Thousands of Impressions

How would you like thousands of impressions on Google and Yahoo every month? Great right?
BUT HOW MUCH?
What if I told you it can be done for less than $150 per month?

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Great Ideas for Direct Mail Topics

E-mail me now so we can get to work!
1) Presidents Day - Feb, 16 Drop dead date is 01/14/09 In homes from 2-15 / 3-01
2) March Madness - Mar, 15 Drop dead date is 01/30/09 In homes from 3-01 / 3-15
3) St. Patricks Day - Mar, 17 Drop dead date is 01/30/09 in homes from 3-01 / 3-15
4) Spring Begins - Mar, 20 Drop dead date is 02/11/09 in homes from 3-15 / 3-29
5) College Spring Break - Mar, 16 Drop dead date is 01/30/09 in homes from 3-1 / 3-15
6) High School Spring Break - April 9th Drop dead date is 02/11/09 in homes from 3-15 / 3-29
7) Tax Preparation Time Through April, 15th Drop dead date is 02/27/09 in homes from 2-15 / 4-15
8) Easter Sunday - April, 12th Drop dead date is 02/11/09 in homes from 3-15 / 3-29
9) Final Four - April, 4th Drop dead date is 02/11/09 in homes from 3-15 / 3-29
10) Mothers Day - May 10th Drop dead date is 3/13/09 in homes from 4-15 / 4-29
11) Senior Prom - May 16th Drop dead date is 3/27/09 in homes from 5-1 / 5-15
12) Memorial Day - May 25th Drop dead date is 3/27/09 in homes from 5-1 / 5-15
13) High School Graduation - June 5th Drop dead date is 4/10/09 in homes from 5-15 / 5-29
14) Fathers Day - June 21st Drop dead date is 5/1/09 in homes from 6-1 / 6-15
15) Summer Begins - June 21 st Drop dead date is 5/1/09 in homes from 6-1 / 6-15
16) 4th of July - July, 4th Drop dead date is 5/15/09 in homes from 6-15 / 6-29
17) Pionner Day - July, 24th Drop dead date is 5/29/09 in homes from 7-1 / 7-15
18) Sturgis Rally - August 3rd Drop dead date is 6/12/09 in homes from 7-15 / 7-29
19) Labor Day - Sept, 7th Drop dead date is 7/15/09 in homes from 8-15 / 8-29
20) Highschool Homecoming - Sept,15th Drop dead date is 7/31/09 in homes from 9-1 / 9-15
21) Columbus Day - Oct, 12 Drop dead date is 8/14/09 in homes from 9-15 / 9-29
22) Halloween - Oct, 31st Drop dead date is 9/11/09 in homes from 10-15 / 10-29
23) Veterans Day - Nov, 11 Drop dead date is 9/11/09 in homes from 10-15 / 10-29
24) Thanksgiving - Nov, 26th Drop dead date is 9/30/09 in homes from 11-1 / 11-15
25) Christmas - Dec, 25th No FCD NI dates yet
26) New Years Eve - Dec, 31st No FCD NI dates yet

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More great news for Idearc Advertisers

January 22, 2009 11:00 AM EST


GLENDALE, Calif. and DALLAS, Jan. 22 /PRNewswire-FirstCall/ -- AT&T Interactive and Idearc Media LLC today announced that they have entered into a cross distribution agreement that will give YELLOWPAGES.COM advertisers and SUPERPAGES.COM advertisers the opportunity for additional online placements on two leading local search Web sites.

The agreement adds significant value to advertisers by extending their reach to consumers and increasing the ability to generate quality customer leads. YELLOWPAGES.COM and SUPERPAGES.COM will now also have the opportunity to share business profiles and other enhanced content from each other's advertisers providing consumers access to more comprehensive and relevant information.

"Cross distribution of advertisers across YELLOWPAGES.COM and SUPERPAGES.COM creates even greater value for each company's advertisers," said David Krantz, president and CEO of AT&T Interactive. "Ad networks and distribution are critical elements for digital advertising. Extending our local search ad network through this agreement helps us to connect advertisers with more consumers."

While advertisers now have the opportunity to be cross-distributed on both leading Web sites, AT&T Interactive and Idearc Media will each continue to sell their respective YELLOWPAGES.COM and SUPERPAGES.COM advertising products directly.

"The goal of local search has always been to provide consumers with relevant advertising choices and together, both companies are taking this to the next level by generating more traffic and quality leads creating tremendous value for our advertisers," said Briggs Ferguson, Internet president at Idearc Media.

About AT&T Interactive

AT&T Interactive, a subsidiary of AT&T Inc., is an industry leader in creating local search products and services that empower consumers to find and connect with businesses across the devices and interactive platforms they use most -- including online, mobile, and TV. Formed in 2005 and renamed in 2008, AT&T Interactive develops, manages and delivers all online and mobile advertising products for AT&T -- including its flagship property http://www.yellowpages.com.

About AT&T

AT&T Inc. (NYSE: T) is a premier communications holding company. Its subsidiaries and affiliates, AT&T operating companies, are the providers of AT&T services in the United States and around the world. Among their offerings are the world's most advanced IP-based business communications services, the nation's fastest 3G network and the best wireless coverage worldwide, and the nation's leading high speed Internet access and voice services. In domestic markets, AT&T is known for the directory publishing and advertising sales leadership of its Yellow Pages and YELLOWPAGES.COM organizations, and the AT&T brand is licensed to innovators in such fields as communications equipment. As part of their three-screen integration strategy, AT&T operating companies are expanding their TV entertainment offerings. In 2008, AT&T again ranked No. 1 in the telecommunications industry on FORTUNE(R) magazine's lists of the World's Most Admired Companies and America's Most Admired Companies. Additional information about AT&T Inc. and the products and services provided by AT&T subsidiaries and affiliates is available at http://www.att.com.

About Idearc Inc.

Idearc Inc. (OTC: IDAR) (http://www.idearc.com/) delivers products on multiple platforms to help consumers find the information they want, wherever they are. Idearc's multi-platform of advertising solutions includes Superpages.com(R) (http://www.superpages.com/), Superpages Mobile(SM) (http://www.superpages.com/mobile/), Superpages Mobile(SM) for BlackBerry(R) (http://www.superpages.com/mobile/), Switchboard.com (http://www.switchboard.com/), LocalSearch.com(SM) (http://www.localsearch.com/), Verizon(R) Yellow Pages (http://www.idearcmedia.com/), Verizon(R) White Pages, smaller-sized portable Verizon(R) Yellow Pages Companion Directories (http://www.idearcmedia.com/), FairPoint(R) Yellow Pages, FairPoint(R) White Pages, FairPoint(R) Yellow Pages Companion Directories, and Solutions on the Move(TM) and Solutions Direct(TM) (http://www.idearcmedia.com/products/other/directmail.jsp) direct mail packages. For more information, visit http://www.idearc.com.

