Although we’re under embargo for our driving impressions of the 2011 Chevrolet Cruze, we are allowed to share with you all the photos we took on our drive of the new compact competitor yesterday.

Our full first drive review will be posted at 12:01am, Saturday, July 31st, 2010.

 

Last week I had the chance to sample the completely new 2011 Buick Regal on the roads and highways of Southern California.  We’ve been foaming at the mouth at a chance to get behind the wheel of the Regal ever since it was introduced in LA last year. Could the car that was almost a Saturn really deliver as a Buick? Lets find out.

One walk around the Regal and it’s immediately recognize as a Buick, which is a very good thing. Despite being more stylistically reserved than its big brother, the LaCrosse, the Regal looks youthful, classy, and elegant. There are very few hard creases in the bodywork, lending to a fluid in-motion look even while sitting still. It’s impressive considering only minor styling changes were made to convert the Regal from its originally intended form as a Saturn Aura.

The Regal will be avaliable with two engine options; a base four-cylinder and more powerful turbo-charged four cylinder. Both use direct injection.  The base four produces 182-horsepower while the turbocharged four (avaliable later this year) increases output to 220-horsepower.  Both engines will be mated to a 6-speed automatic and the turbo will have a 6-speed manual as an option.

Buick claims the Regal’s main competitors are the Volvo S60 and Acura TSX. I’ve yet to drive either the Volvo or Acura, so I can’t give direct comparisons. However, in a pure stats game, the Regal is left underpowered compared to the upscale engines in both the S60 (300hp) and TSX(280hp). Only the TSX offers a base four cylinder, of which the Regal bests by 10hp (172hp vs 182hp).

Where Buick really turns on the heat is in price. The Regal starts at a relatively cheap $26,995 for the base four and $29,495 for the turbo.  Acura starts their base TSX at $29,310, while an optional V6 starts at $34,850. Volvo offers a turbo-6, which starts the S60 at $37,700.  As you can see, the Regal holds a substantial price advantage over both rivals.

The Regal, which is sold as an Opel Insignia in Europe, has a noticably European weighted chassis tuning. In short, the days of Buicks driving like a boat are officially over.   The turbo model also has the added benefit of an adaptive suspension and steering system.  Called IDCS (Interactive Drive Control System), the car changes steering angle and suspension damping both automatically and with the aid of three driver selectable modes. Buick describes it like this:

“IDCS allows the driver to choose between three different operating modes that change the suspension settings, throttle response, shift pattern and steering sensitivity through the variable effort steering system. The three modes deliver three types of experiences:

Normal – balanced and optimized for all driving situations

Tour – optimized for comfort and relaxed driving on long journeys

Sport – optimized for road holding; enthusiast driving .”

It works largely as advertised. Switching between modes yields a noticeable change in the driving dynamics of the car. It’s really impressive. In fact, the Regal is downright fun in Sport on winding roads. However, push the car and the steering gets noticably foggy and hard to place. It’s not horrendous and 99% of owners will never notice, but you’d never catch an Audi doing the same thing.  Base engine models come with an also competent, although stiffer, suspension and steering feel. Both suspensions were extremely well poised on the highway.

The base engine, while not anemic on paper, is embarrassingly slow on the road. I understand it’s the “fuel economy” option, however even in that area it falls short. The I4 is rated at 20mpg city, 30mpg highway. The more powerful turbo I4 only falls slightly behind at 18mpg city and 29mpg highway. The turbo is an overall spectacular engine.  It pulls hard from lower RPMs thanks to a twin-scroll turbo and delivers usable power in the middle range.   Although I didn’t get a chance to drive the turbo with the six-speed manual, I’d sense it would be the combo to go with.

Inside, the Regal continues to impress. The car extends GM’s recent streak of high quality and high fit & finish interiors. Three console finishes are avaliable; piano black, satin metallic, and Kibo-patterned wood (pictured above).  The multimedia infotainment system has a usb/iPhone port, an aux port, supports streaming bluetooth stereo, and bluetooth hands-free phone use. It’s controlled by an iDrive like knob mounted on the middle console. After a few minutes using the system, it’s extremely easy to change settings and navigate menus on the road and without looking down.  I do hold two complaints; that the chrome ring around the gear-shift often reflected the sun in my eyes and the mass of brown buttons in the center stack looked overly mono-tone and hard to distinguish at quick glance.

It’s exciting to think that the redesigned 2010 Chevrolet Malibu will be a closely related version of the same platform. I’m personally looking forward to the just announced Regal GS that is due later this year. It will feature an even sportier suspension tuning and a more powerful engine.  I can’t wait to sample the Regal in depth more in the future. It’s an intriguing and compelling offering that will continue to drive the Buick Renaissance forward.

Strengths

• Outstanding fit & finish
• Supportive seats- comfortable for hours on end
• Rock solid and unflappable on the highway

Weaknesses

• Base engine is anemic, underpowered and provides little additional fuel mileage
• Rear seats lack headroom, even for average folk
• Adaptive suspension and steering felt ambiguous when pushed too hard (GM says they are still refining software settings)

First Drive Conclusion

Forget the base engine and go with the turbo. It’s an entry level premium car that can hang with more established European rivals in a more affordable wrapper.  If you really want a true sports sedan, better wait for the high-performance GS model slated for later this year.

Video Walkaround

2011 Buick Regal Photo Gallery

 

Required Disclosure: The lodging,  transportation, and access to vehicles required to write this article were provided, free of charge, to the author by General Motors. AutoInsane.com routinely accepts such offers from automakers to expand our coverage, however no special treatment, bias, or special consideration is given in return.

Just when you think you’re out, they pull you back in. It was really inevitable. When two companies spent that much time in the same house the split would be hard, especially on the kids: OnStar and Cadillac.

Evidently, GM developed the Cadillac BLS on Saab dime before the split. Bob Lutz insisted for reasons unknown that Saab foot the bill for the runt Caddy, which employees referred to as the Bob Lutz Special. We can just hear the bitterness dripping off the internal name.

It hasn’t stopped Saab from trying really hard to make it work. For 2010 Saab will still use the Generals OnStar system. GM sharing it’s OnStar services isn’t new, having provided it to VW, Audi, Subaru, Lexus, Acura and Isuzu in the past.

Via egmCarTech, Autoblog

The short answer is no. Whitacre has self-admittedly stated he’s not a car guy. What Whitacre does know is mergers and acquisitions. Aside from figuring out how to deal with Saab, it doesn’t look like GM really needs to be buying up companies. Ed is a numbers guy and if that makes you a bit nervous, it probably should. GM’s other “numbers guy” was Rick Wagoner.

However, unlike Wagoner, Whitacre appears to be able to make tough decisions or at least make decisions. After going through the boardroom like a knife through butter, “Big Ed” has either pressured or made enough people nervous enough to quit their jobs. Perhaps bankruptcy and government intervention are partially to blame for nausea running through the boardroom, but the rattlesnake-killing Texan probably isn’t the antacid the few remaining executives hoped for.

It’s hard to understand what exactly is going on at GM. Whitacre has been notoriously vague or altogether absent from filling in the owners; that’s the general public; about what’s going on with our company. When Fritz Henderson “resigned” Whitacre didn’t take any questions, and then backed out of a conference with reporters later. It isn’t entirely clear why Fritz left, but it appears that he didn’t take too kindly to taking directions from the GM Board of Directors… and Ed Whitacre.

GM’s dire position is proof of Henderson’s dubious leadership and management abilities, but Whitacre, previously the CEO of AT&T and SBC, doesn’t really have such an impressive resume, either. While SBC gorged on AT&T, Ed Whitacre had slowly reassembled Ma Bell, the telephone monopoly that was broken up in 1984.

Where is AT&T now? Well, its own customers are starting to stage protests and be vocal about the poor service of its wireless networks. It temporarily stopped selling one of its most popular phones, the iPhone,  in New York because the network is just that bad. AT&T’s public response to attacks made by Verizon is a series of half-baked commercials with Luke Wilson. When they are not busy ignoring network upgrades, AT&T is delivering apps so that customers can point out to them just how bad its network is. It’s noteworthy that most of AT&T’s recent troubles haven’t occurred under Whitacre’s watch. However, AT&T’s network needing $5 billion in upgrades just to catch up to Verizon, according to some analysts. You don’t incur a $5 billion performance gap in 2 years.

If over promised and under-delivered sounds familiar, it should. It’s this same nagging problem with product at AT&T that, among many other factors, got GM where it is today. There’s still hope left at GM but it remains unclear for how much longer. Although GM says it’s on the path to recovery and will pay off its government loans, it still has to get past the hurdles of Saab’s sale to Spyker, the ongoing wind-down of Pontiac and Saturn, not to mention the apparently failed sale of Hummer.

Car guys and gals can breathe a little easier knowing “Maximum” Bob Lutz is still running around GM HQ. Lutz has most visibly helped push GM into some great cars like the Cadillac CTS-V and Corvette ZR1, and some sales flops like the new Pontiac GTO, he’s also had a hand in product quality issues. Most notably, panel gaps and interiors are finally coming up to par, but Bob won’t be there forever. At 77 years old, Lutz has tried to step down and retire before. Undoubtedly, he wants to retire to more peaceful adventures like flying fighter jets.

While it might be preparing to pay back its government loans and possibly readying an IPO, GM is not out to the woods yet. If Ed and Bob can’t do it, who can? That’s a question even GM is asking themselves, especially in light of Whitacre being crowned official CEO.

Does leadership even matter at GM at this point? General Motors is in the process of pulling one of the biggest mea culpa’s in automotive history. Detroit has long been criticized for its gas-guzzling SUVs. Guess what? They make them because they sell and have huge profit margins. Government-forbid a company sells products that make them money.

Those days are over, for many reasons. For one, now that GM has taken from the government cash pile it now has to build things that appease the government. That means high mileage, tiny cars to replace all those SUV’s. The same cars that make very little profit for car companies or carry high price tags that people just won’t buy as long as there’s bigger offerings for the same price and cheap gas. Case in point, the Chevy Volt. By all accounts a revolutionary car that’s going to get amazing mileage and cost little to operate, if you can afford the $40,000 plus price tag. But wait, there’s more! The government is going to step in with a $7,500 credit if you buy one.

