Category: Automotive

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  • Ford recalls Kugas after cars burst into flames

    Ford recalls Kugas after cars burst into flames

    U.S. auto-maker Ford will recall 4,500 Kuga SUVs sold in South Africa after dozens of reports of the vehicles catching fire spontaneously, the head of the company’s South Africa unit said on Monday.

    In a joint statement with the National Consumer Commission (NCC), Ford’s Southern Africa President and chief executive Jeff Nemeth said the company could confirm 39 incidents of the cars catching fire.

    “We are not aware of any injuries that have resulted from our engine compartment fires,” Nemeth told a media briefing.

    He said early investigations revealed that fires in the Kuga 1.6 liter model, imported from Spain, were likely due to overheating caused by a lack of coolant circulation which could lead to a crack in the cylinder head and oil leaks.

    If oil reached a hot engine component it could catch fire, Nemeth said. Ford officials said at the briefing that hot weather in South Africa could be a contributing factor.

    The voluntary recall of the 4,500 cars is down from a previous estimate of 6,300, and will only affect Kuga models built between December 2012 and February 2014.

    Nemeth refused to reveal the cost of the recall to Ford, which will replace affected components on the cooling system, update software and conduct tests on cylinder heads.

    In October, the company’s North American arm recalled 400,000 units of the Ford Escape – the U.S. version of the Kuga – also due to engine problems.

    “A product that poses any risk to our consumers does not have a place in our market place,” NCC commissioner Ebrahim Mohamed said at the briefing.

  • Takata to pay $1 billion to settle U.S. air bag probe

    Takata to pay $1 billion to settle U.S. air bag probe

    Japan’s Takata is expected to plead guilty to criminal wrongdoing as early as Friday as part of a $1 billion settlement with the U.S. Justice Department over its handling of air bag ruptures linked to 16 deaths worldwide, sources said.

    The settlement includes a $25 million criminal fine, $125 million in victim compensation and $850 million to compensate automakers who have suffered losses from massive recalls, the sources said.

    The settlement also calls for an independent monitor of the Japanese auto parts manufacturer. It could help Takata win financial backing from an investor to potentially restructure and pay for massive liabilities from the world’s biggest auto safety recall.

    The company is poised to plead guilty to wire fraud, or providing false test data to U.S. regulators, according to the sources, who were not authorized to discuss the settlement publicly.

    In 2015, Takata admitted in a separate $70 million settlement with U.S. auto safety regulators that it was aware of a defect in its air bag inflators but did not issue a timely recall.

    It admitted it provided the regulator, the National Highway Traffic Safety Administration (NHTSA), with “selective, incomplete or inaccurate data” dating back at least six years and also provided automakers with selective, incomplete or inaccurate data.

    The wire fraud charge is expected to be filed in U.S. District Court in Detroit. The Justice Department is considering naming Ken Feinberg, a longtime compensation adviser, to oversee the Takata settlement funds. He declined to comment on Thursday.

    The settlement is expected to include restitution to some victims and automakers, who have been forced to recall vehicles with the defective inflators. Honda Motor Co (7267.T) and Takata have settled nearly all lawsuits filed in connection with fatal crashes. The recall impacts 19 automakers including Ford Motor Co (F.N), General Motors Co (GM.N), Toyota Motor Corp (7203.T), Volkswagen AG (VOWG_p.DE) Fiat Chrysler Automobiles NV (FCHA.MI).

    Takata spokesman Jared Levy declined to comment.

    Deaths linked to the company’s air bag inflators include 11 in the United States – nearly all in Honda vehicles. Regulators have said recalls would eventually affect about 42 million U.S. vehicles with nearly 70 million Takata air bag inflators, making this the largest safety recall in U.S. history.

    Takata is expected to agree to come up with the $1 billion within a year or when it secures a financial backer.

    Senators Richard Blumenthal of Connecticut and Edward Markey of Massachusetts backed a Takata deal but said in a joint statement they were “deeply concerned that the DOJ settlement appears to only target Takata Corporation and no executives.” The senators also said that if the company “files for bankruptcy, its new creditors, and not Takata, would be responsible for paying criminal fines on the company’s behalf.”

    Reuters reported in November Takata was considering a bankruptcy filing for its U.S. unit as the air bag maker looks for a sponsor to help pay for liabilities related to its faulty air bag inflators.

