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Found 194 results

  1. Genesis is working on a new sports car that will be utilizing a plug-in hybrid powertrain. This information comes to us via Australian outlet Wheels who spoke with two senior executives from Hyundai at the Consumer Electronics Show. “We are definitely doing it. I’m actually reviewing the project next week, after CES. I can’t tell you much more about it, but we are definitely doing it. We are not going autonomous for all of our cars!" said Hyundai design vice-president Luc Donckerwolke. Hyundai's vice-chairman of research and development, Woong-chul Yang acknowledged the project, saying the coupe would be a two-seater, feature some sort of electrification, and be under the watchful eye of the N performance division. “We are very much interested in it and as far as I’m concerned I’d love to promote that [a sportscar]. That’s something our brand needs at this time. The people working at N will be working on that, but how we put it in the N or maybe above N … it’s pretty high performance. It’s serious,” said Yang. “We cannot say it will just be hybrid,” he said “but we will use electric motors and batteries to make it more performance. Some areas we cannot just overcome by putting a big ICE [internal combustion engine], we like to minimise as much as possible the ICE and use the best application of electric motors. That means not only efficiency but also performance can be very much optimised using both powertrains. Certainly we will put some electric powerplant in there.” Right now, the project is still in the design stage and it will likely be years before the coupe sees the light of day. Source: Wheels
  2. Genesis is working on a new sports car that will be utilizing a plug-in hybrid powertrain. This information comes to us via Australian outlet Wheels who spoke with two senior executives from Hyundai at the Consumer Electronics Show. “We are definitely doing it. I’m actually reviewing the project next week, after CES. I can’t tell you much more about it, but we are definitely doing it. We are not going autonomous for all of our cars!" said Hyundai design vice-president Luc Donckerwolke. Hyundai's vice-chairman of research and development, Woong-chul Yang acknowledged the project, saying the coupe would be a two-seater, feature some sort of electrification, and be under the watchful eye of the N performance division. “We are very much interested in it and as far as I’m concerned I’d love to promote that [a sportscar]. That’s something our brand needs at this time. The people working at N will be working on that, but how we put it in the N or maybe above N … it’s pretty high performance. It’s serious,” said Yang. “We cannot say it will just be hybrid,” he said “but we will use electric motors and batteries to make it more performance. Some areas we cannot just overcome by putting a big ICE [internal combustion engine], we like to minimise as much as possible the ICE and use the best application of electric motors. That means not only efficiency but also performance can be very much optimised using both powertrains. Certainly we will put some electric powerplant in there.” Right now, the project is still in the design stage and it will likely be years before the coupe sees the light of day. Source: Wheels View full article
  3. Audi To Make Future Models Look Different

    A constant complaint we have about Audis is their one-size fits all design philosophy as it is difficult to tell the difference between an A3 and A4 for example. Thankfully, Audi will be diversifying their designs in future models. “This [repetition] design process was used to make Audis more recognisable in newer and emerging markets. Now we are well known in major markets like China, we can begin to change this philosophy and give each car its own look,” said Audi chief executive Rupert Stadler to Autocar. “We recognise that there is a place for more differentiation now. Since our cars are in production for a minimum of six years, in today’s world I think each model should have its own design to be attractive for this long time,” said Audi design boss Marc Lichte You can see this with the Audi Q2 crossover with a different take on the grille and C-Pillar from other Audi crossovers. But Lichte says the biggest change will come with the launch of the e-tron quattro SUV next year. Due to the compact size of the electric powertrain, this gives designers more space to play with. “Design will go in a very different way. [Designers] will have more material space to play with, so we’ll be able to produce [vehicles with] shorter overhangs and lower bonnets. It makes for a more attractive design overall.” Source: Autocar
  4. A constant complaint we have about Audis is their one-size fits all design philosophy as it is difficult to tell the difference between an A3 and A4 for example. Thankfully, Audi will be diversifying their designs in future models. “This [repetition] design process was used to make Audis more recognisable in newer and emerging markets. Now we are well known in major markets like China, we can begin to change this philosophy and give each car its own look,” said Audi chief executive Rupert Stadler to Autocar. “We recognise that there is a place for more differentiation now. Since our cars are in production for a minimum of six years, in today’s world I think each model should have its own design to be attractive for this long time,” said Audi design boss Marc Lichte You can see this with the Audi Q2 crossover with a different take on the grille and C-Pillar from other Audi crossovers. But Lichte says the biggest change will come with the launch of the e-tron quattro SUV next year. Due to the compact size of the electric powertrain, this gives designers more space to play with. “Design will go in a very different way. [Designers] will have more material space to play with, so we’ll be able to produce [vehicles with] shorter overhangs and lower bonnets. It makes for a more attractive design overall.” Source: Autocar View full article
  5. GM Could Make a Full-Scale Return to Europe

    Despite General Motors mostly leaving the European market with the sale of Opel and Vauxhall to PSA Group earlier this year, the automaker isn't ruling out a full-scale return. During a recent meeting of the Automotive Press Association in Detroit, GM CEO Mary Barra said the company would "absolutely" consider a return to the European market, adding that "nothing keeps us from going back." But it will be some time before GM decides to go back. According to Barra, the company would need to build out a lineup of "transformative products" like electric or self-driving vehicles to make it worthwhile. General Motors does have a small presence in Europe with Cadillacs being sold by 45 dealers - most of them in Germany and Switzerland. The Chevrolet Camaro and Corvette are also sold in small numbers. Source: Motor1
  6. Despite General Motors mostly leaving the European market with the sale of Opel and Vauxhall to PSA Group earlier this year, the automaker isn't ruling out a full-scale return. During a recent meeting of the Automotive Press Association in Detroit, GM CEO Mary Barra said the company would "absolutely" consider a return to the European market, adding that "nothing keeps us from going back." But it will be some time before GM decides to go back. According to Barra, the company would need to build out a lineup of "transformative products" like electric or self-driving vehicles to make it worthwhile. General Motors does have a small presence in Europe with Cadillacs being sold by 45 dealers - most of them in Germany and Switzerland. The Chevrolet Camaro and Corvette are also sold in small numbers. Source: Motor1 View full article
