Jump to content
  • William Maley
    William Maley

    A Slow Start for the 2018 Honda Accord

      A number of dealers cite the lack of good lease deals

    The new Honda Accord has been lauded by the automotive press for its design, improved ride and interior, and noticeable increases in fuel economy. In fact, the Accord has been named North American Car of the Year. But dealers are struggling to move the new Accord off lots.

    In February, sales of the Accord dropped 15.8 percent when compared to the year before. According to Automotive News, inventory levels of the Accord stood at a 104-day supply at the beginning of this month - very high by Honda's sparse count. Some dealers have been turning away shipments from the Marysville, Ohio plant. 

    "Where lease is heavy, like Florida, New York, Ohio and California, that's where we're getting hurt. When you get two cars as close as they are, it's not that much better than the Camry that people are going to pay $50, $60 [or] $80 more a month," said Rick Case, CEO of Rick Case Automotive Group.

    One of Case's dealers in Florida has more than 600 Accords in stock, about 200 more than its usual stock. They have turned away some Accords in January an February. Sources told Automotive News that dealers in the Miami area have turned down around 1,000 Accords since they have too many sitting on their lots.

    One reason is how consumers are trending towards to crossovers over midsize sedans. But dealers who spoke with Automotive News say there is another reason - the lack of attractive leasing options. The new Accord has a higher starting price than the previous-generation model which in turn raises the price of a lease. Honda's website lists a 36-month lease for the base Accord LX at $249 per month with a $3,199 down payment. Meanwhile, Toyota is offering a 36-month Camry LE lease in the Detroit area for $229 per month with a $1,999 down payment. In other regions, the Camry deal becomes even sweeter. In the Miami area, Toyota is offering a 36-month Camry LE lease for $199 per month with a $3,198 down payment.

    The various accolades and high-quality that have been key Accord attributes aren't working at the moment.

    "The quality gap has narrowed between the domestics, Honda and Toyota. When you're buying a car, you have a great story to tell a customer. When you're leasing, they say, 'Well, it has at least three years of warranty on it.' They're just renting it anyway. It is an uphill battle," said a Honda dealer in the Detroit area.

    Dave Conant, owner of Conant Auto Retail Group which has four Honda dealers in California says he understand why Honda isn't throwing money at the Accord at the moment due to big investment to get it on the road. But he wouldn't be shocked if the automaker offers some sort of incentive support, especially in terms of leases later in the year.

    "I'll be surprised if we don't see some help in April or May. They're not going to let the car sit on the lot. Without the incentive support, the payment from the car [that customers are] trading to the new one — the gap is too large. They need to do something to bring that closer, and the car will start selling and leasing well again," said Conant.

    Source: Automotive News (Subscription Required)



    User Feedback

    Recommended Comments

    Toyota is wanting to keep everyone as far away from their golden goose as possible and Honda is going to have to accept that the investment to keep their Accord on par with the Camry comes with the cost of having to take less money upfront to recover R&D. It might be a great improvement, but most people have moved away from cars and to have 600 sitting on a lot is just crazy. Cost of doing business when you are the #1 or #2 car in a shrinking segment.

    I would not be surprised to see most automakers reduce their cars to just a couple.

    Share this comment


    Link to comment
    Share on other sites
    11 hours ago, dfelt said:

    Toyota is wanting to keep everyone as far away from their golden goose as possible and Honda is going to have to accept that the investment to keep their Accord on par with the Camry comes with the cost of having to take less money upfront to recover R&D. It might be a great improvement, but most people have moved away from cars and to have 600 sitting on a lot is just crazy. Cost of doing business when you are the #1 or #2 car in a shrinking segment.

    I would not be surprised to see most automakers reduce their cars to just a couple.

    Spot on....and as the deals get even sweeter for sedans, they really need to jump on the boat.....

    • Like 1

    Share this comment


    Link to comment
    Share on other sites

    A few weeks ago, after seeing a pic of the current accord posted here, I stated I hadn't seen any.
    I've kept my eyes open and I can report I do see the new accord out & about. I'm sure I had seen it earlier but here's why I think I never noticed it.

    The car simply does not have any brand image or make an impression whatsoever. It looks OK but it's totally generic. I believe a huge chunk of the sales stagnation is that it's just not making people seek out a honda because this car doesn't seem to even be a 'honda'.

     

    Edited by balthazar
    • Upvote 1

    Share this comment


    Link to comment
    Share on other sites

    Poor sales because of few deals on leases.  Given the mad march towards CUVs over sedans, you would think that Honda would make the Accord cheap to lease. Also, the competition is no longer the sad slouches they were 15-20 years ago.  The Chrysler 200 is finally dead.  The Malibu does NOT SUCK and neither does the Fusion.  Hyundai/KIA are adding pressure.  And there has always been the Toyota Camry since 1983.