    The inflators can explode with excessive force, launching metal shrapnel at passengers in cars and trucks. Many of those killed were involved in low-speed crashes that they otherwise may have survived, including a 17-year-old high school senior in Texas killed last year. At least 184 people have been injured in the United States as well.

    In November 2015, Takata agreed to pay a $70 million fine for safety violations with U.S. auto safety regulators and could face deferred penalties of up to $130 million under a NHTSA settlement.

    The agency named a former U.S. Justice Department official to oversee the Takata recalls and the company’s compliance with the safety settlement.

    Last month, NHTSA said it would press the auto industry to accelerate the pace of replacements for defective Takata inflators and signaled a likely widening of the safety recall. Only about one third of the inflators recalled have been replaced, leaving more than 30 million to be fixed.

    In June, NHTSA warned that Takata air bag inflators on more than 300,000 unrepaired recalled Honda vehicles showed a substantial risk of rupturing, and urged owners to stop driving the “unsafe” cars pending a fix.

  • Thai electric car rolls out

    Thai electric car rolls out

    Thailand’s first electric car brand has made its debut amid scepticism from an industry expert about its commercial viability. Vera Automotive, founded on Oct 7, 2015 by five Thai engineers from King Mongkut’s Institute of Technology Ladkrabang (KMITL), yesterday introduced the Vera V1 battery electric vehicle (BEV), powered with a battery capacity of 22 kilowatts per hour, which can be registered with the Land Transport Department as a passenger car.

    The maximum speed of the Vera V1 is up to 105 kilometres an hour. It can run up to 180km per charge, which takes six hours to complete.

    Co-founder Wanchai Meesiri said all Vera cars are designed by Thai engineers under the Thai brand, but the company has hired the Chinese carmaker Geely Automotive to produce the BEVs. The company imports the cars as completely built-up (CBU) vehicles to Thailand.

    Vera V1 is subject to all related taxes similar to other imported vehicles, including an 80% import duty, a 10% excise tax for all types of electric vehicles, a 10% interior tax and a 7% value-added tax.

    Yossapong Laoonual, chairman of the Electric Vehicle Association of Thailand (Evat), said it’s a good sign for the country to create its own electric vehicles, even if the vehicles are made by foreign firms.

    A retail price below 1 million baht is affordable for Thai customers, he said.

    But Asst Prof Yossapong warned that any startup that is selling electric vehicles has to plan its marketing strategy carefully, as the Thai car market has many dimensions for consumers to consider, including brand, service and trust.

    “Electric vehicles for Thailand remain very new, and they’re unlikely to become popular or proliferate in the short term,” he said. “If you are a new company or brand, the best solution is to sell electric vehicles as a fleet to other agencies, which are easier to provide after-sales services for.”

    Mr Wanchai said the primary purpose for establishing Vera Automotive is to make Thai BEVs for the local market.

    Managing director and co-founder Werachet Khan-ngern said Vera vehicles aim to capture only a niche market.

    He expects to sell about 100 units of Vera this year.

    “We hope in the foreseeable future the government will come up with clearer policies and supporting measures once the number of electric vehicles increases,” Mr Werachet said.

    He said the firm will provide after-sales services at its head office on Ladprakao Road.

  • Bosch’s new electric power steering system offers new level of safety

    Bosch’s new electric power steering system offers new level of safety

    German automotive components technology supplier Bosch has announced the global debut of its Electric Power Steering (EPS) system with fail-operational function at the North American International Auto Show.

    The system, which enables either a driver or auto pilot system to make a safe stop in the rare case of a single failure, is a key requirement on the path to fully automated driving.

    The fail-operational technology will enable OEMs to comply with the fall back strategies as proposed in the Federal Automated Vehicles Policy documents from the US Department of Transportation (DOT) and National Traffic Highway Safety Association (NHTSA).

    “Highly automated driving can make a significant contribution to improving road safety and we’ve seen great interest from our OEM customers as well as the public in this technology,” said Mike Mansuetti, president of Robert Bosch LLC.

    “The addition of automotive steering after the acquisition of our former joint venture ZF Lenksysteme GmbH allows us to better serve our customers with integrated system solutions on the path to highly automated driving. The new EPS with fail-operational function represents a milestone of the integration of automotive steering into our mobility solutions portfolio and is an essential technology to safely realize automated driving.”

    EPS with fail-operational function from Bosch enables an independent return to a minimal risk condition with about 50 percent electric steering support via an electrical fallback solution, claims the company.

    The system is able to detect a failure in the steering system and move to the electrical fallback solution. If the driver is still in the loop, they can safely steer the vehicle without the sudden increase in steering force.