  7. Volkswagen recently held an event for journalists and investors to talk about the upcoming Jetta. But the company also gave a preview of their product plans for the near future. According to Autoblog, those plans include two new crossovers. The first will be a five-seat model that will slot between the Tiguan and Atlas. Volkswagen North America CEO President and CEO Hinrich Woebcken described it as 'coupe-like'. We're assuming this model will compete with the likes of the Ford Edge and Nissan Murano. The second will slot below the long-wheelbase Tiguan (what we get in the U.S.). This could either be the short-wheelbase Tiguan or a new model that was hinted by Volkswagen's director of development, Dr. Frank Welsch back in September. It comes as no surprise that Volkswagen is planning to expand their crossover offerings. During his presentation, Woebcken showed that light truck sales increased a whopping 51 percent year-to-date, compared to 1 percent for car sales. Still, Volkswagen is planning to walk away from sedans just yet. 2018 will see the new Jetta and launches of the Arteon and Passat GT. Down the road, Volkswagen will introduce a new Jetta GLI and redesigned Passat. Source: Autoblog
  8. Volkswagen recently held an event for journalists and investors to talk about the upcoming Jetta. But the company also gave a preview of their product plans for the near future. According to Autoblog, those plans include two new crossovers. The first will be a five-seat model that will slot between the Tiguan and Atlas. Volkswagen North America CEO President and CEO Hinrich Woebcken described it as 'coupe-like'. We're assuming this model will compete with the likes of the Ford Edge and Nissan Murano. The second will slot below the long-wheelbase Tiguan (what we get in the U.S.). This could either be the short-wheelbase Tiguan or a new model that was hinted by Volkswagen's director of development, Dr. Frank Welsch back in September. It comes as no surprise that Volkswagen is planning to expand their crossover offerings. During his presentation, Woebcken showed that light truck sales increased a whopping 51 percent year-to-date, compared to 1 percent for car sales. Still, Volkswagen is planning to walk away from sedans just yet. 2018 will see the new Jetta and launches of the Arteon and Passat GT. Down the road, Volkswagen will introduce a new Jetta GLI and redesigned Passat. Source: Autoblog View full article
  9. Hyundai was caught off guard by the rise of crossovers with their car heavy lineup. This has caused their sales to fall down. But the Korean automaker is hoping to change that with the announcement of eight new or redesigned crossover models by 2020. The plan will begin with the launch of the Kona crossover in March and will include a wide range of models from a small A-segment model to 8-seat midsize model taking the place of the Santa Fe. There are also plans for an electric, hydrogen, and diesel powered models. The electric one is likely the Kona. “The Kona is only the beginning of our product revolution for Hyundai. These vehicles are aimed squarely at the sales leaders in each segment and will emphasize Hyundai’s continued focus on sustainability and efficiency without compromising performance,” said Mike O’Brien, Hyundai Motor America vice president for Product Planning. Source: Hyundai Press Release is on Page 2 Hyundai Motor America to Release Eight New Crossover Utility Vehicles by the Year 2020 Vehicles will be powered by Gasoline, Diesel, Hydrogen and Electricity SUPERIOR TWP., Mich., Nov. 15, 2017 – Hyundai Motor America today announced its commitment to debut eight new or re-engineered crossover utility vehicles (CUVs) in the United States by the year 2020 during a press conference at the Hyundai America Technical Center. Beginning with the launch of the Kona small CUV in March, this new lineup will encompass models from the A-segment (entry level) size class all the way up to the eight-passenger midsize class. Hyundai also will showcase its latest gasoline engine, diesel engine, hydrogen fuel cell and battery electric technologies in these vehicles. “Very soon we are going to have the most diverse CUV powertrain lineup in the industry,” said Mike O’Brien, vice president, product, corporate and digital planning, Hyundai Motor America. “These vehicles will show the engineering prowess of the more than 13,000 engineers Hyundai Motor Company has working on current and future models every single day. Our customers are going to have a lot of great CUV choices in our dealerships.” Debuting at major auto shows including those in Detroit, New York and Los Angeles, this new fleet of CUVs will maintain Hyundai’s promise to make customer’s lives and driving experiences better. Further, Hyundai will be the only manufacturer offering CUV customers four different fuel choices. “The Kona is only the beginning of our product revolution for Hyundai,” O’Brien, added. “These vehicles are aimed squarely at the sales leaders in each segment and will emphasize Hyundai’s continued focus on sustainability and efficiency without compromising performance.”
  10. Hyundai was caught off guard by the rise of crossovers with their car heavy lineup. This has caused their sales to fall down. But the Korean automaker is hoping to change that with the announcement of eight new or redesigned crossover models by 2020. The plan will begin with the launch of the Kona crossover in March and will include a wide range of models from a small A-segment model to 8-seat midsize model taking the place of the Santa Fe. There are also plans for an electric, hydrogen, and diesel powered models. The electric one is likely the Kona. “The Kona is only the beginning of our product revolution for Hyundai. These vehicles are aimed squarely at the sales leaders in each segment and will emphasize Hyundai’s continued focus on sustainability and efficiency without compromising performance,” said Mike O’Brien, Hyundai Motor America vice president for Product Planning. Source: Hyundai Press Release is on Page 2 Hyundai Motor America to Release Eight New Crossover Utility Vehicles by the Year 2020 Vehicles will be powered by Gasoline, Diesel, Hydrogen and Electricity SUPERIOR TWP., Mich., Nov. 15, 2017 – Hyundai Motor America today announced its commitment to debut eight new or re-engineered crossover utility vehicles (CUVs) in the United States by the year 2020 during a press conference at the Hyundai America Technical Center. Beginning with the launch of the Kona small CUV in March, this new lineup will encompass models from the A-segment (entry level) size class all the way up to the eight-passenger midsize class. Hyundai also will showcase its latest gasoline engine, diesel engine, hydrogen fuel cell and battery electric technologies in these vehicles. “Very soon we are going to have the most diverse CUV powertrain lineup in the industry,” said Mike O’Brien, vice president, product, corporate and digital planning, Hyundai Motor America. “These vehicles will show the engineering prowess of the more than 13,000 engineers Hyundai Motor Company has working on current and future models every single day. Our customers are going to have a lot of great CUV choices in our dealerships.” Debuting at major auto shows including those in Detroit, New York and Los Angeles, this new fleet of CUVs will maintain Hyundai’s promise to make customer’s lives and driving experiences better. Further, Hyundai will be the only manufacturer offering CUV customers four different fuel choices. “The Kona is only the beginning of our product revolution for Hyundai,” O’Brien, added. “These vehicles are aimed squarely at the sales leaders in each segment and will emphasize Hyundai’s continued focus on sustainability and efficiency without compromising performance.” View full article