Survival in this virtual age has seen dealers slashing local ad dollars in favor of broader online exposure. Globalization of the once local auto market has increased the dealer’s reach, but has also served to thin this reach by equal proportion.While dealers must keep wide-based traction online, they desperately need to regain dominance at home. Similarly, car buyers report preferring to purchase closer to home, but have grown accustomed to searching online, using sites that rarely return local results.Thankfully buyers and sellers in this ever-shrinking world are now demanding more localized searches and exposure. Entities offering advertising services that best mirror this trend with online enhancements true to their character will win the day. There could be no better fit with the right automotive portal for localized search than the Verizon Yellow Pages.The Yellow Pages Association reports its “Automobile Dealers” heading is the sixth most used category in the book. Unfortunately, the revenue ranking for this same heading sits far in the opposite direction. Lending credence to this disparity are the recent estimates by the National Automobile Dealers Association (NADA) that only one percent of automotive dealer advertising budgets are spent in favor of the Yellow Pages. In sharp contrast to today’s newspaper industry with circulations, readership, and subsequent ad value in drastic decline, practically every household continues to keep and use the Yellow Pages from one year to the next. These factors are proof positive that while the Yellow Pages remains a resource standard for the common household, most dealerships underestimate the advertising strength and stability of the book.A robust and interactive portal like www.superpages.com in conjunction with the Yellow Pages, and promoted throughout millions of its printed books is giving car dealers a renewed appreciation and perspective for this time-honored advertising resource. This sets the stage for the reuniting of local car dealers and buyers, as well as reigniting the Yellow Pages with an influx of advertising car dealers in both print and online.This is a giant step in the right direction at a time when needed the most.

Paid Search Advertising Campaigns That Deliver Maximum ROI

Paid Search Advertising (also Pay-Per-Click, PPC) has gained a significant influence in the search engine industry over past couple of years. Whilst a traditional search engine optimisation still remains the online marketing strategy number one, more and more e-marketers discovering the potential of online advertising campaigns. Properly designed and managed, PPC campaign can deliver highly qualified visitors to your online shop. I can put a plan together for you that will leverage you a great ROI!

Quick Overview

Pay-Per-Click (PPC) Search Engines are built on the similar principle as auctions. The difference is that you bid on keywords -- terms people use when they search for stuff on the Internet.

The concept of PPC bidding is rather simple: you buy (= bid on) keywords that relate to your product. The highest bidder gets placed at the top of the search results, the second highest bidder gets the next listing and so on. Every time someone clicks through to your website, you pay the amount you bid on that particular search term. My program only charges fair market value for the word / term what we pay you pay, most everyone else in the market marks up the price of a click!

Advertising with PPC search engines basically gives you two key advantages:

* Cheap and Highly Targeted Traffic

With bidding on keywords that relates to your product or service, you actually pre-qualify the type of visitors you wish to attract. You determine how much you are willing to pay (bid) for the click and you only pay when someone clicks on your ad. This implies that PPC search engines can cheaply direct qualified visitors to your website. We are the experts at LOCAL SEARCH we put buyers in touch with you when they are ready to BUY!

* Fast Exposure, Immediate Profits

Traditional search engines usually take few weeks (sometimes even months) to list your website. If you are having problems to get your website indexed by search engines or if you would like to get a quick results from the search engines than PPC is the best alternative. We will set your website live within a couple of hours (maximum few days) and the impact on your site traffic and sales is practically immediate. If you do not have a website we can build one for you to meet your current and future needs.

* Guaranteed Top Position

Search engine optimisation is the classic method of getting your website on the top of search results for free. Simply said, the process of optimisation involves choosing keywords that are directly related to your website and placing them meaningfully within your pages. However, as easy as this sounds, for an average webmaster this is usually a quite daunting task without any guarantee on the success. This again brings me to PPC as the best solution to gain high rankings on the search result list. Often, by spending just few cents per click, your website can get to the top three positions within 24 hours!

The best-known and most popular PPC Search Engines are Google (www.google.com) Yahoo (www.yahoo.com) MSN (www.msn.com) and SUPERPAGES (www.superpages.com) These four sites account for more than 87% of searches done everyday. Advertising with these industry leaders will get your website lots of exposure and traffic.
Generally, the more popular keyword you choose for bidding the higher is the price. You can start your bid from 1 cent per click and finish paying $5.00 (or more) for very competitive keywords.

Designing Successful PPC Campaigns

The golden rule of PPC bidding is: "Attract highly qualified buyers and keep your bids as low as possible". Since you are paying for each single visitor landing on your website obviously you wish to maximize the effectiveness of your PPC campaign. Let's take a look at some basic guidelines that we use to help you optimise your campaign and ensure your ROI: We provide you with your own dedicated specialist to work on your campaign.

* Determine your bid cost

The calculation of the bid cost (also cost per click) requires a rather complicated formula. For the purpose of this article I mention just a baseline that helps determine how much you can afford to bid:

- Firstly, you need to know the conversion rate of your web site. That means how many unique visitors you need to close one sale. For example, if you need 50 visitors (= clicks) to close 1 sale then your conversion rate is 2%. If your bid is 10 cents per click than one sale has $5 of bidding cost.

- Secondly, you need to know your profit margin. If your profit margin is high enough to justify the cost you can consider increasing the bid and getting a higher position for your ad. This way you may increase the number of clicks through your website and acquire more sales.

- Finally, calculate if the extra sales justify the extra cost and adjust the bid accordingly.

* Focus on highly targeted keywords and phrases

As mentioned earlier, PPC Advertising can deliver cheap and highly targeted traffic to your website. To use this advantage to your benefit it is important to choose wisely the keywords you wish to bid on. The key is to be specific. For example, instead of bidding on "skin care" you can consider bid on "anti ageing herbal treatments". More targeted keywords attract more qualified buyers. It is easier to convert them into paying customers because they found exactly what they were looking for. This strategy is also a big money saver -- more specific keywords tend to be less expensive than the general ones everybody is biding on.

* Customize your advertisements

You will attract more attention from qualified buyers by writing ads specifically for each of keywords you bid on. Speak directly to the type of visitor you want to serve. For example, instead of writing an ad for "pies" you can write "home made pies".

When tailoring your ads to a specific audience, be also sure that you direct your visitors to a page on your website where it's easy for them to buy these items.


* Choose the best position for your advertisement

To be listed first on the search results is not always a smart move. It certainly helps to attract lots of visitors, but may cost you lots of money at the same time. People usually visit first 5 top listings before making a final decision about their purchase. Therefore, it is more profitable to have lower ranking for highly competitive keywords.

Managing PPC Advertising Campaign

You and your product specialist have designed a killer selling ad copy, chosen highly targeted keywords, calculated the maximum you can afford to bid on each of search terms and determined which spot on the search results you wish to secure. Yet, there is no guarantee that your ad always remains on your desired position.

The key to managing the desired position is to adjust your bids correctly in accordance to the PPC market conditions. It's like monitoring shares on the share market -- to get the best deal you need to constantly watch prices and react immediately to any change.

The main factor influencing the price of the bids and your position are your competitors. Let's make few examples of bidding strategies you can consider using in your PPC campaign: assuming, your maximum cost per click is $1.00 and your goal is to secure position #3 at the most effective cost.

Maintain Target Position

Your aim is to target the position #3 however your ad appears on the position #10. Knowing that the current holder of the position #3 pays $0.51 per click you can improve your position and take over his place by bidding $0.52. This strategy sometimes tends to drive up the keyword prices so be aware you don't cross the limit of spending $1.00 per click.



Control your Maximum Cost per Click

As mentioned earlier in this article, the calculation of your maximum bid cost (cost per click) requires statistics about your website. You and your specialist need to figure out how much you are willing to pay maximum of per click. Therefore you should not pursue any positions where the bids are over your limit. To get the most accurate bidding results without having to baby-sit your advertising campaign, your specialist will use our software to monitor your key words and phrases and constantly check your bids and adjust them accordingly to maintain your desired position so that you don't have to be alert 24/7.

