Porsche Panamera

Porsche’s new panamera is a four door four seater and with new look like cayeman is a wonder product of German brand. It has 4.5 liter competitive engine 340 horsepower 8 cylinder with twin turbo technology. Hybrid technology and wheel-drive is just outstanding like any other Porsche object. The most recent version of panamera have something common with cayeman another strong hybrid combination of modern and strong versatility. Production of panamera takes place with carrera GT in Leipzig where the cayeman is also built.

Porsche Next Generation

Porsche is working on small fit technology with all efficiencies as in any other model of Porsche but this new technology of hybrid engine is compact than any other Porsche size reduction is important and competitive in this version of Porsche suv. Wheel drive engine class and luxurious version have also efficient automotive system of control. Porsche’s compactness like in carrera is not enough as thought by Porsche suv that perhaps gives us new model of compact look with efficient performance like carrera.

Porsche Targa

The new 911 targa is a four seater two door beautiful profiled sport version of Porsche also available in two trims. The engine is 3.6 liter and 345 horsepower. This German brand is also available in 3.8 liter version with 385 horsepower and 25 mpg on highway. Targa is also available in 6 speed manual version and 7 speed automatic transmission with overdrive manual. New models of 911 targa will be expected in 2011 and further engine power may be enhanced to give this sport version a dramatic performance over Porsche simple models.

Mergers & Aquisitions of Automobiles Industry

Tata Motors acquire Jaguar & Land Rover two iconic brands in 2008.GMC collaborating with Toyota his major competitor, to work on Hybrid Engines and Fuel Cells technology. GMC is counting on even more efficiencies to be gained through its 20 percent purchase of Fiat to compete in Europe and in rest of the world to save millions and billions of dollars.Cerberus acquired an 80.1 percent stake in Chrysler in August 2007 for $7.4 billion from the German automaker Daimler AG. Now GMC is in talks to merge Chrysler with them, the deal is going to take place in few weeks & the chances of merger are 50-50 October, 2008. Porsche made a bid for Volkswagen that values the carmaker at 35.8 billion euros ($47.7 billion), a low offer aimed at leaving Porsche with a controlling stake rather than full ownership. Toyota may add 30 billion yen at Tohoku plant in Japan at the end of year 2008. Hyundai set to launch his new plant in Czech Republic by the end of November 2008.

Trend #7: Growing the Service and Aftermarket Business

Not just auto suppliers, but manufacturers of all types of industrial products and equipment, are learning that a future differentiator and real source of revenue growth will develop from expansion of their service and aftermarket businesses. Services such as spare parts, preventive maintenance, testing, field support, repairs, and quality management can help differentiate an automotive company from competitors and earn a loyal revenue stream from OEMs that no longer have the resources to carry out many of these functions in-house.

The aftermarket business has exploded over the last few years and is now a more than $75 billion global industry. Automotive companies can generate significant revenue by offering aftermarket items within their product portfolio.

Trend #5: Forming More Global Alliances

Globalization in the automotive industry is playing out in many ways. Many OEMs and their suppliers are moving operations to new, lower-cost areas. Meanwhile, other regions like China, Russia, and India are emerging as major factors in automotive consumption and production. China is, by far, the most dramatic new player in the automotive industry. It is now the third largest car market after the U.S. and Japan, and automakers have only scratched the surface of the potential Chinese market. Every major OEM now has established operations in China, and many are pressuring their suppliers to follow them. Suppliers will be solidifying an increasing number of global alliances throughout their own enterprise and that of the OEMs. To survive the requirement for globalization, suppliers will need to diversify not only their plant locations, but also their customer base. They will form new alliances with companies based in foreign locations, maximizing their revenue but adapting their value-added products for local OEMs as well as for the domestic OEMs they have followed overseas or across borders. They will exploit the new markets by becoming an integral part of the economies in which they operate.

Trend #6: Reducing the Cost of Quality and Fixed Costs

In such a highly competitive, fluid, global market, quality must be a “given” for every supplier. Any manufacturer producing less than world-class quality simply is unlikely to survive in a world where OEMs have a wealth of suppliers from which to select. Therefore, suppliers will need to compete by reducing the cost of quality – offering valuable, reliable systems at a lower cost than competitors and by lowering their fixed costs within their plants. Just as knowledge workers relied on suites of software to achieve these goals in the office, automotive companies will be implementing integrated solutions on a larger scale to keep quality high while the costs of operations diminish. The focus must be on consistently improving productivity over the long term and forming strategic partnerships up and down the supply chain to reduce the total cost of quality.