  11. Whenever Bob Lutz speaks, many people tend to listen as he a number of years of being in the automotive industry under his belt. Recently, Lutz wrote an editorial for Automotive News' Redesigning the Industry where he predicts we are “approaching the end of the automotive era,” within the next 20 years. “The end state will be the fully autonomous module with no capability for the driver to exercise command. You will call for it, it will arrive at your location, you’ll get in, input your destination and go to the freeway On the freeway, it will merge seamlessly into a stream of other modules traveling at 120, 150 mph. The speed doesn’t matter. You have a blending of rail-type with individual transportation,” Lutz wrote. Lutz sees governments pushing for a 'no-human-drivers' mandate when it becomes clear that self-driving vehicles are much safer than vehicles operated by humans. "The tipping point will come when 20 to 30 percent of vehicles are fully autonomous. Countries will look at the accident statistics and figure out that human drivers are causing 99.9 percent of the accidents." This according to Lutz will have catastrophic effects for the industry. Most of the driverless pods will be owned, operated and branded as "Uber or Lyft or who-ever else is competing in the market." Many automakers will be forced out of the business as people turn to sharing and not owning a vehicle. Some will remain, but acting as a supplier. Other parts of the business such as dealers, repair shops, and enthusiast magazines will fade away. "The era of the human-driven automobile, its repair facilities, its dealerships, the media surrounding it — all will be gone in 20 years." We're not fully on board with Lutz's train of thought. The time frame is a bit too soon as we are still on the ground floor when it comes to autonomous technology and the numerous hurdles that still need to be overcome. Plus, how will this driverless pod system work in rural areas? That isn't to say it will not happen. Elements of Lutz's viewpoint are coming into focus. For example, Waymo will not have any way for a human to intervene in emergency situations. We highly recommend reading this piece. Source: Automotive News (Subscription Required)
  12. Whenever Bob Lutz speaks, many people tend to listen as he a number of years of being in the automotive industry under his belt. Recently, Lutz wrote an editorial for Automotive News' Redesigning the Industry where he predicts we are “approaching the end of the automotive era,” within the next 20 years. “The end state will be the fully autonomous module with no capability for the driver to exercise command. You will call for it, it will arrive at your location, you’ll get in, input your destination and go to the freeway On the freeway, it will merge seamlessly into a stream of other modules traveling at 120, 150 mph. The speed doesn’t matter. You have a blending of rail-type with individual transportation,” Lutz wrote. Lutz sees governments pushing for a 'no-human-drivers' mandate when it becomes clear that self-driving vehicles are much safer than vehicles operated by humans. "The tipping point will come when 20 to 30 percent of vehicles are fully autonomous. Countries will look at the accident statistics and figure out that human drivers are causing 99.9 percent of the accidents." This according to Lutz will have catastrophic effects for the industry. Most of the driverless pods will be owned, operated and branded as "Uber or Lyft or who-ever else is competing in the market." Many automakers will be forced out of the business as people turn to sharing and not owning a vehicle. Some will remain, but acting as a supplier. Other parts of the business such as dealers, repair shops, and enthusiast magazines will fade away. "The era of the human-driven automobile, its repair facilities, its dealerships, the media surrounding it — all will be gone in 20 years." We're not fully on board with Lutz's train of thought. The time frame is a bit too soon as we are still on the ground floor when it comes to autonomous technology and the numerous hurdles that still need to be overcome. Plus, how will this driverless pod system work in rural areas? That isn't to say it will not happen. Elements of Lutz's viewpoint are coming into focus. For example, Waymo will not have any way for a human to intervene in emergency situations. We highly recommend reading this piece. Source: Automotive News (Subscription Required) View full article
  13. Lamborghini has been hesitant to move on from their naturally aspirated V10 and V12 engines to hybrid powertrains for their sports cars. “When they come to Lamborghini, they are asking for the power and performance of our naturally aspirated engines,” he said. “That’s why we have already decided that the next-generation V12 will stay naturally aspirated and it is one reason why the [Aventador] remains unique,” said Lamborghini's Commercial boss Federico Foschini a few months back to Autocar. But Lamborghini is working on a hybrid powertrain for the successor to the Huracán. “The [next] Huracán – that car will need hybridisation. Hybridisation is the answer, not [full] electric,” said Lamborghini boss Stefano Domenicali. Unlike the Urus, which will be the company's first plug-in hybrid vehicle, the Huracán's replacement brings a set of challenges. Packing a heavy hybrid powertrain into an SUV is no problem. Doing the same for a sports car is a big no-no. “It’s easier in our first plug-in hybrid, the Urus, because the ambition of the car in terms of packaging and weight is not so difficult. But this is one mission. It’s not the Lamborghini super-sports car mission," said Maurizio Reggiani, Lamborghini's R&D head. Reggiani added that current battery technology is not feasible for current supercars. “The issue today is the storage of energy. If I go to a track, I need to run all the laps that I want. But today, the problem is that if you go, you are only able to run one and a half laps [flat out].” Lamborghini's sister brand, Porsche has been investigating the use of lighter solid-state batteries which could solve this issues talked about by Reggiani. Lamborghini is also working with other industry experts to see if a solution can be figured out. The Huracán's replacement is due out in 2022. Source: Autocar
  14. Lamborghini has been hesitant to move on from their naturally aspirated V10 and V12 engines to hybrid powertrains for their sports cars. “When they come to Lamborghini, they are asking for the power and performance of our naturally aspirated engines,” he said. “That’s why we have already decided that the next-generation V12 will stay naturally aspirated and it is one reason why the [Aventador] remains unique,” said Lamborghini's Commercial boss Federico Foschini a few months back to Autocar. But Lamborghini is working on a hybrid powertrain for the successor to the Huracán. “The [next] Huracán – that car will need hybridisation. Hybridisation is the answer, not [full] electric,” said Lamborghini boss Stefano Domenicali. Unlike the Urus, which will be the company's first plug-in hybrid vehicle, the Huracán's replacement brings a set of challenges. Packing a heavy hybrid powertrain into an SUV is no problem. Doing the same for a sports car is a big no-no. “It’s easier in our first plug-in hybrid, the Urus, because the ambition of the car in terms of packaging and weight is not so difficult. But this is one mission. It’s not the Lamborghini super-sports car mission," said Maurizio Reggiani, Lamborghini's R&D head. Reggiani added that current battery technology is not feasible for current supercars. “The issue today is the storage of energy. If I go to a track, I need to run all the laps that I want. But today, the problem is that if you go, you are only able to run one and a half laps [flat out].” Lamborghini's sister brand, Porsche has been investigating the use of lighter solid-state batteries which could solve this issues talked about by Reggiani. Lamborghini is also working with other industry experts to see if a solution can be figured out. The Huracán's replacement is due out in 2022. Source: Autocar View full article
  15. Mazda Still Sees A Future for Diesel

