Honda Automobile (Thailand) Co., Ltd., Thailand’s second largest manufacturer and exporter of passenger cars, today launched its all-new premium urban Honda Freed multi-utility van (MUV). Its distinctive design, shape and cabin interior cater to urban trendy customers who want a stylish, compact and spacious MUV with the ‘look-and-feel’ of a passenger car.
Mr. Atsushi Fujimoto, President of Honda Automobile (Thailand), said, “Our research into the lifestyles of today’s urban population indicates an emerging need for MUVs. The daily activities of professional people at work and home, and the social interactions with their family members and friends indicate an unmet need for a compact multi-utility vehicle that is easy to drive and offers ample cabin space.”
The all-new Freed fuses a compact body size, a spacious cabin which comfortably seats adults in all three rows, and a stylish design. Since its introduction in May 2008, sales of the Freed in Japan reached nearly 77,000 units sold within its first year of launch. It has also been given the “Best Value” Award in Japan Car of the Year 2008-2009.
“Honda specifically developed the all-new Freed with the aim of creating a stylish MUV that is comfortable and easy to manoeuvre, enabling its owners to freely utilise the vehicle in various activities that meet the modern needs and diverse lifestyles of today’s urban residents,” said Mr. Fujimoto.
“In Thailand, we expect customer bookings for the Freed to reach 5,000 units within the next 12 months. This forecast is based on our research of target demographics in urban cities, and the potential and anticipated demand for compact, spacious, fuel-efficient MUVs that are easy to steer, drive and park,” he said.
The all-new Freed can accommodate 7 people in a 2-2-3 seat configuration, a large cabin room with a ‘free walk-through’ layout that allows its occupants to move from front-to-back easily. It also comes with automatic sliding rear doors on both sides, activated via a remote key or manually from a panel button.
To support the all-new Freed launch, Honda will kick off its marketing campaign that includes print advertising and TV commercials targeting at trend-setting urban families and professional individuals in their late 20s.
The all-new Freed is available in 2 versions – the Freed S and Freed E – equipped with a 1.5-litre i-VTEC engine that delivers 118 horsepower and runs on gasohol E20. All versions feature a 5-speed automatic transmission with emission cleanliness that meets the international EURO-4 standard.
The premium Honda Freed – priced at Bht. 894,500 (S version), Bht. 974,500 (E version), Bht. 1,014,500 (E Sport), and Bht. 1,074,500 (E Navi Sport) – is available in four colours (Silver Alabaster, Metal Polished Grey, Crystal Black, and White Brilliant).
Bookings are now accepted at all Honda dealers nationwide with deliveries to customers scheduled in January 2010. The all-new Honda Freed will be displayed at the upcoming Thailand International Motor Expo 2009 (2 –13 December).
Information released through Bangkok Public Relations Ltd.
on behalf of Honda Automobile (Thailand) Co., Ltd.
For further information please contact Bangkok Public Relations Ltd.
Apsorn Bejrajati, Pairoj Pachanapreeda or Panta Poonsapmanee at telephone 0-2664 9500, ext. 112, 115 or 116, fax 0-2664 9515.
Thursday, November 19, 2009
Thursday, November 12, 2009
TURNAROUND EXPERT TO HEAD OPEL
US auto-maker General Motors has named executive vice president Nick Reilly as interim head of its Opel and Vauxhall operations in Europe and on Tuesday said it had begun to pay back emergency German loans.
Reilly "will immediately assume responsibility for the operations of Opel/Vauxhall Europe while an external search for a new chief executive officer commences", GM said in Detroit, Michigan.
Reilly, a specialist in turning around troubled operations, "will support the European leadership team in running the business and will oversee the creation of a strategy to position Opel/Vauxhall for long-term success."
Former GM Europe chief executive Carl=Peter Forster is stepping down following the parent group's decision to hang onto Opel/Vauxhall and restructure the companies itself.
Forster had backed the sale of the two brands to Canadian auto-parts manufacturer Magna and its Russian partner, Sberbank.
Meanwhile, GM said it had paid back 200 million euro (Bt10 billion) of a bridging loan provided by Germany to keep Opel running and would reimburse the balance this month.
"We now have an outstanding balance of 600 million euro," said GM Europe finance director Enrico Digirolamo.
German Chancellor Angela Merkel on Tuesday again stressed Berlin wanted its money back after GM chose to keep Opel, a decision Merkel said she "regretted enormously".
GM is now expected quickly to submit a plan on how it will get Opel back on its feet.
The German authorities had pushed hard for Opel's sale to Magna and Sberbank, because of assurances from the prospective buyers that no German plants would subsequently be shut down - a guarantee GM has not given.
GM's ditching of the sale to Magna cuased an uproar in Berlin last week.
The government had granted a loan of 1.5 billion euro to tide Opel over and was set to make another 3 billion euro available as loan guarantees.
However, Opel has tapped only about 900 million euro of the initial credit.
GM chef executive Fritz Henderson said the group would need about 3 billion euro in financing to restructure Opel/Vauxhall but also recentlt suggested GM might have other means to fund the operation.
Meanwhile, Reilly, a British national who once worked at Vauxhall, will maintain the overall direction of GM's international operations from Shanghai, China, the company said - further evidence his German stay will be temporary.
Henderson and Reilly toured Opel headquarters in Russelsheim, near Frankfurt, and on Tuesday met with the head of the workers council.
"As we announced last Tuesday, Opel/Vauxhall will remain a fully intergrated member of the Newk GM family, a decision that is in the best interests of Opel/Vauxhall, its customers, employees, other stakeholders and GM," Henderson was quoted as saying.
"With his deep experience with the Opel and Vauxhall brands, Nick is well suited to lead this transition and to work towards the earliest possible normalisation of the business."
Reilly, a Cambridge University graduate, was hired by GM in 1975 and previosuly helped turn around operations at Daewoo in South Korea.
Reilly "will immediately assume responsibility for the operations of Opel/Vauxhall Europe while an external search for a new chief executive officer commences", GM said in Detroit, Michigan.
Reilly, a specialist in turning around troubled operations, "will support the European leadership team in running the business and will oversee the creation of a strategy to position Opel/Vauxhall for long-term success."
Former GM Europe chief executive Carl=Peter Forster is stepping down following the parent group's decision to hang onto Opel/Vauxhall and restructure the companies itself.
Forster had backed the sale of the two brands to Canadian auto-parts manufacturer Magna and its Russian partner, Sberbank.
