Friday, March 23, 2007

DCx's Canadian Trademark: Dodge Crew [JC49]

TRADE-MARK:
DODGE CREW
INDEX HEADINGS:
DODGE CREW
WARES:
(1) Automobiles.
CLAIMS:
Priority Filing Date: June 29, 2006, Country: UNITED STATES OF
AMERICA, Application No: 78/920,215 in association with the same kind
of wares.
Used in UNITED STATES OF AMERICA.
Filed in UNITED STATES OF AMERICA on June 29, 2006 under No.
78/920,215.
Proposed Use in CANADA.
ASSOCIATED MARKS:
1,317,421
ACTIONDATEBFCOMMENTS
Filed 21 September 2006

Created 21 September 2006

Formalized 21 September 2006

Search Recorded 21 February 2007

Examiner's First Report

DCX's Canadian Trademarks

Documents found: 978

1. Trademarks: EXTRA CREDIT, Searched, 1316301
2. Trademarks: SNAKESKIN, Searched, 1310971
3. Trademarks: TRAILHAWK, Approved, 1310716
4. Trademarks: LIBERTY LATITUDE, Approved, 1305440
5. Trademarks: GRILLE DESIGN, Advertised, 1293299
6. Trademarks: CAMP JEEP, Approved, 1293289
7. Trademarks: SKY SLIDER, Formalized, 1335445
8. Trademarks: LIFEBOX, Formalized, 1334726
9. Trademarks: CREW, Approved, 1317421
10. Trademarks: MYGIG, Searched, 1305441

G. Chambers Williams III: Chrysler's Sebring gets it right

Web Posted: 03/22/2007 08:01 PM CDT

San Antonio Express-News
It's a toss-up as to who has the best mass-market midsize sedan for 2007.

Surprisingly, though, it's not Toyota or Honda, whose Camry and Accord are the perennial front-runners.

Those two are still in the top five, and quite worthy of your consideration.

But there are three others that outrank them: the new Saturn Aura, and the redesigned Nissan Altima and Chrysler Sebring.

The good news for those who still believe that American cars can make a comeback is that two of the three are from the so-called Detroit Big Three.

Saturn, of course, is from General Motors. I tested and wrote about the Aura last month, and was genuinely impressed.

The Sebring is the other Big Three entry, and this car is everything that a midsize sedan should be.

What's surprising is that the car it replaced, the 2006 Sebring, was a ho-hum vehicle that was mostly relegated to the rental-car fleet.

In the case of the 2007 Sebring, if you're traveling and happen to find one when you need to rent a car, you won't be disappointed.

The experience might prompt you to go home and buy one.

Even the base four-cylinder Sebring ($18,995 with freight) — the one most likely to be included in a rental fleet — is a decently equipped car, not a stripped-down economy model.

For just a bit more, you can upgrade to the midlevel Touring model ($21,595), which we tested.

It comes with a 2.7-liter V-6 engine and even more standard amenities.

The only option on ours was the four-wheel disc brakes ($450, replacing the standard front disc/rear drum brakes), bringing the total price to $22,045.

But the car looked and felt like a premium sedan that should be priced in the low-$30,000s.

The Sebring's ride and handling are both well above average, thanks to a new isolated suspension system that also helps cut down on noise and vibration in the passenger compartment. At highway speeds, the interior is surprisingly quiet.

This is not just a partial makeover; the 2007 model rides on an entirely new chassis platform. It's the same length as the previous model but taller and wider, giving it more interior space.

Passengers in both rows have so-called command-of-the-road seating, giving everyone a good view.

The car's appearance is stunning. Rather than creating just a junior version of Chrysler's popular, full-size 300 sedan, designers gave the new Sebring its own distinctive exterior, borrowing some of its styling cues from the Chrysler Crossfire sports car.

Aimed at a predominantly female audience, the new Sebring combines style, craftsmanship, performance and value in a package that is affordable and economical to operate.

For the base price, the Sebring comes with a 173-horsepower, 2.4-liter four-cylinder engine and four-speed automatic transmission.

This is the most fuel-efficient model, with EPA ratings of 24 miles per gallon in the city and 32 mpg on the highway, on par with the leaders in the midsize segment.

Unlike some of its competitors, the Sebring can be equipped with the base engine in all three of its trim levels, including the top-of-the-line Limited model ($23,995) that comes with two-tone leather interior. With many of the Sebring's competitors, models that have premium features automatically come with larger, less fuel-efficient engines.

While our car came with the smaller of the two optional V-6 engines, Chrysler expects that 80 percent of Sebring buyers will choose the four-cylinder, as is the case with the Camry and Accord.

The 2.7-liter engine is rated at 189 horsepower and 191 foot-pounds of torque, and also is available in all three trim levels.

With this engine, you also get the four-speed automatic. EPA ratings are still quite good — 22 mpg city/30 highway. This engine also can operate on a mixture of up to 85 percent ethanol fuel, or E85, if you can find it.

While the Limited model's standard engine is the four-cylinder, it is the only version offered with the 3.5-liter V-6 rated at 235 horsepower and 232 foot-pounds of torque. It's connected to a six-speed automatic transmission, which helps it achieve EPA ratings of 19 city/28 highway.

No manual gearbox is offered, but that's no problem, as most midsize sedan buyers choose the automatic transmission even when a manual is available.

Probably the most remarkable thing about the new Sebring is that even at the base price, this car comes with features that other automakers reserve for higher-end models that cost thousandsmore.

Included are such amenities as a tilt-and-telescopic steering column; side-curtain air bags for both rows of seats; seat-mounted side air bags for the driver and front passenger; anti-lock brakes; power windows and door locks; a tire-pressure monitoring system; air conditioning; AM/FM/CD audio system with MP3 playback and an input jack for iPods or other portable audio players; a 60/40 split-folding rear seat; rear-door map pockets with bottle holders; a sliding sun visor; a sliding front center armrest; upper and lower storage bins in the center console; dual 12-volt power outlets; and a driver's side front-seatback map pocket.

Other standard features include painted and heated power mirrors, quad headlights and bright beltline molding. The base model comes with 16-inch wheels.

Options on the entry model include an upgraded stereo with six-disc CD changer, Sirius satellite radio, hands-free communications system, heated seats, daytime running lights, sunroof, express up/down power window with remote, a vehicle information center, remote start and a cabin air-filtration system.

