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Did BMW really win the luxury car sales race?

As anyone who follows our monthly By The Numbers series already knows, the luxury car sales race in the United States was close all of last year as BMW, Lexus and Mercedes-Benz seesawed up and down for sales supremacy. At the end of the year, it was BMW on top of the standings with 346,023 total sales. Or was it? According to data released by Polk, comparing the actual number of vehicles registered between the three top luxury players in the US paints a slightly different picture. Polk's data suggests that only 335,259 BMWs were registered in 2015, compared to 340,392 Lexus models. Why the disparity? It's all a matter of timing. Actual end consumers buy new cars, in almost all cases, from a franchised dealer. BMW delivered 346,023 vehicles in 2015, but only 335,259 of them were registered by their new owners. Presumably, those 11,000 BMWs did (or will) end up registered in the driveways of consumers, but they hadn't before January 1, 2016. Lexus General Manager Jeff Bracken wrote in an email to Automotive News, "Luxury sales leadership as measured by vehicle registrations is important to Lexus as it represents actual consumers engaging directly with our dealers." Of course, it goes without saying that we'll be paying keen attention to the 2016 luxury car sales race as it unfolds. If it's anything like it was in 2015, it'll come down to the wire, and even then may not be entirely clear. Related Video: News Source: Automotive News - sub. req.Image Credit: Andrew Harrer/Bloomberg via Getty BMW Lexus Mercedes-Benz Car Buying Car Dealers Luxury luxury cars

J.D. Power study sees new car dependability problems increase for first time since 1998

For the first time since 1998, J.D. Power and Associates says its data shows that the average number of problems per 100 cars has increased. The finding is the result of the firm's much-touted annual Vehicle Dependability Study, which charts incidents of problems in new vehicle purchases over three years from 41,000 respondents.
Looking at first-owner cars from the 2011 model year, the study found an average of 133 problems per 100 cars (PP100, for short), up 6 percent from 126 PP100 in last year's study, which covered 2010 model-year vehicles. Disturbingly, the bulk of the increase is being attributed to engine and transmission problems, with a 6 PP100 boost.
Interestingly, JDP notes that "the decline in quality is particularly acute for vehicles with four-cylinder engines, where problem levels increase by nearly 10 PP100." Its findings also noticed that large diesel engines also tended to be more problematic than most five- and six-cylinder engines.

Lexus in no hurry to be a big player in China

For a while now, China's spiraling wealth, population and development has had the world's luxury automakers in an expansionist fervor, with many executives exhibiting the sort of gleefully maniacal behavior historically reserved for gold-rush prospectors. Yet Toyota, of all companies, is exercising a surprising amount of caution in the Asian nation.
As The Wall Street Journal notes, Toyota's premium brand, Lexus, sold all of 64,000 vehicles in China last year, while BMW cleared its books of 326,000. In fact, it didn't even bother entering the market until 2005, while rival Audi built its first car in the market a decade and a half earlier. Even now, Lexus doesn't build any vehicles in China, and with the country's notoriously high tariffs on imports, that's a major disadvantage. Yet the business daily quotes Lexus executive vice president Mark Templin as saying that the brand is nowhere near ready to start building cars in the market. "We're not having those discussions about when we're going to go to China... We have a lot of work to do before we get to that point."
Part of that work includes establishing a more expansive dealer network - Lexus only had 99 stores as of 2012, while rival Mercedes-Benz had over two-and-a-half times as many, and it's still expanding. Adding a lot of dealers without having a goodly number of competitively priced offerings for them to sell may seem like an odd strategy, but Templin tells the WSJ that the goal is to "cultivate our image for quality and customer service and let the customers that we have go tell that story for us."