Meanwhile, GM said it had paid back 200 million euro (Bt10 billion) of a bridging loan provided by Germany to keep Opel running and would reimburse the balance this month.
"We now have an outstanding balance of 600 million euro," said GM Europe finance director Enrico Digirolamo.
German Chancellor Angela Merkel on Tuesday again stressed Berlin wanted its money back after GM chose to keep Opel, a decision Merkel said she "regretted enormously".
GM is now expected quickly to submit a plan on how it will get Opel back on its feet.
The German authorities had pushed hard for Opel's sale to Magna and Sberbank, because of assurances from the prospective buyers that no German plants would subsequently be shut down - a guarantee GM has not given.
GM's ditching of the sale to Magna cuased an uproar in Berlin last week.
The government had granted a loan of 1.5 billion euro to tide Opel over and was set to make another 3 billion euro available as loan guarantees.
However, Opel has tapped only about 900 million euro of the initial credit.
GM chef executive Fritz Henderson said the group would need about 3 billion euro in financing to restructure Opel/Vauxhall but also recentlt suggested GM might have other means to fund the operation.
Meanwhile, Reilly, a British national who once worked at Vauxhall, will maintain the overall direction of GM's international operations from Shanghai, China, the company said - further evidence his German stay will be temporary.
Henderson and Reilly toured Opel headquarters in Russelsheim, near Frankfurt, and on Tuesday met with the head of the workers council.
"As we announced last Tuesday, Opel/Vauxhall will remain a fully intergrated member of the Newk GM family, a decision that is in the best interests of Opel/Vauxhall, its customers, employees, other stakeholders and GM," Henderson was quoted as saying.
"With his deep experience with the Opel and Vauxhall brands, Nick is well suited to lead this transition and to work towards the earliest possible normalisation of the business."
Reilly, a Cambridge University graduate, was hired by GM in 1975 and previosuly helped turn around operations at Daewoo in South Korea.
SUBARU LAUNCHES THE LEGACY
The Legacy, which comes with a 2-litre engine, is available in two forms: a sedan and a station wagon, costing Bt1.98 million and Bt2.05 million, respectively.
At the launch event, the company announced that world-class stunt driver Russ Swift would perform at the upcoming Thailand International Motor Expo, which will be held at Impact, Muang Thong Thani.
Motor Image, the official distributor for Subaru locally, said it expected to sell 30-40 units, most of them the station-wagon version. High sales of the station wagon are expected because of its low pricing and the lack of any competitors here.
The Legancy 2.0i also comes with a continously variable transmission, which is more fuel-efficient when driven in city conditions.
"The Legacy is now bigger and roomier on the inside. Due to its attractive design, it appeals to a wider customer base than the previous version did. At the same time, it still comes with the sporty character of the Legacy," said general manager Apichai Thamsiraruk. "The smaller Impreza usually accounts for about 65 per cent of our yearly sales. We're hoping the new design of the Legacy will challenge that percentage as more people start considering the bigger car."
Apichai said the scheduled "Russ Swift Stunt Driving" show would be an opportunity for Thai audiences to see a world-class stunt driver in action. Swift is mentioned three times in "guinness World Records" for his driving stunts.
The show will be held from December 5-7 in the P9 parking lot of Muang Thong Thani during the Thailand International Motor Expo. Subaru has spent Bt10 million to bring Swift to Thailand.
"Subaru customers and all viewers will learn more about the high-performance capabilities and safety features of Sabaru cars. The stunts that Russ Swift will perform will include two-wheel driving,doughnuts and dancing with the car, to name a few," Apichai said.
Motor Image sol d120 vehicles in the first 10 months and expects to close the year with sales of 160 units, similar to last year. The company expects to sell 20-30 units at the Motor Expo.
Apichai said that as Subaru products became more appearling, more customers were finding the brand accessible. A clear indication of this buying Subarus.
Motor Image now has a customer base of 4,000 in Thailand.
At the launch event, the company announced that world-class stunt driver Russ Swift would perform at the upcoming Thailand International Motor Expo, which will be held at Impact, Muang Thong Thani.
Motor Image, the official distributor for Subaru locally, said it expected to sell 30-40 units, most of them the station-wagon version. High sales of the station wagon are expected because of its low pricing and the lack of any competitors here.
The Legancy 2.0i also comes with a continously variable transmission, which is more fuel-efficient when driven in city conditions.
"The Legacy is now bigger and roomier on the inside. Due to its attractive design, it appeals to a wider customer base than the previous version did. At the same time, it still comes with the sporty character of the Legacy," said general manager Apichai Thamsiraruk. "The smaller Impreza usually accounts for about 65 per cent of our yearly sales. We're hoping the new design of the Legacy will challenge that percentage as more people start considering the bigger car."
Apichai said the scheduled "Russ Swift Stunt Driving" show would be an opportunity for Thai audiences to see a world-class stunt driver in action. Swift is mentioned three times in "guinness World Records" for his driving stunts.
The show will be held from December 5-7 in the P9 parking lot of Muang Thong Thani during the Thailand International Motor Expo. Subaru has spent Bt10 million to bring Swift to Thailand.
"Subaru customers and all viewers will learn more about the high-performance capabilities and safety features of Sabaru cars. The stunts that Russ Swift will perform will include two-wheel driving,doughnuts and dancing with the car, to name a few," Apichai said.
Motor Image sol d120 vehicles in the first 10 months and expects to close the year with sales of 160 units, similar to last year. The company expects to sell 20-30 units at the Motor Expo.
Apichai said that as Subaru products became more appearling, more customers were finding the brand accessible. A clear indication of this buying Subarus.
Motor Image now has a customer base of 4,000 in Thailand.
General Motors can repay taxpayers, says chairman
General Motors Co remains committed to repaying its billions of dollars in government loans, though it's too soon to say when that will happen,the automaker's chairman said on Tuesday.
"Can GM pay back its loans? You bet," Ed Whitacre said during an address at Texas Lutheran University in Seguin,Texas."I can't tell you when, but it won't be very long."
But Whitacre added that the company,which has received more than $50 billion in taxpayer bailouts and is majorityowned by the US government,"has a long way to go before it's in fighting shape again."
Both the government and GM have said they expect the automaker to become publicly traded sometime next year. However, Whitacre said on Tuesday the timing of any initial public offering of GM stock "remains uncertain and depends on when the company returns to profitability."
