed to the progressive delivery of an internal combustion engined car, where full power is only available within certain RPM ranges.

The company specifies the car with a range of 250 km (combined use). The batteries are all lithium ion accumulators, offering a complete recharge in 1 hour (under 30 kW three-phase) and in 3 hours with a standard grid thanks to its onboard charger.

“As a racing system developer and racing team director in the ’90s, I’ve participated in many different races worldwide, including the Group C Japan Sports Prototype Car Endurance Championship, 24-hour races at Daytona and Le Mans, the Japan GT Championship, which we entered with a GT-R,” explained Kazutoshi Mizuno, Chief Vehicle Engineer of Nissan’s GT-R supercar. “During that period, there was one thing I always wondered about: Why don’t we apply the performance and safety of racing cars to regular cars? Even during the euphoria after a championship win, the question rattled around inside me.” One reason is that while screaming high-rpm engine performance may excite enthusiasts and provide a thrill on race tracks, the narrow, high-rpm power band that is acceptable for racing can provide an unsatisfactory experience in street driving.

Traffic, weather, and variable driver skill can all conspire to make many racing-derived engines disappointing to retail customers. Although Nissan touts the racing contribution to its new VR38 engine seen in the company’s new GT-R supercar, the company emphasizes that a driver-friendly powerband is a key attribute. “More important than the absolute power is the manner in which it is delivered,” said Mizuno. “The engine’s very tractable, and that means it’s very easy to drive-a key quality of the Nissan GT-R.” Peak torque of 434 Ib·ft (588 N’m) is available from 3200 rpm, he pointed out. That compares to a 5200 rpm torque peak for the company’s well-liked VQ V6 as applied to the Infiniti G37 coupe. Peak power of 473 hp (353 kW) also occurs at lower revs-6400 rpm for the VR
compared to 7000 rpm for the VQ.

Despite the obvious similarities between the engines, including the 95.5-mm (3 .76-in) bore diameter, there are dramatic differences between themall the way down to the VR’s closed-deck block, which provides a stronger foundation and better head gasket sealing than the VQ’s open-deck design. Gasket integrity is a key concern in turbocharged engines, remarked Colin Price, Product Planning Manager for Nissan North America. The engines differ in their stroke, with the VR’s longer 88.4 mm (3.48 in) yielding the added displacement. The VR’s compression ratio is reduced to 9.0: 1 from the VQ’s 11.0:1.

Because Mizuno and his hand-picked team came from Nissan’s racing organization, secrecy evidently remains a prime consideration,
even following the GT-R’s launch . As a result, details such as boost pressure have not been made available.
A significant feature of the VR’s aluminum block is the use of a sprayed plasma coating in the cylinder bores without any cast iron sleeves installed. This 0.15-mm (0.006-in) thick layer substitutes for a 2.6-mm (0.1 O-in) iron liner, which not only reduces the engine’s mass by 2.8 kg (5.2 Ib), but also increases the potential bore diameter by 4.8 mm (0.19 in) on the same bore centers.

The implication, therefore, is that the VR has a potential displacement of 4190 cm3 That 10% increase in displacement suggests, then, that the potential larger engine would have a projected output of about 520 hp (388 kW) and 477 Ib·ft (647 N·m).
The thinner cylinder walls improve heat transfer from the combustion chamber to the coolant passages, reducing the temperature between cylinders by 40°C (72°F), the company stated. Heat control is critical for the engine to survive with the thin plasma layers in its cylinders. To further aid in those cylinders’ durability, Nissan has devised a sophisticated oil system that combines some of the traits of a conventional wet-sump system with those of a racing-style dry sump.

The oil return lines that drain from the heads extend across the pan to the other side of the engine so that in high-g corner maneuvers, oil in the pan is not pushed back up into the cylinder head. A dedicated scavenging pump evacuates oil from the duallHI-supplied turbochargers’ shafts to prevent buildup in those areas.
The measures ensure that the engine can withstand as much as 1.5 lateral g, according to Price. The company specifies ExxonMobil’s Mobill OW-40 synthetic oil exclusively.