    Somewhere along the line, Honda forgot to compete against increasingly tougher competition.  They had better figure this out sooner than later.  Otherwise, there will be even more Accords staying in Marysville OH and not at the local dealership.

    • Upvote 2

    Share this comment


    Link to comment
    Share on other sites


    Join the conversation

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

    Guest
    Add a comment...

    ×   Pasted as rich text.   Paste as plain text instead

      Only 75 emoji are allowed.

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

    ×   Your previous content has been restored.   Clear editor

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




  • Similar Content

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

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

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

      Press Release is on Page 2
      Summary of Honda CEO Speech on Automobile Business Direction
      Remarks by Takahiro Hachigo, President & CEO, Honda Motor Co., Ltd. May 8, 2019
      Honda has been working on two top-priority management challenges in the midst of abrupt changes in the global business environment surrounding the automobile industry: to strengthen the structure of our automobile business and to further increase the speed of business transformation for future generations.
      So, today, I would like to introduce some initiatives we are taking for our automobile business, especially how we are strengthening the structure of our automobile business, the direction we are taking with electrification, as well as some progress we have made to date.
      Strengthening automobile business structure 
      Ever since I became the president of the company, I have been conveying the message that we will make Honda strong by creating strong products and also by strengthening our inter-regional coordination and collaboration. We put special emphasis on the strengthening of our global models, which have been the source of Honda's core competence, and also the enhancement of our regional models.
      As a result, we currently have the five global models, namely Civic, Accord, CR-V, Fit/Jazz and Vezel/HR-V, and these five strong models now account for 60% of our global automobile sales. At the same time, our regional models such as the N Series for Japan, Pilot for North America and Crider for China are playing an important role as a source of growth for each respective region.
      However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models.
      Strengthening inter-regional coordination and collaboration
      As for inter-regional coordination and collaboration, under the new operational structure we adopted for our automobile operations starting from April, we began reviewing and sharing the product lineup by grouping some of our six regions outside Japan based on a similarity of key factors, such as market needs and environmental regulations. With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now. In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions.
      Advancement of our art of making automobiles (automobile development) 
      As for the advancement of automobile development, since I became the president, we have been increasing the efficiency and speed of our Monozukuri (the art of making things) by innovating the entire process, from planning and development all the way through production, by enabling the S-E-D-B (sales, manufacturing, R&D, purchasing*1) functions to collaborate beyond the boundaries of their divisions.
      Moreover, we have already introduced the Honda Architecture in our development.
      The Honda Architecture is a company-wide initiative which will increase the efficiency of development and expand parts-sharing for our mass-production models. The first model being developed with this new method will be the global model we are launching next year. And we will continue increasing the number of models to which we apply this new architecture.
      With the strengthening of global and regional models through inter-regional coordination and collaboration and with the introduction of the Honda Architecture, by 2025, we will reduce the number of manhours we use for the development of mass-production models by 30%, and we will repurpose those manhours to accelerate our research and development in advanced areas for the future. In this way, we can continue creating new technologies which will support the future of Honda.
      Strengthening our operational structure in the area of production 
      In addition to the area of development, we are further strengthening our operational structure in the area of production as well, so that we can create strong products with high efficiency.
      We are making steady progress in optimizing our production capacity in all regions. When this is complete, we are expecting to see that our global capacity utilization rate, excluding China, will increase from 90% recorded in 2018, and we will be producing at full capacity by 2022.
      In China, the third plant of Dongfeng Honda became newly operational, and this put us in a position where we can definitely accommodate market demand in China. We believe that this progress we made paved the way for the optimization of our global production capacity.
      From here onward, we think it is important to increase our competitiveness by increasing the efficiency of our production system in North America.