Whitacre said a stable economy re-"mains the determining factor for GM."
He also said higher employment levels and a thaw in the credit markets were necessary for the company's business to improve.
"Increasing employment is the fastest and surest way to grow," he said.
Government investigators have challenged the likelihood that taxpayers will recoup their investment in GM and in Detroit rival Chrysler Group LLC. The Government Accountability Office said in a report issued last week that the automakers' value would have to soar to levels they didn't even approach when they were healthier for the taxpayer loans to be repaid.
However, Whitacre, who became GM's chairman after it exited bankruptcy in July, highlighted restructuring efforts made at the company, including work force and brand cuts.
He also noted the company's modest lift in October US sales - its first monthover-month sales increase in almost two years.
Whitacre also defended the company's last-minute decision this month to keep its Opel brand.
The automaker had been in talks to sell a majority stake in the European brand to a group led by Canadian parts maker Magna International and Russian lender Sberbank. But GM changed its mind because its financial position had improved enough to warrant keeping the brand, Whitacre said.
"How could you be a global player and not play all over the globe?" he said."Our financial fortunes had improved enough that we rexamined that."
Whitacre, who is the former chief executive and chairman of telecommunications giant AT&T, said he did not initially want to lead GM when he was approached with the offer."I was retired.Why would I want to do that?" he said,but added that he changed his mind after reflecting on the need for a strong US auto industry.
Whitacre noted that the government has largely kept its hands out of GM's day-to-day business despite its controlling stake, adding that was a condition for his accepting the chairman position.
"Can GM pay back its loans? You bet," Ed Whitacre said during an address at Texas Lutheran University in Seguin,Texas."I can't tell you when, but it won't be very long."
But Whitacre added that the company,which has received more than $50 billion in taxpayer bailouts and is majorityowned by the US government,"has a long way to go before it's in fighting shape again."
Both the government and GM have said they expect the automaker to become publicly traded sometime next year. However, Whitacre said on Tuesday the timing of any initial public offering of GM stock "remains uncertain and depends on when the company returns to profitability."
Whitacre said a stable economy re-"mains the determining factor for GM."
He also said higher employment levels and a thaw in the credit markets were necessary for the company's business to improve.
"Increasing employment is the fastest and surest way to grow," he said.
Government investigators have challenged the likelihood that taxpayers will recoup their investment in GM and in Detroit rival Chrysler Group LLC. The Government Accountability Office said in a report issued last week that the automakers' value would have to soar to levels they didn't even approach when they were healthier for the taxpayer loans to be repaid.
However, Whitacre, who became GM's chairman after it exited bankruptcy in July, highlighted restructuring efforts made at the company, including work force and brand cuts.
He also noted the company's modest lift in October US sales - its first monthover-month sales increase in almost two years.
Whitacre also defended the company's last-minute decision this month to keep its Opel brand.
The automaker had been in talks to sell a majority stake in the European brand to a group led by Canadian parts maker Magna International and Russian lender Sberbank. But GM changed its mind because its financial position had improved enough to warrant keeping the brand, Whitacre said.
"How could you be a global player and not play all over the globe?" he said."Our financial fortunes had improved enough that we rexamined that."
Whitacre, who is the former chief executive and chairman of telecommunications giant AT&T, said he did not initially want to lead GM when he was approached with the offer."I was retired.Why would I want to do that?" he said,but added that he changed his mind after reflecting on the need for a strong US auto industry.
Whitacre noted that the government has largely kept its hands out of GM's day-to-day business despite its controlling stake, adding that was a condition for his accepting the chairman position.
Economy vehicle or ecology car?
I hope more people will change their perception of a vehicle, seeing it as ameans of transport and not a reflection of the driver's status.
The long-awaited dream of an eco-car will become a reality next year. The possibility has given hope to many middleincome earners that they may this time be able to afford a low-priced eco-friendly car.
Some carmakers, however, seem to start from scratch by trying to explain that the word "eco" does not come from "economy" but is short for "ecology".
What that means is this type of car will have less CO2 emission, stipulated at no more than 120 grammes per kilometre. Moreover, fuel consumption will not exceed 5 litres per 100km.
To achieve that level of "greenness",the car engine must be smaller than those popular in the Thai market, meaning that it would not exceed 1,300cc for petrol and 1,400cc for diesel.
Automobile firms have invested at least 5 billion baht in the eco-car project in Thailand. If they are able to manufacture 100,000 units of the above criteria by the fifth year, they will get tax and tariff incentives from the Board of Investment. Six firms have been approved for the project, but currently only Nissan has announced that it will move ahead according to plan, rolling out its first eco-car on to the Thai market in March next year.
The government wants to see ecocars available at prices starting below 400,000 baht, lower than the current offers on the market, but carmakers insist that the price would not be that low because the cost of high technology and research and development required to produce the cleaner car is very expensive.
It's true that a little bit of help from everyone to save the environment is essential for the overall public amidst rising concern about global warming.The eco-car should be one way that an individual - a member of the middleclass, to be specific - in Thailand can make their contribution. The problem is that consumers in the current sluggish economy may see only the "eco" as in the economy side of things, not ecology,as their first priority when considering buying a new car. If the price is not attractive enough, consumers may opt for a cheaper vehicle that provides them with mobility despite being much less green. Is it possible for both the government and the private sector to cooperate in adjusting an "economy" price into the upcoming "ecology" car?
With the launch of the eco-car project,I hope that my dream of seeing many models of small-engine cars available in the market will come true. I always envy people in some European countries or Japan where people can have a variety of choice when it comes to small cars from different brands.
Here in Thailand, the lowest possible engine that consumers can find is 1,500cc.Smaller cars have faced many episodes of unsuccessful introduction. The 1,300cc Ford Aspire hit the market over a decade ago but its sale lasted only a few years.Toyota launched its Indonesia-made 1,300cc Avanza about five years ago but the small-engine vehicle could not survive in the Thai market so the company had to replace it with the 1,500cc Avanza. An earlier model with the smallest-engine,the 900cc Daihatsu Mira, faced the same fate. I don't know if the disappearance of small-engine cars in Thailand was the result of insincerity on the manufacturers' or dealers' part to maintain continuous sales and service, or a genuine lack of consumer interest in low-engine models. There is an observation in Thailand that many times people are judged by the type of vehicle they drive. Those going about in fancy European brands may get better recognition than those who drive about in general Asian brands.The same person gets a different treatment from others only because that person changes his/her car. A painful reality!