So after the Volt is released, what will the state of GM be? Well, if you’re a tax payer you bailed them out in 2008, you provided cash for clunkers in 2009, possibly again in 2010, you will be subsidizing the purchase of the Chevy Volt. This is just General Motors. This doesn’t take into account Chrysler.

If you’re still fine with that as long as it helps the environment, great. But those green benefits won’t have any impact for another 20 years. To even get to the point where plug-in hybrids will be affordable and save substantial amounts of fuel will take nearly 50 years and over $300 Billion in additional government subsidies, according to the U.S. Energy Department-funded analysis by the congressionally chartered National Research Council

This is and has been Detroit culture. In the future, when GM isn’t selling cars like the Volt, or is going bankrupt because the profit margins aren’t there, they will be back in D.C.. Inevitably, Government officials and GM Execs will scratch their heads and wonder what went wrong. All they did was build cars nobody wanted and were too expensive. In the name of doing the right thing they’ll cut another check and this cycle will continue. No finer example of this can be found than Detroit itself. A student who starts high school in Detroit has 1 in 4 chance of graduating and the system is $269 million in debt thanks to mismanagement, fraud, and a declining population.

Ed Whitacre wants you to think – and we want to believe – that it’s going to be different this time. But if ignoring your customer base, government entitlement and subsidization plans, and poor leadership haven’t worked in the past, why would they work now?

How about a novel concept, one that works for every other successful company? Don’t plan to fail right off the bat. Don’t show us vehicles that will only work with a government subsidy. General Motors won’t survive on the Volt alone, so GM and the government need to stop acting like it. Plug-in Hybrids and electric cars aren’t going to keep the books out of the red for another 30-40 years, maybe longer. GM has proven that it has a lot of good tech on the tables, but where is the affordable application and product? While GM has given us speed freaks great cars like the new Camaro, Corvette ZR-1 and CTS-V it has also left us with the rental-fleet worthy Impala, and ho-hum Cobalt. They’ve thrown better cars out into the garbage with the Pontiac G8 and new Saabs.

It’s the final day of the bidding process for the beloved Saab brand and despite GM CEO Ed Whitacre being pessimistic about the brands future, rumors have it that Genii Capital is readying a last minute rival bid.

Never heard of Genii Capital?  Until a few weeks ago, not many in the auto industry had either. On December 16th the company, a large investment firm based in Luxembourg, purchased a large portion of  the Renault F1 team.

Up until now, Spyker has been the last serious bidder left after Koenigsegg dropped out of the process for the brand.

Read on for the F1 purchase press release and some more info on Genii Capital.  The process closes at 5pm today, so expect some big news later tonight or tomorrow.

Source: SaabsUnited

Luxembourg, Dec. 16, 2009 – Genii Capital, the Luxembourg investment firm specialized in new technologies, brand management and motorsport, announced today that it is to acquire a large stake in Renault F1 Team Ltd.

“We are delighted to have been selected as Renault’s strategic partner for the Renault F1 Team,” said Eric Lux, CEO of Genii Capital. “Our long-term vision for this challenging venture aims to return Renault to the forefront of Formula 1. Together with Renault, we intend to run the team with the same values as any of our other investments, prioritising ambitious performance targets without neglecting cost efficiency. We strongly believe that on-track performance can be compatible with business performance, and we will use all our entrepreneurial spirit and commercial know-how to achieve this goal.”

Genii Capital will work in close strategic partnership with Renault to give the team the stability and the resources it needs to succeed in the years ahead. This innovative partnership means that the team will continue to race under the Renault name, powered by Renault engines.

The agreement between Genii Capital and Renault concerns the team’s facilities at Enstone, UK which played a major part in winning two consecutive drivers’ and constructors’ world championships in 2005 and 2006. The Enstone site includes state-of -the-art aerodynamic facilities, such as the recent Computational Fluid Dynamics centre, and is home to one of the sport’s leading engineering teams with recent title-winning pedigree.

Genii Capital will also explore opportunities f or synergies bet ween companies in its investment portfolio and the Renault F1 Team. One example is Gravity Sport Management, a career- management company for young drivers that will leverage the experience of the Renault Driver Development programme. Furthermore, Genii Capital hopes to play an active role in the overall strategic development of Formula 1 through its knowledge of, and access to, new technologies.

“This is a period of opportunity for Formula 1, not a period of uncertainty,” commented Gerard Lopez, managing partner at Mangrov e Capital Partners and board member of Genii Capital. “Formula 1 has an extraordinary level of global awareness that can be used to develop new business-to-business opportunities in traditional and developing markets, and there are exciting new revenue streams to be explored.”

About Genii Capital

Genii Capital is a private investment firm that places common sense and business sense at the heart of the investment decision-making process while targeting solid performance. Genii Capital’s investment philosophy is to create value by investing in ideas, brands and projects that are innovative and of ten disruptive to their business environment. Active in North America, Europe and Asia, Genii Capital’s core investment target areas include brand management, emerging technologies (including public health, energy and environmental technologies), hospitality, entertainment and the automotive industry, including: MOV’IT – a highly specialized high-performance brake systems design and manufacturing company; and MCE-5 – a variable compression ratio engine technology.

In yet another executive shift, GM has moved Ray Young from CFO to Vice President of International Operations. This newly created position is the latest round of musical chairs in the board room following Fritz Henderson stepping down less than a month ago. Since thing Ed Whitacre had taken over day to day operations, changed Maximum Bob’s job title, Brent Dewar, Vice President of Chevrolet left and Michael Richards left Buick after just 9 days.

If you’re having a hard time keeping track of what executives are coming and going, you aren’t alone. Needless to say it’s highly likely that this won’t be the last change we hear about in the next few months. Now GM needs to find a CEO and a CFO at least, and that’s assuming nobody else jumps ship. We know GM needed to make some changes, but the fire sale in the board room makes us wonder if this isn’t just change for the sake of change.

GM Statement Regarding Ray Young and the GM CFO Position

2009-12-14

DETROIT – GM announced today that Ray G. Young has been named vice president, International Operations, reporting to Tim Lee, president of GM International Operations, effective February 1, 2010.

In this newly created role, Young, 47, will lead the International Operations Finance organization, in addition to other international operating responsibilities that will be further clarified in the near term.

“Ray has been instrumental in leading the company through an extraordinarily complex bankruptcy and subsequent actions taken to reshape GM’s business.

Looking ahead at the needs of our business, it has become clear that Ray’s vast global experience and financial expertise will be essential in managing the challenges and dynamics of growing our international business,” said Chairman and CEO, Edward E. Whitacre, Jr.

In addition, Ray will continue to be the Chief Financial Officer of General Motors until a replacement is named.

Black Friday 2009 is just a few days away and OnStar is offering its subscribers a real bargain. All day Friday, folks who have an active OnStar subscription will be able to use the service’s Turn-By-Turn Navigation service- for free. While the service will be able to tell you the best way to get to your favorite store, they won’t be able to tell you where the best deals are.

Still, this is a pretty cool offer.  Anyone who has used Turn-By-Turn before knows it’s a big help. Now lets get shopping!

Here’s the official GM PR

DETROIT – OnStar is kicking off the holiday shopping season with a special gift for its subscribers. “Black Friday,” the Friday after Thanksgiving, the biggest shopping day of the year, with many stores attracting customers with special deals and steep discounts. While some find themselves inundated by the bargain-hunting chaos, OnStar is providing peace of mind by opening up its navigation services to anyone with an OnStar subscription on “Black Friday” (November 27, 2009).

“We understand that these are challenging times for our subscribers, and everyone is looking for bargains on their holiday gifts,” said Rich Martinek, OnStar Navigation Service Line Manager. “We think opening up our services is a great way to help our more than 5.5 million subscribers navigate through the commotion while traveling store-to-store.”

To use Turn-by-Turn Navigation, all a subscriber will need to do is press the blue OnStar button. They can then request a route to a specific address, or ask an advisor to help them find a point of interest (POI), like the nearest shopping center or restaurant. Advisors have access to an up-to-date POI database of more than 13 million locations.

“Having live advisors is the difference between OnStar and all the others that are just little boxes, said Laura Armstrong, OnStar Subscriber. “Talking to someone is what makes the absolutely difference. You feel a lot safer knowing that you’re actually just a button press away from someone, live.”

OnStar Turn-by-Turn Navigation uses GPS and an enhanced wireless data network to deliver voice-guided directions through the vehicle’s speaker system without requiring manual destination entry which allows users to keep their hands on the wheel and eyes on the road.

Cadillac announced the much anticipated CTS Coupe and will be bringing it to the LA Autoshow. Set for production for Spring of 2010 with the V-series variant to follow that fall, Cadillac says the Coupe comes virtually unchanged from the concept unveiled in Detroit in 2008.

Cadillac wanted to extend their Art and Science design philosophy and the CTS brand with the Coupe, which now sits along the CTS Wagon as well. Naturally, the base engine is GM’s potent 304-hp V6 which gets 27 mpg on the highway. Much to drivers delight the Coupe will be available with a 6-speed manual in both RWD and AWD versions. However, if you’re part of the camp that doesn’t prefer to row for yourself there will be a 6-speed automatic as well. Other desirable options include a “Performance Package with 18-inch wheels and all-season tires (available in both RWD and AWD,)” or the ” the Summer Tire Performance Package, with 19-inch tires and wheels and a higher level of road holding capability. StabiliTrak, the advanced electronic chassis control system, is standard.”

The base Caddy is no slouch in the handling department featuring Independent SLA front suspension, a multi-link rear suspension and a limited-slip differential. It’s no wonder why Cadillac is different the Recaro seats in the base coupe.

 

LOS ANGELES – Cadillac today unveiled the 2011 CTS Coupe, the latest and most dramatic of the brand’s series of new designs to reach production. Slated to arrive in Cadillac showrooms in the spring of 2010, the CTS Coupe is a new luxury sports coupe designed to become the centerpiece of the brand’s revised lineup.

“CTS Coupe is the new focal point of Cadillac, expressing both our design and technical capabilities,” said Bryan Nesbitt, Cadillac general manager. “It is intended to appeal to a new generation of car enthusiasts.”