    For highly automated driving, the EPS with fail-operational function will enable the system to recognize the situation and automatically steer the vehicle to a safe stop without bringing the driver back into the loop.

    Bosch has designed the system in a highly integrated way that leads to a costeffective solution for OEMs. Start of production for the EPS with fail-operational function in a scalable modular kit is planned for 2020.

  • Ford bets on Mustang to power up China profits

    Ford bets on Mustang to power up China profits

    Ford Motor is betting on one of its most distinctively American models, the Mustang muscle car, to boost the company’s sales and profits in China.

    Ford began selling the Mustang in China in early 2015, and it is a niche vehicle, selling at a rate of about 3,000 cars a year. Still, that makes the Mustang, which starts at 399,800 yuan ($57,670) the top-seller in a sporty car segment against more expensive vehicles like the Audi TT and the Nissan Skyline GT-R. Mustang last year outsold the Chevrolet Camaro from General Motors Co by nearly 15 to one.

    With styling that harks back to 1960s Detroit muscle cars, the Mustang stands out in a Ford lineup dominated by practical sedans and sport utility vehicles. Ford’s sales in China grew by 50 percent in 2013 and 20 percent in 2014, but in 2015 the pace slowed to 3 percent. In 2016, Ford added the Lincoln luxury brand to its China lineup and expanded sales by 14 percent.

    Industry analysts said Ford’s China market profits and profitability were relatively healthy, with operating margins for Ford’s joint ventures with Chongqing Changan Automobile Co Ltd (000625.SZ) and Jiangling Motors Corp (JMC) (000550.SZ) in the 14-16 percent range over the past three years.

    But competition in the world’s largest car market continues to heat up as global automakers, from GM to Volkswagen AG to Toyota Motor Corp, add more models to product ranges. Indigenous Chinese automakers, too, are launching models that can compete more head-on with global carmakers’ products.

    Ford officials said the company’s China operations did not have specific profit objectives but were trying to keep margins in their current “healthy” range.

    “In terms of having a pricing power on your brand, you want people to be choosing your brand for rational reasons, but if you could also (combine) that with emotional reasons, that’s when you get some pricing power,” Peter Fleet, Ford’s executive in charge of sales and marketing for the Asia-Pacific region told Reuters.

    The Mustang and the F-150 Raptor, a high performance version of Ford’s F-150 large pickup truck, provide the emotion, he said.

    The formula works for Dong Zirui, a 27-year-old small rental car business owner in the northeastern China city of Tangshan who bought a Mustang late last year.

    “The Mustang is a rear-wheel-drive car,” said Dong who decided to buy the Mustang when he spotted photos of it online. “It’s a savage when you try some drifting stunts with the car.” But Dong said he can fit his wife and young son in the car when he needs to.

    Dealers say the Mustang brings in two types of buyers to Ford stores: younger drivers, mostly younger than 30 years of age, from upper-middle class families, who have recently finished their studies and have financial support from their parents, as well as drivers in their 30s and 40s who have work or life experience outside China.

    “Ford has a cleaner sheet in China, so there might be an opening for those halo cars to help the company improve its brand image,” said James Chao, Asia-Pacific chief for consulting and research firm IHS Markit Automotive, referring to China being a relatively young market.

    As Chinese consumers typically make car purchasing decisions based on word-of-mouth advice from their family and friends, Mustang buyers can be influential opinion leaders for Ford.

    Guo Xin, a 30-year-old rally car racer and stunt driver for films and commercials in Beijing, said he liked the Mustang so much that in 2011 he helped form a Mustang Club of China which now has some 2,000 members.

    “Growing up I used to see the Mustang in movies,” said Guo who drives a 2006 Mustang and also owns a 1966 Mustang.

    Guo’s classic Mustang would turn heads even in Detroit. But he cannot take it out on public roads. Used cars brought in from outside China cannot be registered in the country.

  • South Korea approves VW recall of Tiguan vehicles

    South Korea approves VW recall of Tiguan vehicles

    South Korea said on Thursday it has approved Volkswagen’s (VOWG_p.DE) plan to fix 27,000 Tiguan sports utility vehicles to ensure they comply with emissions standards, after previously rejecting the German automaker’s proposals three times.

    Government tests showed the proposed fix to remove software that cheats emissions tests did not affect fuel economy or performance, the environment ministry said in a statement.

