Variance

This one's my favorite out of the ones you posted. I love nighttime city shots.

Chrysler Group offers dealers cash to take cars TERRY KOSDROSKY / Dow Jones Newswires ORLANDO, Fla. - The Chrysler Group is offering dealers $1,000 for every car they sell over the next two months if the dealer doesn't cut its March vehicle order and accepts cars from the automaker's bank of overbuilds, dealers said. Chrysler, the U.S. arm of DaimlerChrysler AG, wouldn't confirm the plan, saying it doesn't disclose details of its dealership workings. But three separate dealers who spoke with Dow Jones Newswires at the National Automobile Dealers Association convention said the plan is designed to help soften the blow for dealers being pressured to accept more vehicles that aren't selling well right now. Reaction to the plan was mixed among dealers interviewed before and after a meeting with Chrysler sales executives the convention. Some said they would go along with the plan _ the $1,000 payment for every car sold is retroactive to Feb. 1 _ and appreciated the innovation, while others are taking a wait-and-see approach. The automaker also is offering incentives to customers, including 0 percent financing for five years on some models. Though Chrysler's inventory level is down from last year at this time and it gained market share last year _ unlike rivals General Motors Corp. and Ford Motor Co. _ its inventories have risen in the past couple of months. Chrysler had about 85 days worth of inventory, 20 to 35 days higher than ideal, mostly due to sluggish sales of large pickup trucks and SUVs. Still, that's 11 days lower than last year at about this time. But the inventory situation concerns dealers, some of whom say they'd rather see Chrysler cut production than encourage dealers to accept more cars than they need. "In order to do this, you have to over-inventory yourself," said Rick Keefer, president of a dealership in Florida that sells Chrysler, Dodge and Jeep brands. "They've been reluctant to stop production at the plants. They're concerned about their image on Wall Street. ... But I understand. Chrysler has done a heck of a job coming back over the last four years and they don't want to lose momentum." Keefer said he's going to go along with the plan. He said Chrysler has offered dealers financial encouragement to accept inventory before, but not "not like this," Keefer said. Jerry Dillard, a Chrysler dealer in Maryland, said he hasn't decided yet. "It's a leap of faith," he said. "But if the guys around you do it and you don't, you could have a problem." The problem for dealers is with interest rates rising, it costs more for them to hold inventory, and that cuts into their profits. Dealers begin paying interest when they receive a car from the factory. That's why Chrysler is working with dealers and adjusting its incentives to help dealers move vehicles, said Joe Eberhardt, vice president of sales and marketing. Chrysler also has a stable of new products coming this year that will help dealers build volume, Eberhardt said. "We're trying to balance the inventory over the next couple of months," Eberhardt said. An Arizona Chrysler dealer said the plan is a good one to move inventory. The $1,000 payment per car sold gives the dealer room to offer its own deal and advertise, said Rick Berry. "It's aggressive in an environment when everyone is tiptoeing around what they should do," he said. "It also tells me they're far from being broke." Despite the inventory situation, Chrysler dealers said last year was a good one and are looking forward to the new products _ such as the Dodge Caliber _ this year. Most Chrysler dealers said the hot-selling Chrysler 300 and its derivatives helped drive traffic and sales. Unlike GM and Ford, Chrysler's North American operations are profitable. "By and large, business is not that bad," Keefer said. "Things will be fine." Link: http://detnews.com/apps/pbcs.dll/article?A...391/1148/AUTO01

Ute Battle Brewing New Navigator, Escalade will duel for American luxury SUV crown By DALE JEWETT | AUTOMOTIVE NEWS AutoWeek | Published 02/12/06, 3:24 pm et CHICAGO - A luxury SUV battle is brewing for this summer. In one corner are the redesigned 2007 Cadillac Escalade and Escalade ESV, which ride on General Motors' new truck platform known as GMT 900. In the other corner are the redesigned 2007 Lincoln Navigator and its new extended-length version, the Navigator L, unveiled here at the auto show. The Navigators share their overhauled, stiffer platform with the redesigned Ford Expedition and Expedition EL. The tale of the tape between the Navigator and the Escalade has been close. The wheelbase and length of the two SUVs have been roughly the same. But the arrival of the Navigator L has Lincoln drawing a bead on Cadillac's Escalade ESV - a size class that Lincoln has not contested until now. The Navigator L's wheelbase is 131.0 inches, and its length is 223.3 inches. Cadillac has not released specifications of the 2007 Escalade ESV. But the similar-sized 2007 GMC Yukon XL has a wheelbase of 130.0 inches and a length of 222.4 inches. The Escalade will outpower the Navigator. The 2007 Escalade will have a 6.0-liter V-8 rated at 403 hp. The Navigator carries over the 300-hp, 5.4-liter V-8 from the current model. One key change for the 2007 Navigator is a new front end marked by a grille inspired by the Lincoln badge. The chrome-colored design fills the main grille opening and a second opening below the bumper. In addition to the stiffer frame, Lincoln says the Navigator's independent rear suspension has been reworked for a smoother ride. Stability control with a rollover sensor is part of the standard safety technology. The redesigned Navigators go on sale this summer. Link: http://www.autoweek.com/apps/pbcs.dll/arti...1024/LATESTNEWS