I hope that the government-backed eco-car project will be a success when the launch time arrives. I hope that more and more people will change their perception towards the image of the vehicle,seeing it as a means of transport and not a reflection of the driver's status, so people driving small cars can rest assured that they will still receive equal treatment in society. Let's drive a small car and help save our planet.
The long-awaited dream of an eco-car will become a reality next year. The possibility has given hope to many middleincome earners that they may this time be able to afford a low-priced eco-friendly car.
Some carmakers, however, seem to start from scratch by trying to explain that the word "eco" does not come from "economy" but is short for "ecology".
What that means is this type of car will have less CO2 emission, stipulated at no more than 120 grammes per kilometre. Moreover, fuel consumption will not exceed 5 litres per 100km.
To achieve that level of "greenness",the car engine must be smaller than those popular in the Thai market, meaning that it would not exceed 1,300cc for petrol and 1,400cc for diesel.
Automobile firms have invested at least 5 billion baht in the eco-car project in Thailand. If they are able to manufacture 100,000 units of the above criteria by the fifth year, they will get tax and tariff incentives from the Board of Investment. Six firms have been approved for the project, but currently only Nissan has announced that it will move ahead according to plan, rolling out its first eco-car on to the Thai market in March next year.
The government wants to see ecocars available at prices starting below 400,000 baht, lower than the current offers on the market, but carmakers insist that the price would not be that low because the cost of high technology and research and development required to produce the cleaner car is very expensive.
It's true that a little bit of help from everyone to save the environment is essential for the overall public amidst rising concern about global warming.The eco-car should be one way that an individual - a member of the middleclass, to be specific - in Thailand can make their contribution. The problem is that consumers in the current sluggish economy may see only the "eco" as in the economy side of things, not ecology,as their first priority when considering buying a new car. If the price is not attractive enough, consumers may opt for a cheaper vehicle that provides them with mobility despite being much less green. Is it possible for both the government and the private sector to cooperate in adjusting an "economy" price into the upcoming "ecology" car?
With the launch of the eco-car project,I hope that my dream of seeing many models of small-engine cars available in the market will come true. I always envy people in some European countries or Japan where people can have a variety of choice when it comes to small cars from different brands.
Here in Thailand, the lowest possible engine that consumers can find is 1,500cc.Smaller cars have faced many episodes of unsuccessful introduction. The 1,300cc Ford Aspire hit the market over a decade ago but its sale lasted only a few years.Toyota launched its Indonesia-made 1,300cc Avanza about five years ago but the small-engine vehicle could not survive in the Thai market so the company had to replace it with the 1,500cc Avanza. An earlier model with the smallest-engine,the 900cc Daihatsu Mira, faced the same fate. I don't know if the disappearance of small-engine cars in Thailand was the result of insincerity on the manufacturers' or dealers' part to maintain continuous sales and service, or a genuine lack of consumer interest in low-engine models. There is an observation in Thailand that many times people are judged by the type of vehicle they drive. Those going about in fancy European brands may get better recognition than those who drive about in general Asian brands.The same person gets a different treatment from others only because that person changes his/her car. A painful reality!
I hope that the government-backed eco-car project will be a success when the launch time arrives. I hope that more and more people will change their perception towards the image of the vehicle,seeing it as a means of transport and not a reflection of the driver's status, so people driving small cars can rest assured that they will still receive equal treatment in society. Let's drive a small car and help save our planet.
Sunday, November 8, 2009
Mahathir rebuffs reports of Proton sale
Malaysia's former prime minister Mahathir Mohamad has dismissed news reports that the national carmaker Proton Holdings is on the market, writing in his blog that he had told the company's chairman and chief executive that it was "not for sale".
Dr Mahathir's influence has soared in the new administration of Prime Minister Najib Razak, and the former PM indicated that he was back as Proton's adviser and "busy on a plan to resuscitate the company".
Under the previous administration of Abdullah Badawi, Dr Mahathir hinted that he had no role in Proton as "no one asks me for advice".
His unequivocal statement that Proton is not for sale would dash the hopes of at least three parties that are said to be interested in the company. They are the DRB-Hicom conglomerate, the Naza auto group and the management of Proton itself, whose chairman suggested it two weeks ago.
Dr Mahathir said Proton was returning to profitability given the number of new cars he has been seeing on the roads lately."I know that a new car is not noticed on the roads until a certain volume of sales is achieved," he wrote at http://chedet.co.cc/chedetblog/.
"Since Proton acquired a new chairman in the person of Nadzmi Salleh, I find it easier to perform the work of Proton adviser. The Prime Minister has also indicated that Proton's affairs should be referred to me. Accordingly, I have been busy on a plan to resuscitate the company and have been talking to potential technology partners for Proton."
Then he got to the point."Lately I have been disturbed by media reports that Proton is to be sold to certain parties.This talk has agitated the staff of Proton.Their worry affects their performance. I have told the chairman and the chief executive that Proton is not for sale and there is no plan to sell Proton in the foreseeable future.
"The need is to restructure the company and reach agreement with the potential partner. After that, work has to be done to ensure Proton fully recovers."
Dr Mahathir's comments are likely to have been noted seriously by the government, as Proton was his brainchild back in 1984. They would also have been noted with regret by Syed Mokhtar AlBukhary, the controlling shareholder of DRB-Hicom, which reports indicated was the front-runner for the car company.
The tycoon bid for Proton six years ago but his bid was rejected at the time by then-premier Abdullah. DRB-Hicom was thought to be looking at buying 32% of Proton.
Proton posted a net loss of 320 million ringgit (3.12 billion baht) for the year to March 31,2009 but is expected to be back in the black in the current financial year. Its sales have climbed steeply and it expects to sell 155,000 units by the time its financial year closes in March 2010.
Dr Mahathir's influence has soared in the new administration of Prime Minister Najib Razak, and the former PM indicated that he was back as Proton's adviser and "busy on a plan to resuscitate the company".
Under the previous administration of Abdullah Badawi, Dr Mahathir hinted that he had no role in Proton as "no one asks me for advice".
His unequivocal statement that Proton is not for sale would dash the hopes of at least three parties that are said to be interested in the company. They are the DRB-Hicom conglomerate, the Naza auto group and the management of Proton itself, whose chairman suggested it two weeks ago.