Also optional on the base model, but standard on the Touring edition, are Chrysler's new YES Essentials easy-to-clean premium cloth seats. This fabric is designed to repel most stains, including those from permanent-ink markers, ketchup and mustard — the things kids might have.

For the cost of the upgrade to the Touring model, you also get a fold-flat front passenger seat, brushed-aluminum instrument panel and interior trim, express up/down power windows for the driver and front passenger (also controlled by the key fob), LED map lights, automatic headlights, lighted visor mirrors, rear passenger-assist handles and six speakers for the stereo.

One of the neat options on the Touring and Limited models is a cupholder between the front bucket seats that can heat a drink to 140 degrees or cool it to 35 degrees.

Although this was not included on our test car, it was a feature on the Dodge Caliber that I tested earlier. It takes a while to heat or cool a room-temperature drink, but if the beverage is already cold or hot, the cupholder can help maintain that temperature.

Also offered are electronic stability control, traction control and 18-inch cast-aluminum wheels.

Brabus Maybach Wallpapers

We always thought Maybachs were vulgar, but to be honest, if we had the money to splash out on one, we probably would.

brabus

brabus

brabus

The 640bhp V12 giant comes equipped with everything you can think of, including twin monitors which serve as computer screens for a custom developed in-car computer.

It features an 80 Gigabyte hard drive and is connected to the Internet at up to 1.5 times the speed of ISDN using a W-LAN and a fourplex GPRS router. For comfortable operation the system features a handy wireless keyboard and a wireless optical gyro mouse.

You can download these high-rolling wallpapers, from Serious Wheels.

Chrysler CEO: Future Is in Our Hands

Associated Press |03.22.07, 12:31 PM ET - - Chrysler Group Chief Executive Tom LaSorda told employees in an e-mail this week that the company's "future is in our own hands," and urged them to redouble efforts to improve the automaker's fortunes as speculation swirls about its future.

LaSorda, in the Tuesday e-mail, did not disclose any developments on the fate of DaimlerChrysler AG (nyse: DCX - news - people )'s U.S.-based unit, which has had talks with private equity groups about a potential sale.

"To a great extent, the future is in our own hands. We need to rededicate ourselves to taking waste out of our business while providing great vehicles and an ownership experience that will attract customers and keep them coming back," LaSorda said in the e-mail, which was obtained Thursday by The Associated Press. The Detroit News reported about the e-mail in its Thursday editions.

LaSorda acknowledged the Auburn Hills-based company was in a "period of uncertainty," but asked workers to help Chrysler steer through a turnaround plan announced last month that would eliminate 13,000 jobs in the U.S. and Canada - about 16 percent of its work force - and shutter a plant in Delaware. The division lost $1.475 billion in 2006 and said it expects losses to continue through 2007.

"Whatever our future situation will be, we need to succeed as a team with our recovery and transformation plan. Our long-term viability depends on it," he wrote. "Everyone wants to be associated with a winner, and we need to prove again that we are winners."

The Chrysler executive also detailed his testimony before the House Energy and Commerce Committee last week about climate change and the Corporate Average Fuel Economy program. He said the company expects the Bush administration to increase fuel economy standards for passenger cars, "an action that we fully support."

"However, new laws proposed in Congress that would mandate unrealistic, arbitrary increases in CAFE could hinder our progress and put our business at risk," LaSorda said.

LaSorda said members of Congress would be visiting Chrysler plants to discuss efforts to reduce greenhouse gas emissions and petroleum consumption and "during the months ahead we will be asking you to partner with us in communicating with members of Congress on this critical issue."

Earthquake Details

Magnitude 4.5
Date-Time
  • Friday, March 23, 2007 at 03:49:06 (UTC)
    = Coordinated Universal Time
  • Thursday, March 22, 2007 at 8:49:06 PM
    = local time at epicenter
  • Time of Earthquake in other Time Zones
    Location 49.106°N, 128.607°W
    Depth 10 km (6.2 miles) set by location program
    Region VANCOUVER ISLAND, CANADA REGION
    Distances
  • 192 km (120 miles) SSW (205°) from Port Hardy, BC, Canada
  • 263 km (163 miles) WSW (249°) from Campbell River, British Columbia, Canada
  • 304 km (189 miles) WNW (287°) from Neah Bay, WA
  • 388 km (241 miles) WNW (282°) from Saanich, British Columbia, Canada
  • 398 km (248 miles) W (269°) from Vancouver, British Columbia, Canada
  • Location Uncertainty horizontal +/- 12.1 km (7.5 miles); depth fixed by location program
    Parameters Nst= 37, Nph= 37, Dmin=381.8 km, Rmss=1.05 sec, Gp=180°,
    M-type=body magnitude (Mb), Version=6
    Source USGS NEIC (WDCS-D)
    Event ID us2007agaj

    Citigroup analyst: GM a contender

    Private Chrysler is likely

    DaimlerChrysler AG's Chrysler Group most likely will be sold to a private-equity firm if the German automaker dismantles its 1998 merger, Citigroup analyst Jon Rogers said.

    "Private-equity buyers appear the front runner for Chrysler, but GM should not be ruled out as an acquirer," Rogers wrote in a report summarizing a Citigroup call with customers Wednesday to discuss Chrysler's future.

    General Motors Corp., the world's largest automaker, can extract significant synergies, Rogers said. The UAW also may be more willing to offer concessions to GM than an overseas buyer or financial firm, he said.

    DaimlerChrysler CEO Dieter Zetsche announced five weeks ago that all options are being considered for the money-losing Chrysler unit. Its CEO, Tom LaSorda, told dealers Wednesday that a decision on a sale may come soon, according to Jim Arrigo, a dealer who attended a meeting with LaSorda in Florida.

    Auto-parts supplier Magna International Inc., Cerberus Capital Management LLC and a team led by Blackstone Group and Centerbridge Partners LP are front-runners to buy Chrysler, two people familiar with the talks said last week.

    In addition, GM is discussing several options with Chrysler, including joint development of vehicles and an outright purchase.

    Chrysler in Crisis: It used to be Detroit's design leader. Not now.