Bumper-to-Bumper Free maintenance remains core part of BMW's strategy By DIANA T. KURLYKO | AUTOMOTIVE NEWS AutoWeek | Published 02/12/06, 3:16 pm et A BMW 3 series snakes down the highway, flaunting its new body in the TV commercial. But performance and styling aren't the hook. At the very end of the commercial, a message flashes: free maintenance for four years/50,000 miles. It's the most generous package in the industry, including oil changes, windshield wipers, brakes - you name it, except for tires. BMW is the only manufacturer still offering bumper-to-bumper free maintenance. It's not about to change, because "free maintenance is part of our strategy. It is very suitable for our customers," says Tom Purves, CEO of BMW of North America. Two years ago, archrival Mercedes-Benz ended free maintenance. Other makes, including Jaguar, have followed suit. Audi has a similar plan, and Saab, Land Rover and Volvo offer limited free maintenance plans. For BMW, free maintenance provides a competitive edge, insures lease cars are maintained properly and gives dealers a steady flow of service business for at least four years. More important, "It keeps our customers connected to us," says Tim Smith, owner of Bob Smith BMW in Calabasas, Calif., and chairman of the BMW National Forum. "Parents keep kids in touch with them because they're the money source - we keep our customers closer with free maintenance," Smith says. Dispels high-cost notion BMW maintenance has been free since 2000. It was developed to cope with the fact that the luxury German brand's cars are expensive to service. "With all premium brands, there is this perception that if you pay a lot for the car, you have to pay a lot for the service," says Alan Harris, BMW vice president for after sales. "We have longer service intervals than most lower-segment, nonpremium vehicles may have. Therefore, even when the customer was paying over the lifetime of the car, they are not more expensive." Harris estimates providing the service costs BMW between $1,500 and $3,000 per vehicle annually. Owners are covered for the same period as a new-car warranty - four years or 50,000 miles. The customer can buy an extension to six years or 100,000 miles. BMW throws in free roadside assistance. Bob Kurilko, vice president of Edmunds.com, the Internet buying service, says free maintenance has become so ingrained into BMW's image that dropping the program "would cause more than a ripple." Says Kurilko: "Their whole positioning is based around free maintenance. They have put a lot of marketing behind (being) the company of 'You put your key into the igni- tion and drive away. The only payment you make is the once-monthly lease.' " The car sets the schedule BMW's program doesn't adhere to a mileage-based maintenance schedule like other luxury brands. "It is condition-based service," says Harris. "The car is monitoring wear and tear via an electronic system in the car. "When things are due to be changed can vary depending on people's driving styles. The car will notify the driver when the service is needed." The system used by BMW is called TeleService. The driver gets a message indicating what kind of service is needed. But the system also notifies the dealer with an electronic message. "The dealer will see this pop up on his screen in the morning and can see what needs to be done," says Harris. "He can plan his workshop time and make sure he has all the parts in stock. On the 5-, 6- and 7-series cars on which BMW's iDrive program is standard equipment, customers can look at individual components "and see things like how much life is left in his oil and brakes," Harris says. If a customer misses an interval or doesn't heed a dealer's followup calls, the warning lights on the car will change from green to yellow and finally to red - which will persist until reset at the dealership. Steady income flow Dealers like the system because they have a guaranteed flow of service business, says Smith. Dealers are paid the same way as for a warranty claim - through the same system. The normal pricing structure also applies, meaning "dealers mark up the parts the customer is paying for," Harris says. Harris says BMW pays each claim overnight. Kurilko says dealers are paid less for each job because the services are treated as warranty claims, making a 30 to 40 percent gross profit on each claim, compared with a gross profit of about a 50 percent: "It's a mixed bag for dealers. If the car company is promoting it, you will sell more cars." "The service guys will say they aren't getting full compensation, but they are still selling the service and even those jobs they normally would not get," Kurilko says In other words, BMW buyers aren't tempted to get the oil change or brake job at an independent service chain. The per-hour labor rate varies depending on location and the cost of operating the dealership, Harris says: "The rate in Manhattan is different than the rate in Oklahoma." The bottom line is dealers make money, he adds: "The advantage to the dealer is they have 100 percent retention for 100 years. No customer will go to a nonfranchise dealer." Another advantage for dealers is the steady flow of service work. BMW has been asking dealers to upgrade their services as sales increase and new vehicle ranges are added. The projected annual service income "allows dealers to have a much more stable planning base, build new facilities and realize savings," says Harris. Good used cars Smith says the side benefit is extremely well maintained lease cars that dealers can purchase from BMW and resell as certified vehicles. "When we get them back on certified pre-owned, we get a car that has been maintained," he says. Purves says this is one of the reasons that BMW has gotten the top ratings for residual levels for three years in a row from Automotive Lease Guide. Having good-quality certified vehicles is important for BMW, which has one of the industry's highest lease rates: 60 to 70 percent, depending on the year, says Harris. "It is in our interest to make sure those cars are maintained properly," Harris says. "We don't win residual awards for nothing." BMW has no plans to follow its competitors by trimming freebies or dropping its program. "In fact, quite the reverse has happened," says Harris. Because of the program's success in the United States, BMW is also offering a free maintenance plan in Germany. Bragging rights are a factor, too. "As our competitors drop it, the program becomes more of a unique selling proposition for us," says Harris. And there is little doubt that it helps sell cars, Harris says - particularly entry-level vehicles such as the 3 series, "where the customer is stretching a little bit to get into a luxury car." Link: http://www.autoweek.com/apps/pbcs.dll/arti...1024/LATESTNEWS