Source aei-online.org

(from Noble Press Release) Having conquered the specialist sports car market over the last five years, Noble Automotive is now launching an all-new model, which will firmly establish it at the quality end of the supercar market.

The British Noble M14 is set to take on rivals, such as the Porsche 911 Turbo and Ferrari 360 Modena, with a tantalising mix of class-leading dynamics, prodigious performance, a finely crafted and well equipped cabin, and levels of practicality that will appeal to owners who wish to use their car every day.

Head of design, Lee Noble, said of the M14: We aim to catch an entirely new audience with this model, one that cares as much about the grade of leather used in the cabin as how fast the car will accelerate to 100mph. We also anticipate that M14 buyers will demand convenience, without any sacrifice in exclusivity or sophistication. Im satisfied that these criteria have been achieved without any compromise.

Priced at a £74,950, the M14 will be the flagship of the Noble range, falling into place above the existing M12 models. The new line up looks like this:

Noble M14 a £74,950 (new)
Noble M400 a £55,995 (new)
Noble M12 GTO-3R a £49,950
Noble M12 GTC a £44,950 (new)
Noble GTO-3 a £47,950

EXTERIOR DESIGN

The 2004 British Motor Show will see the Noble M14 unveiled for the first time. Far from being a mere concept, the show cars styling, interior, drivetrain and chassis represent what will reach production when the car goes on sale in October this year.

From the M14’s conception, Lee Noble has focused on creating a form that eschews current design trends, and majors on a far more emotive shape, led by broad, sweeping curves along the cars flanks, an aggressive front treatment and a graceful yet imposing rear end.

Passion has dominated the M14’s design philosophy,says Lee, but we’ve also ensured that the car has a thoroughly bespoke feel in its detailing.

This fact is obvious when you look more closely at the car: beautifully engineered door handles, hewn from billets of aluminium; six circular rear light lenses, which make reference to legendary supercars from the past; the rear screen, which reveals the engine’s plenum chamber protruding above the perforated aluminium engine cover; and the body-coloured rear diffuser, which cuts deep into the rear panel, highlighting the twin exhausts which exit from its centre. Overall, 95 per cent of the components which make up the M14 (excluding the drivetrain) are distinct from the current M12 series of cars, and an additional 70 per cent of components are now made in house, compared with previous Noble models.

While the M14 retains the current M12’s wheelbase, its length has grown by 178mm to 4267mm and its width by 50mm to 1935mm. As a result, more space has been liberated in the cabin, compared with the M12, and there are now two luggage compartments, one behind the engine, and one at the front of the car. This increase in size has also helped Noble incorporate significant crash protection in the doors, and deformable sections at the front and rear of the M14, with a view to it achieving full European Type Approval in the future.

Lee Noble’s provenance as a designer of performance cars has been well-documented, and it’s this experience which has ensured that the aerodynamics of the M14 will create exceptional stability, as well as an estimated top speed of 190mph.

DRIVETRAIN & PERFORMANCE

Noble has chosen again to adopt a highly-modified version of Ford’s 3.0-litre V6, mated to a six-speed manual gearbox, for use in the M14. The unit, which in base form also powers certain Jaguar cars, has proved particularly durable in five years of Noble M12 development and production.

Like the GTO-3R and M400 models, the engine employs twin turbochargers, but uses an engine map developed specifically for the M14. In common with the 425bhp M400 model, the M14 will gain forged pistons to ensure durability. Maximum power will be 400bhp at 6100rpm, with a wholesome 385lb ft of torque at 4750rpm. Estimated performance will be 0-60mph in 4.3 seconds, 0-100mph in 9.5 seconds and a top speed of 190mph.