    The vehicles comprising two Tiguan variants were among the 125,522 vehicles South Korea ordered Volkswagen to recall in November 2015 after it admitted to cheating emissions tests around the world.

    Plans to fix the remaining 99,000 vehicles will be reviewed, the ministry said.

    South Korea has taken a tough line on Volkswagen, slapping it with a record fine, suspending sales and on Wednesday indicting seven current and former executives and employees in the wake of the emissions-test cheating.

    Volkswagen’s sales in Asia’s fourth-biggest economy slumped to their first annual decline in 12 years in 2016 as a result of the sales suspension.

    The carmaker has also recently received approvals from U.S. and German authorities for vehicle fixes.

    In the United States, Volkswagen on Wednesday agreed to pay the largest ever U.S. criminal fine levied on an automaker to settle charges that it conspired for nearly 10 years to cheat on diesel emission tests.

    U.S. prosecutors also charged six current and former senior Volkswagen executives for their roles in the scheme.

  • Tata Motors” arm reports 12% rise in December retail sales

    Tata Motors” arm reports 12% rise in December retail sales

    Tata Motors’ subsidiary — Jaguar Land Rover (JLR) has achieved its best ever December sales performance in 2016, with total retail sales of 55,375 vehicles, up 12% on the prior year, primarily driven by the ongoing success of the Jaguar F-PACE, Land Rover Discovery Sport and the Range Rover Sport as well as strong demand for the long wheel base Jaguar XFL in China. JLR total retail sales for the full 2016 calendar year also reached record levels with sales of 583,312 units, up 20% compared to 2015.

    JLR’s global retail sales performance for December shows strong growth in China (up 36%), North America (up 30%) and Europe (up 8%) but softer sales in the UK (down 3%) and in other overseas markets (down 16%).

    Jaguar retail sales were up 95% in December 2016, retailing 16,349 vehicles driven by the ongoing success of the F-PACE and strong demand for the long wheel base XFL in China. Jaguar retail sales for the full 2016 calendar year reached 148,730, up 77% compared to 2015.

    Land Rover retailed 39,026 vehicles in December 2016, down 5% compared to December 2015 as strong retail sales of the Discovery Sport and Range Rover Sport were offset by lower sales of the discontinued Defender and Discovery models. Land Rover retail sales for the full 2016 calendar year reached 434,582, up 8% compared to 2015.

  • Jaguar Land Rover sells record 583,313 cars in 2016

    Jaguar Land Rover sells record 583,313 cars in 2016

    Britain’s biggest carmaker Jaguar Land Rover sold a record 583,312 cars last year as the Indian-owned firm continues its rapid expansion with the aim of building 1 million vehicles a year at the turn of the decade.

    Sales were up 20 percent from the previous year, although sales growth slowed to 12 percent year-on-year in December, the carmaker said.

    The automaker, which spent years in the doldrums before being bought by India’s Tata in 2008, has since invested heavily in new models and expanded production with plants in China and Brazil and construction of a new site in Slovakia under way.

    Sales of luxury Jaguar models rose 77 percent to 148,730 units in 2016 due to strong demand for a range of new high-end products including the F-PACE, the brand’s first off-roader which was launched last year.

    Europe was the carmaker’s biggest overall market, accounting for almost a quarter of total demand.

    The firm said its line-up will continue to expand but it has warned about the negative effect any tariffs on its business imposed as part of a Brexit deal could have if Britain were to lose unfettered access to the single market.

    Its annual profit could be cut by 1 billion pounds ($1.23 billion) by 2020 if Britain returned to World Trade Organization rules for trade with the continent, two sources told Reuters last year.

  • Toyota to invest $10 billion over the next five years

    Toyota to invest $10 billion over the next five years

    Toyota Motor will invest $10 billion in the United States over the next five years, the same as in the previous five years, North America Chief Executive Jim Lentz said on Monday, to meet demand and upgrade plants to build more fuel-efficient models.

    The Japanese automaker has come under fire by President-elect Donald Trump for its plans, announced in 2015, to shift production of its Corolla to Mexico from Canada.

    Lentz said in an interview at the Detroit auto show the decision was not in response to Trump’s remarks made in a recent tweet, but was part of Toyota’s business strategy to invest in the United States, where it has 10 plants in eight states.

    Planning for the new Mexico plant began about two years before it was announced in 2015, said Lentz, describing such decisions as long-term ones.

    Lentz said he had not spoken with Trump.

    The $10 billion includes Toyota’s new North American headquarters in Texas that is under construction and major improvements to its plants.