Dr Mahathir said Proton was returning to profitability given the number of new cars he has been seeing on the roads lately."I know that a new car is not noticed on the roads until a certain volume of sales is achieved," he wrote at http://chedet.co.cc/chedetblog/.
"Since Proton acquired a new chairman in the person of Nadzmi Salleh, I find it easier to perform the work of Proton adviser. The Prime Minister has also indicated that Proton's affairs should be referred to me. Accordingly, I have been busy on a plan to resuscitate the company and have been talking to potential technology partners for Proton."
Then he got to the point."Lately I have been disturbed by media reports that Proton is to be sold to certain parties.This talk has agitated the staff of Proton.Their worry affects their performance. I have told the chairman and the chief executive that Proton is not for sale and there is no plan to sell Proton in the foreseeable future.
"The need is to restructure the company and reach agreement with the potential partner. After that, work has to be done to ensure Proton fully recovers."
Dr Mahathir's comments are likely to have been noted seriously by the government, as Proton was his brainchild back in 1984. They would also have been noted with regret by Syed Mokhtar AlBukhary, the controlling shareholder of DRB-Hicom, which reports indicated was the front-runner for the car company.
The tycoon bid for Proton six years ago but his bid was rejected at the time by then-premier Abdullah. DRB-Hicom was thought to be looking at buying 32% of Proton.
Proton posted a net loss of 320 million ringgit (3.12 billion baht) for the year to March 31,2009 but is expected to be back in the black in the current financial year. Its sales have climbed steeply and it expects to sell 155,000 units by the time its financial year closes in March 2010.
GOVERNMENT INCENTIVES LIFT TOYOTA SALES
Toyota Motor, the world's largest car-maker, narrowed its full-year net loss forecast for a second time after government stimulus measures revived vehicle demand in the US and Asia.
The company expects a 200-billion yen(Bt73 billion) loss in the year ending March 31, compared with an earlier forecast for a YEN450-billion loss, it said yesterday.
The auto-maker posted an unexpected second-quarter profit of YEN21.8 billion.
Toyoto joined Nissan Motor in predicting a smaller loss as government tax cuts and subsidies spurglobal car demand.
President Akio Toyoda, who said last month the maker of Corolla compact cars was one step from "irrelevance or death", has ordered the carmaker's first plant closure and an exit from Formula One racing to cut costs. "Toyota's sales are picking up more than initially thought," said Koichi Ogawa, chief protfolio manager at Daiwa SB Investments in Tokyo, which manages YEN3.4 trillion. "Like Honda and Nissan, Toyoto is benefiting from government stimulus programs."
Toyota City, a Japan-based company raised its full-year revenue forecast to YEN18 trillion from YEN16.8 trillion as it boosted vehicle sales estimates for Asia, Japan and Norht America. The improved earnings outlook follows Honda Motor almost tripling its profit estimate last week.
Nissan narrowed its loss forecast, citing better-than-expected sales in China. Hyundai Motor, South Korea's biggest auto-maker, posted a record profit in the quarter on surging US and China sales and a weaker won.
Toyota's second-quarter net income compared with a projected loss of YEN23.2 billion, based on the median of five analyst estimates compiled by Bloomberg. The profit was due to strong performance by the company's finance division,Toyota said.
Net income in the three months still fell from YEN139.8 billion a year earlier as vehicle sales declined in Asia, Euroipe and the US and a stronger yen cut the value of overseas earnings.
The yen averaged 13 per cent stronger against the dollar last quarter than a year earlier.
"The US economy is still in bad shape, with the job situation worsening," said Yuuki Sakurai,chief executive officer of Fukoku Capital Management in Tokyo, which manages about YEN800 billion. "The dollar well likely remain weak."
For the full year, Toyota raised its global vehicle sales forecsst to 7.03 million from an August forcast of 6.6 million. It sold 7.57 million units last fiscal year.
The company expects a 200-billion yen(Bt73 billion) loss in the year ending March 31, compared with an earlier forecast for a YEN450-billion loss, it said yesterday.
The auto-maker posted an unexpected second-quarter profit of YEN21.8 billion.
Toyoto joined Nissan Motor in predicting a smaller loss as government tax cuts and subsidies spurglobal car demand.
President Akio Toyoda, who said last month the maker of Corolla compact cars was one step from "irrelevance or death", has ordered the carmaker's first plant closure and an exit from Formula One racing to cut costs. "Toyota's sales are picking up more than initially thought," said Koichi Ogawa, chief protfolio manager at Daiwa SB Investments in Tokyo, which manages YEN3.4 trillion. "Like Honda and Nissan, Toyoto is benefiting from government stimulus programs."
Toyota City, a Japan-based company raised its full-year revenue forecast to YEN18 trillion from YEN16.8 trillion as it boosted vehicle sales estimates for Asia, Japan and Norht America. The improved earnings outlook follows Honda Motor almost tripling its profit estimate last week.
Nissan narrowed its loss forecast, citing better-than-expected sales in China. Hyundai Motor, South Korea's biggest auto-maker, posted a record profit in the quarter on surging US and China sales and a weaker won.
Toyota's second-quarter net income compared with a projected loss of YEN23.2 billion, based on the median of five analyst estimates compiled by Bloomberg. The profit was due to strong performance by the company's finance division,Toyota said.
Net income in the three months still fell from YEN139.8 billion a year earlier as vehicle sales declined in Asia, Euroipe and the US and a stronger yen cut the value of overseas earnings.
The yen averaged 13 per cent stronger against the dollar last quarter than a year earlier.
"The US economy is still in bad shape, with the job situation worsening," said Yuuki Sakurai,chief executive officer of Fukoku Capital Management in Tokyo, which manages about YEN800 billion. "The dollar well likely remain weak."
For the full year, Toyota raised its global vehicle sales forecsst to 7.03 million from an August forcast of 6.6 million. It sold 7.57 million units last fiscal year.
OFFICIAL E-CLASS SALES AT STARFEST 2009
After allowing grey importers to feast on sales of the new E-Class since midyear, Mercedes-Benz will officially start taking orders for the new E-Class models at Starfest 2009, to be held in Central Chidlom from November 14-15.
As well as the new E-Class, which comes with the CGI Blue Efficiency engine and various driver-assistance systems, the remaining models in Mercedes-Benz's range for the Thai market will also be on display.
Chatvitai Tantraporn, general manager for marketing and communications at Mercedes-Benz (Thailand), said economic growth in the fourth quarter had boosted the company's confidence that Starfest would attract a lot of attention.