    Despite announcing and getting ready to launch their SkyActivX compression ignition engines, along with an electric vehicle, Mazda will still be working on diesel engines for the coming future. “There is a benefit to keep developing the diesel engine. Because when we put the engine on a big vehicle, the big vehicle needs big torque as well and if you look at the diesel engine it can produce the large torque, so we still believe the diesel engine has advantages,” said Ichiro Hirose, Mazda's managing executive officer of powertrain and vehicle development to CarAdvice. “There is actually huge room for further improvement in diesel engines. [Such as] refining of the combustion, of course, the efficiency will be better, also emission will be reduced as well. As far as the diesel engine is concerned there are still many things we can do in terms of evenly mix the air-fuel and burn. Many things we can do.” A recent patent filed by Mazda shows a twin-turbo diesel engine that also features a supercharger, most likely to help minimize turbo lag. Source: CarAdvice
  16. Despite announcing and getting ready to launch their SkyActivX compression ignition engines, along with an electric vehicle, Mazda will still be working on diesel engines for the coming future. “There is a benefit to keep developing the diesel engine. Because when we put the engine on a big vehicle, the big vehicle needs big torque as well and if you look at the diesel engine it can produce the large torque, so we still believe the diesel engine has advantages,” said Ichiro Hirose, Mazda's managing executive officer of powertrain and vehicle development to CarAdvice. “There is actually huge room for further improvement in diesel engines. [Such as] refining of the combustion, of course, the efficiency will be better, also emission will be reduced as well. As far as the diesel engine is concerned there are still many things we can do in terms of evenly mix the air-fuel and burn. Many things we can do.” A recent patent filed by Mazda shows a twin-turbo diesel engine that also features a supercharger, most likely to help minimize turbo lag. Source: CarAdvice View full article
  17. Nissan is Non-Commital on the Z Coupe

    The Nissan 370Z is getting up there up in age (almost nearing a decade) and many have been wondering if there would be a replacement. Rumors abounded that Nissan would be showing a new one at the Tokyo Motor Show, but that did not happen. Speaking with the media at the show, chief planning officer for Nissan, Philippe Klein gave a non-committal answer when asked about a 370Z successor. “It’s an interesting question because there is a lot of passion people this vehicle. This vehicle is still very alive but at the same time it is in a segment that is gradually declining, so that is making the [business] case more difficult. “We have also the GT-R, with which we still believe there is some good potential from this, and we are in the same category starting to make a lot of effort on the Nismo side. Which is another way to offer excitement to our customers leveraging the more conventional side. We have no intention to quit excitement but we’re going to make it happen in different ways.” You can read this one of two ways. The first is that there will be no replacement for the 370Z and you'll need to step up to the GT-R if you want a Nissan sports car. The other is that the Z could morph into a crossover. Source: Drive.com.au
  18. The Nissan 370Z is getting up there up in age (almost nearing a decade) and many have been wondering if there would be a replacement. Rumors abounded that Nissan would be showing a new one at the Tokyo Motor Show, but that did not happen. Speaking with the media at the show, chief planning officer for Nissan, Philippe Klein gave a non-committal answer when asked about a 370Z successor. “It’s an interesting question because there is a lot of passion people this vehicle. This vehicle is still very alive but at the same time it is in a segment that is gradually declining, so that is making the [business] case more difficult. “We have also the GT-R, with which we still believe there is some good potential from this, and we are in the same category starting to make a lot of effort on the Nismo side. Which is another way to offer excitement to our customers leveraging the more conventional side. We have no intention to quit excitement but we’re going to make it happen in different ways.” You can read this one of two ways. The first is that there will be no replacement for the 370Z and you'll need to step up to the GT-R if you want a Nissan sports car. The other is that the Z could morph into a crossover. Source: Drive.com.au View full article
  19. Mitsubishi has unveiled a new three-year strategic plan called 'Drive for Growth'. The Japanese automaker wants to increase unit sales and revenue by 30 percent - about 1.3 million vehicles sold in the case of the former. It also plans on improving profit margins from 0.3 to 6 percent. To pull this off, Mitsubishi will be working on reducing costs in development and manufacturing, along with investing $5.3 billion for new products and revamping key markets. In terms of products, Mitsubishi is planning on launching 11 new and redesigned models over next three years. For the U.S., this means the Outlander PHEV and upcoming Eclipse Cross. The U.S. will also see Mitsubishi work on improving their dealer network. "We will re-energize our dealership network. We are reviewing our incentive plans, both to attract new dealers and to encourage existing ones to achieve better sales," said Trevor Mann, COO of Mitsubishi Motors. The goal is to see a 30 percent increase in sales to 130,000 vehicles by the 2019 fiscal year. For other markets, this is what Mitsubishi is planning, For Southeast Asia (Mitsubishi's largest and most profitable marketplace), a new assembly plant in Indonesia and the launch of Xpander multi-purpose vehicle The focus in Japan is revitalizing their mini-car business after the fuel economy manipulation scandal China will see an expansion in dealers with the goal to sell 220,000 vehicles by 2019 There will be one thing the U.S. will be missing out from Mitsubishi. It was expected that the tie-up with Nissan that begun last year would provide some help for the U.S. But according to Automotive News, Mitsubishi will be going on its own for this region. There are three reasons for this; antitrust concerns between the two companies, vehicles using common engines and platforms not being ready, and Mitsubishi wanting to build the brand back up on their own strengths. Source: Mitsubishi Motors, Automotive News (Subscription Required) Press Release is on Page 2 MITSUBISHI MOTORS LAUNCHES ‘DRIVE FOR GROWTH’ PLAN TO INCREASE VOLUMES, REVENUES AND PROFITABILITY Three-year plan targets more than 30 percent increase in unit sales and revenues Operating profit margin to reach 6 percent or more Capital expenditure and R&D investment to increase to more than 600 billion yen over the three-year period Product renewal to accelerate with launch of six new models including Eclipse Cross SUV Market expansion planned in ASEAN, US and China TOKYO, Japan – Mitsubishi Motors today launched "Drive for Growth," a three-year strategic plan to deliver sustained and profitable growth, targeting an increase of more than 30% in both annual unit sales to 1.3 million vehicles and in revenues to 2.5 trillion yen. Under the plan, Mitsubishi Motors aims to achieve an operating profit margin of 6% or more by the end of fiscal 2019, up from 0.3% in fiscal 2016. The plan combines a product renewal program with targeted market expansion and operating efficiency improvements. Osamu Masuko, Mitsubishi Motors chief executive, said: "Drive for Growth is a new roadmap for Mitsubishi Motors. We will rebuild trust in our company as our highest priority, successfully launch new vehicles, and achieve a V-shaped financial recovery. These will be the foundations for our future sustainable growth, which will involve increased capital expenditure and product development spending." The Drive for Growth plan involves a 60% increase in annual capital expenditure to 137 billion yen in fiscal 2019 – lifting spending as a proportion of sales to 5.5% a year. R&D expenses will rise by 50% to 133 billion yen over the same period. In total, this will amount to more than 