      For our business in North America, while keeping pace with sales expansion, we enhanced our model lineup and established a flexible production system where our plants sometimes produce various models in duplication to accommodate changes in market demand. However, as a result of the pursuit of high flexibility, an increase in the investment amount and a decline in production efficiency started to become an issue. Therefore, in North America as well, we will reduce the number of variations at the trim and option level, and at the same time, we will simplify the production model allocation at each plant. Through this initiative, we will re-establish a highly-efficient production system and realize the growth of North American business through the pursuit of quality.
      By implementing these initiatives to increase production efficiency in each region, we are expecting to reduce global cost in the area of production by 10% by 2025, compared to the cost recorded in 2018.
      Through all these initiatives I have mentioned, we will steadily strengthen the structure of our automobile business and realize the solidification of our existing automobile businesses by 2025, and, at the same time, we will accelerate our preparation for the future.
      Direction for the electrification of our automobile products
      Striving to realize a carbon-free society, Honda set a goal to electrify two-thirds of our global automobile unit sales by 2030.
      When we talk about the introduction of electrified vehicles, there are two perspectives. One is the improvement of fuel economy, and the other is zero emissions. Regulations for the Corporate Average Fuel Economy (CAFE) standards are becoming increasingly stringent in every country around the world and complying with CAFE standards is one of the most important challenges for the automobile industry. At Honda, in light of the required infrastructure and how people use automobiles, we believe that hybrid technology is, at this moment, the most effective way for us to comply with CAFE standards. Therefore, we will electrify our products mainly with hybrid technologies. By increasing sales of our hybrid models all around the world, Honda will contribute to the global environment through the improvement of fuel economy.
      To this end, we will expand the application of our 2-motor hybrid system to the entire lineup of Honda vehicles. In addition to the 2-motor hybrid system which is compatible with mid-to-large-sized vehicles, we developed a new, more compact 2-motor hybrid system suitable for small-sized vehicles. This small-sized 2-motor hybrid system will be adopted first by the all-new Fit which we are planning to exhibit as a world premiere at the Tokyo Motor Show this fall.
      In addition to the expansion of the lineup of products equipped with the 2-motor hybrid system, we also will expand the application of the 2-motor hybrid system on a global basis. With that, by 2022, we are expecting to reduce the cost of the 2-motor hybrid system by 25% compared to the cost of this system in 2018.
      As for zero emission vehicles, with our battery EVs we will comply with the Zero Emission Vehicle (ZEV) program being adopted by California and other states in the U.S. and China's New Energy Vehicle (NEV) mandate. We will efficiently introduce our battery EVs to the market by selecting the most appropriate partners and resources to satisfy the different needs in each region.
      In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market.   
      In China, in order to keep up with the fast speed of electrification, we have already begun introducing battery EV models developed together with our local joint venture companies in China. While envisioning the introduction of battery EV models from the Honda brand, we will continue utilizing local resources in China and introduce more battery EV models in a timely manner to fulfill local market needs in China.
      In Europe and Japan, we will introduce the Honda e, a new battery EV model, which was recently introduced as a prototype at the Geneva Motor Show.
      To summarize, Honda will popularize and improve the business feasibility of electrified vehicles by focusing on hybrid vehicles and battery EVs.
      Changes in operational structure
      In order to ensure the solid implementation of these initiatives I just introduced for our automobile business, we renewed our operational structure as of April. The aims of this structural change are to establish an organization which brings all regional operations together to strongly facilitate inter-regional coordination and collaboration and to increase the speed of our business operations by enabling prompt decisions and prompt execution.
      Today, I introduced our initiatives to strengthen our automobile business structure and the direction of our electrification. Under the new organizational structure, we will realize our goals with a keen sense of speed. 
      Closing
      As we stated in our 2030 Vision, Honda is striving to grow through the pursuit of quality so that we can fulfill our vision to "Serve people worldwide with the joy of expanding their life's potential."
      Honda will continue taking on new challenges while being driven by strong passion, so that we can continue to be a company that society wants to exist even in 2050 after Honda becomes more than 100 years old. 
      *1 S-E-D-B: Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing)
    • By Drew Dowdell
      Porsche Reports April U.S. Retail Sales
       