The event has been held for five consecutive years, and this year Mercedes-Benz will showcase all of its models in every segment.
"There'll be a launch of the three new E-Class models in both categories: saloon and coupe. We trust the new E-Class will impress our customers as not only the best-looking car in the world, but also the most technologically advanced and most environmentally compatible," Chatvitai said.
"For customers who have not yet made a decision, this is the best opportunity, because at Starfest 2009 we'll make special financial offers, tailor-made to individual needs, to make it easier to own a Mercedes-Benz."
As well as the new E-Class, which comes with the CGI Blue Efficiency engine and various driver-assistance systems, the remaining models in Mercedes-Benz's range for the Thai market will also be on display.
Chatvitai Tantraporn, general manager for marketing and communications at Mercedes-Benz (Thailand), said economic growth in the fourth quarter had boosted the company's confidence that Starfest would attract a lot of attention.
The event has been held for five consecutive years, and this year Mercedes-Benz will showcase all of its models in every segment.
"There'll be a launch of the three new E-Class models in both categories: saloon and coupe. We trust the new E-Class will impress our customers as not only the best-looking car in the world, but also the most technologically advanced and most environmentally compatible," Chatvitai said.
"For customers who have not yet made a decision, this is the best opportunity, because at Starfest 2009 we'll make special financial offers, tailor-made to individual needs, to make it easier to own a Mercedes-Benz."
All-new FOCUS out to topple Golf
The all-new Ford Focus will arrive in showrooms in early 2011 with the aim of finally dethroning the Volkswagen Golf as western Europe's best-selling car, according to company sources.
The new Focus won't just be a key player in Europe, either; it's set to become a global car, also to be sold in North America. The US version will be unveiled at the Detroit show in January, before Europe.
The new Focus will go on sale after the launch of the recently unveiled C-Max five and sevenseat MPVs, the first models based on what Ford sources call an all-new, global platform.
The production version of the C-Max, to be built in Spain, is set to be launched at next September's Paris show. The seven-seat version is heading for the US along with the Focus.
Design sources say Ford is going to make the new Focus much sportier and more coupe'-like than the current model."The hatchback Focus will be relatively lower and sportier than the C-Max you saw at the Frankfurt show," said our insider."The important point is that there will be much more differentiation in terms of the relative stance and the H-point between the hatches and C-Max than on the current models."
The H-point is designer shorthand for the position of the driver's hip point, which in practice means that the upcoming three and five-door Focus hatchbacks will have lower seating positions and markedly low-roofed styling.
The Focus's chassis is also likely to be more sportily tuned than that of the C-Max, which is aimed at families and older drivers who appreciate the higher seating position.
The Focus will also get its own interior design theme, with the dash angled towards the driver to deliver more of a cockpit-like feel.
The new Focus will be powered by a new range of Ecoboost downsized turbocharged petrol engines.
"The plan is for all our petrol cars to have smaller-capacity, direct-injection turbocharged engines," said one source."We especially have to meet the average CO
target figure that has been set in the European Union, but downsized turbocharged engines are already proving popular in North America as well."
One casualty of the move to greater fuel efficiency will be the five-cylinder Volvo-derived engine that powers today's Focus ST. The next generation of the model is likely to be powered by a turbocharged 2.0-litre four-pot, which can develop as much as 276hp.
Aside from its range of diesel engines, Ford is working on a new range of super-frugal threecylinder turbo petrol units, with capacities much smaller than 1.6 litres.
These engines are likely to be sized around 1.0-and 1.2-litres and are expected to become more popular when tough EU emissions rules make diesel engines increasingly expensive.
A number of makers (including Renault and Nissan) are working on similar powerplants because the upcoming EU5 and EU6 emissions regs will force expensive de-pollution kit to be fitted to diesels.
This move will make small diesels too expensive to be fitted to superminis and many cheaper Focuses. Ford hopes that the three-pot petrol motors will offer the performance and fuel economy of a typical small diesel.
The new Focus won't just be a key player in Europe, either; it's set to become a global car, also to be sold in North America. The US version will be unveiled at the Detroit show in January, before Europe.
The new Focus will go on sale after the launch of the recently unveiled C-Max five and sevenseat MPVs, the first models based on what Ford sources call an all-new, global platform.
The production version of the C-Max, to be built in Spain, is set to be launched at next September's Paris show. The seven-seat version is heading for the US along with the Focus.
Design sources say Ford is going to make the new Focus much sportier and more coupe'-like than the current model."The hatchback Focus will be relatively lower and sportier than the C-Max you saw at the Frankfurt show," said our insider."The important point is that there will be much more differentiation in terms of the relative stance and the H-point between the hatches and C-Max than on the current models."
The H-point is designer shorthand for the position of the driver's hip point, which in practice means that the upcoming three and five-door Focus hatchbacks will have lower seating positions and markedly low-roofed styling.
The Focus's chassis is also likely to be more sportily tuned than that of the C-Max, which is aimed at families and older drivers who appreciate the higher seating position.
The Focus will also get its own interior design theme, with the dash angled towards the driver to deliver more of a cockpit-like feel.
The new Focus will be powered by a new range of Ecoboost downsized turbocharged petrol engines.
"The plan is for all our petrol cars to have smaller-capacity, direct-injection turbocharged engines," said one source."We especially have to meet the average CO
target figure that has been set in the European Union, but downsized turbocharged engines are already proving popular in North America as well."
One casualty of the move to greater fuel efficiency will be the five-cylinder Volvo-derived engine that powers today's Focus ST. The next generation of the model is likely to be powered by a turbocharged 2.0-litre four-pot, which can develop as much as 276hp.
Aside from its range of diesel engines, Ford is working on a new range of super-frugal threecylinder turbo petrol units, with capacities much smaller than 1.6 litres.
These engines are likely to be sized around 1.0-and 1.2-litres and are expected to become more popular when tough EU emissions rules make diesel engines increasingly expensive.
A number of makers (including Renault and Nissan) are working on similar powerplants because the upcoming EU5 and EU6 emissions regs will force expensive de-pollution kit to be fitted to diesels.
This move will make small diesels too expensive to be fitted to superminis and many cheaper Focuses. Ford hopes that the three-pot petrol motors will offer the performance and fuel economy of a typical small diesel.