600 billion yen in investments. Even with these increases, Mitsubishi Motors will maintain financial discipline and generate positive free cash flow during the period. The company intends to establish a competitive dividend policy comparable to those of other Japanese automotive manufacturers. As part of its investment drive, Mitsubishi Motors plans to strengthen its four-wheel drive SUVs and pick-ups, and to launch 11 models including the XPANDER and Eclipse Cross. The product renewal program will coincide with a market expansion drive in the ASEAN region, Oceania, United States, China and Japan. Mr. Masuko said: "This is an ambitious program to maximize our strengths in growing product segments, especially four-wheel drive, and to pursue growth in markets where our brand has strong potential, particularly the ASEAN region. This growth program will also involve an efficient and disciplined operating structure as we continue to manage costs." Under Drive for Growth, Mitsubishi Motors is targeting a market share of 10% in ASEAN. Sales activities will be reinforced in the US. The company's presence in China will be strengthened with the introduction of models such as the Outlander and Eclipse Cross. And the company will invest in its sales network and product portfolio to return to profitability in Japan by the end of the plan. The strategic plan is based on three strategic initiatives: Product renewal: During the period of the plan, Mitsubishi Motors will launch 11 new models, of which six will be entirely new model changes – averaging two each year – while the remainder will be important updates of existing vehicles. By the end of the plan, the company expects its five best-selling global models consisting of SUV, 4WD, and plug-in hybrid electric vehicles (PHEV) to account for 70% of total sales volume. Reflecting the shift to lower emission models, the company also announced that it plans to provide electrified solutions across its core model range including an EV kei car from 2020. Focus on core markets to drive revenue growth: This year's opening of a new assembly plant in Indonesia, and the recent launch of the XPANDER multi-purpose vehicle, will drive the growth of the ASEAN business, the group's largest and most profitable operation. ASEAN volumes are expected to rise from 206,000 units a year to 310,000 units a year in 2019. Mitsubishi Motors will also launch new models to assist the turnaround of its important mini-car business in Japan. In the US, the company will improve its dealership networks, targeting a 30% increase in unit sales to 130,000 units in fiscal 2019. In China, Mitsubishi Motors will double the number of dealerships and more than double sales to 220,000 units in fiscal 2019. Cost Optimization: Mitsubishi Motors will tightly manage production costs, with a target to reduce monozukuri costs by 1.3% per year, in spite of large investments in R&D. Alongside cost management, the company will benefit from growing synergies from its membership of the Renault-Nissan-Mitsubishi alliance. Mitsubishi Motors is seeking synergies totaling more than 100 billion yen over the course of the plan, with the bulk of these to come from efficiencies in procurement and costs avoided in R&D. Mitsubishi Motors will contribute its expertise in PHEV technology, its capabilities in SUVs and pick-ups, and market strengths in the ASEAN region to the wider synergy program of the Alliance, which aims to double annualized synergies to more than 10 billion euros by the end of 2022. "We are refreshing our product line-up, investing in R&D and targeting core market growth," added Mr. Masuko. "Drive for Growth will enable us to continue the transformation of the company over the next three years."
  20. Mitsubishi has unveiled a new three-year strategic plan called 'Drive for Growth'. The Japanese automaker wants to increase unit sales and revenue by 30 percent - about 1.3 million vehicles sold in the case of the former. It also plans on improving profit margins from 0.3 to 6 percent. To pull this off, Mitsubishi will be working on reducing costs in development and manufacturing, along with investing $5.3 billion for new products and revamping key markets. In terms of products, Mitsubishi is planning on launching 11 new and redesigned models over next three years. For the U.S., this means the Outlander PHEV and upcoming Eclipse Cross. The U.S. will also see Mitsubishi work on improving their dealer network. "We will re-energize our dealership network. We are reviewing our incentive plans, both to attract new dealers and to encourage existing ones to achieve better sales," said Trevor Mann, COO of Mitsubishi Motors. The goal is to see a 30 percent increase in sales to 130,000 vehicles by the 2019 fiscal year. For other markets, this is what Mitsubishi is planning, For Southeast Asia (Mitsubishi's largest and most profitable marketplace), a new assembly plant in Indonesia and the launch of Xpander multi-purpose vehicle The focus in Japan is revitalizing their mini-car business after the fuel economy manipulation scandal China will see an expansion in dealers with the goal to sell 220,000 vehicles by 2019 There will be one thing the U.S. will be missing out from Mitsubishi. It was expected that the tie-up with Nissan that begun last year would provide some help for the U.S. But according to Automotive News, Mitsubishi will be going on its own for this region. There are three reasons for this; antitrust concerns between the two companies, vehicles using common engines and platforms not being ready, and Mitsubishi wanting to build the brand back up on their own strengths. Source: Mitsubishi Motors, Automotive News (Subscription Required) Press Release is on Page 2 MITSUBISHI MOTORS LAUNCHES ‘DRIVE FOR GROWTH’ PLAN TO INCREASE VOLUMES, REVENUES AND PROFITABILITY Three-year plan targets more than 30 percent increase in unit sales and revenues Operating profit margin to reach 6 percent or more Capital expenditure and R&D investment to increase to more than 600 billion yen over the three-year period Product renewal to accelerate with launch of six new models including Eclipse Cross SUV Market expansion planned in ASEAN, US and China TOKYO, Japan – Mitsubishi Motors today launched "Drive for Growth," a three-year strategic plan to deliver sustained and profitable growth, targeting an increase of more than 30% in both annual unit sales to 1.3 million vehicles and in revenues to 2.5 trillion yen. Under the plan, Mitsubishi Motors aims to achieve an operating profit margin of 6% or more by the end of fiscal 2019, up from 0.3% in fiscal 2016. The plan combines a product renewal program with targeted market expansion and operating efficiency improvements. Osamu Masuko, Mitsubishi Motors chief executive, said: "Drive for Growth is a new roadmap for Mitsubishi Motors. We will rebuild trust in our company as our highest priority, successfully launch new vehicles, and achieve a V-shaped financial recovery. These will be the foundations for our future sustainable growth, which will involve increased capital expenditure and product development spending." The Drive for Growth plan involves a 60% increase in annual capital expenditure to 137 billion yen in fiscal 2019 – lifting spending as a proportion of sales to 5.5% a year. R&D expenses will rise by 50% to 133 billion yen over the same period. In total, this will amount to more than 600 billion yen in investments. Even with these increases, Mitsubishi Motors will maintain financial discipline and generate positive free cash flow during the period. The company intends to establish a competitive dividend policy comparable to those of other Japanese automotive manufacturers. As part of its investment drive, Mitsubishi Motors plans to strengthen its four-wheel drive SUVs and pick-ups, and to launch 11 models including the XPANDER and Eclipse Cross. The product renewal program will coincide with a market expansion drive in the ASEAN region, Oceania, United States, China and Japan. Mr. Masuko said: "This is an ambitious