The Coupe joins the CTS Sport Sedan, the 556-horsepower (415 kW) CTS-V and new CTS Sport Wagon as the foundation of Cadillac’s lineup. A high-performance V-Series edition of the Coupe will also be released in 2010.

The CTS Coupe’s design carries over virtually unchanged from the concept car that was introduced at the North American International Auto Show in Detroit in 2008.

The Coupe is a classic 2+2 layout bolstered with advanced technology, such as a rear-view camera system and a performance-oriented suspension system coupled to rear-wheel or all-wheel drive.

Design

CTS Coupe emerged as a proposal inside Cadillac’s design studio, where designers have developed and evolved the brand’s Art and Science design philosophy.

“Cadillac has always been an emotional brand – it’s about delivering art regardless of body style,” said Max Wolff, director of exterior design for Cadillac. “With the CTS Coupe, it was about taking something very strong – the CTS Sport Sedan – and extending its potential.”

The coupe has the same wheelbase as the CTS, but an overall height that is approximately two inches (51 mm) lower and an overall length that is two inches (51 mm) shorter.

Although it draws from its sport sedan sister, the CTS Coupe shares only the instrument panel, console, headlamps, front fenders and grille. Key design features include:

* Classic hardtop styling, with no conventional B-pillar
* Touch-pad operation for the doors removes the need for conventional door handles, creating a technical, clean profile
* A windshield laid at a faster angle (62.3 degrees) and a long, nearly horizontal backglass area combine to create a sleek, aerodynamic look
* Sculpted lower front fascia with unique brake-cooling vents
* Diamond cut-style rear fascia with mesh lower grilles
* Center-outlet exhaust with twin dihedral-shaped tips that pass through the rear fascia
* Signature vertical lighting, highlighted with LED light pipes
* Rear spoiler integrated into the center high-mounted stop lamp
* Sculpted roof-mounted antenna for OnStar and XM Satellite Radio.

At first glance, the shape of CTS Coupe is refreshingly simple, yet amplified with intricately carved details. Distinctive and original Cadillac signature cues combine with hand-sculpted forms, artfully articulating the confidence of the chassis. For example, the rear fenders were purposefully developed by hand in Cadillac design studios to visually acknowledge the RWD powertrain. The gestured profile, coupled with Cadillac’s vertical taillamps and pronounced rear centerline, aim to achieve the most visually confident coupe in the segment.

Performance

The CTS Coupe extends Cadillac’s emerging performance credentials. The CTS Coupe’s standard powertrain consists of a direct injected 3.6L V-6 and six-speed manual transmission. Direct injection technology delivers fuel more precisely to increase the efficiency of combustion, enabling more power while maintaining fuel economy and lowering emissions – including a 25-percent drop in cold-start hydrocarbon emissions.

The 3.6L DI engine is rated at 304 horsepower (227 kW) and offers EPA-estimated fuel economy of 27 mpg on the highway. It also runs on less expensive regular unleaded gasoline.

The powertrain’s performance is channeled through a chassis that delivers sports car performance without punishment. The hardware includes an independent short/long arm ( SLA) front suspension system, with hydraulic control arm front bushings; and a multi-link rear suspension mounted on a fully isolated subframe. Also included are four-wheel disc performance brakes, premium steering and limited-slip differential.

Two suspension-tuning levels are available: a Performance Package with 18-inch wheels and all-season tires (available in both RWD and AWD,) and the Summer Tire Performance Package, with 19-inch tires and wheels and a higher level of road holding capability. StabiliTrak, the advanced electronic chassis control system, is standard.

The 304-horsepower (227 kW) 3.6L V-6 Direct Injection engine will be standard, equipped with a six-speed manual, featuring a revised clutch and dual-mass flywheel that offers better clutch pedal feel and improved engine isolation. A 6-speed automatic transmission with Driver Shift Control (and available steering wheel mounted shift buttons) is optional.

Technology

CTS Coupe blends handcrafted luxury with a contemporary, driver-focused interior that supports the car’s high-performance capabilities. The interior includes hand-sewn accents covering the door, center storage console and instrument panel trim. 14-Way adjustable Recaro sport seats, previously exclusively offered on Cadillac’s V-Series model, will be offered on all CTS Coupe models as an option.

The car offers a host of advanced technologies, including:

* Integrated iPod/MP3 capability
* 40-gig hard drive, including the ability to store music and pause-and-replay live radio
* Pop-up navigation system
* Adaptive forward lighting system
* Bluetooth connectivity
* Standard Keyless Access and Smart Remote Start
* Rear Camera system
* Bose 5.1 Cabin Surround™ audio system

As with other Cadillac models, the CTS Coupe comes standard with OnStar with Turn-by-Turn Navigation, the first factory-installed, fully integrated GPS navigation system from OnStar.

About Cadillac

Cadillac has been a leading luxury auto brand since 1902. In recent years, Cadillac has engineered a historic renaissance led by dramatic new designs and global expansion. More information on Cadillac can be found at media.cadillac.com.
2011 CADILLAC CTS COUPE SPECIFICATIONS

Overview

Engine

Transmission

Chassis/Suspension

Chassis/Suspension (cont.)

Dimensions
Exterior

Interior

Capacities

*SAE certified.

The Insurance Institute for Highway Safety released its list of cars awarded Top Safety Pick. The 27 vehicle list includes 19 cars and 8 SUV’s. The Big Winner? Subaru, with five of its cars winning the awards from the IIHS. The Subaru Forester, Subaru Impreza (except WRX), Subaru Legacy, Subaru Outback and Subaru Tribeca were selected, that’s almost Subaru’s entire lineup.

Volvo and Volkswagen also cleaned up with four cars a piece taking home a trophy. Detroit was not to be out done, each Big Three Automaker had at least two cars make the list.

The IIHS points out that Toyota and it’s subsidiaries were absent from the list after receiving 11 awards last year, as well as BMW, Mazda, Mitsubishi, and Saab for not having qualifying vehicles. Other big surprises include the Honda Accord and Ford Fusion missing the grade for only meeting ‘acceptable’ standards in the new roof safety standards.

27 winners of 2010 Top Safety Pick award
New requirement to win is good rating for protection in rollovers

ARLINGTON, VA — Nineteen cars and 8 SUVs earn the Insurance Institute for Highway Safety’s Top Safety Pick award for 2010. For the first time, good performance in a roof strength test to measure protection in a rollover is required to win. Top Safety Pick recognizes vehicles that do the best job of protecting people in front, side, rear, and now rollover crashes based on good ratings in Institute tests. Winners also must have electronic stability control, which research shows significantly reduces crash risk. This is the second time the Institute has tightened criteria since announcing the first recipients in 2005.

Subaru is the only manufacturer with a winner in all 4 vehicle classes in which it competes. This automaker earns 5 awards for 2010. Ford and subsidiary Volvo have 6 winners, and Volkswagen/Audi has 5. Chrysler earns 4 awards, continuing a recent trend of improving the crashworthiness of its vehicles. Two new small cars, the Nissan Cube and Kia Soul, join the Top Safety Pick list for 2010.

“With the addition of our new roof strength evaluation, our crash test results now cover all 4 of the most common kinds of crashes,” says Institute president Adrian Lund. “Consumers can use this list to zero in on the vehicles that are on the top rung for safety.”

Good rollover ratings: A new requirement for strong roofs winnows the list of Top Safety Pick winners from a record 94 in 2009. The addition of this criterion recognizes manufacturers with vehicles that provide good protection in rollovers, which kill more than 9,000 people in passenger vehicles each year. The first rollover ratings were released in March. Vehicles rated good have roofs more than twice as strong as the current federal standard requires. The Institute estimates that such roofs reduce the risk of serious and fatal injury in single-vehicle rollovers by about 50 percent compared with roofs meeting the minimum requirement.

“Cars and SUVs that win Top Safety Pick are designs that go far beyond minimum federal safety standards,” Lund points out.

Missing the mark: Not a single model from the world’s biggest automaker by sales is represented among this year’s winners. Toyota and its Lexus and Scion subsidiaries had a strong showing in 2009 with 11 winners but were shut out for 2010. Four other manufacturers whose vehicles have earned Top Safety Pick in the past didn’t have a qualifying vehicle for 2010: BMW, Mazda, Mitsubishi, and Saab. The Honda Accord picked up the award the past 2 years, but the 2010 didn’t earn the required good roof strength rating to qualify (the roof is rated acceptable). The Ford Fusion is another midsize car that dropped off the list for the same reason.

“Honda and Ford would have to make only minor changes to achieve good ratings for roof strength, as the Accord and Fusion just missed the mark,” Lund explains.

The midsize Toyota Camry would have qualified with good ratings, except for its rear crash evaluation. This car’s seats and head restraints are rated marginal for protection against whiplash injury. A change to good would have earned the Camry a Top Safety Pick for 2010. Other automakers have improved head restraints to win. For example, inadequate head restraints kept earlier Chrysler models from earning awards, but in 2010 the Chrysler Sebring, Dodge Avenger and Journey, and Jeep Patriot all earn good ratings and Top Safety Pick. Likewise, General Motors upgraded the seats and head restraints in the Chevrolet Malibu to win.

Volvo glitch: The Institute identified a problem with the Volvo XC60 in the side test. A piece of plastic trim on the driver seat pushed against a service release button for the safety belt, which then detached from its anchor during the test.

“This would be a serious issue if it happened in a real crash, but it’s not likely to happen and it’s fixable,” Lund explains. “Still, belts shouldn’t come loose in a crash test. Volvo is fixing the problem so it won’t be an issue with XC60 models produced after November 2009. Top Safety Pick applies only to these modified XC60s.”

Consumers who own 2010 XC60s already on the road should see their Volvo dealer for repairs, Lund advises.

Improved protection: Front and side impacts and rollovers killed 24,056 passenger vehicle occupants in 2008. Rear-end crashes usually aren’t fatal but result in a large proportion of crash injuries. Neck sprain or strain is the most commonly reported injury in two-thirds of insurance claims for injuries in all kinds of crashes.