These are just a few of the things we give you to help your campaign:

- The ability to create and identify targeted keywords and phrases that convert leads in sales.

- The ability to set the maximum amount your want to bid.

- The ability to compile transparent and comprehensive reports on your keywords, bidding cost, bid position and current bid for each keywords. Plus with your help we can calculate ROI down to the penny.

- The ability to monitor competitor's activity by checking competitors ranking and current bids.


Paid Search Advertising presents an excellent opportunity to immediately address your offers to the proper online audience.

e-mail me today so we can help your customers find you.

It's not all about Chrysler for me anymore.

Where We Are Going

The Big Idea

Our Vision:
We will be the nation's best provider of media that connects buyers with sellers

The Idea in Action

Our Mission :
We prove our value every day by delivering buyers to businesses, content to consumers and value to investors

The Arc

Our Commitment to Our Constituents:
Businesses: We design advertising programs that deliver high-quality references
Consumers: We deliver relevant product and service information wherever, however and whenever you want it
Employees: We provide opportunity to learn, to grow and to make a difference
Investors: We provide investment value and opportunity for growth
Communities: We are a good neighbor and an upstanding citizen

The Arc in Action

What We Value Most:
Providing value to businesses and consumers
Being fair with employees
Providing value to our shareowners
Delivering products and services we can be proud of
Being accountable for our actions

The Employee Expectation

Prove Your Value Everyday:
To your customers
To your co-workers
To our shareowners
To our communities
To yourself

It's not just us!

Even the wonderful perfect Toyota is scaling back its sales goals

Toyota lowers its worldwide sales goal Toyota lowered its global sales target for 2009 by 700,000 vehicles to 9.7 million Thursday, showing that even one of the world's most durable automakers is being hurt by rising material costs, a slowing U.S. market and soaring gas prices, Associated Press reports. "We have been going at top speed up to now," President Katsuaki Watanabe told reporters at a Tokyo hotel after announcing the numbers. "It is time to set more cautious targets." Toyota Motor Corp had previously set a 2009 global sales goal of 10.4 million vehicles. The lower target would still be a 2 percent increase from the company's 2008 sales goal of 9.5 million, but even that figure was cut last month from an initial 9.85 million units.

For Russia With Love

The Dodge Journey and the Jeep Cherokee are two vehicles being featured at this year's Moscow International Motor Show, a market where Chrysler is experiencing explosive growth.

Looking For Success Behind The US
Chrysler’s position internationally has been diminished significantly since the company’s much publicized divorce from Daimler in 2007. For nearly ten years, the company could depend on Mercedes to helping raise the visibility of its Chrysler, Dodge, and Jeep brands or at least provide the backing that the company needed in order to expand its European presence.

A small time player internationally, Chrysler LLC has suffered more than Ford and General Motors during the current economic downturn as its American competitors are well represented overseas. For Chrysler, the company’s business is 90% North American, which has been a disastrous mix for the automaker in a sour economy.

On Display In Moscow
One bright spot for Chrysler is Russia where the automaker is seeing sales increase at rates much higher than the rest of Europe. All three brands are represented in the former Soviet republic and Chrysler is now the third fastest growing brand in that country.

Coinciding with the 2008 Moscow International Motor Show which starts tomorrow and runs through Monday, Chrysler will be introducing two new models to that market — its Dodge Journey crossover and the Jeep Cherokee.

“Although sales in Russia are growing significantly, Russians are in fact only now starting to discover Chrysler vehicles. Let me remind you that Dodge brand was officially introduced in Russia as recently as two years ago here at the Moscow Motor Show,” says John Stech, CEO – Chrysler Russia. “Now, every second car sold by us in Russia is a Dodge and I am sure that the new cars presented here in Moscow will contribute even further to Russians’ interest in our brands.”

Jeep’s Universal Appeal
The Jeep Cherokee is expected to be well received, it having a history in Russia that spans its near 65 year history as the name for an entire segment of vehicles. Like in the US, where most SUVs at one time were all considered “jeeps” whether built by Jeep or not, the same can be said for Russia.

The Dodge Journey is expected to appeal to Russian families who customarily only have one vehicle per household. The Journey serves multiple purposes not the least being that it can seat up to six people or four with extra storage when the third row seat is folded down. Chrysler believes that the vehicle’s minivan attributes and passenger car efficiency will appeal to a Russian audience.

DAH!

For Korean Cars in the U.S., Cheaper Is Better
Sales of the Kia Sorento, a mid-sized SUV, have fallen nearly 37 percent in the last year.

By Jim Henry
South Korean brands Hyundai and Kia have spent years and billions of dollars to add SUVs, crossovers and near-luxury cars to their lineups to live down their reputations for building entry-level cars -- only to find that cheap, and especially fuel-efficient, vehicles are exactly what U.S. buyers want.
Sales have doubled for Hyundai's entry-level Accent.
Not YourFather'sKorean Cars
U.S. sales of tiny models like the Hyundai Accent, the Kia Spectra, and the Kia Rio are up sharply this year. Sure, they're fuel efficient, but it also helps that Hyundai has been largely able to undo its former reputation for poor quality. In July sales of the Accent were nearly double the year-ago month, according to AutoData of Woodcliff Lake, N.J.
But Hyundai's newest model, the Genesis sedan, is aimed at luxury-car shoppers. Starting at $33,000, it debuted in June. With an optional V8, the first V8 ever offered by Hyundai, the Genesis will go for $38,000 suggested retail. That's cheaper than competing V8 models but much higher than any previous Hyundai.
The company hopes to sell about 8,000 units this year, and then about 20,000 a year, says Michael Deitz, manager of product development for Hyundai Motor America in Irvine, Calif. He expects customers to buy about 80% V6 models, and 20% V8s. Right now only V6 models are available. The less fuel-efficient but more powerful V8 goes on sale in October.
A Switch to Unibody
Meanwhile, Kia this month introduces its most expensive model ever: the Borrego, a midsize SUV built on a traditional truck platform instead of a car-like unibody. The trend for the industry, including the next-generation Ford Explorer, is to switch to unibody construction. With its version of the optional V8, the Borrego starts at $31,745.
Kia recognizes what one of its executives called "the elephant in the room," meaning expensive gasoline and the industry trend toward small cars.
"Our head's not in the sand regarding fuel economy. It helps to be the best, or among the best in the segment, when you have consumers studying choices within the segment," says Tom Loveless, vice-president for sales at Kia Motors America. Next year, Kia will add the Kia Soul model for the U.S. market, a squared-off mini-crossover.
Deitz of Hyundai said at an Aug. 12 press introduction for the Genesis in Tarrytown, N.Y., that Hyundai is not abandoning its strength in entry-level models even though it is also introducing more upscale models.
"We're the third-most fuel-efficient brand out there. It's just that there are people who don't know about Hyundai," he said. Deitz cited Environmental Protection Agency figures to show that at a fleet average of 22.7 mpg, Hyundai is only a fraction of a mile per gallon behind U.S. market leaders Honda and Toyota.
Hyundai's Ambitious Plans
Hyundai and Kia both belong to Hyundai Group, which bought control of Kia in 1999. The brands share engines and some components but are still largely separate. Kia is the smaller partner in terms of auto sales, both in the U.S. market and in the domestic South Korean market.
Hyundai Group's big plans for the U.S. market have been dented but not killed by the present sales downturn. Its small cars are selling well this year, but as with other carmakers, sales are way off for its SUVs and minivans.
Kia said earlier it intended to double sales in North America from 2006 to 2010. That time frame has inevitably been pushed back, since sales in 2007 were only 3.8% ahead of 2006, but Kia hasn't dropped the goal, at least not publicly. If that sounds like a lot, consider that Kia's U.S. sales already more than tripled since 1998, to 305,473 in 2007.
Hyundai has been more careful not to put a number publicly on its long-range targets, but the carmaker nearly tripled its U.S. sales since 1999, to 467,009 in 2007. Hyundai is now the No.7-selling brand in the U.S., behind Toyota, Chevrolet, Ford, Honda, Dodge, and Nissan, but ahead of the Chrysler brand. Hyundai and Kia combined would still be No.7 behind Nissan.
Hopes for Global Growth
Hyundai Group is no less aggressive globally. By 2014 the group is expected to more than double its factory capacity from 2001 levels to about 6.7 million, including joint ventures in China and growing capacity in North America, South America, and Europe, according to consulting firm CSM Worldwide of Northville, Mich.
The group's expansion plans are "very, very hyper-aggressive," says Jeff Schuster, executive director of global forecasting for J.D. Power & Associates of Westlake Village, Calif.
"They don't take a step approach, where they focus one area, wait, and then go to another area. They take a buckshot approach. In mature markets like the U.S., they are planning huge expansion. They are also growing swiftly in developing markets, like China. They are in Eastern Europe and through there, they are spilling into Western Europe," he says.
Schuster says that besides the scale of Hyundai's growth itself, he's amazed the group has been able to grow and improve product quality at the same time, something that's tough to do. Some Hyundai and Kia models are among the leaders in J.D. Power quality surveys in the U.S. That would have been hard to imagine in the late 1980s. When Hyundai was first introduced to the U.S. market in 1986, its quality was terrible.
Moving Up the Ranks
"Hyundai in particular is one of the few manufacturers to have had a second chance at life, here in the U.S., anyway. Their quality problems, issues, in the mid- to late-80s essentially led to them leaving the market, but they have turned it around. They did it with long warranties, and they certainly did it with price," Schuster says.
Hyundai has a $1 billion assembly plant in Montgomery, Ala., which builds the Santa Fe crossover SUV and the Sonata midsize sedan. It started production in 2005. Kia is building a $1 billion assembly plant in West Point, Ga., to build the next-generation Kia Sorento SUV starting in 2010, and other models to be named later. Each factory can build up to 300,000 vehicles a year.
Hyundai's Deitz says that sooner or later, the company will move up the ranks of global automakers: "Consumers are slowly becoming aware of it, but Hyundai is one of those big brands out there."