But crude benchmark figures tell only half the story. The Noble M14’s power delivery has been fine-tuned to exploit much of the engines potential with minimal effort. In-gear acceleration should be class-leading, with over 90 per cent of the engines torque available at just 2750rpm. And in typical Noble style, the engine will be placid and tractable from as low as 1000rpm, highlighting the M14’s versatility in every day driving conditions. A cultured exhaust note has been engineered to excite the senses under acceleration, but remain civilised at cruising speeds.

Twin intercoolers now feature in the M14, and are mounted behind each rear wheel arch. This location has two clear advantages: it creates vital space at the back of the car for a luggage compartment; and cooler air can now be ducted over each internal wheel arch cover, rather than above the engine, improving the efficiency of the intercoolers.

The ratios in the M14’s six-speed gearbox have been designed to specifically match its power and torque characteristics, complementing the engines linear delivery. In top gear the M14 pulls 26.5mph per 1000rpm, giving it a remarkably relaxed cruising gate, with 70mph registering just over 2600rpm. This gearbox, which is mated to an automatic torque-biasing differential, has received extensive development in Nobles even more powerful M400 model, and has proved exceptionally durable. A completely new gearshift mechanism, offering drivers slick, finger-light changes, completes the package.

INTERIOR & PACKAGING

One of Lee Noble’s design briefs was to create a cabin for the M14 that conveyed a feeling of expensiveness, by paying special attention to textures, finish and feel.

Trimmed in the finest Italian leather (Noble uses the same supplier as Ferrari for the M14) there is no mistaking the M14 cabins aura of quality and luxury. The padded leather extends throughout the cabin, and is complimented by grey Alcantara roof lining and a gear tunnel and centre console formed in a gunmetal-coloured composite material. The floor and some lower sections of the cabin are trimmed in deep, 80 per cent wool carpet. There are even leather sill pads, incorporating the Noble logo, for drivers to lean against while exiting the car.

The stunning and sumptuous seats, which will be standard in all M14s are manufactured specifically for Noble. They feature a carbon fibre frame, for strength and lightness, and are trimmed in the same top-grade leather seen elsewhere in the cabin. Both seats incorporate fore and aft adjustment, as well as reclining backrests and tilt adjustment.

More occupant space has been created in the cabin by reducing the width of the gear tunnel and re-designing the floorpan. As a result, the M14 has a maximum 1160mm of legroom for driver and passenger (up 30mm on that found in the current M12) and 950mm of headroom (M12 + 20mm). We would expect occupants of up to 5 to sit comfortably in the M14’s cabin.

Equipped like no other Noble, the M14 will come with the following:

Electric windows
Electric/heated door mirrors
Air conditioning
Heated windscreen with integral aerial
Satellite Navigation (option)
Multi-function dashboard display
Central locking
Alarm/immobiliser

Nobles key objective when designing the control layout of the M14, was to allow the driver to focus on the road ahead, and not on a plethora of switches outside of his/her peripheral vision. For this reason, the most frequently used functions are performed by a bank of six buttons located on the steering wheel boss. From here, the driver can operate the hazard warning lights, heated windscreen/mirrors and multi-function display housed in the instrument cluster (which in turn gives data on water temperature, turbo boost, oil pressure and trip mileage). The remaining buttons control the front and rear boot, and fuel-filler cap releases.

As a result, the main dashboard and console area is clutter free. A distinctive cylindrical air vent sprouts from each corner of the dashboard, in addition to secondary face vents mounted on the centre console. Above these are the three air conditioning controls and a CD-tuner, which can also incorporate satellite navigation as a cost option. Two column stalks take care of windscreen wiper/washer and indicator functions.

The instrument cluster comprises a speedometer and revcounter, the graphics and needles of which glow blue when the ignition is switched on. As the engine revs rise, the revcounters needle changes from blue to pink as it sweeps past the 4100rpm increment, and from pink to red from 6100rpm to the 7200rpm engine cut out. All illuminated controls dim automatically when the headlights are switched on.

A total of seven, trimmed storage areas are spread around the M14’s cabin, reinforcing the cars remit as a practical, everyday device. There are two leather-covered bins located on the inside of each sill (rather than on the doors, where belongings are prone to rattle more) a deep open shelf in front of the passenger and driver, and a central cubby behind the handbrake lever.