Talk Picks Up Momentum building for production version of concept Jeep truck By RICK KRANZ | AUTOMOTIVE NEWS AutoWeek | Published 02/12/06, 3:19 pm et CHICAGO - Will Jeep get a pickup? Frank Klegon, the Chrysler group's executive vice president for product development, says enthusiasm at the company remains high for a production version of the Jeep Gladiator concept pickup that debuted at the 2005 Detroit auto show. "That is pretty hot," Klegon said at the auto show here. "I like the Gladiator. I think it is real cool. That (concept) was built on a product base, it has a platform, and that has a much better chance of seeing the light of day than something that doesn't. It is a pretty interesting execution." The Gladiator concept was built on the redesigned vehicle platform for the 2007 Jeep Wrangler, Klegon said. The 2007 Dodge Nitro, a compact SUV that was introduced at the Chicago show, uses the same platform. But while the Gladiator's stock is high, a convertible version of the four-door Chrysler 300C has lost favor with executives at the company. "There is a lot of emotional excitement about (the convertible), but it is a very tough business case," Klegon said. "It is reasonably expensive to do, and the longevity of it is questionable." Link: http://www.autoweek.com/apps/pbcs.dll/arti...1041/LATESTNEWS

At Maserati, Tank is Half-Empty — or Half-Full? Brand is selling more cars, but still short of 10k targets. by Paul A. Eisenstein (2006-02-13) Is the gas tank half-empty or half-full? You could certainly argue it either way when it comes to Maserati. Reborn from its own ashes, the Italian sports car manufacturer ended 2005 with record sales. In the critical U.S. market, Maserati's largest, the numbers surged 53 percent over the year before, with buyers snapping up 2100 sedans, coupes and convertibles. Worldwide sales hit 5600, a 25-percent increase. But there's a downside, company officials acknowledge. The 92-year-old brand is likely to miss plans to bring sales up to the 10,000 mark by 2007 or '08, acknowledged CEO Karl-Heinz Kalbfell. With the current product mix, he told TheCarConnection.com, worldwide sales of 6000 to 7000 are probably more realistic. The challenge, then, is to expand the product lineup and tap into new markets Maserati has so far missed. It's not that the Italian automaker, a subsidiary of Fiat Auto, isn't trying. The striking Quattroporte is already the marque's best-seller, accounting for more than half of its sales last year. Maserati hopes to gain even more traction with unique spin-offs, such as the $115,000 Executive GT, which it showed at the Detroit auto show. The sedan is aimed at buyers who might prefer being chauffeured during the week, then take the car out for a spin of their own over the weekend. A more aggressive version of the sedan, the Quattroporte Sport GT, was unveiled at the Los Angeles Auto Show, along with the GranSpyder Sport, a low-volume version of Maserati's convertible. Keys to the future The key to the future, said Kalbfell, is to develop a new model, "a new entry base for Maserati," while an even more exclusive product priced above the Quattroporte may also be in the cards. "It's not very complicated," said Jim Selwa, CEO of Maserati's U.S. operations. "We need higher volume for the future." But making a business case for adding new products hasn't been easy, the two executives acknowledged, and Maserati's parent has been tight with the purse strings. Fiat took control of Maserati in 1993 and then, four years later, assigned control to its other high-line subsidiary, Ferrari. But in an unexpected shake-up, responsibility was shifted just over a year ago to another Fiat unit, Alfa Romeo. Ferrari isn't out of the picture entirely. It still provides engineering assistance, as well as key parts and components, including the powertrains used in current Maserati models. But the new alliance provides access to "production processes more suitable to higher volumes," explained Selwa. Meanwhile, by working with Fiat's larger brands to source its parts, Maserati aims to "improve its purchasing power," said Kalbfell, "to lower our costs." Kalbfell insists the transition has been good for his company. "Maserati is now more independent," he said, but there's a price to that. It needs to prove that it can generate enough cash to justify any new products it plans to introduce. "To be healthy, we cannot invest (beyond) our income," he cautioned. Caught between Ferrari and Alfa Kalbfell hasn't ruled out the idea of putting his brand into more direct competition with its former partner, Ferrari, though that appears unlikely, but for limited forays. The automaker sold 50 of its limited-edition MC12 at $1.2 million apiece, and Kalbfell hints another supercar could follow. But it's likely not to push past the $150,000 mark on the high end, while it is likely to put even more emphasis on something priced below its current starting point, "where we have much bigger growth opportunities." The brand's current "base" model is its Coupe, at $87,983. A stripped-down version at $84,559 is being added to the lineup, though that would hardly qualify as an "entry" model. But exactly what Kalbfell has in mind for the future, the German executive wouldn't disclose during a recent interview, though it won't be a rebadged Alfa, he stressed. But a production version of the Kubang, a crossover/SUV concept shown several years ago, "is still on the table." Despite his caution, Kalbfell insisted that Maserati will eventually meet its 10,000 sales goal. It may take a bit longer than planned, but considering its recent growth, that target remains reachable, "in this decade." Link: http://www.thecarconnection.com/Auto_News/...175.A10017.html