    Toyota plans to expand some of its U.S. plants over the next five years, said Lentz, declining to say if that effort would boost jobs. Toyota, which employs 40,000 in the United States, added more than 5,000 U.S. jobs over the last five years, he said.

    Toyota President Akio Toyoda appeared at the show later on Monday to tout the company’s investment plans and its updated flagship Toyota Camry that is built in Kentucky.

    “We are deeply grateful to the millions of customers who have made Camry the number one selling car in America for the last 15 years,” Toyoda said.

    Lentz said “everyone” agrees with Trump’s goals of boosting manufacturing and U.S. employment, in part because “it helps us sell more cars.”

    “We have to run our business as a global business,” he said. “I have to make sure that we are competitive.”

    The company is focused on reminding policymakers in Washington about its extensive U.S. manufacturing operations, Lentz said.

    Lentz said Vice President-elect Mike Pence, who was Indiana governor, knew Toyota well because of its manufacturing operations in the state.

    He warned that a “border adjustability tax,” like the one proposed by Trump if the carmaker builds the Corolla in Mexico instead of the United States, could hike the price of cars and hurt auto employment.

    Such a tax could add $1,000 to cost of a Kentucky-built Camry because of some foreign-made parts.

    After the critical tweet from Trump, “you have to respectfully state your position and then move on,” he said.

  • Mercedes-Benz to overtake BMW as largest premium carmaker

    Mercedes-Benz to overtake BMW as largest premium carmaker

    Mercedes-Benz is expected to reach its goal of becoming the largest premium carmaker four years early – a feat achieved, ironically, only after it stopped chasing market share and focused on making stylish high-tech cars loved by consumers.

    Introducing an elegant, sporty design and establishing itself as a pioneer in new technologies like autonomous driving has helped revive the Mercedes brand which analysts say will help keep the Stuttgart-based carmaker ahead of the pack.

    The achievement is a coup for Daimler Chief Executive Dieter Zetsche, who struggled to revive the company following a messy divorce from mass market brand Chrysler in 2007. Less than four years ago Zetsche faced restive shareholders, worried that the automaker was lagging behind rivals BMW and Volkswagen AG’s Audi brand.

    “We had some deficits, cost and quality problems. Design was not top-notch. And with Chrysler we were no longer a pure premium carmaker,” Zetsche told Reuters in an interview held late in 2016 in his office at Daimler’s headquarters in Stuttgart, Germany.

    On Sunday, Daimler said it had sold 2.08 million Mercedes-Benz branded passenger cars in 2016, a lead that BMW, which has held the premium sales crown since 2005 and is due to release annual sales figures on Monday, is not expected to beat.

    Including sales of the Smart brand, Daimler sold 2.23 million passenger cars last year, the company said.

    Zetsche has presided over a renaissance in the design and technology of Mercedes vehicles, refocused the company on technological superiority instead of short-term sales goals, and adapted the entrepreneurial mindset of Silicon Valley to the traditionally risk averse culture of Stuttgart.

    Daimler is also preparing for a new era when the auto industry’s business model moves beyond manufacturing and selling cars, to lure customers interested in pay-per-minute transport solutions provided by autonomous cars.

    Zetsche set the goal of making Mercedes the best-selling luxury carmaker by 2020 at the company’s 125th anniversary in 2011, a year when even Audi sales overtook those of Mercedes, pushing it into third place.

    “Since then we worked hard and today we are leading or among the leaders when it comes to innovation, quality, design and security,” Zetsche said.

    Daimler traditionalists were shocked by the volume target, fearing that selling too many vehicles may dilute the exclusivity of their cars and reduce the appeal of the Mercedes brand in the long run.

    But consumer electronics companies like Apple had already proven that the pull of their brand did not suffer with increased volume sales so long as they offered the best customer experience.

    Audi was gaining traction with customers thanks to cool designs, so Zetsche appointed a young designer, Gorden Wagener to head up Mercedes design. He introduced an elegant and sporty style to spruce up Stuttgart’s Teutonic limousines. Mercedes cars were also equipped with state-of-the-art digital display technology, luring smartphone savvy customers.

    It was a change for Mercedes where engineers always believed they were producing the best cars in the world, but measured quality mainly using technical or engineering criteria, a strategy which often led to powerful cars with expensive and complex technical innovations.

    Today, Mercedes-Benz follows its motto “the best or nothing” by thinking about whether customers would notice or benefit from a new technological innovation, and by benchmarking the brand against competitors, Zetsche said.

