General Motors Corp. delayed the release of its financial results for 2006. After that, the automaker missed the filing deadline with the Securities and Exchange Commission set on 1 March. To remedy the situation, GM requested an extension to next week. Now, the automaker is back on the hot seat with the risky mortgaged loans which was doled out last year by GMAC – an ex-finance arm. This fact gives Wall Street another reason to be anxious about.

Experts in the industry are saying that GM might have to cover defaulted home loans made by GMAC. Hence, the largest automaker might be on the hook for as much as $1 billion. Analysts added that this could be chosen by the automaker to swathe defaulted mortgage loans made to high-risk borrowers by the Residential Capital LLC, the former home-lending unit of General Motors Acceptance Corp. Last year, GM sold a 51 percent stake in the GMAC for $14.4 billion to a group led by the Cerberus Capital Management LP.

“People are definitely getting frustrated,” said analyst Brad Rubin at investment firm BNP Paribas. Rubin added that GM, which has about $46 billion in liquidity, can safely handle a $1 billion payout. But the company’s financial issues are stressing investors. However, Rubin noted, “I don’t think that’s going to impact the restructuring or whether GM survives or not.”

It can be recalled that GM had restated its financial report seven times in the past two years. The automaker initially planned to announce its results on the 30th day of January this year. Nonetheless, it requested for an extension of the March 1 SEC deadline for last yearâ??s financial reports.

The automakerâ??s exposure to the risky loans was one key concern of industry analysts. And according to analysts, GMAC was one of the factors in the delay. “Our biggest concern on the equity side is whether GM stock sufficiently discounts ResCap’s subprime exposure,” wrote Peter Nesvold, an analyst at New York-based Bear Stearns.

Subprime mortgages accompanied with higher interest rates are usually set forth to homeowners with troubled credit histories. One good reason why homeowners default on their overextended loans is the decreasing home prices. Obviously, it is harder for them to take out second mortgages or home equity loans for extra cash.

GM, the worldâ??s largest automaker is certainly on the hot seat. Could it withstand the potential grilling? Would it needing Neuspeed cold air intake to blow favorable cool breeze to make the ambience bearable?

Apparently, GM has been living a roller coaster ride on its way up and to finally make it as the most sought-after automaker around the globe. However, the ride could sometimes be nauseating. And that is exactly what the automaker is experiencing right now. Since it was founded in the year 1908 in Flint, Michigan, GM has never experienced hard times like the series of troubles it is now faced with. However, the automaker is looking at these challenges in the eye. With a positive outlook and excellent strategies, the difficulties could be shunned.

GM, headquartered at the Renaissance Center in Detroit, Michigan, USA, currently employs about 327,000 people worldwide. The automaker produces cars and trucks in 33 countries. In 2005, 9.17 million vehicles were sold internationally under its Buick, Cadillac, Chevrolet, GMC, Daewoo, Holden, Hummer, Opel, Pontiac, Saab, Saturn and Vauxhall brands.

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GMâ??s plan to offer one million vehicles annually with six-speed automatics by 2008 accelerates in 2006 and 2007 with nearly 40 global vehicle applications of the fuel-saving transmissions. Models of the 2007 Cadillac STS and SRX, as well as the Saturn Aura, Outlook and Pontiac G6, highlight the vehicles offered with new six-speed automatics.

Other models already on sale include the GMC Yukon Denali family, the Cadillac XLR-V, STS-V and Escalade lineup, and the Chevrolet Corvette. GMâ??s full-size heavy duty pickups are also equipped with an Allison 1000 six-speed automatic when equipped with the Duramax 6.6L turbo-diesel engine.

New 2007 model year six-speed automatic transmission variants include the Hydra-Matic 6T70 and 6T75 for front and all-wheel drive vehicles, as well as the Hydra-Matic 6L50 for rear and all-wheel drive vehicles. The 6L50 benefits from the expertise developed with the larger 6L80 rear-wheel drive six-speed transmission (initially in the 2006 model year), and is the second variant in the Hydra-Matic rear-wheel drive six-speed transmission family.

Advantages of a six-speed automatic include improved fuel economy, performance and a shift feel that is seamless to the customer. The six-speed automatic enables a reduced engine rpm at highway cruising speeds. A lower engine speed reduces engine wear and noise, and improves fuel economy.

â??Itâ??s a best-of-both-worlds scenario with the six-speed automatic, delivering great performance and enabling improved fuel economy,â? said Jim Lanzon, executive director of transmission engineering for GM Powertrain. â??It is almost like having two transmissions in one â?? the high numerical first gear provides tremendous off-the-line acceleration, but the transmission is able to use the six gears to evenly distribute the torque and settle at an overdrive gear that helps deliver great fuel economy.â?