In addition to cabin stowage, the M14 has two, carpeted luggage compartments, one at the front of the car, and one behind the engine bay. Each compartment holds approximately 150 litres, offering ample capacity for two peoples luggage, with access being gained to each via electro-magnetic switches on the steering wheel.

CHASSIS & CONSTRUCTION

The M14’s chassis has been adapted from that used on the highly praised Noble M12. Despite the change in design emphasis with the M14, it was felt that the inherent suppleness in the M12’s ride, combined with its class leading levels of grip and composure, would lend itself perfectly to the new cars design philosophy. Consequently, the existing chassis has been refined “ rather than significantly changed “ to suit the M14.

All M14 bodies will be made from vinylester GRP composite (Noble may also consider carbon fibre in future), built over a steel spaceframe, which is reinforced with bonded and riveted alloy panels. A full roll over cage extends around the inside of the M14’s cabin, adding strength to what will be our stiffest production structure to date.

Suspension is by double wishbones all round, with coil springs and alloy uprights. Rack and pinion steering, with hydraulic power assistance is geared to 2.5 turns from lock to lock, offering a far tighter turning circle than the current M12.

Since the weight of the M14 has only grown by 70kgs to 1150kgs, it is anticipated that the immensely powerful braking system from the M12, comprising 330mm ventilated discs all round, with four-piston callipers, will be more than adequate for this application. A switchable traction control system, working through the cars ECU, will provide security when the car is being driven in adverse conditions.

For the M14, Noble has adopted a completely new design of ten-spoke wheel. Rim size at the rear has increased from 10 to 11J and at the front 8J rims are used. Tyre sizes also increase from 265/35 x 18 to 295/35 x 18 at the rear and from 225/40 x 18 to 235/40 at the front. The show car wears the latest Bridgestone SO-2 rubber, which Noble hopes to employ when the car reaches production.

SPECIFICATIONS

Body Vinylester GRP composite (with possibility of carbon fibre construction in future)

Chassis Steel spaceframe with bonded and riveted alloy panels
Suspension Double wishbones front and rear with coil springs and alloy uprights. Alloy shock absorbers all round

Brakes
Make Noble/AP Racing
Size 330mm x 30mm discs front
330mm x 26mm discs rear
Type Ventilated and cross-drilled front and rear

Steering Rack and pinion, hydraulic power assistance; 2.5 turns lock to lock
Turning circle 5.4m

Wheels
Design Noble designed ten-spoke
Size 8J x 18in (front), 11J x 18in (rear)
Made of Aluminium alloy

Tyres
Make Bridgestone Potenza S-03
Size 235/40 x 18 (front), 295/35 x 18 (rear)

Engine
Construction All-alloy block and heads
Layout 6 cyls in a vee, 2968cc, twin turbochargers
Max power 400bhp at 6100rpm
Max torque 385lb ft at 4750rpm
Power to weight 348bhp per tonne
Torque to weight 335lb ft per tonne
Specific output 135bhp per litre
Installation Transverse, mid-engine, rear-wheel drive
Bore/stroke 89.0/79.5mm
Compression ratio 8.5:1
Valve gear 4 per cyl, dohc per bank
Ignition and fuel Electronic
Turbochargers Twin water-cooled with twin intercoolers; max boost at 0.8 bar

Gearbox
Type 6-speed manual

Ratios/mph per 1000rpm
1st 3.15/6.2mph
2nd 1.95/10.0mph
3rd 1.52/12.8mph
4th 1.19/16.35mph
5th 1.31/20.8mph
6th 1.03/26.5mph
Final drive 3.87 (ratios 1,2,3 & 4)
2.76 (ratios 5 & 6)

Maximum speeds
1st 44.6mph
2nd 72.0mph
3rd 92.2mph
4th 117.7mph
5th 149.8mph
6th 190.0mph

Performance 0-60mph: 4.3 seconds (est)
Max speed: 190mph (est)