2007 Dodge Caliber Trading perk for class. by Marty Padgett (2006-02-13) The Caliber five-door hatchback succeeds the four-door and two-door Neons in the Dodge lineup. But just so we're clear on this upfront, it's no Neon replacement. With its tougher, vaguely militaristic connotations right up front in the title, the Caliber drops the perky Neon overtones for a classier, more substantial, and far more upscale feel. The problem is, it's also more expensive than the Neon, in an age where sub-Neon cars are winning converts. Sans Neon rebates, you pay the price for the cargo-loving body style, for the standard curtain airbags and superior back-seat room. Dodge crows the $13,985 Caliber is only $410 more than the last base-model Neon, but the Caliber you wouldn't rent starts out well over $16,000 - and in top R/T form hits the $20,000 price barrier than sends cheapskates scurrying for smaller Korean cars with less pretension and less price. The questions are multiple: are Americans raised on cheap four-doors and three-door ziplets like the Ford Focus okay with the five-door hatchback? Yes, there are five-doors aplenty on the market, including the Focus, Mazda3, Pontiac Vibe/Toyota Matrix, and Hyundai Elantra. But none of those vehicles come only as a five-door - and none of them has the 150,000-a-year sales volumes to live up to, either. Who will buy the Caliber when it shows up at dealers before the end of spring? Young couples, Dodge thinks, as well as parents putting their teens in a first car. The PT Cruiser sort of does the same thing, we think, but for an older crowd. Finally, what's it like to drive? Pretty good, if you pick your options judiciously. While you spell-check that word, we'll explain what we mean. Triple whammy The Caliber comes in but one five-door body style, but offers an array of three engines, two transmissions and a choice of front- or all-wheel drive. Hey, we're all about choice - but why three engines? Having three engines in an economy car is like having three china patterns at a frat house. It seems that one good option would suffice and would save development money, too (which leads us to believe the engine/tranny combos are being certified here for future use in other models). That said, each of the three engines are admirably smooth and make competitive power. The base SE is fitted with the smallest-displacement 1.8-liter four and makes 148 hp; it's coupled to a five-speed manual gearbox. The SXT comes with the same engine standard. Optional on both of those models is a 2.0-liter version of the same engine, making 158 hp and coupled to the same five-speed manual gearbox. A continuously variable transmission (CVT) with the 2.0-liter four is optional on both the SE and SXT. Lastly, there's a 2.4-liter four from the same family on the R/T models. Mated to the CVT and outfitted with all-wheel drive (though a front-driver is on the way), it makes 172 hp. The three-engine lineup was co-developed with Hyundai and Mitsubishi and will be used by those companies in their compacts as well. In nearly all modes of operation, the engines are up to the task of carrying around roughly 3000 pounds of car in a brisk enough manner. Their smoothness is the biggest and best surprise: the loudly buzzy Neon could have been used to judge game-show contestants but this four speaks with its inside voice, hushed and nearly vibration-free, especially when teamed with the CVT. The 2.4-liter, the biggest, of course has the most assertive engine note - but still sounds tame at the top end. None of these will drop a Caliber to 60 mph in less than 7 or 8 seconds, we estimate, but none will take more than 10 seconds either. As for the transmissions, it's a choice of two units that are good but not great. The notchy manual would get the nod, even with its stuck-in-the-dash placement, if its notches were more precise and its clutch uptake a little more sateen. The CVT, which sports an AutoStick feature that allows for manual control with the simulation of six stepped gears, gets the nod for smoothness but not for sharp responses. It just takes a while for pulleys and belts to simulate an assertive, right-now gear change. You think you knew dulled and unresponsive from the Bob Dole presidential campaign? Think again. It's curtains for you You know by now that the Caliber is five-door only - no four-door sedan, no SCCA-destined two-door, with all the good and smart things that come with the shape including rear-seat head room, a luggage-loving cargo area, and in the Caliber's case, a great profile that's not as upright as the Vibe and Mazda3 thanks to the use of blackout graphics along its roofline. Because it's tapered from the side but wears a squared-off nose and rugged-looking fenders like shoulderpads, it looks the largest of all of its kind. The mechanical systems woven beneath the skin give the Caliber good road manners, too. Ride motions are usually well controlled by the strut-type front suspension, while the rear suspension packages tightly enough to enable a flat load floor. We did notice some busy side-to-side patter on a few stretches of Arizona freeway - are they trying to ape L.A. 's groovy streets or what? - especially in the R/T with 18-inch wheels. Those 18s tend to rob the Caliber of steering feel that's pretty good on smaller-tired versions, to which you can credit the lack of electric power steering, surely one of the unforeseen signs of the apocalypse. We liked the brakes on the sole stretch of twisty roads we found outside east Phoenix , particularly the four-wheel discs on the R/T models. Anti-lock brakes, though, aren't the order of the day. In fact the Caliber's safety gear standards look a little lean compared to the smaller Hyundai Accent. In the Caliber, side curtain airbags are standard, but side airbags are an option. ABS is only available on the SE when you order the 158-hp 2.0-liter with the CVT; it's an option on the SXT model and standard on the R/T. stability control is optional on ABS-equipped SXT and R/T models. Along with simplifying the engine choices, we think it'd be prudent to make a single safety statement. Airbags and ABS for all! Or something suitably admirable and revolutionary. Stacked in its favor Inside, the Caliber takes on even more big-car tones with a wide, wide center stack holding the shifter, audio systems, and climate controls. From the upright, nicely contoured driver's seat the center stack can be a bit of a pain in the knee - there's a sharp angle into your leg where a smooth curve ought to be. Otherwise it's all grins and gears from the front seats. The back seats, while a little more of a challenge to enter, are comfortable and roomy enough for medium-distance trips. Getting in means wedging your feet through a very narrow space between the B-pillar and the rear wheel well - but once you're in the Caliber's split-fold rear bench has great foot space and enough shoulder and leg room for two, three if they're supermodels. The beltline rides at shoulder height back there, so best lend the passengers your iPod video before claustrophobia sets in. In both tan or greige interiors, metallic trim on the center stack ties the Caliber in with the Magnum neatly and gives it a rich feeling that the plasticky Neon never had, even in the much improved second edition. Even better is the optional sport package, which jazzes up the cabin with red, yellow, orange, or blue seat inserts and console trim, shaving some years off the cabin in the process. Above all, the Caliber's interior is thoughtful. If you can grab that iPod back from the back-seaters, it can be mounted inside the flip-out armrest on the center console and plugged into the up-charged nine-speaker Boston Acoustics stereo, which honestly sounds a little boomy no matter how you fiddle with the subwoofer settings. Get the MusicGate option and you get two more speakers on the hatchback; lift the hatch and drop the speakers from the panel and you have instant tunage on the tennis court (we recommend The Breakthrough, by Mary J. Blige, specifically tracks 1, 4, 7, and 10). There's a "chill zone" in the double glovebox that gets cold air pumped in from the A/C. We think it'll come in handy for both types of buyers since it holds many Red Bulls and a near equal amount of Mylanta liquid. The Caliber also will sport one unique option that may change the world, or at least the smell of it. The new YES Essentials seat covering, Dodge says, is anti-microbial and odor-resistant. Are we as a society on the edge of a brave new world, thanks to fart-proof fabric? We can butt pray. Of a high Caliber? Wrapped up in its post-Neon wrapper, the Caliber has convincing packaging, finishing and some finesse to its credit. On the road, those favorables hold up, mostly in the midline $15,985 SXT with the 158-hp four and CVT. It does the most convincing imitation of a smaller car at the pumps and at the loan desk while doing the best mimicry of a larger car inside. All-wheel drive may be a good selling point in the upper tier, but in front-drive economy cars it's mostly a good way to add weight and complexity. The R/T just isn't as entertaining as the initials imply. It moves with decent urgency and clean responses, but there's not much scintillation at hand beyond what the SXT can offer. And since we're clearly out of the $10,000 cheapo category, isn't it worth spending the extra dollars to get out of the SE? It's no punishment for past sins, but if you're not convinced by our words, the lack of ABS on plain-Jane versions and the less ambitious tires will do the trick. But we're back to the most important of our early questions: price. The SXT that we like bases at nearly $16,000; and with the CVT, anti-lock brakes, and stability control (and if it's a Beano-type necessity, that YES fabric), it will touch on a touchy $18,000 price point. For sure, Civics and Corollas blew by that checkpoint long ago. But at that point, is it a better idea to buy a deeply discounted Sebring? Rhetorically speaking, at what point does an economy car stop being economical? Chrysler's exorcised all the Neon's demons, for sure. At a price. 2007 Dodge Caliber Base price: $13,985 (SE); $15,985 (SXT); $19,985 (R/T) Engines: 1.8-liter in-line four, 148 hp (SE, SXT); 2.0-liter in-line four, 158 hp (optional, SE and SXT); 2.4-liter in-line four, 172 hp/165 lb-ft (R/T) Transmission: Five-speed manual or continuously variable transaxle; front- or all-wheel drive Length x width x height: 173.8 x 68.8 x 60.4 inches Wheelbase: 103.7 inches Curb weight: 2966 lb (est., front-wheel-drive SE); 3308 lb (est., all-wheel drive R/T) Fuel economy (EPA city/hwy): 28/32 mpg (1.8-liter w/five-speed); 26/30 mpg (2.0-liter w/five-speed); 23/26 mpg (R/T w/CVT) Safety equipment: Dual front and side curtain airbags Major standard equipment: SE: 15-inch wheels, MP3 jack, manual windows/locks; SXT: SE features plus fold-flat passenger seat, air conditioning, Chill Zone, power windows/locks/mirrors, remote keyless entry, 115-volt outlet, 17-inch wheels; R/T: SXT features plus all-wheel drive, anti-lock brakes, 18-inch wheels, sport suspension, steering wheel audio controls, tonneau cover Warranty: Three years/36,000 miles Link: http://www.thecarconnection.com/Vehicle_Re...180.A10022.html