Wednesday, November 4, 2009
CREATIVE EFFORT HELPS TATA SALES
What does a company do if its drivers are not willing to read the users' manuals of the vehicles they will drive? Tata Motors has come up with an answer: give them a comic book.
Tata is about the launch a comic-book version of the user's manual for its Xenon CNG pickup. It's part of the Indian automaker's intensified focus on its commercial-vehicle division and comes after little more than a year's experience in selling vehicles in Thailand.
The Xenon CNG, aimed solely at the commercial-vehicle market, has net quite a few obstacles. Prominent among them is the need for drivers to read the uder's manual to get a better understanding of the CNG-fuelled vehicle, because its operation is technically different from that of a standard diesel pickup, so the company sought a simple solution: produce something the drivers want to read. The result is a comic-strip version that touches on the technical aspects of the Xenon CNG.
"The Xenon CNG has a fuel valve that needs to be opened and closed manually when refuelling. Failing to open the valve after refuelling leads to the engine shutting off. Because most drivers have not read the users manual, they don't realise the most probable reason the engine won't work is they have forgotten to open the valve. The comic-book version will defitely be more entertaining to read for these drivers," said Tata Motors (Thailand) CEO Ajit Venkataraman.
The Xenon CNG is now be only dedicated CNG truck in the automotive market. The only vehicle that can be considered a competitor is the Chevrolet Colorado CNG, which uses a dual-fuel system that mixes diesel and CNG to provide extra range.
The biggest problem with a dedicated CNG vehicle is its range. In Thailand, CNG fuelling stations have not yet spread around the country, so a driver could be stranded somewhere with no fuel at the end of the Xenon CNG's limited 150-200-kilometre range.
"This is not a problem, as most of our fleet customers have very well-planned routes. The vehicles run the same fixed routes every day and fill up at a certain station every day. If a vehicle does run out of fuel, our dealers will send out a service vehicle with a CNG refuelling tank," Venkataraman said. "We actually discourage privaate users from buying the Xenon CNG, because this [refuelling] can be a hassle at times. For private users who are fuel-cost conscious, our 2.2-litre diesel engine is ideal."
The Xenon CNG's limited range and the failure of drivers to read the manual are not the only problems Tata has faced. Another is brand acceptance. Being a new pickup manufacturer in the world's second-largest pickup market means they're playing at being a seal in the company of sharks. The long-standing local operations of Japanese auto-makers have built up a loyal customer base unwilling to try an Indian pickup-maker.
"The Xenon CNG has been a great product for us to penetrate this market. Fleet operators do not want another diesel pickup, as there are enough in the market already. The Xenon CNG cuts fuel costs, and fleet operators can see the benefits of the vehicle. Initially, they always order only one vehicle, but after seeing the benefits they order more," said sales director Abhichet Sitakalin.
Another advantage of the Xenon CNG is its fuel cannot be stolen. Fleet operators say stolen fuel accounts for a major increase in costs. With CNG, extracting the fuel requires equipment costing Bt30,000, and the low cost of CNG makes stealing it not worthwhile.
At present, more than 90 per cent of the vehicles Tata sells in Thailand are for commericla use. At next month's motor expo, the company will launch the Xenon Giant, a dedicated CNG pickup with a large bed and an extended fuel range of 300-400 kilometres. The company hopes the Xenon Giant will lead to a significantly increased market share.
Tata sold a mere 722 units in the first nine months of the year amid claims it was being overly optimistic. It says CNG-fuelled vehicles account for 30 per cent of current sales, and this figure is expected to reach 50 per cent next year with the new Giant entering the market.
Venkataraman said Tata was also monitoring other opportunities in the Thai market
"Although Tata is a major player in the bus and truck market in India - the second-largest bus and truck market in the world-it is unlikely we will enter the Thai market, because of its small size," he said.
Tata is about the launch a comic-book version of the user's manual for its Xenon CNG pickup. It's part of the Indian automaker's intensified focus on its commercial-vehicle division and comes after little more than a year's experience in selling vehicles in Thailand.
The Xenon CNG, aimed solely at the commercial-vehicle market, has net quite a few obstacles. Prominent among them is the need for drivers to read the uder's manual to get a better understanding of the CNG-fuelled vehicle, because its operation is technically different from that of a standard diesel pickup, so the company sought a simple solution: produce something the drivers want to read. The result is a comic-strip version that touches on the technical aspects of the Xenon CNG.
"The Xenon CNG has a fuel valve that needs to be opened and closed manually when refuelling. Failing to open the valve after refuelling leads to the engine shutting off. Because most drivers have not read the users manual, they don't realise the most probable reason the engine won't work is they have forgotten to open the valve. The comic-book version will defitely be more entertaining to read for these drivers," said Tata Motors (Thailand) CEO Ajit Venkataraman.
The Xenon CNG is now be only dedicated CNG truck in the automotive market. The only vehicle that can be considered a competitor is the Chevrolet Colorado CNG, which uses a dual-fuel system that mixes diesel and CNG to provide extra range.
The biggest problem with a dedicated CNG vehicle is its range. In Thailand, CNG fuelling stations have not yet spread around the country, so a driver could be stranded somewhere with no fuel at the end of the Xenon CNG's limited 150-200-kilometre range.
"This is not a problem, as most of our fleet customers have very well-planned routes. The vehicles run the same fixed routes every day and fill up at a certain station every day. If a vehicle does run out of fuel, our dealers will send out a service vehicle with a CNG refuelling tank," Venkataraman said. "We actually discourage privaate users from buying the Xenon CNG, because this [refuelling] can be a hassle at times. For private users who are fuel-cost conscious, our 2.2-litre diesel engine is ideal."
The Xenon CNG's limited range and the failure of drivers to read the manual are not the only problems Tata has faced. Another is brand acceptance. Being a new pickup manufacturer in the world's second-largest pickup market means they're playing at being a seal in the company of sharks. The long-standing local operations of Japanese auto-makers have built up a loyal customer base unwilling to try an Indian pickup-maker.
"The Xenon CNG has been a great product for us to penetrate this market. Fleet operators do not want another diesel pickup, as there are enough in the market already. The Xenon CNG cuts fuel costs, and fleet operators can see the benefits of the vehicle. Initially, they always order only one vehicle, but after seeing the benefits they order more," said sales director Abhichet Sitakalin.
Another advantage of the Xenon CNG is its fuel cannot be stolen. Fleet operators say stolen fuel accounts for a major increase in costs. With CNG, extracting the fuel requires equipment costing Bt30,000, and the low cost of CNG makes stealing it not worthwhile.