Vehicle performance is enhanced with a six-speed, because smaller â??stepsâ? are used between gears, compared to a conventional four-speed automatic. This allows the transmission to quickly find the best gear for the vehicle speed and road conditions â?? thereâ??s less back-and-forth hunting on grades, for example. GMâ??s new Hydra-Matic six-speeds also use technically advanced clutch-to-clutch operation, which reduces mass, complexity and enables compact packaging. A wide, 6.04:1 overall ratio on most of GMâ??s six-speeds, compared to 4.0 of typical four-speed automatics, delivers both great performance and improved fuel economy.

â??The mechanical simplicity of the clutch-to-clutch shift operation in our new six-speed automatic transmission families, along with a conscious effort to reduce part complexity, is providing us greater flexibility and the ability to launch with a broad application across the GM portfolio,â? said Lanzon. â??By 2010, GM will introduce 10 new variants of six-speed automatic transmissions, producing three million six-speeds annually.â?

GMâ??s six-speed transmissions also provide tremendous flexibility to customize features for each vehicle brand, such as tapshift range selection, auto grade braking and a tow/haul mode.

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The brand’s midsize sedan, the Saturn Aura, recently was named as the North American Car of the Year and that is a sure sign that they are moving forward in challenging Asian car brands for supremacy in the auto market. Saturn will now capitalize on the distinction given to the Aura and will use it as the anchor of their latest marketing strategy.

In a move akin to Ford’s Fusion Challenge, Saturn will also put the Aura against the Camry and the Accord to let car buyers experience the new Saturn experience. The marketing strategy is aimed to highlight the fact that the Aura bested the Camry and the Accord. According to the manufacturer of the Aura, they are also aiming to change the views of car buyers who think that domestic cars are inferior to those made by Toyota and Honda and even Nissan in that case.

The marketing strategy involves providing Camry units and Accord vehicles to consumer test drivers. These cars will be provided for those who are willing to test drive the Saturn Aura. Saturn dealerships will be running the Saturn side-by-side test drive strategy until the 31st of July although it is expected that Saturn will extend the marketing campaign.

“Those with preconceived notions about domestic cars who wouldn’t even stop by a dealer to shop are the people with a mindset we’re going after,” says Chuck Thomson, the executive director for Saturn marketing. “Rather than default to Camry or Accord we’re saying we have a shot if you stop in and drive all three,” he added.

“When we get people in the seats, we’re very successful, even among people who’d never think about shopping a Saturn,” inferred Thomson. He further pointed out that they are successful 40 percent of the time in selling a car when the customer has the car for a test drive.

Letting potential costumers test drive the competition’s car, of course, has its risks. There is that certain chance that consumers would like either the Camry or the Accord better. In response to this possibility though, Thomson has this to say: “It’s a risk we’re willing to take. We don’t think it will happen.” According to Thomson, sixty percent of their consumers have never owned a General Motors vehicle in the past.

The 2007 Saturn Aura XE was named as the 2007 Car of the Year besting the 2007 Toyota Camry LE and the Honda Accord Special Edition with latter using the Honda Accord side marker light and other components.

Saturn though is not the only General Motors division to have thought about providing their consumers the chance to test drives the competition’s cars. Chevrolet is reported to be thinking about employing the same strategy by offering Camry units to be test driven side by side with the Chevy Malibu. General Motors announced though that the marketing strategy for the Chevrolet division has not been ironed out yet but it may even be employed sometime soon.

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Customers typically felt as though the negotiations were not honest and above board. They would make an offer. The salesman would disappear to check with the sales manager to see if the customer offer could possibly be accepted. The customers believed that the salesman was actually in the break room having a cigarette, making them sweat. In that way, they would be more likely to accept any counteroffer he made.

The customers believed these negotiations were insincere. They felt cheated. How could they know that they had received the best price on the car? Their neighbors bragged about the deal that they had received. Was the price they negotiated as good, or, did they lose out in the deal? No matter what eventually happened, the customer often felt bad about the experience. They said so in our research and in J. D. Power surveys about the buying experience. But we were in the business of making the customers feel good about their purchase, not uncomfortable!

When GM decided to create Saturn, the intent was to create a new customer experience. GM had not performed particularly well in the small car market. To compete with the Japanese, top management decided to locate Saturn in Tennessee, away from Detroit and all that was typical of GM. Many of the leaders assigned to Saturn were from Cadillac and were aware of the research concerning the purchasing experience. They set out to create, as they said in advertising, a decidedly different customer buying experience.

