Maserati: Quattroporte Executive Gt on 2040-cars

Auto blog

Maserati Levante production starting next year, Alfieri could come within 28 months

Maserati is on a roll. The new Ghibli and Quattroporte have been huge successes, and it unveiled the gorgeous Alfieri concept (pictured above) at the 2014 Geneva Motor Show. The next step for the brand is getting the Levante crossover into production.
"We are getting Mirafiori ready for production [of the Levante]. The first bodies are expected for 2015," said Fiat CEO Sergio Marchionne to Reuters in Geneva. He also said that there isn't much keeping the Alfieri off the streets. "The platforms and motors are there. Technically, production could start in 24-28 months," he said. However, Marchionne refused to say whether the company would actually give the concept a green light to be built.
Fiat hopes to be profitable again by 2016, and while its acquisition of Chrysler is certainly going to help, rejuvenating Alfa Romeo and Maserati are also a major part of the plan. In 2013, the Italian luxury brand saw sales more than double to 15,400 vehicles. Maser is still far away from its goal of selling 50,000 units by 2015, but it's quite a start. Fiat bought Maserati in 1993, but business went through a decade or more of doldrums and falling sales. It appears that the century-old brand is finally finding a path forward with some gorgeous new cars.

Stellantis announces ‘Circular Economy’ business to drive revenue, decarbonization

Stellantis has already announced its plans to reach net-zero carbon emissions by 2038. Today, the automaker has announced a new business unit to help it reach that goal while generating 2 billion euros per year in revenue by 2030. The “Circular Economy” business will help make revenue less dependent on finite, rare and ecologically problematic materials. The Circular Economy model features what Stellantis calls a “4R” strategy, comprising remanufacturing, repair, reuse and recycling. The goal is to make materials last as long as they can, reducing reliance on the acquisition of those precious new materials in the future by returning them to the business loop when theyÂ’ve reached the end of their first life. Through these processes, Stellantis says it can save up to 80% raw material and 50% energy compared to manufacturing a new part. Remanufacturing, or “reman” in Stellantis shorthand, means dismantling, cleaning and rebuilding parts to OEM spec. Nearly 12,000 remanufactured parts are available for customers to purchase. Some remanufacturing is done in-house, and some with partners and through joint ventures. Repair is pretty obvious — fixing parts to put back into vehicles. This also consists of reconditioning, to make a vehicle feel like new. Stellantis boasts 21 “e-repair” centers for repairing electric vehicle batteries.  Reuse refers to parts still in good condition from end-of-life vehicles sold as-is. Stellantis says it has 4.5 million multi-brand parts in inventory. These are sold in 155 countries through the B-Parts e-commerce platform. Reuse also refers second-life options, such as using batteries outside of automotive purposes. Recycling involves dismantling parts and scraps back into raw material form that is then looped back into the manufacturing process. Stellantis says it has collected 1 million parts for recycling in the past six months. Recycling doesnÂ’t get counted in that aforementioned 2 billion euros of revenue, but it does save the company money on acquisition of raw materials. As for batteries, specifically, Stellantis expects this recycling business to ramp up after 2030, when the packs currently in service begin to reach the end of their lifecycle. Stellantis will use its new “SUSTAINera” label to denote parts that are offered as part of its Circular Economy business.

Maserati reorganizes, tries to sharpen the trident

When's the last time we posted on a run of comprehensive success at Alfa Romeo or Maserati? True, Maserati nearly tripled its U.S. sales from 4,768 in 2013 to 12,942 in 2014. However, the brand's been stuck around that number ever since, selling 13,711 units in 2017. Worse, those figures highlight how far Maserati has fallen behind its own goals. In the last five-year plan, the brand targeted 75,000 global sales this year — then downgraded the target to 50,000 in June this year. At 26,400 units through the first nine months of 2018, short of Poseidon surfacing to work some deus ex machina, even that reduced goal won't be met. New Fiat Chrysler CEO Mike Manley is working to give Maserati the leaders and support it needs to point the trident in the right direction. On an analyst call at the end of October, Manley said, "With hindsight, when we put Maserati and Alfa together, it did two things. Firstly, it reduced the focus on Maserati the brand. Secondly, Maserati was treated for a period of time almost as if it were a mass market brand, which it isn't and shouldn't be treated that way." In October 2016, FCA named Reid Bigland to head Alfa Romeo and Maserati; this was back when Alfa Romeo dreamed of selling 400,000 cars annually by 2018. When Manley named his new executive teams last month, after assuming the CEO post following Sergio Marchionne's death in July, Manley separated Alfa Romeo and Maserati. Tim Kuniskis, who had taken over from Bigland, now heads Alfa Romeo and Jeep. Manley then restored Harald Wester to the head of Maserati. Wester ran Maserati from 2008 to 2016, after which he became FCA's chief technology officer, a role he maintains in the latest shuffle. Wester poached Jean-Philippe Leloup from Ferrari. LeLoup ran Ferrari's Central and Eastern European business operations; he now heads a concern called Maserati Commercial. Al Gardner, head of Maserati's North American dealer network since 2015, keeps that role and takes over as head of Maserati North America. Maserati has favorable brand value, but the leadership will confront almost every other problem a brand can have. Half the automaker's sales come from China, and the economic slowdown there is a serious drain on the numbers. In Europe, the WLTP emissions protocol, bloated inventories, and the need for incentives have dulled the edge. Sales worldwide are down 26 percent this year.