    MOTOR TREND

    2008 Dodge Avenger

    Chrysler used to own the North American International Auto Show. Since the late 1980s, Chrysler concepts regularly stole the show at Cobo Hall. Such concepts as the Dodge Super 8, Chrysler Atlantic, and Jeep Jeepster, along with production car launches like the Dodge Viper, various iterations of Jeep Grand Cherokees and minivans, the Chrysler Concorde and Dodge Intrepid, and the original Dodge Durango generated headlines and media buzz around the world. No one quite put the effort, and the theater, into Detroit the way Chrysler did.

    At this year's Detroit show, however, Chrysler ran a distant third to GM and Ford in terms of the design quality of its concepts and new production vehicles. Chrysler's new minivans are boxy, upright appliances, while the Dodge Avenger unsuccessfully crams Charger styling cues onto a short-wheelbase midsize sedan. They join the fussy, awkward Sebring and the lumpy Jeep Compass to create the least visually appealing Chrysler group lineup in years.

    2008 Dodge Caravan

    The Nassau concept is meant to explore what the next 300 could be. Chrysler execs believe the next-generation 300, due in 2010, should be something new-in other words, not a traditional sedan-if it's going to be a hit, though with Ford and GM working on large sedans, and the current 300 still selling well, you have to ask why. Large hatchbacks, like the Nassau, have been tried by a number of automakers without success.

    More worrying, however, is what the Nassau says about the next 300's potential design direction. The Nassau retains the 300's current 120-inch wheelbase, but the entire proportion of the car has been changed. Instead of the short front overhang of the current car-one of the benefits of a rear-drive platform-the Nassau has the long front overhang of a front-drive car. The windshield is more steeply raked, and the roof has been pushed back to the rear of the car.

    Ford's Interceptor concept supports the lesson Chrysler should've learned from the 300: That big, rakish American four-door sedans can be sexy and stylish (versus fashionable). Chrysler should've established the 300's design as its icon and built other models around it. But after last year's Imperial and this year's Nassau, it's clear that isn't going to happen.

    2007 Jeep Compass
    Chrysler Nassau Concept

    Both Magna and Blackstone make a bid for Chrysler this Morning

    Bradford Wernle | Automotive News / March 23, 2007 - 9:05 am

    Canadian supplier Magna International Inc. has joined with a private equity group to make an offer to buy the Chrysler group from DaimlerChrysler, according to Brett Hoselton, an analyst for KeyBanc Capital Markets.

    Magna and its partner have made an offer to buy Chrysler for $4.6 billion to $4.7 billion, Hoselton says in his March 23 report. He cites sources at Magna but does not name the private equity partner.

    According to Hoselton, Magna's stake would be worth 20 to 25 percent of the Chrysler group.

    "While MGA views its offer as low and unlikely to prevail, the company also views it as an opportunity to purchase an inexpensive stake in the automaker should the other buyers retreat," Hoselton wrote.

    Magna also is undertaking a strategic review of its interiors business, which includes "all options including operational improvements or the possibility of selling the business entirely," Hoselton added.

    Magna could not immediately be reached for comment.

    Mexican version of the next 6500 or 7500 Dodge Ram?

    Dodge Named Editors' Choice Award Winner for New Product Innovation at Work Truck Show 2007



    FARMINGTON HILLS, MI – Dodge is the winner of the Editors’ Choice Award for New Product Innovation. Ballots of editors who attended the 43rd Annual National Truck Equipment Association (NTEA) Convention, Mar. 6-9, and The Work Truck Show 2007, Mar. 7-9, in Indianapolis, determined the winner.

    The award recognizes the best new product or product innovation among exhibiting companies participating in the New Product Spotlight and New Product Media Guide programs. Both programs are multi-media opportunities for exhibiting firms to highlight their new products to attendees and the media. Members of the trade media were invited to cast a vote, with the exhibitor receiving the highest number of votes declared the winner.

    Dodge won for its family of commercial vehicles, which includes the 2008 Dodge Ram 4500 and 5500 Chassis Cabs and the Dodge Sprinter.

    The Work Truck Show 2008 will be held Feb. 26-28 at the Georgia World Congress Center in Atlanta, Ga. The show will be held in conjunction with the 44th Annual NTEA Convention Feb. 25-28.

    DCx opens early with a rally on stock

    (DCX) Daimler Chrysler up another $2.00 on faster hopes for a Chrysler sale, even though the company says no news until April meeting. Expecting a private equity type purchase of Chrysler.

    Thursday, March 22, 2007

    DCX Renders A Trio Of Smart Trailers

    smart-trailer-1.jpg
    Our pal Marty over at TCC tipped us off to these Smart Fortwo trailer renderings, which indicates that DaimlerChrysler is considering all manner of accessories, a move that should not only help build brand disciples, but help the dealer network’s bottom line.

    A trio of trailer renderings have been released, including one designed to carry an off-road motorcycle, another with (what must be) a very small travel trailer, complete with a kitchenette and awning; and the third is an open trailer that carries a small boat.

    There are apparently no firm plans to produce any of these trailers at this time, but they certainly look like fun.

    (Click through to the jump for shots of the other two trailers, along with a link)

    smart-trailer-2.jpg
    smart-trailer-3.jpg

    + TheCarConnection: Smart Hits the Trail(ers)

    Interesting News

    -- Blackstone Group files IPO for $4 billion, Reuters reports.

    Revised CLS Spotted


    These Mercedes spy photos were taken in Bodo, Norway earlier this week. It looks like the heavyweight CLS is up for a mild facelift (or it has a fetish for leather chaps…)

    cls

    cls

    cls

    [Source: eMercedesBenz]

    DaimlerChrysler Trademark Updates

    1 78721398
    SSKL TARR LIVE
    2 78939198
    GLK 350 TARR LIVE
    3 78922017
    722 EDITION TARR LIVE
    4 78711699
    RACETIMER TARR LIVE
    5 78535995
    CALIBER TARR LIVE
    6 78938650
    SNAKESKIN TARR LIVE
    7 78544680
    NITRO TARR LIVE
    8 78507336
    ASPEN TARR LIVE