program to maximize our strengths in growing product segments, especially four-wheel drive, and to pursue growth in markets where our brand has strong potential, particularly the ASEAN region. This growth program will also involve an efficient and disciplined operating structure as we continue to manage costs." Under Drive for Growth, Mitsubishi Motors is targeting a market share of 10% in ASEAN. Sales activities will be reinforced in the US. The company's presence in China will be strengthened with the introduction of models such as the Outlander and Eclipse Cross. And the company will invest in its sales network and product portfolio to return to profitability in Japan by the end of the plan. The strategic plan is based on three strategic initiatives: Product renewal: During the period of the plan, Mitsubishi Motors will launch 11 new models, of which six will be entirely new model changes – averaging two each year – while the remainder will be important updates of existing vehicles. By the end of the plan, the company expects its five best-selling global models consisting of SUV, 4WD, and plug-in hybrid electric vehicles (PHEV) to account for 70% of total sales volume. Reflecting the shift to lower emission models, the company also announced that it plans to provide electrified solutions across its core model range including an EV kei car from 2020. Focus on core markets to drive revenue growth: This year's opening of a new assembly plant in Indonesia, and the recent launch of the XPANDER multi-purpose vehicle, will drive the growth of the ASEAN business, the group's largest and most profitable operation. ASEAN volumes are expected to rise from 206,000 units a year to 310,000 units a year in 2019. Mitsubishi Motors will also launch new models to assist the turnaround of its important mini-car business in Japan. In the US, the company will improve its dealership networks, targeting a 30% increase in unit sales to 130,000 units in fiscal 2019. In China, Mitsubishi Motors will double the number of dealerships and more than double sales to 220,000 units in fiscal 2019. Cost Optimization: Mitsubishi Motors will tightly manage production costs, with a target to reduce monozukuri costs by 1.3% per year, in spite of large investments in R&D. Alongside cost management, the company will benefit from growing synergies from its membership of the Renault-Nissan-Mitsubishi alliance. Mitsubishi Motors is seeking synergies totaling more than 100 billion yen over the course of the plan, with the bulk of these to come from efficiencies in procurement and costs avoided in R&D. Mitsubishi Motors will contribute its expertise in PHEV technology, its capabilities in SUVs and pick-ups, and market strengths in the ASEAN region to the wider synergy program of the Alliance, which aims to double annualized synergies to more than 10 billion euros by the end of 2022. "We are refreshing our product line-up, investing in R&D and targeting core market growth," added Mr. Masuko. "Drive for Growth will enable us to continue the transformation of the company over the next three years." View full article
  21. Ford's CEO Jim Hackett has unveiled his plans for the company and there are a lot of cuts coming, along with shifts in various investments. “I get up every day feeling like time can be wasted here if we don’t get moving. I feel a real sense of urgency,” Hackett told investors yesterday in New York. The cuts include a $10 billion cut in material outlays and a $4 billion cut in engineering costs over the next five years. Ford will also cut costs on internal combustion engines and redirect the funds to the development of EVs. One move that consumers will see is the reduction of possible vehicle configurations. For example, the current Escape has 2,302 configurations available. Ford will cut that down to 228 for the next-generation. The Fusion will see a dramatic reduction from 35,000 to just 96. "We really offered too many options," Hackett said. Speaking of cars, Ford will be moving $7 billion from the development of cars to trucks. This shift would mean fewer car nameplates, but the company wouldn't go into detail which ones would be cut. As we have reported in the rumorpile, the possible candidates for cuts include the C-Max, Fiesta, and Taurus. Other parts of Hackett's vision for Ford include, Playing catchup by offering internet connectivity in all of their vehicles by 2019. 90 percent of Ford's global lineup will feature some sort of connectivity by 2020. Building out more partnerships such as working with Lyft on deploying autonomous vehicles Cutting down it takes to develop and produce a new vehicle “The mandate here is that Ford must compete. Companies never choose to die and yet many by not evolving are enabling that kind of fate. It’s clear that as a company we must then raise our gaze just high enough to ensure we’re not disrupted as the world changes,” said Hackett. Source: Automotive News (Subscription Required), Bloomberg, Ford, Reuters Press Release is on Page 2 FORD’S FUTURE: EVOLVING TO BECOME MOST TRUSTED MOBILITY COMPANY, DESIGNING SMART VEHICLES FOR A SMART WORLD Ford initiates aggressive “fitness” push, re-basing revenue growth assumptions and attacking costs, while redesigning company operations for long-term success Capital will be allocated to regions, products and services with highest potential for growth and return; product shift calls for more trucks and SUVs, fewer passenger cars Ford is accelerating work on smart, connected vehicles, including AVs and EVs and digital services to thrive in emerging transportation operating system NEW YORK, Oct. 3, 2017 – Ford Motor Company today is providing a strategic update to investors, detailing plans to leverage its unique product strengths, trusted brand and global scale to refocus and thrive in an evolving and disruptive period for the auto industry. The investor presentation follows a four-month deep dive into Ford’s strategy and business operations led by President and CEO Jim Hackett and Ford’s senior leadership team. Hackett said Ford will improve its operational fitness, refocus capital allocation and accelerate the introduction of smart vehicles and services. “Ford was built on the belief that freedom of movement drives human progress,” said Hackett, who became Ford president and CEO on May 22. “It’s a belief that has always fueled our passion to create great cars and trucks. And today, it drives our commitment to become the world’s most trusted mobility company, designing smart vehicles for a smart world that help people move more safely, confidently and freely.” The full slide deck of the presentation can be found here. Ford is reaffirming its 2017 full-year financial guidance and said its 2018 outlook will be provided in January. Reiterating its long-term goal of an 8 percent automotive operating margin, Ford says it will embrace the profound technological changes and new competition buffeting the industry. To deliver, the company is expanding its scope to include vehicles and services – all designed around human-centered experiences. The company will tap its strengths integrating hardware and software in complex devices, its proven ability to deliver scale and the trust tied to the Ford brand. Specifically, Ford is: Accelerating the introduction of connected, smart vehicles and services customers want and value. By 2019, 100 percent of Ford’s new U.S. vehicles will be built with connectivity. The company has similarly aggressive plans for China and other markets, as 90 percent of Ford’s new global vehicles will feature connectivity by 2020. Rapidly improving fitness to lower costs, release capital and finance growth. Ford is attacking costs, reducing automotive cost growth by 50 percent through 2022. As part of this, the company is targeting $10 billion in incremental material cost reductions. The team also is reducing engineering costs by $4 billion from planned levels over the next five years by increasing use of common parts across its full line of vehicles, reducing order