2006 Kia Sedona Homework does pay off, kids. by Bengt Halvorson (2006-02-13) Few vehicles are both loved and despised as much as the minivan. As models of how to move passengers and cargo safely, comfortably, and economically, they've found a loyal base of buyers. But they're also hated - including by some of those same loyal buyers - for being just short of anonymous. Despite how several automakers have allowed their minivan models to slide out of the limelight, minivans are still a very significant chunk of the new-vehicle market, with still more than a million sold per year in the U.S. The Kia Sedona was originally introduced for the U.S. market for 2002, with a design that was successful for its impressive value even if it wasn't quite up to the standards of refinement, packaging, and performance of top-sellers like the Honda Odyssey, Chrysler minivans, and the Toyota Sienna. Kia isn't settling for good enough, though, as it's already introducing a completely new design for the Sedona for '06. With a quick look at the outgoing Sedona's specs, it's easy to see why it wasn't quite competitive performance-wise - it was a heavyweight, at over 4800 pounds, and so its otherwise generous 195 horsepower was only adequate. To start, the new Sedona was designed with weight savings as one of the priorities, and engineers managed to shed more than 400 pounds despite larger dimensions and increased standard equipment. Bigger, faster, and leaner Performance is kicked into another league, thanks to both the weight-loss plan and to a new aluminum-block 3.8-liter DOHC V-6, with dual continuously variable valve timing (CVVT) and four valves per cylinder, which replaces the outgoing 3.5-liter iron-block V-6 and makes considerably more power and torque. At 244 hp and 253 lb-ft, it makes more torque than any competing minivans, and ties the class-leading Honda Odyssey for horsepower. The new 3.8 is an engine that will soon appear elsewhere in the Kia lineup, we're told. The 3.8 now gives the Sedona plenty of scoot, even if you're carrying a full load. There's an abundance of torque for takeoffs from a full stop, and there's also plenty of heavy-breathing passing power, quickly accessible through fast downshifts from the five-speed automatic transmission. The Sedona especially amazed in high-speed passes. In highway driving, the Sedona proved comfortable, stable, and quiet. There's very little wind noise, and none of the boominess coming from the back on coarse road surfaces that plagues some minivans. The powertrain is also remarkably settled; the key to this is the engine's abundance of torque - it can lug along in top gear and has enough steam to climb rather steep grades without downshifting or losing speed. And so the transmission is pleasantly devoid of the "hunting" back and forth between gears that some minivans exhibit to maintain speed on rolling hills. "Sportmatic" manual control of the automatic transmission is available by just moving the shift knob over to the side gate, but you'll find the auto-shift performance in the Drive position to be just fine. Fuel economy used to be an embarrassment with the last-generation Sedona, but the new model has EPA ratings of 18 city, 25 highway. In some demanding California driving - a mix of high-speed Interstate, urban, and mountain roads, with a very heavy throttle foot, we saw nearly 19 mpg on the trip computer, so most drivers will do much better. The ride on both variants is quite firm for a minivan, about right for most drivers though buyers might find frost heaves and expressway expansion strips a little jarring. Handling is extremely capable though it's not quite in the realm of sports sedans. The suspension's firm tuning reveals its strength on twisty mountain roads, though, where we can faithfully say that the Sedona has far more handling capability than most buyers will want or need. With a light load, the Sedona was an unexpected joy to hustle up and over a mountain pass, handling progressively like a well-tuned peppy front-wheel-drive sedan, with no tippy feeling and a minimum of bounce. The independent rear keeps grip and feels stable as well. Our only complaint is that the steering lacks a strong on-center feel, and so highway driving, especially in crosswinds, requires lots of small adjustments. Form and function: a "best of" compilation So it has the goods for the driver, but how does it fare for form and function? Stepping back to assess the package, there are a few new creases and curves, along with fashion-of-the-moment projector headlamps, but the Sedona's exterior styling doesn't break a lot of new ground - it's a minivan, with a shape that's attractive though certainly derivative, and it's not going to stand out from the rest of the minivans in the local mall parking lot. It's the same familiar shape that just makes sense - a box with an aerodynamic nose, albeit with a few creases and curves to distinguish it to those who look closely. However the interior does help differentiate the Sedona from the competition and gives the occupants a sense that they're in a vehicle with style, even if the outward appearance is one of anonymity. Much of the Sedona's design and switchgear comes across like a "best of" compilation; while many elements of the interior are derivative, it doesn't plagiarize any one vehicle but rather borrows some of the best elements from various automakers' switchgear. For instance, the heated-seat controls almost exactly mimic those long-used by Audi, with a rotary-slide switch, while seat adjustment is done through seat-silhouette-shaped switches mounted high on the door panels, as on most Mercedes-Benz models. Another feature to find its way into the Sedona is the curved, fish-eye "conversation mirror," which allows a parent to quickly assess mischief-prone back-seat occupants. When shifting into reverse, the side mirror automatically angles down toward the rear wheel and the curb to aid in parking - another feature not usually seen outside luxury-brand vehicles. Even the engine bay is well thought-out, with a hydraulic lift, the dipstick in front, and critical fluids labeled. The new Sedona is slightly longer and wider than the model it replaces, with a stretched wheelbase as well, bringing a gain in overall interior space of almost 15 percent. That translates to a welcome increase in seating space especially. The front-seat area feels more expansive, and the seats themselves are more ample and supportive than those in some of the competition. The second row of seats is comfortable enough for adults on long trips, while the third row actually has enough headroom for most adults, although the third row is mostly kids' stuff - legroom is tight and the cushions are very short and uncomfortably