    Magnitude 5.7 - WEST OF MACQUARIE ISLAND


    Earthquake Details

    Magnitude 5.7
    Date-Time
  • Monday, March 19, 2007 at 21:20:37 (UTC)
    = Coordinated Universal Time
  • Tuesday, March 20, 2007 at 7:20:37 AM
    = local time at epicenter
  • Time of Earthquake in other Time Zones
    Location 60.733°S, 154.330°E
    Depth 10 km (6.2 miles) set by location program
    Region WEST OF MACQUARIE ISLAND
    Distances 735 km (455 miles) SSW of Macquarie Island, Australia
    755 km (470 miles) NW of Young Island, Balleny Islands
    2640 km (1640 miles) SSE of MELBOURNE, Victoria, Australia
    2850 km (1770 miles) S of CANBERRA, A.C.T., Australia
    Location Uncertainty horizontal +/- 15.7 km (9.8 miles); depth fixed by location program
    Parameters Nst= 38, Nph= 38, Dmin=747.9 km, Rmss=1.18 sec, Gp= 54°,
    M-type=moment magnitude (Mw), Version=6
    Source USGS NEIC (WDCS-D)
    Event ID us2007accl

    Will Chrysler be sold? LaSorda tells dealers answer will come quickly

    Automotive News / March 21, 2007 - 5:35 pmChrysler group CEO Tom LaSorda told dealers today that the lingering issue of the future ownership of the company will be resolved quickly, according to The Wall Steet Journal's Web site.

    The newspaper quoted a dealer at the Florida meeting as saying that LaSorda "assured us that it wouldn't drag on." LaSorda declined to discuss the possible sale of Chrysler in detail, citing legal constraints, the paper said.

    Private-equity groups Cerberus Capital Management LP, the Blackstone Group; Centerbridge Partners LP; General Motors; and supplier Magna International Inc. have all shown interest in possibly acquiring Chrysle

    Chrysler President and CEO Tom LaSorda's March 20 letter to employees

    [DETROIT NEWS]

    Dear Colleagues,

    This is a pivotal time in the Chrysler Group's history, and I want to keep the lines of communication open. Last week, I joined leaders from GM, Ford, Toyota and the UAW in testifying before a subcommittee of the U.S. House Energy and Commerce Committee regarding the issues of climate change and the need to reduce national oil consumption. These issues are critical to the future of the entire auto industry.

    In summary, I affirmed DaimlerChrysler's commitment to develop and produce new vehicle technologies that address these concerns, including flex-fuel vehicles, clean diesels, hybrid systems and fuel cells along with more fuel-efficient conventional engines. In addition, I explained our company's support of a three-pronged, comprehensive approach to climate change and energy security: one that includes a combination of vehicle efficiency improvements; the expanded use of alternative fuels such as ethanol and biodiesel; and the harnessing of market forces to help drive consumer demand.

    We expect the U.S. Department of Transportation (DOT) to increase corporate average fuel economy (CAFE) standards for cars as they did for trucks--an action that we fully support. However, new laws proposed in Congress that would mandate unrealistic, arbitrary increases in CAFE could hinder our progress and put our business at risk.Our Washington office is working closely with members of Congress to encourage a reasonable and achievable fuel-economy standard for our industry set by DOT. As part of this effort, Frank Ewasyshyn has asked facility managers to support plant visits by members of Congress to discuss our business and how we can work together to effectively reduce petroleum consumption and greenhouse gas emissions.

    We hope that all of you will show your support during these visits. In addition, during the months ahead we will be asking you to partner with us in communicating with members of Congress on this critical issue.

    Meanwhile, here at the Chrysler Group, we are operating in unique circumstances as news reports continue to circulate about our potential future direction. While we have been through turnarounds before, in some respects the current situation is unprecedented because of the uncertainty involved.

    As I wrote in my previous letter to you, as the Board of Management considers its options, its members (including myself) are under strict legal requirements to refrain from comments. However, I want to emphasize two points.

    The first is that Dieter Zetsche has publicly stated his commitment to do the best for DaimlerChrysler and for the Chrysler Group.

    The second point is that, whatever our future situation will be, we need to succeed as a team with our Recovery and Transformation Plan. Our long-term viability depends on it. Everyone wants to be associated with a winner, and we need to prove again that we are winners.

    To a great extent, the future is in our own hands. We need to rededicate ourselves to taking waste out of our business while providing great vehicles and an ownership experience that will attract customers and keep them coming back. This focus on customers is a key part of our Recovery and Transformation Plan that will help us be a viable automotive company for the long term. Aggressively pursuing global expansion through partnerships and alliances also is critical.

    As we go through this period of uncertainty, I am encouraging our leadership team to listen to you and empower you to get the job done. We have what it takes to be great, but it requires everyone's best efforts and best thinking to get there. I know that you take pride in your work and in your company, and I trust you will focus on the urgent job at hand--to develop, build and sell great products and establish the foundation for a long and prosperous future.

    Sincerely, Tom

    An additional 600 jobs cut by DaimlerChrysler's in Missouri

    FENTON, Mo. - - The job losses at DaimlerChrysler's suburban St. Louis operation will be a little worse than previously reported.

    The company now says it plans to eliminate more than 19-hundred jobs in Fenton.DaimlerChrysler said last month that 13-hundred jobs would be lost at the south plant where minivans are made. It didn't announce at the that some cuts were also planned at the north plant, which makes Dodge Ram pickups.The company hopes to eliminate all the jobs through retirement and voluntary severance packages.

    Facing criticism over styling, Chrysler sees Sebring sales drop

    Thursday, March 22, 2007

    By Don Hammonds, Pittsburgh Post-Gazette

    Chrysler's all new 2007 Sebring was supposed to be the automaker's answer to the Honda Accord and Toyota Camry. Instead, sales of the reshaped model have plunged 22 percent so far this year -- a victim, critics say, of controversial styling.

    "Chrysler and Dodge don't have a strong heritage or history in the intermediate family car segment, so they did not start out with a lot of equity or clout when the new models were introduced," said Tom Libby, senior director of industry analysis for the J.D. Power Network of J.D. Power and Co.

    "Both the Chrysler Sebring and the new Dodge Avenger are perceived as being bland like their predecessors. They don't make a bold statement. And yes, there are some people who are not enamored of the styling."

    The Chrysler Sebring design has drawn criticism.
    Click photo for larger image.
    The car also had the misfortune of following in the footsteps of the brutish, outrageously elegant 300, which some are already hailing as an American classic. When the Sebring appeared, some auto writers wondered if Chrysler was beginning to lose its styling leadership in the domestic auto industry.

    During February, Chrysler sold only 5,744 Sebrings, down 22 percent from a year ago, matching the sales decline for the year-to-date, according to J.D. Powers . Market share in its segment has slipped to 0.54 percent, down from 0.67 percent a year ago.