complexity and building fewer prototypes. Allocating capital where Ford can win the future. This starts with the company reallocating $7 billion of capital from cars to SUVs and trucks, including the Ranger and EcoSport in North America and the all-new Bronco globally. Ford also has plans to build the next-generation Focus for North America in China, saving capital investment and ongoing costs. Further, Ford is reducing internal combustion engine capital expenditures by one-third and redeploying that capital into electrification – on top of the previously announced $4.5 billion investment. Embracing partnerships. Ford will continue to leverage partnerships, remain active in M&A and collaborate to accelerate R&D. The company recently announced it was exploring a strategic alliance with Mahindra Group as it transforms its business in India, and Zoyte with the intention of developing a new line of low-cost all-electric passenger vehicles in China. When it comes to autonomous vehicle development, the company recently announced a relationship with Lyft to work toward commercialization and a collaboration with Domino’s Pizza to research the customer experience of delivery services. Expanding electric vehicle revenue opportunities. The company recently announced a dedicated electrification team within Ford, focused exclusively on creating an ecosystem of products and services for electric vehicles and the unique opportunities they provide. This builds on Ford’s earlier commitment to deliver 13 new electric vehicles in the next five years, including F-150 Hybrid, Mustang Hybrid, Transit Custom plug-in hybrid, an autonomous vehicle hybrid, Ford Police Responder Hybrid Sedan, and a fully electric small SUV. “When you’re a long-lived company that has had success over multiple decades the decision to change is not easy – culturally or operationally,” Hackett said. “Ultimately, though, we must accept the virtues that brought us success over the past century are really no guarantee of future success.” Revamping product development, modernizing factories At the same time, Ford is redesigning its operations to better compete in this disruptive era. Hackett cites as a template the example of how the company reimagined the all-new 2015 F-150. Since then, the F-Series has gained market share and the average transaction price has increased 16 percent. It has improved fuel economy and increased capability for customers, thanks in part to a 700-pound weight reduction that helped make the F-150 the company’s most positive contributor to CAFE standards for model year 2018. Additionally, 90 percent of the manufacturing equipment can be reused for the next-generation F-150, reducing future capital requirements. Finally, the innovation on aluminum and light weighting will pay off across a range of Ford trucks and SUVs. Other priorities include: Reducing orderable combinations of many nameplates, focusing on what customers value most. Already the team has identified a ten-fold reduction of orderable combinations in the next-generation Escape and is moving from approximately 35,000 combinations in the current generation of Fusion to 96 in the next generation. Rethinking product development processes and incorporating new technology. In the next five years, Ford is aiming to reduce new vehicle development time by 20 percent, with new tools and fewer orderable combinations. Through the use of virtual assembly lines, the company has been able to reduce new model changeover time by 25 percent. Redesigning the company’s factories of the future. Accelerating and scaling 3D printing, robotics, virtual reality tools and big data will improve logistics and enable a more efficient manufacturing footprint. “We believe Ford will achieve its competitive advantage by focusing deeply on our customers – whether they’re drivers, riders or cities – and that’s where we are playing to win,” Hackett said. View full article
  22. Ford's CEO Jim Hackett has unveiled his plans for the company and there are a lot of cuts coming, along with shifts in various investments. “I get up every day feeling like time can be wasted here if we don’t get moving. I feel a real sense of urgency,” Hackett told investors yesterday in New York. The cuts include a $10 billion cut in material outlays and a $4 billion cut in engineering costs over the next five years. Ford will also cut costs on internal combustion engines and redirect the funds to the development of EVs. One move that consumers will see is the reduction of possible vehicle configurations. For example, the current Escape has 2,302 configurations available. Ford will cut that down to 228 for the next-generation. The Fusion will see a dramatic reduction from 35,000 to just 96. "We really offered too many options," Hackett said. Speaking of cars, Ford will be moving $7 billion from the development of cars to trucks. This shift would mean fewer car nameplates, but the company wouldn't go into detail which ones would be cut. As we have reported in the rumorpile, the possible candidates for cuts include the C-Max, Fiesta, and Taurus. Other parts of Hackett's vision for Ford include, Playing catchup by offering internet connectivity in all of their vehicles by 2019. 90 percent of Ford's global lineup will feature some sort of connectivity by 2020. Building out more partnerships such as working with Lyft on deploying autonomous vehicles Cutting down it takes to develop and produce a new vehicle “The mandate here is that Ford must compete. Companies never choose to die and yet many by not evolving are enabling that kind of fate. It’s clear that as a company we must then raise our gaze just high enough to ensure we’re not disrupted as the world changes,” said Hackett. Source: Automotive News (Subscription Required), Bloomberg, Ford, Reuters Press Release is on Page 2 FORD’S FUTURE: EVOLVING TO BECOME MOST TRUSTED MOBILITY COMPANY, DESIGNING SMART VEHICLES FOR A SMART WORLD Ford initiates aggressive “fitness” push, re-basing revenue growth assumptions and attacking costs, while redesigning company operations for long-term success Capital will be allocated to regions, products and services with highest potential for growth and return; product shift calls for more trucks and SUVs, fewer passenger cars Ford is accelerating work on smart, connected vehicles, including AVs and EVs and digital services to thrive in emerging transportation operating system NEW YORK, Oct. 3, 2017 – Ford Motor Company today is providing a strategic update to investors, detailing plans to leverage its unique product strengths, trusted brand and global scale to refocus and thrive in an evolving and disruptive period for the auto industry. The investor presentation follows a four-month deep dive into Ford’s strategy and business operations led by President and CEO Jim Hackett and Ford’s senior leadership team. Hackett said Ford will improve its operational fitness, refocus capital allocation and accelerate the introduction of smart vehicles and services. “Ford was built on the belief that freedom of movement drives human progress,” said Hackett, who became Ford president and CEO on May 22. “It’s a belief that has always fueled our passion to create great cars and trucks. And today, it drives our commitment to become the world’s most trusted mobility company, designing smart vehicles for a smart world that help people move more safely, confidently and freely.” The full slide deck of the presentation can be found here. Ford is reaffirming its 2017 full-year financial guidance and said its 2018 outlook will be provided in January. Reiterating its long-term goal of an 8 percent automotive operating margin, Ford says it will embrace the profound technological changes and new competition buffeting the industry. To deliver, the company is expanding its scope to include vehicles and services – all designed around human-centered experiences. The company will tap its strengths integrating hardware and software in complex devices, its proven ability to deliver scale and the trust tied to