      First four months up 2.7 percent ahead of new Macan, 911, electric TaycanAtlanta, Georgia. Porsche Cars North America, Inc. (PCNA), importer and distributor of the Porsche 911, 718 Boxster and Cayman, Panamera, Cayenne, and Macan model lines, today announced April retail sales of 5,018 vehicles. The total was an increase of 5.0 percent from March but down 9.9 percent from a record April 2018. The primary reason for the year-over-year decline was the transition to the new Macan, the best-selling Porsche model that is due in U.S. dealerships this month.

      U.S. retail sales in the first four months were 2.7 percent ahead of the same period in 2018, which itself was the seventh record retail year in a row for PCNA. 

      “We are already feeling the excitement for the refreshed Macan and later this year for the eighth generation of the iconic Porsche 911,” said Klaus Zellmer, President and CEO of PCNA. “In September we will unveil the first all-electric Porsche, the Taycan, so all in all we have a thrilling year to look forward to along with our 191 U.S. dealer partners.”

      April results were driven by strong demand for the new Cayenne, with a notable 86.1 percent increase compared to April 2018. The mid-engine 718 Boxster and 718 Cayman together were up 1.3 percent from a year ago. 

      Porsche Approved Certified Pre-Owned (CPO) sales in the U.S. totaled 1,975
      vehicles in April, up 9.4 percent year-over-year.
       
      Model April Sales Year-to-Date 2019 2018 2019 2018 ALL 911 655 804 3,549 3,315 ALL 718 612 604 1,277 1,956 ALL PANAMERA 992 1,026 2,690 2,942 ALL CAYENNE 1,645 884 7,204 4,171 ALL MACAN 1,114 2,252 5,322 7,140 GRAND TOTALS 5,018 5,570 20,042 19,524
    • By Drew Dowdell
      Quarterly:
      Ford Motor Company - Not reported
      General Motors Co. - Not Reported
      Tesla - Not Reported
      FCA has announced that beginning October 2019, they will be reporting sales quarterly

      Monthly:
      Audi of America -  Down 21% for the month, Down 8.7% for the year
      BMW of North America -  Down 2.9% for the month, Down 2.1% for the year
      FCA US LLC -  Down 6% for the month, Down 4% for the year
      Genesis Motor America - 
      Honda Motor Co. -  Up 0.1% for the month,  Up 1.5% for the year
      Hyundai Motor America -  Up 0.7% for the month, Up 1.7% for the year
      Jaguar Land Rover North America - 
      Kia Motors America - Up 1.6% for the month, Up 5.9% for the year
      Mazda North American Operations - Down 14.5%  for the month, Down 15.4% for the year
      Mercedes-Benz USA - Down 14.6% for the month, Down 10.7% for the year
      Mitsubishi Motors North America -  Down 12.9% for the month, Up 12% for the year
      Nissan Group - Up 9.0% for the month, Down 8.4% for the year
      Porsche Cars North America Inc. -  
      Subaru of America, Inc. - Up 7.7% for the month, Up 5.5% for the year
      Toyota Motor North America - Down 4.4% for the month, Down 4.8% for the year
      Volkswagen of America -  Up 8.7% for the month, Up 3.9% for the year
      Volvo Cars of North America, LLC - Up 0.4% for the month, Up 7.1% for the year

      Brands (Quarterly):
      Buick -  Not Reported
      Cadillac -  Not Reported
      Chevrolet - Not Reported
      GMC - Not Reported
      Ford - Not Reported
      Lincoln - Not Reported
      Tesla - Not Reported

      Brands (Monthly):
      Acura - Down 1.7% - 11,687 MTD / 48,072 YTD
      Alfa Romeo - Down 14% - 1,584 MTD / 5,870 YTD
      Audi - Down 21% 15,024 MTD / 63,139 YTD
      BMW - Up 1.4% - 23,816 MTD / 97,704 YTD
      Chrysler - Down 37% - 9,987 MTD / 40,578 YTD
      Dodge - Down 24% - 31,262 MTD / 141,779 YTD
      Fiat - Down 34% - 931 MTD / 3,145 YTD
      Genesis - 
      Honda - Up 0.2% - 114,088 MTD / 447,490 YTD
      Hyundai - Up 0.7% - 55,420 MTD / 203,005 YTD
      Infiniti - Down 5.2% - 8,491 MTD / 42,806 YTD
      Jaguar - 
      Jeep - Down 8% - 76,325 MTD / 289,129 YTD
      Kia - Up 1.6% - 51,385 MTD / 187,981 YTD
      Land Rover -
      Lexus - Down 1.3 - 21,360 MTD  / 88,151 YTD
      Mazda - Down 14.5% - 19,702 MTD / 90,535 YTD
      Mercedes-Benz - Down 15.7% 22,949 MTD / 94,120 YTD
      Mercedes-Benz Vans - Down 4.7% - 2,682 MTD / 10,158 YTD
      MINI - Down 29.8% - 2,621 MTD / 11,526 YTD
      Mitsubishi - Down 12.9% - 6963 MTD / 49,030 YTD
      Nissan - Up 10.7% - 87,207 MTD / 418,743 YTD
      Porsche - 
      Ram Trucks - Up 25% - 53,811 MTD / 190,824 YTD
      Smart - Down 8.6% - 85 MTD / 316 YTD
      Subaru - Up 7.7% - 57,288 MTD / 214,042 YTD
      Toyota - Down 4.8% - 162,506 MTD / 639,431 YTD
      Volkswagen - Up 8.7% - 31,309 MTD / 117,181 YTD
      Volvo - Up 0.4% - 8,367 MTD / 30,425 YTD