    For its part, Chrysler officials say they aren't bothered by the criticism and welcome the debate over the model.

    "Our mantra is that we will not do a tepid design here. Sometimes our designs have a love/hate kind of thing going on and we're fine with that," said Sam Locricchio, communications manager for Chrysler Group Design..

    "We like to zig when everybody else thinks we should zag. We're looking at trends five years out. If you do something that's kind of a retread, it becomes dated quickly."

    He pointed to other recent Chrysler products that initially were controversial but eventually became popular.

    "When we came out with the PT Cruiser, some people said, 'What were they thinking?' But soon, you couldn't even find one to buy. And I remember with the 300, it was the same kind of questioning with that. I saw a lot of hate for the first couple of months with that one. But it became something people really adapted to," Mr. Locricchio said.

    On the other hand, some of Chrysler's cars have become pioneers on their own right, even if sales were not blowouts such as with the PT Cruiser and the 300, Mr. Locricchio said.

    "That was the case with Pacifica. Now there are vehicles out there like Pacifica in the crossover segment that blur the line between SUVs and cars. To really be a trendsetter, you have to create it, and others will follow. To be a follower in this business won't do you any good."

    Mr. Locricchio said the company consciously decided against trying to emulate the 300's success in its smaller Sebring sedan line.

    "It's like asking the Beatles to re-create 'Sgt. Pepper,' " he added. "We're not going to just repeat basically the same design. If Sebring looked like the 300, people would yawn and say 'You took the easy way out.' "

    Regardless of its current controversy with the Sebring, Chrysler has a long legacy of styling leadership -- though like the other two domestic carmakers, it has had occasional gaffes, such as the downsized Plymouth and Dodge models back in 1962 or the Airflow designs in the 1930s.

    Chrysler is remembered for the groundbreaking "Forward Look" in the 1950s, the "Fuselage Look" of the late 1960s, and its muscle cars of the '60s and '70s, which now sell for as much as a $1 million apiece.

    At any rate, nobody should assume that the Sebring is the harbinger of things to come from Chrysler, Mr. Locricchio said.

    "I wouldn't call it a watershed design, although it's true you can see a family resemblance in the whole Chrysler lineup. It's not true that from now on, you will see the kind of look Sebring has in another Chrysler," he said. "But at the same time you won't see a look like the 300 either. ? You'll see there will be distinct looks for all our models in the future, but each will still have a family resemblance, maintaining what the brand is all about."

    This Day in Auto History: 22 MARCH

    Automobile Quarterly
    Automobile Quarterly
    This Day in Auto History:

    3.22.1874
    Louis Delage is born in Cognac, France
    3.22.1914
    Sir Donald Gresham Stokes, Chairman and Managing Director of the British Leyland Corporation Ltd. 1968-1973, is born in London, England
    3.22.1930
    Racer Gastone Brilli-Peri is killed at age 36 when he crashes during a practice run for the Tripoli Grand Prix
    3.22.1948
    Racer Per Stureson is born in Sweden
    3.22.1974
    Racer Peter Revson is killed at age 35 when his Shadow-Cosworth crashes during a practice run at the Kyalami track in South Africa

    Source: Automobile History Day By Day, by Douglas A. Wick

    DaimlerChrysler eyes retaining some Chrysler ties - WSJ

    Thu Mar 22, 2007 12:17AM EDT |NEW YORK, March 21 (Reuters) - DaimlerChrysler AG (DCXGn.DE: Quote, Profile, Research), in talks with potential buyers of its Chrysler Group, has outlined detailed areas of cooperation that it would be willing to continue between its Mercedes division and any new owners of Chrysler, people familiar with the matter said in The Wall Street Journal.

    The discussion of continued cooperation with Mercedes in purchasing, component sharing and engineering indicates that talks with potential buyers are moving to a more advanced stage, the Journal said, and that Chrysler and Mercedes are likely to remain allied in the automotive industry even if they become separate companies.

    DaimlerChrysler expects to have preliminary offers to buy Chrysler by the end of the month from at least three bidders: private equity firm Cerberus Capital Management LLC, the private-equity tandem of Blackstone Group [BG.UL] and Centerbridge Partners LP, and Canadian auto parts maker Magna International Inc. (MGa.TO: Quote, Profile, Research), according to people familiar with the matter.

    How do you tell which car is more American?

    Toyota cars move along an assembly line at a Toyota plant in Georgetown, Ky.
    By Al Behrman, AP
    Toyota cars move along an assembly line at a Toyota plant in Georgetown, Ky.
    Joe Luehrmann likes American cars, has owned a string of them and is considering buying another.

    But he faces a problem in trying to figure out what's American anymore.

    His brother just bought a Chevy Equinox, but some of its parts are from China. And he knows all about the Kentucky-built Camry, but buying a Toyota ships the profit to Japan.

    Toyota brags in ads about its growing list of U.S. plants, yet it imported 37% more cars from Japan last year to meet increased demand. General Motors promotes its trucks in TV commercials to strains of This Is Our Country but makes some of its best-known SUVs in Mexico.

    "What's American, vs. what's foreign? I can't really say," says the frustrated Luehrmann, a Chicago accountant. "It's not that easy. It's very shades of gray."

    The ambiguity creates a quandary for the many who consider "Made in the USA" a badge of honor. To them, the label means putting fellow countrymen to work at decent wages and supporting the U.S. economy in wartime. Some domestic-brand dealers use patriotic appeals to try to rev up the Buy American spirit.

    But many consumers are increasingly confused. The world is no longer as simple as us vs. them, Detroit against the Asians and Europeans.

    It's a global industry now, in which all manufacturers are touching their automaking toes on the shores of just about every industrialized nation. Even GM, long the icon of American industry, hedges its bets. "We're very proud for the economic role we play in this country," says GM spokesman Greg Martin. "However, we're a global car company that happens to be based in the United States."

    The contradictions of a borderless automotive economy are borne out by government figures that track where vehicles are made and their domestic parts content. The search for the American car leads to:

    Foreign cars made in the USA. Honda's Ohio-built Accord is 70% domestic parts. Toyota's Corolla is made in a California plant alongside General Motors models.