“In safety terms, we’ve come very far, very fast in just the past decade,” Lund says. “When the Institute began conducting frontal tests for consumer information in 1995, few vehicles earned top ratings. Now almost all do. Most cars failed the side tests we added in 2003. Test results in that initial round were so bad we nearly broke our budget for repairing the crash test dummy, but now most vehicles ace the side test thanks to side airbags and stronger side structures. Factor in improved head restraints to protect against whiplash and electronic stability control to prevent crashes, and consumers are the clear winners.”

Safety equipment is increasingly standard. Ninety-two percent of 2010 model cars, 99 percent of SUVs, and 66 percent of pickup trucks have standard side airbags with head protection. Electronic stability control is standard on 85 percent of cars, 100 percent of SUVs, and 62 percent of pickups.

“Now that roof strength is a priority, we think manufacturers will move quickly to bolster roofs to do well in our roof strength test. This means consumers likely will have more Top Safety Pick choices for 2011,” Lund predicts.

Keep in mind vehicle size and weight, he adds, because larger, heavier vehicles generally afford better protection in serious crashes than smaller, lighter ones. Even with a Top Safety Pick, a small car isn’t as crashworthy as a bigger one.

The Institute awarded the first Top Safety Pick winners to 2006 models and then raised the bar the next year by requiring good rear test results and electronic stability control as either standard or optional equipment. Early this year the Institute alerted auto manufacturers to the new criteria for roof crush and asked them to nominate candidates for testing.

How vehicles are evaluated: The Institute’s frontal crashworthiness evaluations are based on results of 40 mph frontal offset crash tests. Each vehicle’s overall evaluation is based on measurements of intrusion into the occupant compartment, injury measures recorded on a Hybrid III dummy in the driver seat, and analysis of slow-motion film to assess how well the restraint system controlled dummy movement during the test.

Side evaluations are based on performance in a crash test in which the side of a vehicle is struck by a barrier moving at 31 mph. The barrier represents the front end of a pickup or SUV. Ratings reflect injury measures recorded on 2 instrumented SID-IIs dummies representing a 5th percentile woman, assessment of head protection countermeasures, and the vehicle’s structural performance during the impact.

Rear crash protection is rated according to a two-step procedure. Starting points for the ratings are measurements of head restraint geometry — the height of a restraint and its horizontal distance behind the back of the head of an average-size man. Seat/head restraints with good or acceptable geometry are tested dynamically using a dummy that measures forces on the neck. This test simulates a collision in which a stationary vehicle is struck in the rear at 20 mph. Seats without good or acceptable geometry are rated poor overall because they can’t be positioned to protect many people.

In the roof strength test, a metal plate is pushed against 1 side of a roof at a constant speed. To earn a good rating for rollover protection, the roof must withstand a force of 4 times the vehicle’s weight before reaching 5 inches of crush. This is called a strength-to-weight ratio. For an acceptable rating, the minimum required strength-to-weight ratio is 3.25. A marginal rating value is 2.5. Anything lower than that is rated poor.

ALL 27 WINNERS

Large cars
Buick LaCrosse
Ford Taurus
Lincoln MKS
Volvo S80

Midsize cars
Audi A3
Chevrolet Malibu built after October 2009
Chrysler Sebring 4-door with optional electronic stability control
Dodge Avenger with optional electronic stability control
Mercedes C class
Subaru Legacy
Subaru Outback
Volkswagen Jetta sedan
Volkswagen Passat sedan
Volvo C30

Small cars
Honda Civic 4-door models (except Si) with optional electronic stability control
Kia Soul
Nissan Cube
Subaru Impreza except WRX
Volkswagen Golf 4-door

Midsize SUVs
Dodge Journey
Subaru Tribeca
Volvo XC60
Volvo XC90

Small SUVs
Honda Element
Jeep Patriot with optional side torso airbags
Subaru Forester
Volkswagen Tiguan

Original Press Release

It’s the car that proves General Motors is making a huge mistake closing the Pontiac brand. We’re behind the wheel of the turbocharged 260-horsepower Pontiac Solstice Coupe GXP.

Don’t forget to check out our Road Test Photo Gallery of the Pontiac Solstice Coupe GXP

Specifications as-tested

Model: 2009 Pontiac Solstice Coupe GXP
Engine: 260-horsepower 2.0L Turbocharged Four-Cylinder EcoTec
Base MSRP: $30,375
As driven MSRP: $34,020
Transmission: 5-speed automatic
Equipped Options: Premium Package [Leather seats, leather steering wheel, bluetooth, steering wheel controls], 5-speed automatic transmission, air conditioning, high performance audio system, USB port for audio system

Conclusion

The most agile and balanced vehicle to ever come out of General Motors (in our opinion).  Paired with exotic looks and an engine that’s packed with neck-whipping power; we didn’t want to give it back.

Strengths

• Just as nimble at low speeds and more stable on the highway than a Mazda MX-5
• Unique coupe styling draws the attention of all that pass-by
• Drives with balance not usually found outside of a Porsche
• The turbo 2.0L 260-horsepower engine is tuner ready

Weaknesses

• You can take the top off but you can’t take it with you (unless you get the optional soft-top)
• The 5-speed automatic acts as a serious detriment to an engine that excels with a manual
• Interior plastics are not up to par considering the price tag

Driving Dynamics & Performance

You’ve most likely seen a Pontiac Solstice or three going the other way on the road during the past few years. They’re small, stylish, and fun  cars. They’ve also been exclusively a convertible- until now.  Starting and ending with the 2009 model year, GM is building out a small handful of hard-top coupe Solstices.  Even fewer of those will be GXP editions, but luckly we got our hands on one.

Powered by a turbocharged 2.0L EcoTec four-cylinder engine producing 260-horsepower, the Solstice Coupe GXP is a wonderful example of a lot of muscle stuffed in a small package.  Having first tried out this engine a few years back on a convertible Solstice GXP, the most surprising aspect of the turbocharged EcoTec is how little it feels like a four-cylinder.  Turbo lag isn’t gone completely but the abundance of low end torque gives the impression of a small displacement V6. The throttle response is linear and doesn’t have the usual top end punch you would expect from a turbo engine.

Designed first as a drop-top, the convertible Solstice always felt solid and free of cowl shake. Sporting additional bracing and structure the coupe drives rock solid even with the targa top removed.  Sure, the car is a little bigger and slightly heavier feeling than a Mazda MX-5 but the extra grunt and stability more than make up for the loss of toss-ability at slow speed. On the highway the Solstice is more akin to driving a downsized Corvette, tracking straight and making easy work of even the most aggressive lane changes.

Where the Solstice Coupe GXP really shines is on country back roads. Twists and turns are so easily carved you just may forget you’ve passed through a set of curves at all.

Undoubtedly the Solstice Coupe GXP has a predisposition for speed. So well balanced – it’s easy to chug along well over the speed limit and be none the wiser without a look down at the speedometer. However, for those looking for an even bigger rush- GM Performance Parts sells a fully factory backed stage 2 upgrade kit- “boosting” the engine’s output to 290-horsepower.

Design Execution, Appearance, Fit & Finish

We knew we loved the fast back styling the minute we laid eyes on it. What we didn’t expect was how much others would love it. Anytime we drove into town the stares from fellow drivers and people on the sidewalks just wouldn’t quit. Maybe it’s the hint of Lotus Elise in the front end or perhaps the Viper-like rear canopy. It could also just be that no-one had ever seen a Solstice Coupe before.  Either way the attention was measurable.

Side by side with it’s convertible counterpart, the Coupe has a much more exotic look about it.  The relatively large 18-inch polished aluminum wheels fit the body with a concept car like look.

Audio, Electronics, & Technology

GM hasn’t forgotten about the other small touches that make a car pleasurable to drive.  The optional Monsoon stereo system our Coupe GXP came equipped with had the also optional USB interface. We found no troubles plugging in an iPod, however audio quality from a USB thumb-disk was clipped and filled with sound artifacts. The system recognizes MP3 CD-Rs, has an aux port, and features XM Radio.  Overall sound quality from the “high performance” system was indeed very good.

A typical GM driver information center can be found in the gauge cluster and displays a volume of information. Odometers, trip-odometers, coolant temperature, stopwatch, tire-pressures and other standard fare readouts that didn’t make it into a dedicated needle gauge are all there. We particularly liked the boost readout (as seen above).

Comfort & Ergonomics

As you could probably guess- comfort and ergonomics are not the Solstice’s strong suits. Our standard complaints, knee and shoulder room, storage space, and seating position are all par for the course in this segment. It’s not to say you couldn’t make a daily driver out of the Coupe GXP but you wouldn’t see us doing it.

Perhaps the most frustrating aspect of the whole car is one of it’s best attributes- the targa top. Just like with a Corvette, the whole center roof section is removable for open air motoring. Driving around with the top off on a cool evening was the most enjoyable part of our whole week with the GXP. The unfortunate omission of a space to store the top in-vehicle also made it the most frustrating. Any chance of rain meant we had to leave the top in place, lest we be caught in a downpour with our only protection sitting in the garage. Pontiac makes a temporary cloth top for those exact situations but our tester didn’t have it.

In coupe form we would have expected a modest rear storage improvement over the convertible but we were wrong. Only the rear glass raises for access to the small storage floor. However with all this said- the Solstice Coupe GXP is meant to be driven and not taken for a trip so it would be petty to hold these small inconveniences against the car.

Final thoughts

Our time behind the wheel of the Solstice Coupe GXP was heartbreaking in so many ways.  Heartbreaking because it would most likely be the last new Pontiac we’d ever drive. Heartbreaking because we loved it so much and because we had to give it back. Heartbreaking because we knew so few people would be able to drive a car that embodies the essence of the Pontiac brand like no other car before it.

Good-bye Pontiac- at least the best was saved for last.

Check out our Solstice Coupe GXP photo gallery

]]> http://www.autoinsane.com/2009/08/25/reviews/road-tests/pontiac-solstice-coupe-gxp/feed/ 1 http://www.autoinsane.com/2009/08/25/news/hybrid-green/pre-production-chevy-volt-takes-a-bath-in-gms-universal-water-chamber/ http://www.autoinsane.com/2009/08/25/news/hybrid-green/pre-production-chevy-volt-takes-a-bath-in-gms-universal-water-chamber/#comments Tue, 25 Aug 2009 14:35:58 +0000 Zane Merva http://www.autoinsane.com/?p=4000

Development on the Chevy Volt continues to progress at neck-break speed and GM has been sharing bits and pieces of the vehicle’s testing and engineering along the way. This new video caught our interest for the sheer fact that it combines the “electric” Volt undergoing leak testing in GM’s Universal Water Chamber.