flat. The seat arrangement is clever, but then again over the past decade a clever, convenient seat arrangement has come to be expected in a minivan. The third-row seats - split 60/40 - fold down into a recessed area just behind, to create a completely flat cargo floor, while the second-row seats can fold forward or they may be removed from their tracks with an easy release. The second-row seats, however, are heavier than we expected, at more than 60 pounds, and we couldn't imagine some minivan moms being able to comfortably rearrange the interior on their own. Stowaway third row, like the competition The third row folds up and down with just two motions each way. However we noticed that getting it back up is a bit more complicated. First you lift up on a lower strap and pull the seat up then forward; then you reach for a longer upper strap and pull the seatback into position. We noticed that in the process of the first step, the seatback strap can fall forward of the seat, making it hard for shorter people to pull the seatback into place. On the plus side, the third row folds away to allow a completely flat cargo floor. Designers worked to increase the number of useful storage areas rather than the number of smaller cubbies. Along that line of thinking, there are several significant storage compartments, including a useful upper and lower glovebox, overhead storage, center console storage, side storage bins in back, and a front-row folding side table. Altogether there are 14 drink holders and three DC power points. Oddly, all Sedonas have an ashtray front and center, at a time when many vehicles don't come with them at all. All Sedonas have dual sliding doors, as opposed to the single sliding door that was considered standard for minivans just a few years ago. Conveniently, the row windows fold down almost all the way, and the third row windows tilt out, either from a driver's door switch or from a side-panel-mounted switch for back passengers. And though the Sedona comes only in one size for now, there's a short-wheelbase version on the way, to first be shown at this year's Geneva show and then introduced for North America late this year. Marketing chief Ian Beavis hinted that the shorter van will offer even more in the way of sport-tuned handling, at a lower price. The Sedona is offered in only two trim levels, with an entry LX offering a generous level of standard equipment and the EX adding quite a list of luxury features and options. The base LX includes a tri-zone climate control system, with separate fan controls for all three rows of seating, along with power windows all around, a rear wiper, and cruise control. The upscale EX includes power side doors and a power liftgate; both can be operated through a button on the key fob (apparently, the only thing you're supposed to do for yourself in a minivan is procreate - and we worry about that being buttonized). The EX also adds larger (17-inch) alloy wheels, solar glass, automatic headlamps, fog lights, and chrome trim. There's also a Luxury Package ($2400) for the EX, which adds leather seats (heated in front), programmable driver settings, power adjustable pedals, automatic climate control, a power moonroof, steering-wheel audio controls, and a backup warning system. Both of the EX models that we drove also had the Luxury package, which altogether adds about 250 pounds to the Sedona (even so, it's still about a hundred pounds lighter than the outgoing model). The EX's extra weight can be felt; there are slight differences in performance and ride, so take them both for a drive. LX models have a CD player, while EX models upgrade to a system with both cassette and CD functions, along with MP3 compatibility. All of the systems have nice sound that doesn't distort at highway-driving volumes, but audiophiles will want the Premium Entertainment Package option ($1700) for the EX, which brings an Infinity Logic 7 audio system that can deliver more than 600 watts to 13 speakers and includes a six-disc in-dash CD deck, along with a DVD player with eight-inch screen, remote, and wireless headsets for back-seat occupants. The top system really kicks out the power and provides impressive sound at low volumes and clarity that's not lost at higher volumes. No longer the cheapest, but still a bargain The entry LX is no longer the bargain-basement $19,000 special that the Sedona was when introduced four years ago, but it's competitively priced at around $23,000. The savings add up for the fully loaded EX, which, with every available convenience, comes in at a bottom-line price just over $31,000. A comparable Odyssey would be into the upper thirties, and the Sedona includes nearly everything offered on the Odyssey except a navigation system. The lack of a navigation system is still a sore point; rather than outsource a navigation system, Kia is still planning to source its navigation system from Mobis a Hyundai/Kia captive supplier that has never released a nav system for the U.S. market. The nav option is still at least a year away on the top models, according to Kia officials. To many shoppers, Kia's lengthy warranty coverage - five years or 60,000 miles bumper-to-bumper and ten years or 100,000 miles for powertrain - will make the Sedona an especially attractive choice for families on a budget, even though resale value might not be as high as the Odyssey. In a model year, the Sedona has leapfrogged from being a nice but clearly second-tier minivan to a model that has every right to be compared with the class-leading Odyssey, Caravan, and Sienna. In just about every aspect, it feels as if Kia relentlessly studied the competition, then designed a truly competitive product. While we might not all be those who extol the virtues of the minivan, it's hard to deny that the well-thought-out Sedona is staged to score Kia a deservedly bigger share of the minivan masses. 2006 Kia Sedona Price: $22,995 base, $31,365 as tested Engine: 3.8-liter V-6, 244 hp/253 lb-ft Drivetrain: Five-speed automatic transmission, front-wheel drive Length x width x height: 202.0 x 78.1 x 69.3 in Wheelbase: 118.9 in Curb weight: 4387 (LX), 4646 lb (EX Limited) Fuel economy (EPA city/hwy): 18/25 mpg Safety equipment: Anti-lock brakes, Brake Assist, electronic brakeforce distribution, and stability control; dual front airbags, front-seat-mounted side airbags, and three-row side-curtain airbags; tire pressure monitoring system Major standard equipment: Air conditioning with tri-zone controls; power windows/locks/mirrors; tilt steering; rear wiper/washer; three-row seating; eight-speaker AM/FM/CD Warranty: Five years/60,000 miles comprehensive; ten years/100,000 miles powertrain Link: http://www.thecarconnection.com/Vehicle_Re...182.A10016.html