    American cars made abroad. Ford's hit Fusion sedan is made in Mexico; only half its parts are from the USA or Canada. GM pitches its small HHR sport utility and giant Suburban straight at the American market, but they, too, are built in Mexico. HHR has only 41% American and Canadian parts.

    Famous American names and foreign owners. More than three-quarters of the parts in Dodge's new Nitro SUV, which is assembled in Toledo, Ohio, are American or Canadian. But the profits go to Germany because Dodge is part of DaimlerChrysler. Chrysler Group, meanwhile, just became the first major automaker to announce it's going to make small cars for the U.S. market in China.

    Despite the confusion, about half of Americans surveyed say they still try to buy products made in the USA, says Britt Beemer of America's Research Group.

    The government makes it easy for buyers wandering sales lots to figure out which vehicles are most American. The location of the plant where a vehicle was assembled and its amount of U.S. or Canadian parts — they aren't separated out — are pasted on the window sticker.

    Arguably, the most American of all vehicles right now is Ford's hulking 2007 Ford Expedition, a USA TODAY check of government listings, manufacturers and dealer sales lots reveals. The SUV is composed of 95% U.S. or Canadian parts, and it was made in Michigan. Ford's new Edge crossover and the Crown Victoria sedan also have 95% components, but both they and their corporate cousins are assembled in Canada.

    Even though individual models vary widely, Detroit automakers overall still had more domestic parts in their vehicles when weighted according to sales, says an analysis from a pro-Detroit trade group.

    Detroit's Big 3 derived about 77% of their parts from U.S. and Canadian factories from domestic sources. That compares with slightly less than half for Japanese brands overall, according to the Automotive Trade Policy Council, which represents the domestic manufacturers in trade issues. Among Japanese brands, Honda had the most domestic content at 59%.

    "The data is clear: Domestic auto plants create more jobs in this country than overseas producers who locate here," says United Auto Workers President Ron Gettelfinger in a statement to USA TODAY. But he was quick to note that foreign automakers have created more jobs in the USA by opening plants here, and he respects their workers.

    Many auto dealers selling domestic brands are playing to the patriotism theme.

    In Tampa, Bill Currie Ford credits pro-USA ad themes for contributing to fast growth. A billboard posted along Interstate 275 shows an American flag and outlines of Japan and South Korea. The message: "Whose country are you supporting?"

    "We've had some compliments," says Currie's community relations director, Danny Lewis. And, he adds, "very little criticism."

    In Roseville, Minn., Cadillac dealer Wally McCarthy runs radio ads on WCCO-AM in Minneapolis that say, "Buying a vehicle from GM, quite simply, helps support Americans."

    Manufacturers — and not just those in Detroit — have picked up on the patriotism theme lately, especially when it comes to pickups.

    To crack the full-size pickup market with its new Tundra, Toyota doesn't hold back in promoting how American it has become. The new Texas truck plant where the Tundra is built "is just one more example of our commitment to America," Toyota touts in colorful newspaper ads that mention lots of new jobs and a $15 billion U.S. investment.

    GM counters with its Our Country campaign, filled with images of vintage Americana, for its Chevy Silverado pickups.

    Consumers who care the most about patriotism when it comes to purchases are usually working-class white men; thus the emphasis on the pickup market, says Dana Frank, a history professor at the University of California, Santa Cruz, and author of Buy American: The Untold story of Economic Nationalism.

    Pickup buyers also are notoriously loyal, another reason the campaigns are targeting them. They'll wear a Chevy belt buckle with pride, notes Honda Senior Vice President John Mendel, adding, "Not a lot of Lexus owners have an 'L' tattooed on their arm."

    Half the domestic pickup buyers surveyed by J.D. Power and Associates cited not wanting to own a foreign-made truck as the chief reason for their purchase decision, even more than the one out of three who said they didn't like foreign-truck styling.

    Pickup buyers "tend to be flag wavers, and they aren't convinced that Toyota is an American company," says Art Spinella of CNW Marketing Research. Consumers may be a little predisposed against Toyota, with 61% of those participating in CNW focus group panels in five cities saying they don't consider Toyota to be a U.S. company despite efforts to tint its image more red, white and blue.

    "It does bother me that they have a series of ads showing they are part of the heartland of America, yet their imports increased," says building contractor Jim Urbano, 53, of Woodbridge, Conn., who also researches car-buying options on Edmunds.com. He says he prefers American-made vehicles, because, "It troubled me to see so many U.S. autoworkers being laid off."

    Besides its flag-waving Tundra ads, Toyota has been running a public relations campaign in greater Washington, D.C., to cultivate an apple pie, not sushi, image among policymakers.

    It helps that Toyota announced that a new assembly plant will be built in Tupelo, Miss., its fifth in the USA, with a goal of increasing production by 600,000 vehicles by 2010. Honda is also building a new assembly plant in Indiana.

    "We are committed to building where we sell," says Toyota spokeswoman Martha Voss. "No one is adding more capacity than we are."

    Voss cites demand for small cars last year as the reason Toyota's Japanese imports rose by so much. Altogether, Toyota imported close to half of all the vehicles it sold in the USA last year from Japan, including all its gas-electric hybrids and most of its luxury Lexus division vehicles.

    Honda's imports soared 30% last year, Mazda's rose 19%, and Suzuki's were up 23%, the Congressional Research Service finds in a new report. It says Japanese makers are simply trying to meet customer demand while running their U.S. plants at full tilt.

    Japanese automakers encountered "capacity restraints in their existing U.S. plants as a sharp increase in the price of gasoline sparked greater consumer demand for fuel-efficient, environmentally friendly vehicles," says William Duncan, general director of the Japan Automobile Manufacturers Association's office in Washington, D.C.

    All told, each of the Detroit automakers supports 2½ times more U.S. jobs than Toyota, says Jim Doyle, president of the Level Field Institute, a Washington research group. He acknowledges, however, that "people are trying to define what an American car is, and they are having a tough time."

    The confusion pains Luehrmann, 48. Hoping to reach a decision soon about his next car, he's looking at everything.

    He's a believer in American cars, but, says with a tinge of regret, "I don't feel any great loyalty anymore."

    What do you think makes a car an 'American car'? Do you care and does it affect what you buy?

    York: Chrysler suitor needs to talk with UAW

    March 22, 2007

    Controversial former Chrysler Chief Financial Officer and General Motors Corp. board member Jerry York said Wednesday that anybody thinking about buying the Chrysler Group better forge a solid partnership with the UAW.