    The company’s renaissance began in earnest in May 2013 with the launch of a new flagship S-class. To burnish its credentials as a technology leader, Mercedes developed a prototype version which drove around 100 kilometres (62 miles) autonomously the same year.

    Rather than designing a limousine which appealed mainly to rear seat passengers, the new S-Class featured large digital display screens on the dashboard, a deliberate attempt to appeal to a younger, driver-focused audience.

    The same youthful design approach was used for the new C-Class and E-class designs, which are now the company’s volume sellers.

    Mercedes also revived the Maybach brand, a marque targeting the ultra-luxury sector which the company had stopped making after the prior bespoke design failed to gain traction, leading the car to sell only 200 times in its final year of production.

    Since Maybach’s latest revival in February 2015, Daimler has sold 15,000 cars.

    “The rewards we are reaping today are the logical consequence of careful preparation,” Zetsche said.

  • Online retailers move to sell new cars on web

    Online retailers move to sell new cars on web

    Brick-and-mortar shops will no longer be the only go-to place for buying new automobiles, as online e-commerce shops are stepping into the industry as well.

    Interpark said Wednesday it would start a retail service for imported vehicles with local company D.parts, which delivers foreign cars to Korean customers and assists with paperwork, tax issues and delivery.

    To avoid conflict with local car dealers, the company will offer models that are not included in the list of products officially imported to Korea.

    “Buying foreign brand cars that are not dealt by official dealers can be a nuisance for general consumers,” said Cho Jin-hyuk, manager for Interpark’s electronics division. “Because our service is based on collaboration with an experienced company, customers can now buy such products with credibility and convenience on the internet.”

    “We’re looking for a way to talk directly with headquarters without going through any intermediate agents,” said a Tmon spokesman.E-commerce site Ticket Monster (Tmon) is also beginning to sell vehicles online, offering inventory from auto manufacturers inside and outside borders. The company’s brief experience in the market may offer clues about demand. The retailer sold Jaguar XE models in August, for which orders were filled in the first three hours. However, only one eventually completed a purchase after Tmon and SK Encar, agent supplier for the project, bumped heads with Jaguar Land Rover’s Korean office and official dealer Aju Networks.

    Online is the main sales channel for the global electric car brand Tesla Motors which has two showrooms in Korea but doesn’t have an official brick-and-mortar store. Tesla’s stores serve only as showrooms and clients must use the website to order. Demand in Korea was evident last year when pre-orders of the automaker’s Model 3 surpassed 325,000 in the first week.

    Although most sales offers are temporary, online retailers are eyeing expansion into domestic car brands. In September, Auction placed 10 models of Chevrolet’s Aveo on its platform, in a deal with GM Korea. The models sold out within one minute, as Auction offered a credit of five million won ($4,195) to buyers on the website.

    “We already saw potential, so the company is open for collaboration suggestions as long as the manufacturer is willing to do so,” said Lee Jin-young, a manager for Auction.

    Starting next year, domestic cars will be sold on television home shopping channels as laws that prohibited the practice were eased in November.

    New sales channels may prove favorable for consumers, as fierce competition will prompt companies to offer discounts or interest-free installment plans, which were common when imported car sales on television were popular in the early 2000s.

    “Online sales of automobiles may be a chance to enhance consumers’ convenience and improve the ambiguous structure of domestic vehicle sales,” said Kim Pil-soo, an automotive engineering professor at Daelim University College.

    Industry insiders, however, say that there are still many obstacles. E-commerce and home shopping networks equally say that although they are interested in launching online auto sales, the final decision is up to manufacturers and official importers.

    Decision makers are not enthusiastic about the idea, as sales online would eventually hurt brick-and-mortar stores and their sales force.

    “Realistically speaking, going online is not an easy option as it is a matter likely to be attacked by our labor union,” said a source from Hyundai Motor. GM Korea employees also criticized the Aveo sale on Auction, calling it a death sentence for sales people.

    Foreign car brands don’t seem too excited about the idea either, even though they may be able to save 15 percent on the commission fees they pay dealers. Most foreign car brands sign contracts with local dealers. One source pointed out that those vehicles require service after the purchase.

    “Dealers have connections to competent car service providers and quality after-service is an essential in this industry, therefore going online may be a risky decision for brand image,” the source added.