Saturn management listened carefully to customers. For starters, executives decided that there would be one price, and it would not be negotiable. In that way, the buyer need not worry that someone else was getting a better deal. The hard sell approach was dropped. Customers were encouraged to look over the cars and ask questions, but the intent was to let the customers and cars interact on their own, without the salesperson being involved until needed or unless there was a question.

This approach was founded upon serious retraining on the part of the sales staff. They were taught what tactics and sales strategies would create the best sales experience for the customers. The Saturn ad campaigns echoed the sales strategy. They highlighted the sales experience as being different, fair and fun. They showed salespeople driving hundreds of miles to show a car to a customer in a remote location. The message from Saturn was clear: We want you to have a pleasant sales experience, and you will love your car! Saturn executives had listened and heard their target market asking for change in how cars were sold.

The entire sales experience was designed to relieve the customer anxiety about the purchase price and the purchase decision. Saturn was the first new car division for a U.S. automotive manufacturer since Ford introduced the Edsel in the late 1950s. Saturn leaders had been given a chance to design their sales process and customer experience from a clean sheet of paper. They listened well and reinforced the message in their ads. The focus was on having a great sales experience as much as it was about the innovative qualities of the car. In a very real sense, they were selling the customer buying experience.

Saturn sales for the first couple of years were quite brisk. Saturn products and the sales experience continue to evolve. Sales growth was better than 6 percent for both 2006 and 2007. Saturn has been able to launch innovative new products while maintaining the fun and fair mantra of the customer sales experience.

Obviously, the experience after the customer has bought the car is important in the long run. However, Saturn was launched in an attempt to change the customer experience with GM small cars. By almost any measure, including sales, that was achieved by listening well to what the customers described as their desirable experience as well as the pains that they had experienced.

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Moore’s comments has some people upset including fans at the GM-Volt site which has supported the model since it was first announced two years ago. Moore later followed up his initial comments with Lyle Dennis, the site’s owner, by saying that his comparison with the Edsel had more to do with costs than with design or engineering.

Inasmuch as Moore clarified his comments, there are some important things to take into consideration when examining the Chevrolet Volt project. Among these concerns are:

GM is bankrupt – Let’s face it: the only way that the Volt project launches is with massive government support. GM is out of money and is on the federal government dole. Bankruptcy is imminent meaning that the automaker will be facing severe restructuring including the retirement of costly and under performing brands and product lines.

The Volt is too expensive – With a sticker price in the neighborhood of $40,000, the Volt is too expensive and not a right fit for Chevrolet. Priced even higher than a Cadillac CTS, GM is hoping that buyers will be attracted to the car’s $7500 tax credit which means that you’re still getting a compact sedan that will cost you $32,500.

All electric with extended range – Though technically not a hybrid, the Volt will run purely on electric power for about 40 miles before a small, gas engine will kick in. GM has designed the Volt to appeal to people who make short commutes to back and forth to work, who would only need the extended range as a supplemental back up.

Too much, too little, too late – What was once a good idea may be eclipsed before the Volt hits the marketplace. Development time has taken too long, there has been too little urgency on GM’s part to win over customers in advance of the car’s release and by the time the Volt hits the market in November 2010, it could be too late for GM.

One thing that the Volt has over the Edsel is its good looks. Unfortunately, good looks only wins beauty contests and does little to convince customers that they are getting behind a real winner.

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Let’s take a look at what a clutch kit consists of and the best way for you to purchase one quickly and at a price that is affordable:

All clutch kits include the following items:

Clutch friction plate Clutch pressure plate Release bearing

Additionally, some clutches also come with pilot bushings or pilot bearings. If you are a performance car enthusiast, specialized kits possess better friction materials, stronger springs, and more precise engagement than stock clutches. Of course, your Mitsubishi clutch or your Renault clutch will be adequate for your car if you want to stay with manufacturer made clutches. The best places to shop and compare prices is right online. Quality online stores are certainly worthy of a look as the best ones carry a wide selection of parts. In most cases their inventory is wider and prices lower than the local retailer as their overhead is limited: no expensive chain of stores to maintain, so the savings are passed on to you.

When selecting your online auto parts supplier they should offer to you the following:

Guaranteed Low Prices Free Standard Shipping Toll Free Telephone Access Round the Clock Availability When Ordering Online

So, whether you are purchasing a Mazda clutch or a performance clutch your next purchase can all be completed online and your parts shipped out straight away. And, thanks to your smarts, you’ll be starting your next auto repair project in no time!