Say it isn't so

NEW YORK -- Chrysler LLC said Wednesday it is weighing options for its iconic Dodge Viper sports car, which could include a sale of the nameplate.
The Auburn Hills, Mich., automaker is mulling strategic options for the Viper, and has been approached by third parties "interested in exploring future possibilities with Viper," Chairman and Chief Executive Bob Nardelli said in a statement.
Chrysler spokesman Todd Goyer declined to name the parties. He said the review is part of a move toward focusing on Dodge's core nameplates.
"Obviously, we want to ensure a strong future for the Viper, but as we focus on the core business we'll listen to people who have expressed interest," Goyer said in an interview.
He said the strategic review was for Viper alone, and added the company was simply reviewing options and no transaction might occur at all.
The review comes as Chrysler and other automakers grapple with a broader industry downturn brought on by a weak economy, high gas prices and slumping demand for large autos. Chrysler's U.S. sales are down 23 percent for the year while industrywide sales have declined 11 percent.
Chrysler has expressed interest in asset sales in the past as it copes with the downturn. Earlier this month, Vice Chairman Tom LaSorda said the company has identified more than $1 billion in "nonearning" assets that it intends to sell to generate cash.
Chrysler, which went private in August after private-equity firm Cerberus Capital Partners LP bought an 80.1-percent stake in the company, is not required to report financial results. However, it has said it's performing ahead of its own expectations, with $11.7 billion in cash on hand at the end of June and earnings of $1.1 billion in the first half of the year before interest, taxes, depreciation and amortization.
Goyer declined to say how much the nameplate might be worth. However, the Viper line, a high-end hot rod nameplate that has been part of the Dodge lineup since 1992, makes up just a fraction of Dodge's overall sales. Dodge has sold 682 Vipers so far this year, compared with more than 62,000 Chargers and 150,000 Rams sold.
Moreover, the Viper has its own assembly plant in Detroit and a manufacturer's suggested retail price of $88,125 on its 2008 model. The nameplate may be past its prime given that small scale and niche focus, said Mike Jackson, director of North American vehicle forecasts for CSM Worldwide.
"Chrysler has some greater priorities to tend to," Jackson said. "The market has changed significantly. Competition within that premium luxury category only intensifies, and as a result, it really puts something like the Viper at a competitive disadvantage from the standpoint that its obviously a very niche focus with limited scale."
In addition, the brand's designer, Trevor M. Creed, is retiring at the end of this month, Chrysler has said. Creed, 63, also designed the Challenger, Ram and Chrysler PT Cruiser.

Tweak Older Vehicles to Boost Mileage

Automakers tweak older vehicles to boost mileage

As gasoline stays near $4 per gallon and U.S. consumers continue to shift from trucks and sport utility vehicles to more efficient models, many automakers are tweaking their older models between model years to boost gas mileage.
In the 2009 model year, the Detroit Three are making multiple changes. But their biggest Japanese competitors, Honda Motor Co. and Toyota Motor Corp., say they aren't making changes in part because they already are using some of the technology.
Some of the models that are seeing improvements:
Chrysler LLC:
_Chrysler Sebring and Dodge Avenger with four cylinders, highway: Up from 30 miles per gallon to 31.
_Jeep Grand Cherokee, two-wheel-drive with 3.7 liter V-6: Up from 15 mpg city and 20 highway to 16 and 21.
_Jeep Commander, two-wheel-drive 3.7-liter V-6: Up from 14 mpg city and 19 highway to 15 and 20.

Ford Motor Co.:
_Ford Escape and Mercury Mariner, two-wheel-drive, four-cylinder engines: Up 2 mpg on the highway to 28.
_Ford Fusion and Mercury Milan, two-wheel-drive, four-cylinder, automatic transmission: Up 1 mpg on the highway to 29.
_Ford Explorer V-8, two-wheel-drive: Up from 13 mpg city and 20 highway to 15 and 21.

General Motors Corp.:
_Chevrolet Cobalt, Pontiac G5 XFE: Up 1 mpg on the highway to 37.
_Chevrolet Malibu, Saturn Aura, Pontiac G6 with four-cylinder engines and six-speed transmissions: Highway mileage up 1 to 3 mpg depending on model, to 33 mpg.
_Chevrolet Silverado, GMC Sierra XFE pickups with 5.3 liter V-8, six-speed automatic transmission: Up from 14 mpg city and 20 highway to 15 and 21.

Sources: Automakers, U.S. Environmental Protection Agency Web site.