I do believe his "junk" statement was out of disdain for the vehicle not that it was mechanically unsound.

All I have to say to this Chevette ad is "LOL". Yeah, the Chevette is such a classy car. LOL

Methane

Breeze

It's funny that you use the word "wannabe" because why on Earth would you want to be a Chevette or Citation? And that F10 looks like the 240Z's demented brother that was locked in the attic and given a bucket of fish heads to eat.

Well, most of what I would suggest has been shot down or doesn't fit your parameters but what about a Grand Prix GTP or GXP? Personally, I like the exterior styling for the most part and the interior's not so bad. The only fundamentally negative thing I've heard about it is that the back seat area is a tad compromised due to the roofline.

"Military Hummer doing its Civic duty."

Very nice. I've always liked the classy styling of the E39 BMWs.

The Lucerne... It's the best sedan Buick has put out in quite a while, IMO. If you really can't wait, I'd say go for it.

Ugh, reminds me of reading Shakespearean stuff in high school. Nothing they said meant what you thought it meant. Never before had I loved footnotes so much.

In my experience, if you are reasonable and nice about a mistake or displeasure with your food, people'll do right by you. It hasn't happened to me but with people I was dining with at the time. I'm glad too because, like Ocn, I don't really being a bother and coming off as hard to please because in the past, I've dealt with hard-ass customers myself (though not in food service). As an aside, the one time I went to Applebee's, my friends and I found the food to be really overpriced and two didn't care for what they got. I don't think we'll be heading back anytime soon.

BV, if it came between these two interiors... ...I know which one I'm taking. Just add the three-spoke wheel and I'd have no complaints with the first one.

Someone forward that interior image to GM and tell them to do that...now.