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In the small category, best buy ratings go to Chevrolet HHR, Dodge Caliber, Honda Civic, Honda Fit, Jeep Compass and Nissan Versa. In the family car category, the auto best buys are Chevrolet Impala, Ford Fusion, Hyundai Azera, Hyundai Sonata, Mercury Milan and Toyota Camry/Solara. Luxury car best buys are Acura TL, Buick Lucerne, Infiniti M35/45 and Toyota Avalon.

Chevrolet Corvette, Ford Mustang, Mazda6, MINI Cooper, Pontiac Solstice and Saturn Sky are the best buys in the sporty car category. At the topmost list in the best van values are Chevrolet Avalanche, Ford F-150 and Honda Ridgeline are the top pickups, and the Chrysler Town & Country, Dodge Caravan, Honda Odyssey, Hyundai Entourage and Kia Sedona.

For the compact/midsize SUVs, the best buys are Honda CR-V, Jeep Wrangler, Mazda CX-7 and Toyota RAV4. Honda CR-V is loosely derived from Civic. Wrangler is the successor of the famed World War II vehicle. CX-7, on one hand, is the slot between CX-5 and CX-9. It uses some Mazda Miata body parts to boost its overall appeal. Finally, RAV-4 is a crossover SUV, is a vehicle that had most of the benefits of an SUV.

For compact/midsize SUVs, 4 vehicles made it to the best buy standard. They are Acura RDX, Chevrolet Tahoe, GMC Yukon and Mercedes-Benz’s GL-Class.

According to Randy Weber, Customer Digest’s publisher, “Value, as we see it, is based on purchase price and ownership costs relative to quality, performance and subjective factors like comfort and design.” Webber added, “Few purchases are more important, or require more research, than buying a new vehicle. Our analyses underscore our commitment to ensure that consumers are as satisfied with their auto purchase years after making it as they were on the day they drove off the lot.”

It was divulged by Rich Dzierwa, Consumers Digest editor that this is the first time the number of represented manufacturers reached 20. Also, for 5 years now, Chevrolet Tahoe, Dodge Caravan, GMC Yukon, Honda Civic, Honda Odyssey, MINI Cooper, Toyota Avalon and Toyota Camry retained the their best buy standing.

Consumers Digest, launched in 1959, is an American magazine publication that is intended to inform, evaluate and recommend products. It also tolerates other companies to use its reviews in their marketing strategies.

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Power, a global marketing information services firm, said that satisfaction with buying a new car registered a record high in the 20 years it has been conducting the survey. The survey has more than 42,000 respondents. These respondents have registered new vehicles in May this year.

Jaguar received 912 points out of a maximum of 1,000 to lead its closest competitor, General Motors Corp.’s Cadillac brand. Said score has increased by 23 points over its previous year’s score. So far, it is biggest margin of victory in the history of J.D. Power survey. “They did exceptionally well this year. Jaguar has been first the last three years on the study. They have traditionally done very well,” said Tom Gauer, senior director of automotive retail practice for J.D. Power.

Cadillac received 891. Said score measures customer satisfaction with the dealership facility, the paperwork and finance process, delivery process, the sales person, and the price of the vehicle. Lincoln, Porsche, and Saturn came next to Cadillac. Gauer noted, “In each one of those areas, the industry performed better than it ever has.”

J.D. Power also divulged that the auto industry’s average score was 847, with luxury brands scoring an average of 876 and nonluxury brands averaging 843. Gauer added that Chevrolet and Ford performed better than Asian rivals Honda and Toyota. This is in unlikely with other J.D. Power’s vehicle quality rankings. Additionally, Jeep, Chrysler and Dodge brands of DaimlerChrysler AG’s Chrysler Group bested Toyota. Nonetheless, they were behind Honda Motor Co.’s Honda brand in the survey.

Jaguar’s pride includes the S Type, XJ Series and the X Type. S Type is based on the Jaguar DEW platform. Jaguar S Type styling parts are inspired by LS nonetheless; the latter entertained substantial modifications.
Jaguar XJ Series parts, on the other hand, are subjected to major revisions to come up with its recent version. Jaguar parts Type X are already assembled in their modified versions.

Gauer said part of the domestics’ leadership can be explained by demographics. Traditionally, the Asian automakers attract younger buyers who are tougher graders than older consumers. “When it comes to looking at issues more on the personal interaction side, the touchy-feely issues that we’re looking at on the sales satisfaction side, Asian manufacturers are not as strong,” Gauer further added.

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But the versatility and the loading capacity of an SUV is hard to match, even by large sedans. That is why Consumer Reports came out with a list of the most fuel efficient SUVs to help consumers choose the right kind of vehicle that would suit their needs and wants as well as their budgets. The list of the best and worst SUVs when it comes to fuel economy is the result of a battery of tests that were performed by Consumer Reports on the SUVs that are currently available in the market.