DETROIT -- In a normal year, the 2009 Chevrolet Cobalt wouldn't be any different than the 2008 model, save for a few minor cosmetic changes. But this is far from a normal year.
With gasoline still hovering around $4 per gallon, many manufacturers are making far more than the usual tweaks to cars and trucks between model years to squeeze out one or two more miles per gallon and catch customers who increasingly rank fuel economy as a top factor when buying a vehicle.
Automakers say you can expect more of the same as they roll out new technology without waiting for full vehicle updates.
"Fuel economy is very important," said Greg Peterson, General Motors Corp.'s vehicle performance manager for compact cars, including the Cobalt. "That is one of the drivers in the changes that we made."
In the high-mileage version of the Cobalt and its Pontiac sister, the G5, engineers varied the intake and exhaust valve timing to make the 2.2-liter four-cylinder engine burn fuel more efficiently. They arranged with Goodyear Tire & Rubber Co. for tires with lower rolling resistance, and they changed the gear ratios of the five-speed manual transmission so the engine revs more slowly at highway speeds.
The result: an extra mile per gallon on the highway, boosting the Cobalt and G5 XFE models to an Environmental Protection Agency estimated 37 mpg.
GM's competitors also were busy tweaking existing vehicles between model years.
Ford Motor Co. engineers added a six-speed automatic transmission, electric power steering and variable valve timing to the Escape and Mercury Mariner small sport utility vehicles to get another two miles per gallon on the highway.
The four-cylinder, two-wheel-drive version will get 28 mpg, said spokesman Said Deep, yet the 2009 four-cylinder accelerates as quickly as the 2008 Escape V-6.
Changes were made in other models to get similar improvements, Deep said.
Six-speed transmissions, which are used by most automakers, make vehicles more efficient as they start and stop in the city. On the highway, they also require fewer revolutions per minute, increasing efficiency. Electric power steering reduces drag on the engine by removing the belt that powered the old hydraulic system.
At Chrysler LLC, engineers took similar measures on several models but also recalibrated gas pedals, changed to more efficient air conditioning compressors and tweaked transmission shift intervals to make them more efficient.
For instance, Chrysler was able to push the highway mileage of the Sebring and Avenger midsize sedans to 31 mpg, up from 30.
"These are things that we can do right now for the customer," said spokeswoman Sue Keighron. "They may have been changes that we would have made, but not necessarily as quickly as we are doing now."
Honda Motor Co. and Toyota Motor Corp., which have led the Detroit automakers in fuel economy in recent years, each said they weren't making similar changes to existing models, partly because they're already using some of the new technology.
"Honda's been a fuel economy leader for an entire generation because we bake in good fuel economy at the design stage," said spokesman Ed Miller.
The company does make changes to existing vehicles between model years when technologies are developed, Miller said. The Odyssey minivan V-6 engine, for example, was given the ability to work on three, four or six cylinders between the 2007 and 2008 model years, Miller said.
With the U.S. auto market continuing its shift from trucks and SUVs to more efficient cars and car-based crossovers, automakers say they'll keep adding technology from year to year to keep making their cars more efficient.
GM worked within an existing older design on the Cobalt and G5 to drive its mileage to what the company says is a leader among comparably equipped cars in the subcompact class.
The 2009 Toyota Corolla with a 1.8-liter four-cylinder engine is rated at 35 mpg on the highway. EPA mileage estimates for Honda's 2009 cars aren't yet available. "We did everything we could in calibration," GM's Peterson said. "We just really paid attention to detail in fuel economy."
And when new models come out, look for more dramatic improvements. GM, for instance, says the Cruze, the Cobalt's replacement coming in the second half of 2010, will get around 45 mpg on the highway.
Although the gains may seem small between model years, they will add up over time, the automakers say.
"All these little things, you start to get a half percent here, a percent here. You add these up, its that attention to detail, that's what's given some of our competitors in the past -- the Japanese -- an advantage," Deep said. "We've combined all that. We're going to overtake them or equal them."

Extended Cab to Extend Ram's Reach

PONTIAC, MI – Dodge dealers can’t seem to agree on the ’09 Ram pickup’s strongest selling feature, but Chrysler LLC is pointing to first-time extended-cab availability as the truck’s prime attraction.
“We’re playing in a space where we’ve never played before,” says Frederic DePerez, senior manager-sales and product training for Chrysler Academy, the auto maker’s in-house dealer-education organization. “That’s market share for us.”
How so? Even though the fullsize pickup market is sagging under the weight of volatile gasoline prices, demand for “crew-cab” models as Chrysler calls them, remains strong, DePerez says.
Through first quarter, extended-cab models, as defined by Ward’s segmentation, accounted for about one-third of fullsize pickup production. Among Chevrolet Silverados, nearly 40% of the builds were extended cabs. Toyota Tundra take-rates approached 68%.
See related content: ’08 Model U.S. Domestic Light Truck Production by Body Style
Without an extended-cab offering, the current Ram maintained its long-standing third-place sales ranking among fullsize pickups through July, according to Ward’s.
“A lot of (Ram sales) are going to be conquest,” DePerez says.
Styling is key selling feature of ’09 Dodge Ram, some dealers say.
The Silverado appears to be Dodge’s prime target. At a dealer-training event here, Chrysler reminds that the Chevy, redesigned for 2006, is the “oldest” truck in the segment.
And it doesn’t hurt that Ford Motor Co. has delayed the launch of its redesigned-for-’09 F-150 in a bid to whittle down ’08-model inventories.
“We’re shooting for ‘Truck of the Year,’” DePerez adds. “We want this truck to win every single award out there. (Ford) might be out of the running.”
Don’t count on it.
“You bet we will be out in time for (awards) consideration,” says Ford spokesman Said Deep.
Related Stories
’09 Ram Lacks New Feature Out of the Box; Management, Dealers Unfazed
Dodge Turns Over New Leaf With ’09 Ram
Other Ram upgrades include a new version of Chrysler’s iconic Hemi V-8 engine, beefed up to the tune of 390-hp; a breakthrough coil-spring rear suspension; aggressive styling with deceptively slippery drag coefficient of 0.42; a stylishly appointed interior; and unique storage solutions capable of accommodating everything from beverages to golf bags without comprising passenger comfort or conventional cargo-carrying.
What will resonate best with consumers?
“Besides the motor being jumped up? The interior,” says Chad Waters, sales representative at Charlie’s Dodge in Toledo, OH.
Al Johns of Dick Scott Dodge in Plymouth, MI, disagrees. Johns cites the new sheet metal. “As well as Rambox in the back,” he adds.
Available on up-trim levels, Rambox is a lockable dry-storage system built into the side rails of the truck’s cargo bed. Never mind that it won’t be available at launch.
“I can deal with anything,” Johns says. “You have to.”
Rams equipped with Rambox will be built at Chrysler’s pickup plant in St. Louis, which begins production 20 days after the lead plant in Warren, MI.
DePerez admits dealers would prefer to see such a unique feature arrive with the first transport, but there’s been no significant backlash. “I haven’t heard anything,” he says.
DePerez is unfazed by the flight of personal-use buyers who, stung by high pump prices, have traded down for smaller, more fuel-efficient vehicles.
“(They) won’t come back because of high gas prices, the economy,” he says. “But many people are true truckers. (Pickup ownership) is a lifestyle for them.”
Such core customers will have something special awaiting them in the Dodge showroom, DePerez claims.
Meanwhile, Johns discourages the notion that a more refined Ram will somehow alienate the buyer who needs a work truck.
“I did construction for 20 years,” he says. “(The new Ram is) going to pull everything I’d ever need. And I used to pull about eight grand around in tools and equipment.”
The new truck’s maximum payload is estimated at 1,850 lbs. (839 kg), while its tow rating is set at 9,100 lbs. (4,128 kg).
The work-truck buyer “wants payload, wants seating for four,” Johns says, adding the comfort afforded by interior and suspension upgrades is more than welcome.
“He’s in (the truck) all day,” Johns says. “Do you want to get beat up while you’re working all day?”