the Ford brand. Specifically, Ford is: Accelerating the introduction of connected, smart vehicles and services customers want and value. By 2019, 100 percent of Ford’s new U.S. vehicles will be built with connectivity. The company has similarly aggressive plans for China and other markets, as 90 percent of Ford’s new global vehicles will feature connectivity by 2020. Rapidly improving fitness to lower costs, release capital and finance growth. Ford is attacking costs, reducing automotive cost growth by 50 percent through 2022. As part of this, the company is targeting $10 billion in incremental material cost reductions. The team also is reducing engineering costs by $4 billion from planned levels over the next five years by increasing use of common parts across its full line of vehicles, reducing order complexity and building fewer prototypes. Allocating capital where Ford can win the future. This starts with the company reallocating $7 billion of capital from cars to SUVs and trucks, including the Ranger and EcoSport in North America and the all-new Bronco globally. Ford also has plans to build the next-generation Focus for North America in China, saving capital investment and ongoing costs. Further, Ford is reducing internal combustion engine capital expenditures by one-third and redeploying that capital into electrification – on top of the previously announced $4.5 billion investment. Embracing partnerships. Ford will continue to leverage partnerships, remain active in M&A and collaborate to accelerate R&D. The company recently announced it was exploring a strategic alliance with Mahindra Group as it transforms its business in India, and Zoyte with the intention of developing a new line of low-cost all-electric passenger vehicles in China. When it comes to autonomous vehicle development, the company recently announced a relationship with Lyft to work toward commercialization and a collaboration with Domino’s Pizza to research the customer experience of delivery services. Expanding electric vehicle revenue opportunities. The company recently announced a dedicated electrification team within Ford, focused exclusively on creating an ecosystem of products and services for electric vehicles and the unique opportunities they provide. This builds on Ford’s earlier commitment to deliver 13 new electric vehicles in the next five years, including F-150 Hybrid, Mustang Hybrid, Transit Custom plug-in hybrid, an autonomous vehicle hybrid, Ford Police Responder Hybrid Sedan, and a fully electric small SUV. “When you’re a long-lived company that has had success over multiple decades the decision to change is not easy – culturally or operationally,” Hackett said. “Ultimately, though, we must accept the virtues that brought us success over the past century are really no guarantee of future success.” Revamping product development, modernizing factories At the same time, Ford is redesigning its operations to better compete in this disruptive era. Hackett cites as a template the example of how the company reimagined the all-new 2015 F-150. Since then, the F-Series has gained market share and the average transaction price has increased 16 percent. It has improved fuel economy and increased capability for customers, thanks in part to a 700-pound weight reduction that helped make the F-150 the company’s most positive contributor to CAFE standards for model year 2018. Additionally, 90 percent of the manufacturing equipment can be reused for the next-generation F-150, reducing future capital requirements. Finally, the innovation on aluminum and light weighting will pay off across a range of Ford trucks and SUVs. Other priorities include: Reducing orderable combinations of many nameplates, focusing on what customers value most. Already the team has identified a ten-fold reduction of orderable combinations in the next-generation Escape and is moving from approximately 35,000 combinations in the current generation of Fusion to 96 in the next generation. Rethinking product development processes and incorporating new technology. In the next five years, Ford is aiming to reduce new vehicle development time by 20 percent, with new tools and fewer orderable combinations. Through the use of virtual assembly lines, the company has been able to reduce new model changeover time by 25 percent. Redesigning the company’s factories of the future. Accelerating and scaling 3D printing, robotics, virtual reality tools and big data will improve logistics and enable a more efficient manufacturing footprint. “We believe Ford will achieve its competitive advantage by focusing deeply on our customers – whether they’re drivers, riders or cities – and that’s where we are playing to win,” Hackett said.
  23. After years of saying they would produce an electric vehicle and not following through, it seems Infiniti will finally launch one. Speaking with Autocar, Infiniti Executive Design Director Alfonsa Albaisa said the brand would be launching a performance electric vehicle in 2019. The model will be previewed by a concept next year at the Detroit Auto Show. Albaisa said it would not be a derivative of an existing model and will be underpinned by a new platform. The most interesting bit about the vehicle is that it will feature some of the design cues from the Prototype 9 that debuted at Pebble Beach last month. Albaisa said that we would see “parts of the car in a difference context” on the Detroit concept. Infiniti has teased us before with electric concepts. In 2012 at the New York Auto Show, the company introduced the LE sedan concept. Using the running gear from the Leaf EV, Infiniti said a production model would arrive in 2014. However, plans would be pushed back in 2013 and then put on hold in 2015. Source: Autocar
  24. After years of saying they would produce an electric vehicle and not following through, it seems Infiniti will finally launch one. Speaking with Autocar, Infiniti Executive Design Director Alfonsa Albaisa said the brand would be launching a performance electric vehicle in 2019. The model will be previewed by a concept next year at the Detroit Auto Show. Albaisa said it would not be a derivative of an existing model and will be underpinned by a new platform. The most interesting bit about the vehicle is that it will feature some of the design cues from the Prototype 9 that debuted at Pebble Beach last month. Albaisa said that we would see “parts of the car in a difference context” on the Detroit concept. Infiniti has teased us before with electric concepts. In 2012 at the New York Auto Show, the company introduced the LE sedan concept. Using the running gear from the Leaf EV, Infiniti said a production model would arrive in 2014. However, plans would be pushed back in 2013 and then put on hold in 2015. Source: Autocar View full article
  25. Within less than a decade, Aston Martin's lineup will be comprised of electric and hybrid vehicles. "By the mid-2020s, every model in our lineup — all series production cars — will either have hybridization or will be fully EV," said Simon Sproule, Aston Martin's global chief marketing officer to Automotive News. This is part of Aston's Second Century plan that began back in 2015. Aside from introducing new versions of its core lineup (DB11, Rapide, Vanquish, and Vantage), the plan calls for seven additional models, including a mid-engine sportscar and luxury crossover. The plans also calls for shorter life cycles for each vehicle generation, which means the likes of the DB11 and Vantage will be up for replacement as Aston works on their electrification plans. This move comes on the heels of Volvo and Jaguar/Land Rover announcing plans to electrify their lineups in the near future, and various European governments setting stricter emission standards. As we reported back in June, Aston's first electric vehicle, the RapidE will launch in 2019. An all-electric and plug-in hybrid version of the DBX are due sometime after. Source: Automotive News (Subscription Required)

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