2008 Es 2.4l Labrador Black on 2040-cars

Auto blog

FCA-Renault merger faces tall odds delivering on cost-cutting promises

FRANKFURT/DETROIT — Fiat Chrysler Automobiles and Renault promise huge savings from a mega-merger, but such combinations face tall odds because of the industry's long product cycles and problems translating deal blueprints into real world success, industry veterans told Reuters. BMW's 1994 purchase of Rover, and Daimler's 1998 merger with Chrysler both made sense on paper. The companies promised to hike profits by combining vehicle platforms and engine families. Both combinations proved unworkable in reality, and were unwound. Renault and Nissan, which have been in an alliance since 1999 designed to share vehicle components, have only managed to use common vehicle platforms in 35% of Nissan's products despite an original target of 70%, according to Morgan Stanley. FCA and Renault have raised the stakes for themselves by ruling out plant closures. That increases the pressure to achieve more than $5 billion in promised annual savings from pooling procurement and research investments. The two companies have yet to fill in many of the blanks in the merger plan put forward by Fiat Chrysler. Renault's board is expected to act soon to accept the proposal, but that would lead only to a memorandum of understanding to pursue detailed operational and financial plans. A final deal and the legal combination of the two companies could take months to complete if all goes well. Pressure to cut automotive pollution is driving the latest round of consolidation. Automakers are looking at multibillion-dollar bills to develop electric and hybrid cars and cleaner internal combustion engines. Fiat Chrysler and Renault are betting they can design common electric vehicle systems, then sell more of them through their respective brands and dealer networks, cutting the cost per car. Developing all-new electric vehicles can bring more opportunities to share costs from the outset, industry experts said. "With the emergence of connected, autonomous, electric and shared vehicles, carmakers face immediate investments, so new opportunities for sharing costs have emerged," said Elmar Kades, managing director at Alix Partners. However, most electric vehicles lose money. This is a challenge for city car brands in Europe in particular. Both Renault and Fiat rely heavily on this segment for sales.

Mitsubishi Mirage G4 Sedan in Montreal could mean US debut soon

The official word on the North American plans for the Mitsubishi Mirage G4 Sedan is that the Japanese company wants to ask Canadians what they think of the four-door, three-cylinder before deciding if the car will go on sale here. There are hints, though, that the plan is a bit more set in stone than Mitsubishi is letting on. Speaking with AutoGuide, Mitsubishi manager of product communications, Roger Yasukawa, said that, "We are considering making it into a North American car but are still working on the timing of the launch." If they're already figuring out timing, it sounds like this is a question of when, not if. The Mirage G4 is built in Thailand and is sold throughout Asia as the Attrage. It just made its North American debut at the 2014 Montreal Motor Show, a move that could preview a US debut as well, since that's how the Mirage hatchback was introduced. We were not all that impressed with the hatch, but sometimes you just want a highly efficient car for not a lot of money. The car does get 37 miles per gallon in the city and 44 mpg on the highway, all for $12,995, after all. We'll see what the news is when the New York Auto Show starts up in April. Mitsubishi Reveals Mirage G4 Sedan Consumer Feedback to Influence Launch Plans Montreal, Quebec (Jan. 16, 2014) – Mitsubishi Motor Sales of Canada (MMSCAN) will ask auto show visitors here and across Canada to offer opinions on the look, feel, cost and features of a new subcompact sedan before it gets the green-light for sale in Canada. The Mirage G4, Mitsubishi's Thailand-built four-door, three-cylinder sedan, will make its North American debut today at the 2014 Salon International de l'auto de Montreal. But company president and CEO, Kenichiro "Kenny" Yamamoto said its future availability in Canada will be based, in part, on consumer opinion. "Our plan is to showcase the Mirage G4 and gauge what Canadians think of it and what they expect from subcompact sedans in general," he said. "A solid business case for Mirage was confirmed by the successful 2013 launch of the Mirage hatchback model; with G4, we're indicating our intention to grow the Mirage line up in Canada." When it was launched last September, the 2014 Mirage hatchback became MMSCAN's first subcompact car. Since then, Mitsubishi dealerships have reported Mirage's top fuel economy, low entry price and leading warranty are resonating well with customers.

Renault, Nissan officially reboot their auto alliance for post-Ghosn era

Nissan CEO Makoto Uchida looks on as Renault CEO Luca De Meo and Mitsubishi CEO Takao Kato shake hands during a news conference to unveil new agreement between Nissan and Renault on Monday in London.   LONDON — Automakers Renault and Nissan on Monday formalized their reboot of a relationship that had grown rocky, culminating in the spectacular fall of top executive Carlos Ghosn, who had led successful turnarounds at both companies before his arrest and daring escape. The boards of both companies approved equalizing the stake each automaker holds in the other to 15%, bringing a better balance in the French-Japanese alliance, which also includes smaller Japanese carmaker Mitsubishi Motors Corp. The uneven shareholdings had been viewed at times as a source of conflict. Until now, Renault Group of France owned 43.4% of Nissan Motor Co., while the Japanese automaker owned 15% of Renault. “We have been waiting a long time for this moment,” Renault board Chairman Jean Dominique Senard said at a news conference in London, calling it a “new era." Nissan intends to invest up to 15% in Ampere, RenaultÂ’s electric vehicle and software entity in Europe that Mitsubishi also will consider investing in. The automakers said they will collaborate in markets worldwide, including Latin America, Europe and India. The moves come at a time when the extremely competitive auto industry is undergoing a major shift toward electric vehicles and other environmentally friendly models. The long speculated changes to the carmaker alliance were announced a week ago. Shares equivalent to a 28.4% stake will be transferred to a French trust, according to the companies. Renault, whose top shareholder is the French government, and Nissan agreed on an orderly sale of that stake, although there will be no deadline. Nissan Chief Executive Makoto Uchida vowed to take the alliance to “the next level of transformation” to adapt to a new era. “This is not a choice but a need,” he said. In theory, partnerships are a good way for automakers to cut costs by sharing parts, production and technology, especially when the industry is going through such dramatic change with EVs. That also means that, once formed, ending an alliance can be difficult because the companiesÂ’ development, manufacturing and products get so closely tied together. Still, partnerships can stumble because of the different corporate cultures of the automakers, especially when it involves a meeting of the West and East.