A bit more about the video:

“During the development of the pre-production Chevrolet Volt, the vehicle undergoes a strenuous water test to check for leaks. For eight minutes, 950 gallons of water per minute hit the car from all angles.”

For more information and behind the scenes videos of the Chevy Volt, head over to www.ChevyVoltage.com

It’s the end of an era as the Pontiac brand shutters its doors for the final time. It’s fitting then that perhaps the most exciting car to ever wear the Pontiac dart logo is among the very last. We drive the super-limited Solstice Coupe GXP and here’s the photo gallery from our Road Test.

Specifications as tested & photographed

Model: 2009 Pontiac Solstice Coupe GXP
Engine: 260-horsepower 2.0L Turbocharged Four-Cylinder EcoTec
Base MSRP: $30,375
As driven MSRP: $34,020
Transmission: 5-speed automatic
Equipped Options: Premium Package [Leather seats, leather steering wheel, bluetooth, steering wheel controls], 5-speed automatic transmission, air conditioning, high performance audio system, USB port for audio system

Check out our full Road Test of the 2009 Pontiac Solstice Coupe GXP

———————

Photographer: Zane Merva

 

This morning General Motors announced it would be providing cash advances to dealers equal to the amounts they are currently owed under the government run CARS rebate program. The advances will allow dealers to stay in business until the rebates are processed.

Many dealerships have still not been reimbursed for vehicles they’ve sold that qualify under the program.  With tens of thousands of dollars of rebates not yet paid for, many dealers are feeling a cash crunch once again and have stopped selling vehicles under the program. GM hopes the cash advances will not only keep dealers in business but once again spur new business. The company recently announced it would produce an additional 60,000 vehicles during the 3rd and 4th quarters of 2009 to meet increased demand.

GM Statement Regarding CARS Program Rebates

In order to meet high customer demand for new fuel-efficient GM cars, crossovers and trucks under the Federal CARS (Cash for Clunkers) Program, the company will today begin providing cash advances to dealers which are equivalent to the amount of federal rebates which are being processed for that dealership’s qualifying new vehicle sales. As a result, dealers will have the liquidity to run their businesses effectively in the midst of this extremely successful program, and to continue immediately delivering new vehicles to GM customers.

“Our sales performance in the past two months has exceeded our internal forecast by over 60,000 vehicles, largely driven by the CARS stimulus program,” said Mark LaNeve, VP of U.S. Sales. “We want to do all we can to provide customers with timely new vehicle deliveries and dealers the liquidity they need to run their businesses. This will continue the sales momentum of our new fuel-efficient vehicles such as the Chevrolet Cobalt, Equinox and Buick Enclave.”

GM intends to provide these advances for qualifying new vehicle sales already transacted under the CARS program, and will provide advances going forward as long as the CARS program is in effect.

From the very first day General Motors announced it would sell off Saturn, much debate and speculation has been floated surrounding the technology behind the highly anticipated, yet now dead Saturn VUE plug-in hybrid.  What brand would get the hybrid goods and when?  Today it turns out the answer is Buick, 2011.

The “yet-to-be-named” Buick crossover model will launch in 2010 with a range of conventional gas engines, including a 2.4L Ecotec and 3.0L direct injected V6. If this engine lineup sounds familiar, it’s because it’s the same powertrain options found on the new 2010 Chevy Equinox and current Saturn VUE.

Of particular interest; looking at the teaser shot supplied by GM it seems like this “yet-to-be-named” Buick may be nothing more than a lightly re-badged VUE.  A quick comparison between the two shows the company didn’t even bother to update the headlights.

GM expects to introduce the long-awaited plug-in hybrid system in 2011 using battery technology from the Volt program. The 8-kwh manganese-spinel based chemistry and polymer battery cells will hold half the energy of the Chevy Volt’s battery packs.  Consumers will be able to recharge the Buick’s battery packs using a standard 110-volt household outlet in “four to five hours”, allowing the vehicle to travel up to 10-miles on electric only power.

Paired to the plug-in system will be a 3.6L direct injected V6 engine with GM’s active-fuel management. This means the Buick plug-in will have a wide range of operating modes, scaling power and fuel efficiency as needed. No official economy numbers have been released, however when the VUE Plug-In Hybrid was introduced GM hinted at 60+mpg.  Lets hope those numbers are close to being true.

The company expects this Buick to be the very first commercially available plug-in hybrid from a major automaker, but we all know how things can change in just under two years.

The official press release

New Buick Crossover Will Feature Plug-In Hybrid System

TRAVERSE CITY, Mich. – General Motors’ plug-in hybrid technology will be introduced in a new Buick crossover vehicle in 2011, Tom Stephens, GM vice chairman of product development, announced here today during the Management Briefing Seminars.

The yet-to-be-named Buick crossover will launch in late 2010 offering a family of fuel-efficient direct-injected gasoline engines, followed in 2011 by the plug-in hybrid model.

“Buick has always been at the forefront of new technology, so it is only fitting that the brand should debut our new plug-in hybrid technology in a beautiful new crossover,” said Stephens. “This will firmly put Buick, and GM, front and center in the advanced technology game.”

A new Buick for a new customer
The new five-passenger crossover will build on the success of the Buick Enclave, offering the brand’s finely crafted execution and premium driving experience in a fuel-efficient package.

“Some customers who have been drawn to the Enclave were looking for something a little smaller, but they didn’t want to give up craftsmanship or a quiet ride to get there,” said Susan Docherty, general manager of Buick-Pontiac-GMC. “We believe this new Buick will excite those customers, and will continue to broaden the appeal of the brand.”

The Buick crossover will be powered by an Ecotec 2.4L direct-injected four-cylinder engine with an optional 3.0L direct-injected V-6, and is expected to deliver 30 miles per gallon or more on the highway. Final fuel economy estimates, as well as additional vehicle details such as name and pricing, will be announced later.

Plug-in hybrid model
The Buick plug-in hybrid is expected to be the first commercially available plug-in hybrid SUV produced by a major automaker.

The Buick plug-in hybrid has the potential to achieve double the fuel economy of comparably-sized SUVs on short trips. This significant boost is achieved by combining a modified version of GM’s proven 2-Mode Hybrid system with advanced lithium-ion battery cells and charging technology developed for GM’s Voltec system, which will debut in the Chevrolet Volt extended-range electric vehicle in late 2010.

“LG Chem – the supplier of our battery cells for the Volt – has also been selected to supply the lithium-ion cells for the new Buick plug-in hybrid, and its Troy, Mich.-based subsidiary Compact Power will supply the pack,” Stephens said.

The Buick plug-in hybrid will use the same manganese-spinel based chemistry and polymer battery cells as the Volt. The 8 kwh battery – containing half the energy of the Volt battery pack – will be packaged in a rectangular-shaped box under the cargo floor.

The lithium-ion battery can be fully recharged in four to five hours by simply connecting the vehicle to any standard 110V household electrical outlet. By recharging rather than refueling, the Buick plug-in hybrid significantly improves fuel economy and reduces petroleum use. In early testing, the plug-in hybrid is capable of electric-only propulsion for more than 10 miles at low speeds.

On the road, GM’s 2-Mode plug-in hybrid system can use any combination of electric or gasoline engine power to move the vehicle, depending on the driving conditions. This differs from GM’s Voltec technology, which provides the Volt with up to 40 miles of emissions- and petroleum-free electric-only propulsion, and an overall range of more than 300 miles with its flex-fuel engine-generator.

In addition to the lithium-ion battery pack, the Buick plug-in hybrid’s powertrain features two powerful electric motors, sophisticated electronic controls and battery management systems and an efficient direct-injected 3.6L V-6 flex-fuel engine.

Buick hit a home-run when they introduced the Enclave in 2008 begging the question, “What’s next?”  The 2010 LaCrosse is the answer. Can GM revive the Buick brand with the same success as they did with Cadillac?  We drive the totally new LaCrosse and find out.

Don’t Miss: Our full First Drive Photo Gallery of the 2010 Buick LaCrosse

First Drive Verdict

European imports beware, Buick is back and the LaCrosse is a worthy competitor  A slew of technology packed in a youthful and stylish package will give Lexus and other luxury rivals a run for their money- if buyers take the time to notice.

Not the Buick you’d expect

Lets be blunt for a moment.  The outgoing LaCrosse was, for a lack of kinder words, boring.  So ambiguous, dull, and utterly devoid of passion it’s surprising Buick didn’t include a pacemaker so owners could maintain a pulse whist behind the wheel of it.  It’s remarkable then to ponder how for 2010 LaCrosse nameplate made its way onto a vehicle that can make your heart skip a beat, no external medical devices needed.

To compare and contrast the “old” LaCrosse with the 2010 LaCrosse in any other words would be futile. While many previous-gen LaCrosse owners already have pacemakers, the 2010 model is one all by itself.  A quick walk around the outside and it’s apparent Buick’s updated style is completely at home on a sedan. Crisp lines and smooth curves; all accentuated just a tad more than you’d expect and with a flair that doesn’t show itself in still photos.  You’ve got to move around the LaCrosse to get the whole story because like many of the other recent cars to come out of GM design the more you look, the more you see.

Things get even better inside.

For as stylish as the exterior on the LaCrosse is,  the interior goes ten steps further. Open and spacious, you’d never get the feeling you’re behind the wheel of a mid-size sedan.  From the hours we spent behind the wheel we’d even say it feels more open than the new full-size Ford Taurus.  The dash has been pushed down and away from the driver leaving the center stack and controls within easy reach.

Riding on GM’s updated mid-size platform (the same that will underpin the future redesigned Saab 9-5), rear passenger room is even more impressive and for good reason. GM will sell nearly twice as many of the new LaCrosse in China, where the Buick brand has serious clout. Out east Buick expects 40% of LaCrosse buyers will choose not to drive, but to be driven around in.  For that reason the 2010 LaCrosse’s platform has been stretched for more rear leg-room.  Here in the states we won’t get fancy chauffeur oriented options like rear audio and ventilation controls, but we do get to keep the extra space.  A dual rear mounted DVD entertainment system will also be avaliable.