    Speaking to the Michigan chapter of the Turnaround Management Association in downtown Detroit, York said the key to any potential purchase of Chrysler from DaimlerChrysler AG hinges on the buyer's ability to negotiate more significant concessions from the automaker's largest union.

    "If I were going to buy Chrysler, first of all I wouldn't even think about it unless I could form a true partner relationship with the UAW," York said. "That is absolutely essential."

    Any buyer would need to change the UAW wage and benefit structure from "high-fixed, low-variable to lower fixed and more variable," York said.

    And variable benefits would only pay out when the company made profits that warranted them, he said.

    "Secondly, I think you have to raise enough money not only to pay the purchase price of the company," York said, "but probably a lot more on top of that to maybe buy out a lot of people and fund the losses."

    Additionally, York said:

    • He'd immediately drop the level of inventory from levels that often average around 95 days' worth of cars, down to the 50-day level that is more in line with Toyota Motor Corp. and Honda Motor Co.

    • Keep fleet sales at about 15% of vehicle sales. Currently, he said, the Detroit automakers' fleet sales make up closer to 25% or 30% of sales. Chrysler does not provide a regular breakdown of its fleet sales.

    • Increase the pace at which the company turns out new vehicles to about every three years, instead of four or five, so that it is fully competitive with the Japanese.

    "Everything he said, I agree with," said Bradley Rubin, an auto analyst with BNP Paribas. "He was referring to Chrysler, but those are certainly things that all of the Detroit automakers need to be looking at."

    An adviser to former GM shareholder Kirk Kerkorian, York briefly held a seat on the GM board last year before resigning in November. As part of his resignation letter, York called GM's board too passive and raised doubts about the company's ability to compete against Asian automakers.

    The pace of putting new iron on the showroom floor is today's auto war, York said Wednesday.

    "If you look at the stuff on the showroom floor at the Asian producers in any given year, about 22% of the stuff on the showroom floor will be new," York said. "With the Big Three, it drops to 15%. ... And to the extent that vehicles are fashion statements, if you will -- where styling and freshness and the latest technology are important to customers -- this is a very, very significant difference, and I believe the Big Three are all going to have to step up to it as quickly as possible."

    Citing data from a Merrill Lynch report, York said GM has recognized that challenge and will produce new vehicles faster in the second half of the decade than it did in the first.

    Ford Motor Co., York said, is flat.

    "I don't think it's clear to anybody yet what's going to happen at Ford."


    Jerry York
    Age: 68

    Title: Chief executive officer of Harwinton Capital Corp., a private investment company he founded; board member for Apple Computer Inc. and Tyco International Ltd.

    Most recent news: An adviser to former GM shareholder Kirk Kerkorian, York resigned from the GM board in November saying the board was too passive and the company may have trouble competing against Asian automakers.

    Auto background: GM board member, Feb.-Nov. 2006; held various positions, including chief financial officer, at Chrysler Corp., 1979-93; worked at Ford Motor Co. in product planning, 1967-70; began career as an engineer with GM, 1963-67.

    DCX likely to sell Detroit Axle


    Chrysler plant outsourcing on table, expert says

    American Axle & Manufacturing Holdings Inc. is a likely buyer for Chrysler Group's Detroit Axle Plant, an analyst said Wednesday.

    "We believe there is a reasonable chance that DCX will look to sell its Detroit Axle Plant ... or outsource its internal axle manufacturing in the near future, perhaps prior to the expiration of the current labor contract in September 2007," Rob Hinchliffe, an analyst with UBS Investment Research, told investors in a note. "AXL, the only healthy, independent axle supplier, has the inside track to be the beneficiary, in our view."

    Representatives from Chrysler and American Axle declined comment.

    Chrysler Group, which had an operating loss of $1.5 billion last year, unveiled in February its second major turnaround plan in the past decade that includes the elimination of 13,000 jobs, closing the Newark, Del., assembly plant and shuttering a parts distribution facility in Ohio.

    On Wednesday, Chrysler also gave greater detail about where some of the new efficiencies that would make the turnaround plan possible would come from -- another 600 jobs would be cut at the two St. Louis plants. The company already had announced the elimination of a production shift, which included 1,300 jobs at the minivan plant.

    The February turnaround announcement, however, has been overshadowed by comments from DaimlerChrysler Chairman Dieter Zetsche that all options were on the table for Chrysler, indicating a potential sale of the company.

    "While the potential sale of Chrysler could delay a decision, we believe that Chrysler and the UAW are already discussing options for" Detroit Axle Plant. "That said, we expect that strategic buyers, especially private equity, would be just as inclined to divest of this plant," Hinchliffe noted.

    After Chrysler's turnaround announcement, Sean McAlinden, the chief economist for the Center for Automotive Research in Ann Arbor, said the Chrysler Group's restructuring plan could grow to include closing more plants than previously announced -- including Detroit Axle.

    In 2003 contract talks with the UAW and Chrysler originally proposed closing or selling Detroit Axle, but the final contract protected the facility.

    "Potential catalysts behind a decision by DCX to sell the asset could include headcount reductions" via buyout offers similar to those offered by GM and Ford, "the likelihood that DAP will be a smaller business going forward, and an inability to turn a profit," Hinchliffe said. "We believe that Detroit Axle has been a consistent money-losing operation for Chrysler."

    American Axle & Manufacturing Holdings Inc.

    Employees: 12,000

    2006 revenue: $3.2 billion

    Estimated production: 15,000 axles a day

    Detroit Axle Plant (DaimlerChrysler owned)

    Employees: 1,600

    Estimated 2006 revenue: $700 million

    Estimated production: 5,000 axles a day

    Source: UBS Investment Research

    Automaker reportedly tells dealers ruling on whether to sell money-losing domestic unit will be known in less than six months.

    Reports: Chrysler decision near


    NEW YORK (CNNMoney.com) -- Chrysler Group CEO Tom LaSorda told a group of the company's dealers that parent company DaimlerChrysler will make a decision about a possible sale of the money-losing relative soon, according to a published reports.

    The Detroit News, which talked to several dealers who attended the Wednesday meeting, said LaSorda did not give a specific timeline but said the situation would be settled within six months.

    "It will be shorter than that," LaSorda said, according to one of about 25 dealers who was at the Naples, Fla. meeting.