2009 Jeep Patriot

The Jeep Patriot, like the Compass, brings Jeep styling to the Caliber platform — but, unlike the Compass, it also brings Jeep capabilities. With styling similar to the 2008 Liberty, the Jeep Patriot is close in specs (save for the approach angle) but has far better gas mileage and a lower price. Testers have been surprised by its rock-climbing, trail-traversing, and stream-crossing abilities. The body is sized very closely to the Jeep Cherokee.

Numerous changes have been made to the Patriot’s interior, with new chrome accents, a carpeted load floor, illuminated cupholders, new MyGIG radios, soft-touch armrests, a new instrument panel, new door trim, and a new center console; the 2.4 PZEV engine is now on all front wheel drive models with the customer-preferred option packages. This addresses the major shortfalls of the Patriot and should make it much more popular if the word goes out. We only released these images because 2009 Jeep Patriots started showing up on dealer lots and other outlets have already released images. We may have more detail and photos after September 1.

Numerous package changes were also made, mainly taking free-standing options and putting them into groups to dramatically cut the number of possible unique combinations. This should lower costs and raise quality as building Patriots becomes somewhat simpler. The only shortfall as a result is a group of features being moved from standard equipment on the Limited to a convenience group — the computer display, garage door opener, and auto-dimming rear-view mirror. This should affect a fairly small number of people, because most buyers went with the Sport, and very few got the Limited without the options package.

Ezra Dyer Quote

I just returned from the ride and drive introducing me to the new 2009 Dodge Ram. Wow, while I was trying to put into words what a KICK-ASS truck this is going to be I came across an article in Esquire Magazine and I can't put it in any better terms.

"BUT A KICK-ASS TRUCK ASIDE

HERE'S THE THING

I LIKE ABOUT THE DODGE:

THE WORLD NEEDS BAD GUYS.

SURE EVERYONE CAN SING A CHEERY CHORUS ABOUT A ROSY FUTURE, IN WHICH CARS RUN ON JOY AND GOODWILL AND MILEAGE IS MEASURED IN SMILES PER GALLON. BUT

WHEN THE APOCALYPSE COMES,

I WANT A DODGE."

HOLY %&^* look out Vette

First Drive: 2008 Dodge Viper SRT10 ACR

Posted Aug 8th 2008 7:55PM by Drew PhillipsFiled under: Supercars, Dodge, First Drive


I have to admit that I'm biased when it comes to the Dodge Viper. I've had a soft spot for the venomous snake since the GTS coupe hit the streets in 1996. The aggressive design, powerful 8.0-liter V10 with 450 horsepower (doesn't sound like much now, but it sure seemed like a lot then), and the blue paint scheme with white racing stripes were the ideal combination for my dream sports car. I'm going to be that guy at the 2030 Barrett-Jackson purchasing a mint, low-mileage, numbers-matching 1996 or 1997 Dodge Viper GTS, and, of course, you'll be the one watching on SPEED commenting how I'm paying way too much for a classic American muscle car.
My personal fantasy aside, the Viper has made a lot of progress since then. Some of its raw, uncivilized nature had been removed when a more refined suspension and modern features like ABS brakes were added in 2003. The V10 engine was updated, getting a bump in displacement to 8.3 liters and an increase of 50 horsepower. Its redesign in 2003 also saw the Viper's aggressive look somewhat tamed, with less curves and the absence of a coupe. My obsession with the Viper waned, even with the re-introduction of the coupe in 2006 and the upgrade to 600 horsepower in 2008. The current SRT10 will outperform the old GTS any day, but there is a pure aggressiveness and brutality about the original Viper that the newer versions just don't have.

That is, of course, until the introduction of the ACR (American Club Racer) version at last year's LA Auto Show. It's by far the most potent production Viper ever built, and for me it was love at first sight. The front splitter, asymmetrical stripe, and massive rear wing make the ACR the most aggressive looking Viper by far. In fact, it makes the previous generation ACR that was built from 1999-2002 look downright civilized.
So what makes the new ACR so special? Even the slightest glance will tell you this is no ordinary Viper. This particular car came in Viper Black with the unique two-tone paint scheme. The ACR can also be ordered in Viper Red, Viper Violet, Viper Bright Blue Metallic and Viper Very Orange, with only the Black and Red having the option of the two-tone paint. I haven't seen the ACR in anything but Red or Black, and can't imagine ordering it any color combo besides the one seen here.

But enough about paint schemes; the ACR is about one thing and one thing only: functionality. More specifically, putting down all that power from the 8.4-liter V10 to the pavement. To do this, the SRT team focused on aerodynamics, the result of which can be seen at both ends of the car. Up front is a carbon fiber splitter and dive planes that have been specially designed to increase downforce and reduce drag. An extension for the front splitter can also be added for increased aerodynamics at the racetrack. At the rear is an adjustable wing also made of carbon fiber that was specially formed using Computational Fluid Dynamics. So just how much downforce does the ACR produce? Try 1,000 pounds at 150 mph. That's ten times what the standard Viper coupe produces.
Additional traction is provided by massive Michelin Pilot Sport Cup tires (295/35ZR/18 front, 345/30ZR/19 rear) that are just barely approved for street use. The ACR also benefits from a track-tuned suspension consisting of KW adjustable coilovers and a stiffer front stabilizer bar. The coilovers can be adjusted without removing the wheels, which means that making the switch between street and track settings is an easy task.

In addition to the fine-tuned suspension and aerodynamics, the ACR also benefits from lightweight components, particularly in the all-important area of rotating mass. Lightweight forged aluminum wheels knock off a few pounds, as do the two-piece Stoptech brakes for a total savings of 40 pounds. An optional hard-core package doubles that amount with the removal of the audio system, underhood silencer pad, trunk carpet, and tire inflator.
With so many go-fast goodies on board, I was dying to get behind the wheel of the ACR. Unfortunately, none of us Autobloggers have been able to convince Dodge to hand over a Viper to review, so our chances of nabbing an ACR were slim to none. While we haven't stopped pestering Dodge, we decided to try and find an owner who might let us get behind the wheel, and our search led us to the ViperAlley.com web site and forums. Fortunately, a member in Southern California had recently taken delivery of a brand new ACR and was willing to let us use the car for a photoshoot and get some driving impressions.

After meeting up with the owner and taking a few hours to get all the necessary photos, it was time to take the Snake for a ride. Despite my previous knowledge of the hot sidepipes and the large warning on the door sill, I still managed to singe the hair on my legs while entering the car. Once inside, the ACR is quite comfortable. It doesn't look too different than a normal Viper, especially since this owner decided to retain the sound system. The only difference is the strip of red leather on the steering wheel that is a continuation of the red stripe on the outside of the car. My only wish is that Dodge would have included 5-point harnesses like they did on the previous ACR. There's more than enough room for my 5'8" frame, and although the seats are fixed, taller drivers can easily fit due to the adjustable pedals.
The red start button behind the shifter brings the V10 to life. There's enough torque at idle to get the car going without even touching the throttle, and I'm not about to put the car sideways so I take off with minimal throttle. As I get up to speed I'm pleasantly surprised that the ACR is quite streetable. I was expecting to feel every pebble in the road, but the suspension is relatively compliant. The clutch is lighter than expected, and not much effort is required to move the shifter that changes gears smoothly and precisely. While I probably wouldn't recommend the ACR for a road trip, the owner picked up the car at a dealership in Blair, Nebraska and drove it all the way home to Southern California with no complaints. That should tell you something.