At present, more than 90 per cent of the vehicles Tata sells in Thailand are for commericla use. At next month's motor expo, the company will launch the Xenon Giant, a dedicated CNG pickup with a large bed and an extended fuel range of 300-400 kilometres. The company hopes the Xenon Giant will lead to a significantly increased market share.
Tata sold a mere 722 units in the first nine months of the year amid claims it was being overly optimistic. It says CNG-fuelled vehicles account for 30 per cent of current sales, and this figure is expected to reach 50 per cent next year with the new Giant entering the market.
Venkataraman said Tata was also monitoring other opportunities in the Thai market
"Although Tata is a major player in the bus and truck market in India - the second-largest bus and truck market in the world-it is unlikely we will enter the Thai market, because of its small size," he said.
Suzuki raises profit forecast
Suzuki Motor Corp quadrupled its annual operating profit forecast yesterday as sales soared in its main Indian market, setting it apart from other Japanese automakers that have depended heavily on the sinking US market.
Suzuki, like South Korean rival Hyundai Motor Co, has been a major beneficiary of a global shift in consumer preference towards smaller cars, partly fanned by government incentives on purchases of less polluting vehicles.
Both firms' huge presence in India,where the economy's resilience and tax incentives have jumpstarted demand for cars, has helped them weather the storm better than most in the industry.
Suzuki,Japan's fourth-biggest automaker, raised its operating profit outlook to 40 billion yen ($445 million)for the year to March, from an initial forecast of 10 billion yen.
It now expects a net profit of 15 billion yen instead of five billion yen.
Consensus forecasts from 16 brokerages put Suzuki's operating profit for the year at 46.6 billion yen, and net profit at 22.8 billion yen.
Earlier, Daihatsu Motor Co, the minivehicle unit of Toyota Motor Corp,and Fuji Heavy Industries Ltd, the maker of Subaru cars, also lifted their full-year forecasts after better-than-anticipated six-month results.
But Suzuki joined other automakers in warning of an uncertain outlook at best for global vehicle demand as more state-backed incentives programmes reach their budget limit and threaten to yank back sales.
"It's doubtful whether these scrappage incentives would switch smoothly into real demand," Suzuki chief executive Osamu Suzuki told a news conference.
Suzuki said he was not optimistic about a global economic recovery in the October-March second half, although Asian markets such as India and China remained a bright spot.
He noted that Suzuki's higher profit forecasts were merely a result of the overshoot in the first six months.
For July-September, Suzuki, known for its Swift and Alto hatchback cars,reported a 7.1% fall in operating profit to 24.98 billion yen from the second quarter last year, as global sales volumes decreased and the yen strengthened against the dollar.
The result was double an estimate of 12.45 billion yen in a poll of three analysts by Thomson Reuters I/B/E/S.
Net profit grew 27% to 10.38 billion yen, while revenue dropped 25% to 604.4 billion yen.
Last week, Suzuki's Indian unit, Maruti Suzuki India, reported a near doubling in its quarterly net profit, also powered by brisk exports to Europe.
Daihatsu, which dominates Japan's 660cc minivehicle segment with Suzuki,now expects an annual operating profit of 26 billion yen instead of 17 billion yen as sale exceed expectations in Indonesia and Malaysia, where it has a big presence.
In July-September, Daihatsu's operating profit fell 35% to 6.13 billion yen.Net profit sank 41% to 3.25 billion yen.
Fuji Heavy Industries Ltd, also owned partly by Toyota, now expects to eke out an annual operating profit of 1 billion yen instead of a 35 billion yen loss previously forecast. Its second-quarter operating profit was 8.24 billion yen, down 31% from a year earlier.
Suzuki, like South Korean rival Hyundai Motor Co, has been a major beneficiary of a global shift in consumer preference towards smaller cars, partly fanned by government incentives on purchases of less polluting vehicles.
Both firms' huge presence in India,where the economy's resilience and tax incentives have jumpstarted demand for cars, has helped them weather the storm better than most in the industry.
Suzuki,Japan's fourth-biggest automaker, raised its operating profit outlook to 40 billion yen ($445 million)for the year to March, from an initial forecast of 10 billion yen.
It now expects a net profit of 15 billion yen instead of five billion yen.
Consensus forecasts from 16 brokerages put Suzuki's operating profit for the year at 46.6 billion yen, and net profit at 22.8 billion yen.
Earlier, Daihatsu Motor Co, the minivehicle unit of Toyota Motor Corp,and Fuji Heavy Industries Ltd, the maker of Subaru cars, also lifted their full-year forecasts after better-than-anticipated six-month results.
But Suzuki joined other automakers in warning of an uncertain outlook at best for global vehicle demand as more state-backed incentives programmes reach their budget limit and threaten to yank back sales.
"It's doubtful whether these scrappage incentives would switch smoothly into real demand," Suzuki chief executive Osamu Suzuki told a news conference.
Suzuki said he was not optimistic about a global economic recovery in the October-March second half, although Asian markets such as India and China remained a bright spot.
He noted that Suzuki's higher profit forecasts were merely a result of the overshoot in the first six months.
For July-September, Suzuki, known for its Swift and Alto hatchback cars,reported a 7.1% fall in operating profit to 24.98 billion yen from the second quarter last year, as global sales volumes decreased and the yen strengthened against the dollar.
The result was double an estimate of 12.45 billion yen in a poll of three analysts by Thomson Reuters I/B/E/S.
Net profit grew 27% to 10.38 billion yen, while revenue dropped 25% to 604.4 billion yen.
Last week, Suzuki's Indian unit, Maruti Suzuki India, reported a near doubling in its quarterly net profit, also powered by brisk exports to Europe.
Daihatsu, which dominates Japan's 660cc minivehicle segment with Suzuki,now expects an annual operating profit of 26 billion yen instead of 17 billion yen as sale exceed expectations in Indonesia and Malaysia, where it has a big presence.
In July-September, Daihatsu's operating profit fell 35% to 6.13 billion yen.Net profit sank 41% to 3.25 billion yen.
Fuji Heavy Industries Ltd, also owned partly by Toyota, now expects to eke out an annual operating profit of 1 billion yen instead of a 35 billion yen loss previously forecast. Its second-quarter operating profit was 8.24 billion yen, down 31% from a year earlier.
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