  • Nissan’s premium brand Infiniti sells 230,000 vehicles in 2016

    Nissan’s premium brand Infiniti sells 230,000 vehicles in 2016

    Nissan Motor’s premium brand Infiniti sold more than 230,000 vehicles globally in 2016, a 7 percent annual rise, Infiniti said on Wednesday, a record year for a marque that trails rivals in the increasingly crowded premium market.

    The brand distantly lags German luxury competitors like BMW, which can sell almost as many vehicles in a single month, and second-tier luxury leaders like Toyota’s Lexus, which sells at least twice as many cars each year.

    Infiniti annual sales grew 4 percent year-on-year in the United States, its largest market, to more than 138,300, while China sales rose 3 percent to 41,590.

    In December, Infiniti sold 27,200 vehicles globally.

  • Qualcomm unveils Gigabit-class connected vehicle platform

    Qualcomm unveils Gigabit-class connected vehicle platform

    Chipmaker Qualcomm has announced the launch of a new version of its connected car reference platform that incorporates a a Gigabit-class LTE modem.

    The new reference platform is designed to allow carmakers to easily integrate new wireless and networking technologies into their vehicles, including Wi-Fi, Bluetooth, BLE and global navigation satellite system (GNSS).

    Qualcomm has also developed a reference hardware module in two band configurations, one for North America and one for the rest of the world.

    The module design can support up to four antennas to take advantage of the 4×4 MIMO capabilities of the integrated modem.

    “Connected cars are becoming intelligent sensors on the road, not only using data for consumer use cases such as Wi-Fi hotspots and video streaming, but also collecting and transmitting critical, rich real-time information about road conditions, map updates and driver status,” Qualcomm SVP and GM for automative Patrick Little said.

    “As a leader in car connectivity, Qualcomm Technologies is well positioned to address the tremendous data demand, helping automakers integrate the broad set of technologies required by a new generation of connected vehicles.”

    Qualcomm separately announced it has established a new consortium with SWARCO Traffic Systems and the University of Kaiserslautern to carry out the first Cellular-V2X (Vehicle to Everything) trial based on the 3GPP Release 14.

    The trial will focus on Vehicle-to-Vehicle (V2V), Vehicle-to-Infrastructure (V2I) and Vehicle-to-Pedestrian (V2P) direct communication, as well as Vehicle-to-Network (V2N) wide area communications.

    The new Connected Vehicle to Everything of Tomorrow (ConVeX) consortium will conduct the trial with funding from the participating organizations as well as the German Federal Ministry of Transportation and Digital Infrastructure.

  • Nissan halts joint development of luxury cars with Daimler

    Nissan halts joint development of luxury cars with Daimler

    Nissan is halting joint development of luxury cars with Daimler’s Mercedes-Benz, sources close to the companies told Reuters, suspending a key project in their seven-year partnership and potentially hitting profitability at a new shared factory in Mexico.

    Nissan (7201.T) decided in October its premium Infiniti brand would not use “MFA2”, an upgraded Daimler (DAIGn.DE) car platform that the companies have jointly funded, in part because Infiniti was not performing well enough to absorb Mercedes technology costs, the sources said.

    “It wasn’t possible to close a deal on the basis of MFA2,” said one of the people. “The targets set by Infiniti were too difficult to achieve.”

    The move could reduce efficiency at a $1 billion shared factory opening this year in Aguascalientes, Mexico, where the companies had planned to use the same compact car architecture to cut complexity and production costs, two of the sources said.

    It could also ultimately force Nissan to write down part of a 250 million pound ($306 million) investment at its UK plant that included Mercedes-based tooling, they added.

    Daimler and Nissan pursue joint programs only when “beneficial for both sides”, the companies said in separate statements to Reuters, without directly addressing emailed questions about their plans for MFA2 vehicles.

    Projects are constantly reviewed against targets to account for “developments beyond the control of management”, they added, and discussions about joint development of future premium compact cars are ongoing.

    Nissan’s decision deals a blow to the broad cooperation deal struck between Renault-Nissan boss Carlos Ghosn and his Daimler counterpart Dieter Zetsche in 2010.

    It also underscores the mixed results of Nissan’s battle over almost three decades to transform Infiniti into a significant global player in the lucrative luxury car market.

    The decision predates Donald Trump’s election as the next U.S. president, the sources said, and was unrelated to campaign vows to penalize Mexican imports that have rattled the auto industry. Ford (F.N) on Tuesday scrapped a planned compact car plant in the country.