But that doesn't mean the Viper is tame by any means. Dip into the throttle and the ACR roars to life. The exhaust emits a wonderful, deep sound that could only come from a Viper V10. This car eats up the road both deceptively quick and with a brutality that borders on being vicious. I know the car is amazingly capable, but it still manages to exceed my expectations. The tires provide limitless grip, although I freely admit I wasn't close to discovering the ACR's full handling potential. The steering also proved to be responsive and direct with plenty of feedback.

While my short drive gave me just a hint of the ACR's performance, it would take a full day at the track to explore its limits. What I do know is that the Viper has returned to its glory days of being the biggest and baddest street machine on the road. Dodge has created something special with the ACR, and it's a steal at under $100,000. I can't imagine a car that would provide more thrills at anything close to this price tag. But then again, I'm biased.
Tags: 2008, 2008 Dodge Viper ACR, 2008 Dodge Viper SRT10, 2008 Dodge Viper SRT10 ACR, 2008DodgeViperAcr, 2008DodgeViperSrt10, 2008DodgeViperSrt10Acr, ACR, Dodge, Dodge Viper, Dodge Viper ACR, DodgeViper, DodgeViperAcr, featured, Viper
Harold Zeigler
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"Confessions of an Auto Finance Manager"

Dealership Finance Secrets Revealed by Edmunds.com

“Confessions of an Auto Finance Manager” Guides Consumers Through Hazardous Last Step in the Purchase Process. SANTA MONICA, Calif.--(BUSINESS WIRE)--The auto finance manager’s office, where most vehicle purchases are finalized at dealerships, is a treacherous place for consumers. Many enter with a great deal only to end up getting fleeced. Edmunds.com, the premier online resource for automotive information, has followed up on the success of “Confessions of a Car Salesman” with “Confessions of an Auto Finance Manager.” The new exposé reveals numerous auto finance strategies that can rob consumers and drive up dealership profits.
“The auto finance process is extremely complicated and foreign to most consumers,” said Philip Reed, Senior Consumer Advice Editor for Edmunds.com, and co-author of the new series. “After negotiating a fair price with a salesperson, consumers are forced to face the auto finance manager who presents an array of confusing options and financing choices. It’s no surprise consumers often make poor decisions in this environment.”
Packed with real life-stories and back room secrets, “Confessions of an Auto Finance Manager” reads like a novel while providing vital self-defense strategies for consumers.
“Confessions of an Auto Finance Manager” advises consumers to do the following:
Get a pre-approved loan before entering a dealership or, at the minimum, know your credit score and interest rates you qualify for.
Finance managers have access to wholesale lending rates but often present a higher interest rate to consumers in order to increase dealership profits.
Don't buy unnecessary and overpriced add-ons and avoid falling for "menu selling."
Finance managers may only offer consumers financing in a package with other add-ons, including extended warranties and paint protection. Consumers are often tempted to select an entire package even though they may not want or need any of the add-ons.
Know the market value for the vehicle you are interested in purchasing.
Consumers can protect themselves from overpaying by knowing a reasonable purchase price for the vehicle. Edmunds.com's True Market Value(R) is a resource for this information.
“Auto finance managers generate enormous profits for a dealership and are some of the highest paid employees,” said Reed. “They profit directly from consumers’ lack of knowledge.”
More detailed guidelines for successful navigating the auto finance process are available in “Confessions of an Auto Finance Manager,” located at http://www.edmunds.com/advice/buying/articles/125308/article.html

About Edmunds Inc. (http://www.edmunds.com/help/about/)
Edmunds Inc. publishes four Web sites that empower, engage and educate automotive consumers, enthusiasts and insiders. Edmunds.com, the premier online resource for automotive consumer information, launched in 1995 as the first automotive information Web site. Its most popular feature, the Edmunds.com True Market Value®, is relied upon by millions of people seeking current transaction prices for new and used vehicles. Edmunds.com was named "Best Car Research Site" by Forbes ASAP, has been selected by consumers as the "Most Useful Web Site" according to every J.D. Power and Associates New Autoshopper.com Study(SM), was ranked first in the Survey of Car-Shopping Web Sites by The Wall Street Journal and was rated "#1" in Keynote's study of third-party automotive Web sites. Inside Line launched in 2005 and is the most-read automotive enthusiast Web site. CarSpace launched in 2006 and is an automotive social networking Web site and home to the oldest and most established automotive community. AutoObserver.com launched in 2007 and provides insightful automotive industry commentary and analysis. Edmunds Inc. is headquartered in Santa Monica, California, and maintains a satellite office in suburban Detroit.

JEEP without Dana

Chrysler May Risk Shutdowns

Without Dana Parts Accord

By Mike Ramsey and Alex Ortolani

Aug. 7 (Bloomberg) -- Chrysler LLC, the third-largest U.S. automaker, risks a possible production shutdown should supplier Dana Holdings Inc. win a lawsuit to end a money-losing contract.

Chrysler would have few options to replace Dana's axles and driveshafts, said James Gillette, a consultant with CSM Worldwide Inc. in Grand Rapids, Michigan.
``It puts an enormous amount of pressure on Chrysler,'' Gillette said in an interview today, a day after Dana asked a bankruptcy judge to let it halt its parts accord on Dec. 31. ``It's not like there are 200 other suppliers they could go to. Dana does have some level of bargaining power.''
The dispute is at least Chrysler's third this year as the automaker tries to shrink spending amid a 23 percent drop in U.S. sales. Chrysler rebuffed a bid for higher prices from Plastech Engineered Products Inc. in February and is tangling with Germany's Continental AG over a parts contract.
Dana, based in Toledo, Ohio, said rising steel prices mean it's losing $75 million annually on its parts agreement for six Chrysler models.
``We're not out here to pick a fight with Chrysler,'' Dana Chairman John Devine said today on a conference call with analysts. The Chrysler business has ``a significant loss and we need to address that,'' he said.
Chrysler's view is that ``while the agreement may end on Jan. 1, 2009, the underlying purchase orders were intended to continue in accordance with their terms,'' said Kevin Frazier, a spokesman for the Auburn Hills, Michigan-based automaker.
Dana Alternatives?