EARNINGS, COMPENSATION: Visteon grants raises Supplier's year-end results improve with help from former owner Ford BY JASON ROBERSON FREE PRESS BUSINESS WRITER February 11, 2006 Executives at Visteon Corp., the nation's second-largest auto-parts supplier, recorded handsome raises even as the company announced year-end losses Friday. In filings with the Securities and Exchange Commission Friday, Visteon reported fourth quarter and year-end earnings and details about increased compensation for executives. The pay raises come as the company's numbers improved last year, even though that improvement depended almost solely on relief from former owner Ford Motor Co. For the three months ending Dec. 31, Visteon reported net income of $1.3 billion, or $10.58 a share, up substantially from a loss of $138 million, or $1.10 per share, during the same period a year earlier. But Visteon's net income for the fourth quarter included a gain of $1.8 billion related to the transfer of 23 plants to a Ford-controlled holdings group. Visteon's agreement with Ford also allowed the transfer of 1,000 employees to Ford plants in 2005 and 800 in the first six weeks of this year. For the year, Visteon narrowed its losses to $270 million, or $2.14 a share, compared to a loss of $1.5 billion, or $12.26 a share in 2004. This marks the fifth straight year of Visteon losses. Directors vote for raises In the shadow of its earnings performance, Visteon's directors disclosed to the SEC that they approved significant pay raises for executives and themselves. Visteon's directors agreed to increase bonuses to executives that range between 50% and 130% of their base salary. In addition they approved larger long-term incentive awards that range between 120% to 475% of their base salaries. Directors gave three top executives raises in base pay: President and Chief Operating Officer Donald J. Stebbins got a $40,000 raise to $890,000. Executive Vice President and Chief Financial Officer James F. Palmer received a $40,000 raise to $775,000. Vice President, Controller and Chief Accounting Officer William G. Quigley III received a $20,000 raise to $370,000. Visteon's eight directors also approved for themselves a yearly pay of $70,000 and an annual restricted stock award of $70,000. In addition, directors who chair a committee will get an additional $10,000 a year. Previously those directors received an annual pay of $40,000, plus an additional $10,000 for each committee they served on and another $500 for each committee meeting they attended. Three Visteon executives last year were listed among the top 50 in the Free Press Executive Compensation Report: Former Chairman Peter J. Pestillo had total compensation of $4.28 million; Chairman and CEO Michael F. Johnston, $4.16 million; and Palmer received $3.44 million. Wally Greene Jr., a former hourly Visteon worker who now works for Ford in Sandusky, Ohio, called the executive compensation sickening. "Why don't people in this country wake up and stand up to these greedy" executives "and say enough is enough," Greene said. UAW spokesman Paul Krell said Thursday after being told in advance about the filing that the union firmly opposes the pay raises. President Ron Gettelfinger "has been very consistent saying executive compensation across the board has gotten way out of line in comparison to what employees make," Krell said. The case of Delphi Visteon's executives and public relations staff can expect a flood of heated phone calls and e-mails if news of the pay increases is interpreted like that of Troy-based auto supplier Delphi Corp. Delphi, as a case study, is proof that many investors and hourly employees are unforgiving to company executives reporting losses while making higher salaries and bonuses. Less than a week after filing for bankruptcy in October 2005, Delphi, the nation's largest automotive supplier, filed a motion to get extra pay for executives in an attempt to keep them faithful to the company. "The decision to seek approval of executive bonuses within one week of seeking historic and life-changing sacrifices from rank and file employees is simply not a reasonable or justifiable exercise of business judgment," the committee said in its Feb. 6 filing. Several Delphi executives stand to make millions if the company's entire compensation program is approved. Delphi President and Chief Operating Officer Rodney O'Neal, 51, with an average annual salary of $1.2 million, could receive more than $20.3 million; vice chairman David B. Wohleen, 54, with an average annual salary of $890,000, could receive more than $16.2 million, and chief financial officer Robert J. Dellinger, 44, with a $750,000 average annual salary, could receive more than $12.5 million. Delphi's executive pay proposal has been a stumbling block in intense negotiations to reduce an overbearing cost structure with General Motors Corp., its chief customer and former owner, and the UAW, its largest union. In December, Delphi's directors said they will pay themselves in cash -- $140,000 to $200,000 a year -- since it no longer made sense to continue paying all, or at least half, of their salary in stock. Shares in the nation's largest maker of auto parts have been essentially worthless since the board took the Troy-based company into bankruptcy Oct. 8. "The board felt the current plan was no longer appropriate," Delphi spokeswoman Claudia Piccinin said Dec. 9. Hourly jobs at risk Visteon executives are getting raises just after an embarrassing earnings restatement last November that led directors to restate results for 2001 through 2004 after two former employees engaged in improper conduct, according to the SEC filing at the time. The executive raises also come when hourly Visteon jobs are at risk. At an automotive analysts conference in Dearborn last month, Visteon executives summarized the company's strategy and financial outlook, which included a plan that will cost about $800 million in severance and benefits costs, contract termination, production transfer and other costs. Visteon beat analysts' estimates polled by Thomson Financial, which expected Visteon to report a loss of 69 cents per share. Visteon is raising its estimate for 2006 full-year earnings to a range of $45 million to $75 million. Additionally, Visteon expects to generate about $50 million of free cash flow and expects 2006 full-year product sales of approximately $11.2 billion, with 58% coming from non-Ford sales. "With the Ford transaction completed, we are now focused on implementing our multiyear plan to restructure Visteon and improve our earnings and free cash flow," Johnston said Friday. Visteon has more than 170 facilities in 24 countries and employs about 50,000 people. It has corporate offices in Van Buren Township; Shanghai, China; and Kerpen, Germany. Link: http://www.freep.com/apps/pbcs.dll/article.../602110363/1014

Oh, I see what you mean now. I interpreted what you said before as there won't be a Mark S instead that wouldn't be the Mark S. Thinking about it, I'd think the MKS's front end at least would remain the same with the rest of the car taking on the MKZ-style rear and interior as the Navigator did.