“With more crossovers, hybrids, and car-based SUVs entering the market, it’s now much easier to find an SUV that gets gas mileage similar to a midsized sedan,” Rik Paul, the Automotive Editor for Consumer Reports, quipped. The editor also pointed out that consumers can save a lot of money that is usually spent on fuel simply by doing research before choosing a car to buy. And the magazine has provided prospective car buyers with a comprehensive list of the best and the worst fuel efficient SUVs in the market so as to aid them in choosing a vehicle.

Aside from giving their readers an idea which vehicles are noteworthy, they also showed them which vehicles to avoid where fuel economy is concerned. The information presented by Consumer Reports is a great help to prospective car buyers. What can be more helpful though are the pieces of information about choosing aftermarket parts for the vehicle like EBC brake rotors or other car parts.

Some of the sport utility vehicles tested by Consumer Reports posted gas mileage which is similar to that of a conventional family sedan. Models like the Ford Escape Hybrid, the Saturn Vue Green Line, and the Toyota RAV-4 model that uses a 4-cylinder engine each posted 23-26 miles per gallon, and that is not far from gas mileage ratings achieved by some sedans. While there are SUVs that boasts of good fuel economy, there are also those that would burn a hole in your pocket with gas mileage ratings that seem to use up each gallon of fuel faster than you can say jag. Small SUVs which have performed poorly on the fuel economy tests are the Kia Sorento LX, the Jeep Wrangler Unlimited Sahara, and the Jeep Liberty Sport.

The tests conducted by Consumer Reports gave a result of an equally weighted average of city, highway, and one-day trip gas mileage ratings. For the city driving gas mileage rating, Consumer Reports simulated stop-and-go driving with a total of 18 stops, four minutes of idling, and speeds reaching up to 40 miles per hour. For the highway mpg rating, testers drove the vehicles through eight 5-mile laps with a constant speed of 65 miles per hour.

To find out the gas mileage rating of the vehicles for a one-day trip, testers pushed the vehicles through 155 miles in a day. The trip is constituted by 26 percent freeway driving, 11 percent two-lane highway, and 63 percent varied countryside roads with turns and minute elevation differences. The tests conducted show the overall performance of the vehicles in terms of fuel economy, other components of the vehicles were not tested.

Other noteworthy SUVs in the midsize segment are the Lexus RX400h, with a gas mileage rating of 23 miles per gallon, and the Toyota Highlander Hybrid Limited which posted 22 miles per gallon. The BMW X3 3.0si, the Nissan Murano, and the Toyota Highlander Limited also posted good gas mileage ratings of 19 miles per gallon. Consumer Reports however did not find any vehicle in the large SUV segment with unusually good gas mileage figures.

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Angus MacKenzie, editor-in-chief of the auto magazine, “The car is innovative yet has a broad appeal. The Camry is the one car rival automakers all wish they could build. It offers something for nearly everyone – performance, efficiency and roominess – at a price point most Americans can afford.”

According to Motor Trend magazine, “The Camry beat 26 other models that were totally new or redesigned in the year prior to Jan. 1, 2007.” Entries include 10 cars from Japanese automakers, 6 American models, 5 from Korea, 4 from Germany, and 1 each from United Kingdom and Sweden.

MacKenzie noted that Camry won in a very strong field. He added, “There have never been more choices available to American car buyers. That is a fact of life in the 21st century.” Toyota Camry is a midsize car manufactured in Georgetown, Kentucky. 2007 Toyota Camry parts underwent significant upgrades and redesigns to boost appeal, comfort and performance. Camry is consistently ranked as on of the most popular cars especially in North America.

Through October this year, the automaker reported 350,481 sales of Camry. So far, it leads all cars in the United States. Next to Camry is Corolla, which has recorded sales of 330,995. This information was divulged by Autodata Corp.

Motor Trend staffers evaluated the entries according to their innovation in engineering, design, safety and technology; their performance and quality; and whether the vehicle delivers value to the consumer. Last year’s winner was Civic, which boasts its sophisticated Honda Civic parts. In the previous month, Mercedes-Benz performance parts in the GL450 were commended since the model was awarded the sport utility vehicle of the year.

For this year’s competition, Camry’s competitors for the Car of the Year title were Chrysler Sebring, Honda Fit, Kia Rondo, Volvo C70 T5, Saturn Aura, Volkswagen Rabbit, Nissan Altima, and the Mercedes-Benz S Class.

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