Dimensions
Length 4267mm
Width (inc mirrors) 1935mm
Height 1150mm
Wheelbase 2438mm
Front overhang 905mm
Rear overhang 880mm
Max/min legroom 1160/1040mm
Headroom 950mm
Interior width 1350mm
Tracks 1570mm (f), 1550mm (r)
Kerbweight 1150kgs

INTERIOR EQUIPMENT
Leather 4-spoke steering wheel with 6-button function control
Full leather interior
Electric windows
Electric/heated door mirrors
Air conditioning
Heated windscreen with integral aerial
Multi-function digital dashboard display
Central locking
Alarm/immobiliser
Fore and aft / recline adjustment on seats
Reach and rake-adjustable steering column
Courtesy/map lights
CD/tuner
Switchable traction control

OPTIONAL EQUIPMENT
Satellite navigation price to be advised
Metallic paint

Car Equipments.

Engin!!!!

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]]> http://robson.m3rlin.org/cars/car-equipments/feed/ -1 http://robson.m3rlin.org/cars/rally-team-janusz-kulig/ http://robson.m3rlin.org/cars/rally-team-janusz-kulig/#comments Fri, 23 Mar 2007 17:28:04 +0000 Robson http://robson.m3rlin.org/cars/index.php/archives/787 Rally Team Janusz KuligHe became one of the top drivers while driving Renault Megane Maxi. In this car he also won his first Polish Rally Championship title in 1997. After 2 seasons with Renault, he signed a contract with Marlboro Mobil 1 team. He changed his car to a Ford Escort WRC and in following years to a Ford Focus WRC. Those years were most successful for Kulig. He won another 2 Polish Championship titles and became well known in European and World rally. Kulig spent the 2002 and 2003 seasons competing in the European Rally Championship (2nd place in 2002) and occasional WRC events. His biggest success in WRC was 1st place in PCWRC in Sweden 2003 but after the rally he was stripped of his glory by FIA due to illegal modifications in his Mitsubishi Lancer EVO VII (the flywheel had different streak than the one approved by FIA). For the 2004 Polish Championship Season he signed a contract to drive Fiat Punto S1600.

The memory of Janusz Kulig

Janusz Kulig Forever!!!!!!!

Project new engine (hydride) it’s very popular.

Sleek and aerodynamic, the BMW H2R (”Hydrogen Record Car”) is one of the first of a new breed of race cars specially adapted to run on liquid hydrogen fuel. Conceived and developed in just 10 months, it has already set nine international speed records at the Miramas Proving Grounds in France.

The H2R’s 6.0-liter V-12 engine, which draws on BMW’s advanced Valvetronic and Double-VANOS technology, is based on the 760’s gasoline-fueled power plant. This H2-powered high performer generates 232 horsepower, helping it to achieve a top speed of over 187 mph.

Technical data

On the high-speed track at Miramas the BMW H2R set nine international and

FIA-ratified records with hydrogen combustion engines.

- Maximum speed: 300.175 km/h

- Engine: twelve-cylinder hydrogen concept engine

- Nominal engine power: 210 kW / 282 bhp

- Body shell: aluminum space frame structure

- Outer shell: carbon-fiber-reinforced plastic

- Vehicle dimensions: 5.40m long, 2.01m wide, 1.34m high

- Vehicle weight including driver: 1,560 kg

- Drag coefficient (cw): 0.21

Records

Flying-start kilometer: 11.99 s 187.62 mph

Flying-start mile: 19.91 s 181.85 mph

Standing-start 1/8 kilometer: 9.92 s 45.62 mph

Standing-start 1/4 kilometer: 14.93 s 60.62 mph

Standing-start 1/2 mile: 17.27 s 65.15 mph

Standing-start mile: 36.73 s 98.60 mph

Standing-start 10 miles: 221.05 s 163.81 mph

Standing-start kilometer: 26.56 s 84.72 mph

Standing-start 10 kilometers: 146.41 s 153.90 mph