Technology for Gen-Y

To further place weight behind the idea that this car represents a whole new Buick, GM is including it’s most up-to-date technology in the 2010 LaCrosse.  This means a larger updated navigation/multimedia screen and system, full USB connectivity, Harman-Kardon audio, heads-up display, magnetic ride control, and heated/cooled seats. On up-level CXS models Buick has included an extremely slick fully animated color driver-information-center in the gauge cluster. The new interface is one of the best in the entire industry, perhaps besting even BMW and Audi.

The cool stuff doesn’t stop there. Should you choose the navigation and multimedia system you’ll also get an option we’ve never seen on any other car in the industry. The ability to record and rewind live radio. It’s not exactly like Tivo but from the second you tune in an AM/FM/XM station the audio system will begin to buffer the program. You can then rewind or fast forward as you like. You can’t save radio programs to the included hard-drive, but it’s a small feature that owners will undoubtedly rave about.

We’ve never been a huge fan of GM’s current multimedia system. It’s slow, buggy, and clunky- especially compared to Lincoln’s newest interface. However, this improved system fixes all of our concerns and more.  Redundant control paths, from touch-screen to head-unit and even the steering wheel mean drivers can move through the interface easily and with very few steps.  It’s easier to use than Lincoln’s SYNC, which heavily relies on voice commands, yet offers the same depth of control you’d find on a BMW without the tomfoolery of iDrive.

Behind the wheel

When the LaCrosse launches later this summer you’ll be able to choose from one of two direct injection V6 engines; a 3.0L delivering 255-horsepower or a 3.6L producing 280-horsepower. By the end of this year a fuel-sipping 180-horsepower 2.4L inline-4 will be introduced as the standard engine in the CX. All-wheel-drive (for the first time ever on a Buick sedan) can be optioned on CXL trim levels and can only be paired with the 3.0L V6.

Both V6 engines provide ample acceleration but neither are neck-snapping, especially the 3.0L laden with all-wheel-drive.  If you’re looking for a sporty drive, Cadillac may be a better choice. We were not able to drive the 2.4L four-cylinder I4 “fuel economy” option, but from the sounds of it we do have serious concerns 182-horsepower will be excruciatingly under-powered in a car this big.

With all that said, the work GM placed in making the LaCrosse smooth, isolated, and quiet paid off big time.  Twenty-percent stiffer than the outgoing model, the 2010 LaCrosse feels lively yet composed on the street.  Variable effort steering is surprisingly crisp and accurate.

Our favorite combination was the 3.6L powered CXS optioned with Buick’s real-time active suspension system and equipped with 19-inch wheels.  Sliding the shifter gate over on the LaCrosse to sport strangely does nothing at all to the transmission, instead stiffening the steering and suspension of the car.  It’s surprisingly noticeable and changes the feel of the car for the better.

Conclusion

Sampling the 2010 LaCrosse on the winding back roads and city streets of Michigan gave us the impression that Buick is taking its reinvention extremely seriously.  The styling and tech features will draw in the younger demographic GM is looking to attract but only if potential buyers take the time to see the value right in front of them. If Buick can get them in the door and behind the wheel for a test drive we think the car has the potential to be the brand’s next hit. That’s an enormously big “if”, because while the LaCrosse drives the pants off the Lexus ES350, how many import luxury buyers will really cross-shop a Buick?  We’ll find out.

2010 Buick LaCrosse photo gallery

2010 Buick LaCrosse Specifications

Competes against

Acura TL, Toyota Avalon, Lincoln MKZ, Hyundai Azera, Toyota Camry, Lexus ES350

Trim levels / equipment options

• CX – equipped at the start of production with a new 3.0L direct injection V-6, premium cloth seats and 17-inch wheels. The 3.0L engine generates 255 horsepower (190 kW) and 217 lb.-ft. of torque (294 Nm) and has a six-speed automatic transmission. Later this year, a new, 2.4L Ecotec four-cylinder replaces the 3.0L as the standard engine.
• CXL – also equipped with the new 3.0L direct injection V-6, adds leather-appointed heated seats, dual-zone automatic climate control, fog lamps, outside rearview mirror with LED turn indicators and puddle lamps, and 18-inch alloy wheels. An advanced, intelligent AWD system is available.
• CXS – equipped with a 3.6L direct injection V-6; real-time active-dampening suspension (optional); perforated, leather-appointed, heated and ventilated seats, and chrome-plated 18-inch alloy wheels (19-inch optional). The 3.6L engine, mated to a six-speed automatic transmission, generates 280 horsepower (209 kW) and 259 lb.-ft. of torque (351 Nm).

Transmission
Six-speed Hydra-Matic 6T40 & 6T70

EPA Fuel Economy Estimates

2.4L I4: 20mpg city / 30mpg highway
3.0L V6: 17mpg city / 27mpg highway [FWD] , 16mpg city / 26mpg highway [AWD]
3.6L V6: 17mpg city / 27mpg highway

Suspension

Front: MacPherson strut coil-over-spring; twin-tube dampers with gas-charged valving; hollow direct-acting stabilizer bar
Rear: four-link (std. CX); “H”-arm (std.CXL and CXS); real-time damping available
Steering wheel turns, lock-to-lock: 2.75
Turning circle: 38.8-ft

Wheels/Tires

17-inch steel with cover, std on CX , P245/50R17 all-season blackwall
18-inch aluminum, opt on CX , P245/45R18 all-season blackwall
18-inch alloy, std on CXL and CXS , P245/45R18 all-season blackwall
19-inch alloy opt on CXS, P245/40R19 all-season blackwall

Dimensions & Capacities

Wheelbase: 111.7 inches
Length: 197 inches
Width: 73.1 inches
Height: 59.2 inches
Track: 61.7 inches front, 62 inches rear

Headroom: 38 inches front, 37.3 inches rear
Legroom: 41.7 inches front, 40.5 inches rear
Shoulder room: 57.4 inches front, 56 inches rear
Hip room: 55.2 inches front, 53.9 inches rear

Interior volume: 99 cubic feet
Pass anger volume: 101.7 cubic feet
Cargo volume: 13.3 cubic feet (CX, CXL), 12.8 cubic feet (CXS)

Curb weight
CX: 3948lbs (est with 3.0L)
CXL FWD: 4018lbs (est)
CXL AWD: 4199 lbs (est)
CXS: 4065lbs (est)

]]> http://www.autoinsane.com/2009/07/28/reviews/first-drive/first-drive-2010-buick-lacrosse/feed/ 4 http://www.autoinsane.com/2009/07/23/news/business-finance/gm-shakes-up-management-forms-executive-committee-to-lead-company/ http://www.autoinsane.com/2009/07/23/news/business-finance/gm-shakes-up-management-forms-executive-committee-to-lead-company/#comments Thu, 23 Jul 2009 20:32:20 +0000 Zane Merva http://www.autoinsane.com/?p=3707

DETROIT – General Motors Company today announced the formation of the executive committee that will lead the new GM, as well as a number of leadership appointments and retirements.

New Executive Committee

On July 10, Fritz Henderson, GM president and CEO, announced that GM would speed day-to-day decision making by replacing two senior leadership forums, the Automotive Strategy Board and Automotive Product Board, with a single, smaller executive committee. Led by Henderson, the executive committee membership will include:

* Bob Lutz, vice chairman, marketing and communications;
* Tom Stephens, vice chairman, global product development;
* Nick Reilly, executive vice president, GM International Operations;
* Ray Young, executive vice president, chief financial officer;
* Tim Lee, group vice president, global manufacturing and labor relations;
* John Smith, group vice president, corporate planning and alliances, and secretary of the executive committee;
* Mark LaNeve, vice president, U.S. sales;
* Bob Socia, vice president, global purchasing and supply chain.

Leadership Appointments and Retirements

Tim Lee, currently GM North America vice president, manufacturing, will become a group vice president, responsible for global manufacturing and labor relations. Prior to his current assignment, Lee, 58, was GM Europe vice president of manufacturing. He has also served as executive director of manufacturing engineering, as plant manager at several U.S. facilities, and in several leadership positions at Isuzu Motors in Japan.

Gary Cowger, group vice president, global manufacturing and labor relations, will retire at the end of the year. Until then, at Henderson’s request, Cowger will assume responsibility for the integration of Delphi facilities being acquired by GM and for the preparation and launch of a new battery assembly facility, details of which will be announced in the near future. Cowger, 62, joined GM as a co-op student at the Kansas City, Kansas plant, and served in various manufacturing and leadership roles in the U.S., Mexico and Europe, including chairman and managing director of Adam Opel AG and president and managing director of GM de Mexico. Prior to his current assignment, Cowger was president of GM North America.

Terry Kline, currently process information officer, product development, will be named vice president, information systems and services, and chief information officer. Kline, 47, joined GM in 2001 from New Venture Gear, where he was vice president and chief information officer. He has also served as executive director, global product development for information systems and services, and as interim chief information officer for GM Asia Pacific.

Ralph Szygenda, group vice president and chief information officer, will be retiring effective October 1. Szygenda, 60, joined GM in 1996 as vice president and chief information officer from Bell Atlantic, where he was vice president and chief information officer. Prior to that, Szygenda held a number of positions at Texas Instruments, including vice president for information systems and services and chief information officer. He also served as vice president and general manager of TI’s Enterprise Systems Business Unit.

Troy Clarke, group vice president and president, GM North America, will retire effective October 1. Clarke, 54, joined GM in 1973 as a co-op student at Pontiac Motor Division, and has served in a number of leadership positions at GM, including group vice president and president of GM Asia Pacific, group vice president of manufacturing and labor relations, and president and managing director of GM de Mexico. Henderson will assume responsibilities for GM’s North American operations.

Maureen Kempston Darkes, group vice president, GM Latin America, Africa and Middle-East, will retire at the end of this year. Kempston Darkes, 60, previously served as president and general manager of GM Canada. She also held a number of legal and finance positions in both the U.S. and Canada, including general counsel and secretary, and vice president for corporate affairs, both for GM Canada. Oversight of the countries in GM’s LAAM region will move to the GM International Operations, based in Shanghai.

