Chrysler T&c Tourning Handicap Accessable Van With Rollx Conversion on 2040-cars

Auto blog

KBB 2013 Brand Image Awards has some obvious and oddball winners

The sixth edition of the Kelley Blue Book Brand Image Awards have crowned a wide range of winners - in a couple of cases the recipient of the laurels might say more about KBB users than they do about the actual winner. Compiled from the responses of more than 12,000 shoppers on KBB.com over the past year, there are 13 categories broken into non-luxury, luxury and truck segments "representing the combined wisdom of the American car-buying public."
The award categories have been revamped this year, with some dropping off, some new ones appearing and at least one other given a new term. What isn't surprising is that Honda won Most Trusted Brand for the second year running, Best Value Brand for the third year in a row and took Best Overall Brand, which wasn't on last year's list of awards.
On our own shores, in the non-luxury categories Chrysler got Most Refined Brand and Buick took Best Value Luxury Brand. Neither one of those marques won anything in last year's Brand Image Awards, while Cadillac, which won Best Interior Design Brand and Best Comfort Brand last year - those awards disappeared this year - went home without a single accolade.

Big Black Friday discounts key to Chrysler 200 sales success

A lot of people go shopping for deals on TVs or computers around the holiday season, but it looks like some folks are finding some fantastic deals on cars too. Take the Chrysler 200 for example. The new sedan had a great November in terms of sales, and by Chrysler's numbers, it delivered 14,317 of them for the month, a 155 percent increase from the same month last year. It even beat the November 2013 sales of the old 200 and Dodge Avenger combined. However, a report from Daily Kanban based on TrueCar data suggests that the good month came at least in part from steep incentives. Based on 20,156 sales of the 200 from TrueCar's database, average transaction prices were about $2,500 to $4,000 under MSRP for all but the base LX front-wheel drive model. That one actually went for about $68 above the typical base price. Going by these numbers, most people could have bought nearly any trim cheaper than the listed price of the one above it. For example, the top C AWD averaged $27,423, less money than the stated MSRP of the lower-spec S AWD. TrueCar's website also shows 200 pricing dipping in the latter part of November and into early December. There's no doubt that the 200 had a stellar month for November. But these figures suggest that it might have come partially because buyers found stacks of money on 200 hoods, while out doing some holiday shopping. Related Video:

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.