    Nissan and Daimler are pushing ahead with Aguascalientes, where they will build Infiniti and Mercedes models for the U.S. and other markets from a single assembly line opening in 2017.

    The project nonetheless faces weakening U.S. demand for smaller cars that contributed to Ford’s cancellation and has further raised profitability hurdles for new Infiniti compacts.

    Persistently low oil prices accelerated the market shift to larger vehicles in 2016, Ford sales chief Mark LaNeve said on Wednesday. “All the growth was SUVs and trucks.”

    PREMIUM STRUGGLE

    Infiniti has struggled outside the United States, last year selling 16,000 vehicles in Western Europe and 230,000 globally – less than 5 percent of Nissan’s overall tally and barely one-tenth of Mercedes’s expected 2 million deliveries.

    The first Infiniti appeared in 1989, the same year as the launch model for Toyota’s (7203.T) upscale Lexus brand – which has since grown three times bigger by sales.

    Modern carmakers pursue economies of scale by increasing the number of models built on each underlying platform – an adaptable chassis accommodating different body sizes, engines and alternative component sets for every part of the vehicle.

    The retreat on luxury compacts leaves intact the sharing of engines between Infiniti and Mercedes, and small cars between Renault and Daimler’s Smart. The three groups also collaborate on vans and pickups.

    But joint premium car development for Mexican production was “one of the largest projects between the Renault-Nissan alliance and Daimler”, Ghosn said when unveiling the program in 2014.

    A year later, after upgrading its plant in Sunderland, England, Nissan began building the Infiniti Q30 hatchback on the current MFA architecture developed for the Mercedes A-Class and derivatives. The plant added the QX30 SUV in 2016, extending Infiniti’s push into smaller vehicles.

    Nissan has now ditched plans to use the updated Mercedes platform for successors to those models planned for Aguascalientes, the sources said – or for any future Infinitis. Other cancellations include a compact Mercedes-based Infiniti Q40 sedan earmarked for the plant in 2018.

    Instead the single, less efficient assembly line will build Mercedes cars including an A-Class sedan and subsequent mini-SUV alongside Infiniti vehicles based on Renault-Nissan architecture, starting with a new QX50 SUV this year.

    PRICING POWER

    Nissan was forced to conclude that the Infiniti brand would not command the higher prices required to turn a profit on vehicles stuffed with Mercedes technology, one source explained.

    “One of the lessons learned is that if you have the costs of a luxury vehicle but not the pricing, it’s hard to be profitable,” he said.

    Nissan may end up writing down some Sunderland investment in Mercedes-based tooling that had been intended to outlast the current Q30 and QX30, people with knowledge of the matter said.

    The company is still paying its share of MFA2 development costs running to hundreds of millions of euros for a platform it no longer plans to use, they said, but will leave Daimler with a higher share of some production costs in Aguascalientes.

    The setback may also show the limits of Ghosn’s consensual approach to economies of scale as head of both Renault (RENA.PA) and Nissan, whose 18-year-old alliance is underpinned by significant cross-shareholdings.

    The slow pace of integration has contributed to upheaval at the recently created alliance powertrain division, charged with converging Renault and Nissan engineering.

    Plans to build Infinitis on Mercedes technology had encountered resistance at Nissan from the start, one source said. “Once again, Ghosn has been unable to break through the wall of engineers to force commonality.”

  • Tesla posts 9.4 percent fall in quarterly deliveries

    Tesla posts 9.4 percent fall in quarterly deliveries

    Tesla Motors said on Tuesday fourth-quarter deliveries fell 9.4 percent due to short-term production hurdles from the transition to a new autopilot hardware.

    Deliveries fell to about 22,200 vehicles in the fourth quarter from 24,500 vehicles in the preceding quarter.

    Total deliveries for 2016 of 76,230 also fell short of the company’s projection of 80,000 to 90,000.

    Shares of the company, led by entrepreneur Elon Musk, were down nearly 2 percent at $212.90 in extended trading.

    Tesla said production challenges, which started at the end of October and lasted through early December, shifted vehicle production toward the end of the quarter, resulting in delayed deliveries.

    “We tried to recover these deliveries and expedite others by the end of the quarter, time ran out before we could deliver all customer cars,” the electric carmaker said.

    Nearly 2,750 vehicles missed being counted as deliveries in the quarter due to last-minute delays in transport or because of the inability of customer to physically take delivery.

    In addition to the fourth-quarter deliveries, about 6,450 cars were in transit and these would be counted in the first quarter, the company said.