Michael Grimaldi, GM Vice President and CEO GM Daewoo, will retire effective October 1. Grimaldi, 57, previously served as president and general manager of GM Canada, general manager, Field Sales, Service and Parts – North America VSSM and Vehicle Line Executive for Full Size Trucks. He also held a number of finance and planning positions. A replacement for Grimaldi will be announced by International Operations.

Sales and Marketing Appointments

In the GM Sales and Marketing organizations, the following appointments have been announced:

As previously confirmed, Mark LaNeve, has been named vice president, U.S. sales, reporting to Henderson.

Brent Dewar, 54, currently GME vice president, sales, marketing, and aftersales, will become vice president, global Chevrolet brand. He will be responsible for the Chevrolet brand in North America and Chevrolet brand coordination on a global basis.

Susan Docherty, 46, currently North America vice president, Buick-GMC channel, will be named general manager, Buick-GMC brands.

Bryan Nesbitt, 40, currently North America vice president, design, will become general manager, Cadillac brand.

Jay Spenchian, 50, currently executive director, marketing strategy support group, will continue in his role.

Dewar, Docherty, Nesbitt, and Spenchian will report to Lutz, effective August 1.

Jim Bunnell, 54, currently executive director, sales support group, will be named general manager, sales operations.

Steve Hill, 49, currently general sales manager, premium channel, will be named general manager, retail sales support.

Kurt McNeil, 45, currently general sales manager, Chevrolet sales, will continue in this role.

Ed Peper, 47, currently GM North America vice president, Chevrolet channel, will be named general sales manager, Cadillac sales.

Brian Sweeney, 42, currently general sales manager, Buick-GMC sales, will continue in his role.

Bunnell, Hill, McNeil, Peper, and Sweeney will report to LaNeve, effective August 1.

Jonathan Browning, 50, currently GM Vice President, Global Sales, Service and Marketing, has elected to leave the company on October 1 to pursue other interests. He will not be replaced and his staff will be merged into the North America and GMIO operations.

“With these announcements, most of the new GM leadership team is in place,” Henderson said.

“We expect to have the final round of announcements next week.

“I’d like to congratulate the leaders who are assuming new positions, and personally thank Jonathan Browning, Troy Clarke, Gary Cowger, Michael Grimaldi, Maureen Kempston Darkes and Ralph Szygenda for their leadership during an extraordinary period for GM. Their years of dedicated work have helped create the foundation for a new GM, and we wish them the best as they move into the next chapters of their lives.”

DETROIT – The new General Motors Company began operations today with a new corporate structure, a stronger balance sheet, and a renewed commitment to make the customer the center of everything the new GM does.

“Today marks a new beginning for General Motors, one that will allow every employee, including me, to get back to the business of designing, building and selling great cars and trucks and serving the needs of our customers,” said Fritz Henderson, president and CEO. “We are deeply appreciative for the support we have received during this historic transformation, and we will work hard to repay this trust by building a successful new General Motors.”

Created from the old GM’s strongest operations in an asset sale approved by the bankruptcy court on July 5, the new GM is built on:

* Four core brands in the U.S. and the largest, strongest dealer network in the country,
* A fresh lineup of Chevrolet, Cadillac, Buick and GMC cars, trucks and crossovers, each with leading-edge designs and technologies that matter to both consumers and the environment,
* A competitive cost structure, a cleaner balance sheet, and a stronger liquidity position that will enable GM to invest in new products, key technologies, and its future,
* A winning culture focused on customers and products.

“One thing we have learned from the last 100 days is that GM can move quickly and decisively,” said Henderson. “Today, we take the intensity, decisiveness and speed of the past several months and transfer it from the triage of the bankruptcy process to the creation and operation of a new General Motors.

“Business as usual is over at GM,” said Henderson. “Today starts a new era for General Motors and everyone associated with the company. Going forward, the new General Motors is fully committed to listening to customers, responding to consumer and market trends, and empowering the people closest to the customer to make the decisions. Our goal is to build more of the cars, trucks, and crossovers that customers want, and to get them to market faster than ever before.”

Committed to great cars and trucks

The new General Motors launches with a clear and simple vision – to design, build and sell the best vehicles in the world.

“A successful auto company needs to focus on both the cost and the revenue sides of the business,” said Henderson. “Success on the revenue side means building the stylish, high-quality, fuel-efficient vehicles that customers want – and getting them to market fast.”

Despite the recent downturn, GM has maintained its cadence of strong new products. In the U.S., for example, the Chevy Camaro has surged past its rivals to lead its segment, while the new Chevy Equinox, Cadillac SRX, and Buick LaCrosse are earning strong initial reviews. Later this year, the Cadillac CTS Sport Wagon and GMC Terrain debut, followed next year by the Chevy Volt, Chevy Cruze and Cadillac CTS Coupe.

This emphasis on great new products is also reflected in the Chevy Agile now launching in Latin America, in the Chevy Cruze and Buick Excelle in Asia Pacific, and in the new Opel Astra in Europe.

Just last month, GM announced its intention to build a new small car at a plant in Orion Township, Michigan, which will add to GM’s growing portfolio of fuel-efficient cars and restore approximately 1,400 jobs.

GM also has moved aggressively to develop a full range of energy-saving technologies, including advanced internal combustion engines, biofuels, fuel cells, and hybrids. The company is also a leader in the development of extended-range electric vehicles, with its first model, the Chevy Volt, currently undergoing road testing and scheduled to launch in 2010. The new GM is also taking steps to make advanced battery development a core competency, and expects to make additional announcements on this matter late this summer.

“The success of our recent launches and the exciting new vehicles and technologies we have in the pipeline are evidence of our ongoing commitment to excel at everything we do,” said Henderson. “Our goal is to make each and every General Motors car, truck and crossover the best-in-class.”

Stronger brands and dealers

As part of its reinvention, the new GM has also focused its resources on four core brands and a stronger, more effective dealer network.

General Motors’ core brands – Chevrolet, Cadillac, Buick and GMC – will have a total of just 34 U.S. nameplates by 2010. This emphasis on fewer, better entries will enable the new GM to put more resources into each nameplate, resulting in better products and stronger marketing.

In May, the company accelerated its dealer consolidation efforts, with the goal of reducing the number of GM dealers in the U.S. from 6,000 this spring to approximately 3,600 by the end of next year. Even so, GM will still have the largest dealer network in the U.S. and GM dealers have committed to continue to improve the total customer experience for GM customers.

“We’re also working on new ways to make car buying more convenient for our customers, including an innovative new partnership with eBay in California to revolutionize how people buy vehicles online,” Henderson said. “Customers will be able to bid on actual vehicles just like they do in an eBay auction, including the option of choosing a predetermined ‘buy it now’ price. We’ll be testing this and other ideas with our dealers over the next few weeks, and hope to expand and build upon them in the coming months. In all cases, our goal is to make the shopping and buying process as easy as possible for GM customers – on their time and their terms. Stay tuned.”

A pledge to regain trust and confidence

General Motors Company is primarily owned by the governments of the United States, Canada and Ontario, and by a trust fund providing medical benefits to UAW retirees. Specifically, common stock will be owned by:

* U.S. Department of the Treasury: 60.8 percent
* UAW Retiree Medical Benefits Trust: 17.5 percent
* Canada and Ontario governments: 11.7 percent
* The old GM: 10 percent

“We are very appreciative of the support provided by the stakeholders through the transformation process. Though General Motors Company will not initially be publicly traded, we will be transparent in our financial and other reporting to further strengthen trust and confidence,” said Henderson. “We expect to take the company public again as soon as practical, starting next year, and to repay our government loans as soon as possible. We are required to pay off the loans by 2015, but our goal is to repay them much sooner.”

Stronger balance sheet

General Motors Company launches with a strong balance sheet, a competitive cost structure, and a strong cash position, enabling it to compete more effectively with both its U.S. and foreign-based competitors here in the U.S., and to continue its strong presence in growing global markets.

The new company acquired old GM’s strongest operations and will have a competitive operating cost structure, partly as a result of recent agreements with the United Auto Workers (UAW) and Canadian Auto Workers (CAW).

In the U.S., the new GM will be a far leaner company. By the end of 2010, the company will operate 34 assembly, powertrain, and stamping plants, down from 47 in 2008, and capacity utilization is expected to reach 100 percent during 2011. Overall U.S. employment will decline from about 91,000 at the end of 2008 to about 64,000 at the end of this year, creating a company sized to respond quickly to changes in the market, while still retaining the global scope necessary to develop world-class products and technologies.

The new GM will begin with a much stronger balance sheet, including U.S. debt of approximately $11 billion, which excludes preferred stock of $9 billion, and could change under fresh-start accounting. In total, obligations have been reduced by more than $40 billion, representing mostly unsecured debt and the VEBA trust fund that provides medical benefits to UAW retirees. The stronger balance sheet and lower break-even point will allow the new GM to reduce its risk, operate profitably at much lower volume levels, and reinvest in the business in the key areas of advanced technology and product development.

GM’s subsidiaries outside the United States were acquired by the new company and are expected to continue to operate normally without any interruption.

A new way of doing business

With the launch of the new General Motors, company leaders will work to change the culture of the company, making the speed and decisiveness that GM demonstrated over the past several months the new way of doing business, and adding an intensified focus on the customer.

Edward E. Whitacre, Jr., who oversaw the creation of the new AT&T, will serve as chairman of a GM board with a number of new directors. Henderson will continue as president and chief executive officer, working closely with Whitacre. He also will take responsibility for GM’s operations in North America, eliminating the GM North America president position.

To speed day-to-day decision-making, two senior leadership forums, the Automotive Strategy Board and Automotive Product Board, will be replaced by a single, smaller executive committee, which will meet more frequently and focus on business results, products, brands, and customers.

Bob Lutz has agreed to join the new GM as vice chairman responsible for all creative elements of products and customer relationships. Lutz and Tom Stephens, vice chairman, product development, will work together as a team, partnering with Ed Welburn, vice president of design, to guide all creative aspects of design. GM’s brands, marketing, advertising, and communications will report to Lutz for consistent messaging and results. He will report to Henderson, and be part of the newly formed executive committee.