      View full article
    • By Drew Dowdell
      Quarterly:
      Ford Motor Company - Not reported
      General Motors Co. - Not Reported
      Tesla - Not Reported
      FCA has announced that beginning October 2019, they will be reporting sales quarterly

      Monthly:
      Audi of America -  Down 21% for the month, Down 8.7% for the year
      BMW of North America -  Down 2.9% for the month, Down 2.1% for the year
      FCA US LLC -  Down 6% for the month, Down 4% for the year
      Genesis Motor America - 
      Honda Motor Co. -  Up 0.1% for the month,  Up 1.5% for the year
      Hyundai Motor America -  Up 0.7% for the month, Up 1.7% for the year
      Jaguar Land Rover North America - 
      Kia Motors America - Up 1.6% for the month, Up 5.9% for the year
      Mazda North American Operations - Down 14.5%  for the month, Down 15.4% for the year
      Mercedes-Benz USA - Down 14.6% for the month, Down 10.7% for the year
      Mitsubishi Motors North America -  Down 12.9% for the month, Up 12% for the year
      Nissan Group - Up 9.0% for the month, Down 8.4% for the year
      Porsche Cars North America Inc. -  
      Subaru of America, Inc. - Up 7.7% for the month, Up 5.5% for the year
      Toyota Motor North America - Down 4.4% for the month, Down 4.8% for the year
      Volkswagen of America -  Up 8.7% for the month, Up 3.9% for the year
      Volvo Cars of North America, LLC - Up 0.4% for the month, Up 7.1% for the year

      Brands (Quarterly):
      Buick -  Not Reported
      Cadillac -  Not Reported
      Chevrolet - Not Reported
      GMC - Not Reported
      Ford - Not Reported
      Lincoln - Not Reported
      Tesla - Not Reported

      Brands (Monthly):
      Acura - Down 1.7% - 11,687 MTD / 48,072 YTD
      Alfa Romeo - Down 14% - 1,584 MTD / 5,870 YTD
      Audi - Down 21% 15,024 MTD / 63,139 YTD
      BMW - Up 1.4% - 23,816 MTD / 97,704 YTD
      Chrysler - Down 37% - 9,987 MTD / 40,578 YTD
      Dodge - Down 24% - 31,262 MTD / 141,779 YTD
      Fiat - Down 34% - 931 MTD / 3,145 YTD
      Genesis - 
      Honda - Up 0.2% - 114,088 MTD / 447,490 YTD
      Hyundai - Up 0.7% - 55,420 MTD / 203,005 YTD
      Infiniti - Down 5.2% - 8,491 MTD / 42,806 YTD
      Jaguar - 
      Jeep - Down 8% - 76,325 MTD / 289,129 YTD
      Kia - Up 1.6% - 51,385 MTD / 187,981 YTD
      Land Rover -
      Lexus - Down 1.3 - 21,360 MTD  / 88,151 YTD
      Mazda - Down 14.5% - 19,702 MTD / 90,535 YTD
      Mercedes-Benz - Down 15.7% 22,949 MTD / 94,120 YTD
      Mercedes-Benz Vans - Down 4.7% - 2,682 MTD / 10,158 YTD
      MINI - Down 29.8% - 2,621 MTD / 11,526 YTD
      Mitsubishi - Down 12.9% - 6963 MTD / 49,030 YTD
      Nissan - Up 10.7% - 87,207 MTD / 418,743 YTD
      Porsche - 
      Ram Trucks - Up 25% - 53,811 MTD / 190,824 YTD
      Smart - Down 8.6% - 85 MTD / 316 YTD
      Subaru - Up 7.7% - 57,288 MTD / 214,042 YTD
      Toyota - Down 4.8% - 162,506 MTD / 639,431 YTD
      Volkswagen - Up 8.7% - 31,309 MTD / 117,181 YTD
      Volvo - Up 0.4% - 8,367 MTD / 30,425 YTD
  • Social Stream

  • Today's Birthdays

    1. 87Chevette
      87Chevette
      (31 years old)
    2. ChevyNovs99
      ChevyNovs99
      (34 years old)
    3. Cremazie
      Cremazie
      (38 years old)
    4. cutlassdude96
      cutlassdude96
      (38 years old)
    5. DUEUS
      DUEUS
      (40 years old)
  • Who's Online (See full list)

    There are no registered users currently online

  • My Clubs

About us

CheersandGears.com - Founded 2001

We ♥ Cars

Get in touch

Follow us

Recent tweets

facebook

×
×
  • Create New...