Magna International Inc., American Axle & Manufacturing Holdings Inc. (great Hummer parts in my Wranglers) and Tower Automotive LLC are among a handful of companies capable of stepping in for Dana as a Chrysler supplier, Gillette said. It's unlikely those partsmakers would take a money-losing contract, he said. Chrysler and Tower are both owned by Cerberus Capital Management LP.
Chrysler purchasing chief John Campi told suppliers on May 15 that Chrysler set a goal of reducing parts-production costs by 25 percent over a three-year period.
Dana, which left bankruptcy protection in February, asked U.S. Bankruptcy Judge Burton Lifland yesterday to confirm that its supply agreement ends Dec. 31. Chrysler told Dana it doesn't have the right to end the supply agreement, according to the complaint.
The 2007 accord made Dana the exclusive supplier of driveshafts, axles and other parts to Chrysler until the end of this year, according to the partsmaker. Because Chrysler refused to extend the deal into 2009, Dana said, any orders beyond 2008 are ``unenforceable.''
SUV, Pickup Parts
Dana said it supplies parts to Chrysler's Jeep Liberty, Wrangler and some Grand Cherokee sport-utility vehicles, as well the Dodge Nitro SUV, Viper sports car and some Dodge Ram pickups.
Citing lower U.S. sales and rising costs for steel, Dana announced plans today to cut 3,000 jobs and said it lost $140 million in the second quarter. Dana fell 15 cents, or 2.5 percent, to $5.84 at 4:15 p.m. in New York Stock Exchange composite trading.
Chrysler canceled a contract with Plastech in February and demanded the return of tooling after the closely held supplier requested a price increase as raw-material costs rose.
The move forced Plastech into bankruptcy protection and caused four Chrysler plants to be shut down for several days. Plastech has been partially sold off to supplier Johnson Controls Inc. and remains in bankruptcy.
Chrysler also owes money to Continental, which makes engine-control electronics, for failing to buy as many parts as promised from a plant in Huntsville, Alabama, Continental Chief Financial Officer Alan Hippe said on July 31.
The amount is ``much less'' than $100 million, Hippe said without elaborating.
Continental spokeswoman Michele Tinson declined to comment immediately today on the Hanover, Germany-based company's efforts to collect the money. Frazier, the Chrysler spokesman, declined to comment on the case.

harold zeigler

TEST DRIVE: ASPEN HYBRID

I have been waiting and waiting for this new Road Warrior to hit the lot, so as I read this review I found myself not so excited anymore reading things like "this SUV handles like a bowl full of Jello" or "second ugliest" ...Then I read the last few lines and now I am excited again....


Test Drive: Chrysler's green Aspen offers room, vroom and decent gas mileage
By Scott BurgessDetroit News
Article Launched: 08/06/2008 09:47:20 AM PDT

2009 CHRYSLER ASPEN HYBRID

At first, "Hemi hybrid" sounds like an oxymoron in a George Carlin bit, falling between "military intelligence" and "jumbo shrimp."
But this word combo is no laughing matter for Chrysler LLC, which is trying to show that its legendary engine - known for burning tires in the past - can efficiently push eight people around town in the future.
EPA's assessment says the 5.7-liter Hemi delivers 19 miles per gallon in the city and 20 mpg on the highway. Not spectacular numbers, but certainly better than the 13 mpg in the city the 2008 Aspen reached with a 4.7-liter V-8. During my week of testing this large SUV, I was able to hit 26 mpg at times; other times, 18 mpg. Admittedly, on the high mileage days, the roads were flat and my right foot was in eco-drive mode - though I never acted like those 55-mph imbeciles on a 70-mph highway.
The 2009 Chrysler Aspen Limited hybrid is not a vehicle without flaws. The interior still has a heavy plastic feel, especially the doors and dash, and comes with the second ugliest hood on a Chrysler vehicle. But it serves a purpose, and not every vehicle on the road today can say that. Some people do need a truck and the Aspen is exactly that: a big hulking truck. After a few days behind the wheel, I started to remember how nice SUVs can be.
So before every hemp-wearing nut spills his green ice tea lemonade (no syrup) while in a hurry to send me a terse e-mail over his iPhone 3G about the evils of SUVs, let me tell you something:
You're wrong.
Americans may switch to smaller cars, but it's only because they have to; not because they want to.
We've all heard the trend: Consumers are migrating away from trucks - and I am by no means making excuses for Detroit's quiet.
The 5.7-liter Hemi hums along on the highway on four cylinders and keeps a low idle during moderate acceleration. (The electric motors assist the engine when cruising at highway speeds, which is why the highway mileage numbers are slightly improved.) Press the accelerator hard and you can feel the combined 385-horsepower engine lurch the vehicle forward.
However, drive fast at your own peril. This SUV handles like a bowl of Jello when going fast. The electric power steering is a little loose and the body rolls through turns heavily. I said it before: it's a big truck. The braking (which also helps recharge the batteries) is excellent, so I never found myself in too much trouble.
There may be people who need this kind of vehicle, but the real problem is there are just not that many.
This is a fine SUV. And those last three letters may be its downfall.
Automotive consumers are begging for high-mileage cars and crossovers, not better-performing large SUVs. There is a market for this vehicle, and those few customers will be pleased with it. But it's not going to be enough to pull Chrysler out of its current tailspin. The sooner Chrysler adopts its hybrid technology into Dodge Chargers, Avengers and Calibers, the better.
When you consider price, performance and capabilities, this is the best large hybrid SUV on the road. But for most people, who really needs it?

harold zeigler

IT'S BEEN A RIDE

Key dates in Chrysler's transition under Cerberus

2007:
Feb. 14: DaimlerChrysler AG announces a restructuring plan that includes cutting 13,000 Chrysler workers and says it won't rule out "any option," including Chrysler's sale.
April 5: Billionaire investor Kirk Kerkorian's Tracinda Corp. makes a $4.5 billion cash offer for Chrysler.
May 14: DaimlerChrysler announces the end of nine-year partnership with Chrysler and agrees to sell 80.1 percent of Chrysler to private equity firm Cerberus Capital Management LP for $7.4 billion.
July 20: The United Auto Workers union and Chrysler officially begin negotiations on a new four-year contract.
Aug. 3: Cerberus takes over a majority share of Chrysler.
Aug. 6: Chrysler officially begins its life as a private company. Bob Nardelli, former chief executive of The Home Depot Inc., becomes chairman and CEO. Tom LaSorda, Chrysler's former CEO, takes the No. 2 spot under Nardelli.
Oct. 10: The UAW reaches a tentative agreement with Chrysler after a six-hour nationwide strike. Later, 56 percent of Chrysler production workers vote in favor of the four-year deal.
Nov. 1: Chrysler says it will cut 8,500 to 10,000 hourly jobs and 2,100 salaried jobs through 2008, or about 15 percent of its work force, in addition to the 13,000 layoffs announced in February.
Early December: Nardelli tells employees that the company is "operationally" bankrupt and expects to lose $1.6 billion for the year.

2008:
Jan. 11: Chrysler and Nissan Motor Co. agree to have Nissan supply a subcompact car to Chrysler that will go on sale in South America in 2009.
Jan. 22: Cerberus founder Stephen Feinberg writes a letter to investors saying Chrysler is beating its earnings estimates but the "investment is by no means without serious risks."
Jan. 28: Chrysler begins offering buyouts of up to $100,000 to hourly workers as part of its goal of cut up to half its hourly work force.
Feb. 8: Chrysler says it plans to reduce its product lineup by as much as half and cut dealerships.
April 15: Chrysler says it will make a new full-size pickup for Nissan Motor Co. and Nissan will make a new small car for Chrysler. The small car is scheduled to go on sale in 2010, the pickup in 2011.
June 10: Nardelli says he expects Chrysler will be an independent company three years from now, and that Cerberus isn't second-guessing its investment.
June 26: Chrysler denies it plans to file for bankruptcy protection after Chrysler exercises a $2 billion line of credit from Cerberus and Daimler.
June 30: Chrysler says it will close a minivan plant in St. Louis and cut a shift from a nearby plant because of declining U.S. sales, affecting 2,400 jobs.
July 4: Chrysler announces a deal with China's Great Wall Motor Co. to study sharing technology, components and distribution.
July 23: Chrysler says it will cut 1,000 salaried jobs by Sept. 30 because of the industry slump.
July 25: Chrysler announces that its financial arm will get out of the auto leasing business because economic conditions have made it more expensive than buying vehicles.
harold zeigler