“I am pleased to announce that we are ‘unretiring’ Bob Lutz so he can fill this important position in the new GM,” said Henderson. “He has a proven track record of unleashing creativity in the design and development of GM cars and trucks. This new role allows him to take that passion a step further, applying it to other parts of GM that connect directly with customers.”

General Motors will also end its regional operating structure, moving decisions closer to the customer. This eliminates the regional president positions and the regional strategy boards. Nick Reilly will be named executive vice president of GM International Operations (GMIO) which will be based in Shanghai.

GM is also removing layers of management – reducing the number of U.S. executives by 35 percent and overall U.S. salaried employment by 20 percent by the end of this year – flattening the organization and speeding decision making.

Additional details of the new structure and leadership moves will be communicated later this month, said Henderson. “These and other actions will simplify our organizational structure and reduce the level of bureaucracy that, in the past, has prevented GM from moving faster.”

More direct communications

Henderson also announced initiatives to open more direct communications between customers and GM employees at every level. “Beginning next week, we will launch a ‘Tell Fritz’ website where customers, or anyone else, can share ideas, concerns, and suggestions directly with senior management. I will personally review and respond to some of these communications every day.”

Henderson and other General Motors leaders will go on the road regularly to meet with consumers and others with a stake in the new GM. “In August, we’ll begin regular visits with customers, dealers, suppliers, employees and others – in the U.S. and abroad – who impact our relationships with customers. We’ll be listening to their ideas, and acting on the ones that will improve our ability to serve our customers better. And of course, other executives and I will continue to reach out to customers through our ongoing web and Twitter chats.

“Today we launch the new General Motors, and our promise is simple. We will be profitable, we will repay our loans as soon as possible, and our cars and trucks will be among the best in the world,” said Henderson. “We recognize that we’ve been given a rare second chance at GM, and we are very grateful for that. And we appreciate the fact that we now have the tools to get the job done.

“To our current customers, we appreciate the confidence that you have placed in us, and going forward, we’ll offer you nothing less than great cars, trucks and crossovers, with unmatched customer service. To those who have supported us through this challenging time, we are deeply grateful,” said Henderson. “And to those who have never tried a GM vehicle – or who have tried one and been disappointed – we look forward to the chance to win your business and earn your trust.”

In a recent interview with Advertising Age the former General Motors VP of Marketing & Advertising, Mike Jackson, believes that GM’s culture is “so bureaucratic it stifles all passion and creativity”.

Here are some interesting points Mr. Jackson made about his time at General Motors:

“The automaker’s U.S. operations have too many layers for approval of ads. Work on major launches begins with the divisional ad manager, and ads for crucial models must move all the way up to top management for approval. It wasn’t unusual, he said, for 15 or 20 people to present the work in meetings.”

He labeled GM as a “PowerPoint culture” and a “bureaucracy of meetings culture.” During his time at GM, Mr. Jackson said “there were no meetings where people just sat down, had a discussion and made a decision.”

Mr. Jackson also criticized the automaker for placing engineers and finance people with no marketing background in marketing positions. Agency teams often presented their work to executives with less experience and often no experience outside the auto industry.

For more on this interview, feel free to view the whole article via: http://adage.com/article?article_id=137277

Zurich.  General Motors Corp. and Koenigsegg Group AB, a consortium led by Koenigsegg Automotive AB, today confirmed the details of a memorandum of understanding for the purchase of Saab Automobile AB that secures Saab’s future.

The sale, expected to close by the end of the third quarter of this year, includes an expected $600 million funding commitment from the European Investment Bank (EIB) guaranteed by the Swedish government.  Additional support is to be provided by GM and Koenigsegg Group AB to fund Saab’s operations and product program investments.  This includes plans to launch several new products that are in the final stages of development.  Saab had filed for reorganization under Swedish Law on Feb. 20, 2009. This tentative agreement is a key milestone for Saab to successfully emerge from its reorganization process.

“This is yet another significant step in the reinvention of GM and its European operations,” said GM Europe President, Carl-Peter Forster.  “Saab is a highly respected automotive brand with great potential.  Closing this deal represents the best chance for Saab to emerge a stronger company.  Koenigsegg Group’s unique combination of innovation, entrepreneurial spirit and financial strength, combined with Koenigsegg’s proven ability to create world-class Swedish performance cars in a highly efficient manner, made it the right choice for Saab as well as for General Motors.”

As part of the proposed transaction, GM will continue to provide Saab with architecture and powertrain technology during a defined time period. Additionally, Saab plans to produce its next generation 9-5 models in the Saab production facility in Trollhättan, Sweden.

“The proposed agreement will enable us to maximize the brand’s potential through an exciting new product line-up with a distinctly Swedish character.  Today’s announcement is great news for Saab’s current and future customers, dealers, suppliers and employees around the globe, said Jan Åke Jonsson, Managing Director of Saab Automobile AB.

The sale will be subject to customary closing conditions, including receipt of applicable regulatory, governmental and court approvals.  Other terms and conditions specific to the sale are not being disclosed at this time.  Deutsche Bank acted as financial advisor to General Motors Corporation.

WARREN, Mich. - General Motors expanded its significant battery research and development capabilities today by opening the largest and most technologically advanced battery lab in the United States on its Technical Center campus here.

The new Global Battery Systems Lab will lead GM’s global advanced battery engineering resources and expedite the introduction of electrically driven vehicles, including the Chevrolet Volt, as well as plug-in hybrid and hybrid-electric vehicles and fuel cell vehicles.

“The new global GM battery lab will benefit consumers across America by helping us advance the development of battery technology in the United States and put cleaner, more efficient vehicles on the road more quickly and affordably,” said Fritz Henderson, GM president and CEO. “Our new lab improves GM’s competitiveness by speeding the development of our hybrid, plug-in and extended-range electric vehicles, including the Chevrolet Volt.”

The Global Battery Systems Lab spans 33,000 sq. ft. – four times larger than GM’s previous Tech Center battery lab – and will be used by GM’s growing team of more than 1,000 engineers working on advanced batteries and electrically driven vehicles.

Planning began in December 2007 and construction started in August 2008. Operations began in January – nine months ahead of schedule. The lab became fully functional in May, equipped with 160 test channels and 42 thermal chambers duplicating extreme real-world driving patterns, hot and cold temperatures and calendar life. The lab’s maximum power capacity is 6 megawatts, or enough electricity to provide power to approximately 1,400 homes.

“This facility is state-of-the-art and represents one of the largest and most capable battery test labs in the world,” said Jim Queen, GM group vice president, Global Engineering. “More than half of the lab is dedicated to testing the electrochemical battery cells and their enclosures, known as modules, a capability not available in GM’s previous battery lab. The lab’s remaining floor space is committed to evaluating completed battery packs.”

The Global Battery Systems Lab was built within GM’s Alternative Energy Center facility, and includes many environmentally friendly features such as a center hallway with high-efficiency LED lighting and a floor made from recycled tires. Approximately 90 percent of the electricity used for battery testing can be returned to the local energy grid for use by homeowners and businesses.

Additional new benefits offered by the Global Battery Systems Lab include a thermal shaker table for battery structural integrity testing, a battery teardown area for failure analysis and competitor benchmarking, an integrated test automation system and improved Design of Experiments methodology – an information-gathering exercise that allows GM to perform more thorough battery tests more quickly.

The Global Battery Systems Lab complements GM’s other battery labs in Mainz-Kastel, Germany, Honeoye Falls, N.Y., and the Warren Technical Center’s Research Chemical Engineering facility. The opening of the Global Battery Systems Lab is the latest move in GM’s comprehensive battery strategy, which includes ramping up “in-house” responsibility for advanced battery technology and a broad portfolio of supplier partners.

At the 2009 North American International Auto Show in Detroit, GM:

• Announced plans to establish the world’s first lithium-ion battery pack manufacturing plant operated by a major automaker in the U.S.
• Selected LG Chem to supply lithium-ion battery cells, electronic components and control hardware for the Chevrolet Volt
• Signed a joint engineering development contract with Compact Power and LG Chem to further expedite the development of the Volt’s lithium-ion battery technology
• Joined with the University of Michigan to create a new automotive advanced battery lab in Ann Arbor, Mich., and a specialized curriculum within U of M’s College of Engineering to develop automotive battery engineers.

Energy alternatives and advanced technologies that reduce dependence on petroleum, improve fuel economy and reduce emissions are keys to developing sustainable transportation. GM is pursuing several options to best meet the varied needs of customers around the world – from advanced gasoline, diesel and biofuel technology to electrically assisted vehicles such as hybrids, plug-in hybrids and – ultimately – electrically driven extended-range electric vehicles and hydrogen fuel cell vehicles. GM believes that electrically driven vehicles, based on battery and hydrogen fuel cell technology, offer the best long-term solution for providing sustainable personal transportation.

Facts: Global Battery Systems Battery Lab

Location

Alternative Energy Center, GM Technical Center, Warren, Mich.

Timing

• Battery system test area operational January, 2009
• Cell and module test area May, 2009

Size

Total floor space: 33,000 sq. ft.

• 14,400 sq. ft. – pack testing and development
• 17,400 sq. ft. – cell and module development
• 2,000 sq. ft. – technical support

Benefits

• Increased pack testing
  • 32 cyclers (serve as treadmills for batteries)
  • 64 test channels (available for individual battery tests)
  • 25 thermal chambers (duplicates extreme temperature conditions)
• New cell and module testing
  • 32 cyclers
  • 96 test channels
  • 16 small thermal chambers
• Environmental control capability – to allow for test correlation and repeatability
  • New humidity-controlled walk-in chambers
  • New air flow benches to provide specific temperatures and levels of humidity to test air-cooled battery packs
  • New coolant chillers to cool or heat liquid-cooled battery packs

Enhanced capability

• Integrated test automation system enables around-the-clock standardized testing, customized test schedules and monitoring tests from desk or at home
• New thermal shaker table for structural integrity testing
• Improved Design of Experiments methodology – an information-gathering exercise that allows GM to perform more thorough battery tests in a shorter period of time
• Battery teardown area for failure analysis and competitor benchmarking