    Another dealer told the Detroit Free Press he expected a decision by the end of April.

    The company has not commented on its plans and negotiations since it announced on Feb. 14 that it would look at all possible options for the Chrysler unit, which is widely seen as a decision to sell the division and undo the 1998 merger of the German and U.S. automakers.

    Executives at Chrysler and DaimlerChrysler (Charts) have not commented on their negotiations about the possible sale of the unit. The company's annual shareholder meeting is April 4 in Germany. Shares of DaimlerChrysler were up 2.5 percent in Frankfurt trading early Thursday.

    While DaimlerChrysler as a whole made money last year, the Chrysler Group slid into the red, posting an operating loss of $1.5 billion. The same day it announced it would consider a sale of Chrysler, it also announced plans to close plants and cut 13,000 jobs in an effort to stem those losses.

    The company has not disclosed where all the job cuts would be, although it said it would close plants in Newark, Del., and a parts distribution center in Cleveland, as well as eliminating shifts at the Warren, Mich., truck plant later this year and a shift at the St. Louis South assembly plant in 2008.

    Chrysler confirmed Wednesday that another 600 jobs would be cut at the two St. Louis plants, in addition to the 1,300 jobs being cut through the shift elimination, the Free Press reported Thursday.

    The News also reports that LaSorda sent an e-mail to all Chrysler Group employees this week to try to buck-up morale, telling them it was important they do their best to help turn around losses at the No. 4 U.S. automaker.

    "Whatever our future situation will be, we need to succeed as a team with our recovery and transformation plan," LaSorda wrote in the e-mail, according to the News report. "Our long-term viability depends on it. Everyone wants to be associated with a winner, and we need to prove again that we are winners. To a great extent, the future is in our own hands."

    But the paper said that employees of the unit who talked on the condition that their names not be used were not as confident about the outlook. The paper reported that many said said anger, frustration and worry are the prevailing emotions in Auburn Hills as teams of potential private equity buyers tour the headquarters.

    "The kiss of death is when you see investment companies looking at auto companies," one Chrysler designer told the paper.

    The Free Press reports that Jerry York, an advisor to investor Kirk Kerkorian who helped turn around losses at Chrysler in the early 1990s, said in a speech Wednesday that any potential buyer of Chrysler had better have a good working relationship with the United Auto Workers union.

    "If I were going to buy Chrysler, first of all I wouldn't even think about it unless I could form a true partner relationship with the UAW," York told the Michigan chapter of the Turnaround Management Association, according to the Free Press report. "That is absolutely essential." He also said the buyer would need to raise money not only for the purchase price but also to buy out more Chrysler employees as well as covering ongoing losses.

    York served on the board of General Motors (Charts) for most of 2006 after Kerkorian made a major investment in that troubled automaker, successfully pushing GM to cut its dividend and executive pay. But he left the board after GM did not reach a deal to join an alliance with Nissan (Charts) and Renault, and soon thereafter Kerkorian sold his stake in GM.

    The Wall Street Journal reported Thursday that in talks with potential buyers DaimlerChrysler has outlined detailed areas of cooperation that it would be willing to continue between its Mercedes division and any new owners of Chrysler.

    The discussion of continued cooperation with Mercedes in purchasing, component sharing and engineering indicates the talks with the buyers are moving to a more advanced stage, according to the paper's report.

    Dodge Avenger Debuts Sunday on NASCAR's Fastest Short Track at Bristol



    Auto Spectator - USA | Auburn Hills, Mich., Mar 21, 2007 - The Dodge Avenger, which joins the Dodge Charger in NASCAR NEXTEL Cup competition this season, makes its racing debut ......http://www.autospectator.com/modules/news/article.php?storyid=8675

    Wednesday, March 21, 2007

    Blog response of the Day: Frustration at a Dodge Dealership

    Feeling Frustrated
    Hearing the sound of rain.



    How many of us live in the real world where you go to a car dealership and they fall all over themselves and jump thru hoops so you BUY one of their beautiful cars? Now remember that I worked at AMC/ Chrysler for over 30 years in Kenosha, WI, and although we knew from stats and records that we were the best in building engines on a few occasions, in the whole world! But mistakes are going to be made-- and when a person gets a recall for something gone wrong or broke on his/ her car in the mail, they would like to remedy the situation ASAP. We depend on their honesty and fair play, right.

    Let's call a dealership in Kenosha, WI ,"PM" and you scheduled a certain time to come in to correct the default (screw up) on your car, and they estimate the time of repair to be one hour. You sit in the waiting room in a uncomfortable child sized chair, but you know it COULD take long because of 'Murphy's Law' (which is always the case now days with our untrained teenage work force..lol), but then 2 hours go by and then 3, so YOU have to go to THEM and shake them down for an honest answer and their promise to deliver. They tell you that they need just 5 minutes to complete the "paperwork", right? But you already know that's another lie. So after another 20 minutes, you approach the same guys that took your car and keys in the beginning but they act as if you are from Mars and they pretend they don't know what to say or do. That's why I always carry pen and paper, to take names, time, etc.

    My wife an I went to that very place this morning, got lied to and jerked around all morning when I was the first person there at 0730 on 3-21-07. Trouble is, almost everyone I ever knew while working on the Chrysler assembly line in the old days told me that was the worst place to go- ever! I have had problems with other places too, but not as bad. I always take my wife or a friend so "staff|" can't lie about my conduct or words at a place like "PM". I also know how to tell time and express myself very well in ENGLISH-- I'm a college man...lol.

    My wife and I thought we would test drive a new '07 Dodge Ram 4 by 4 pickup truck while our wait and a salesman ran down some numbers for us so we could compare.. and we are in the market. But this is about the 10th bad experience with these sorry 'people' in the past 8 years, so I know that I will be buying my next vehicle elsewhere even if I have to drive an extra 30 miles and in another state. I know that there are many 'baby boomers' who think the same as me.

    Any comments, please send them to my email address or this web site. Remember, if you don't have enough guts to stand up for your rights-- no one else will. tschuckman@aol.com


    Link: http://journals.aol.com/tschuckman/OldSoldierTomsJournal/entries/2007/03/21/getting-jerked-around-at-a-car-dealership-in-wi./1367

    Chrysler cuts in St. Louis worse than expected

    CHRISTOPHER LEONARD
    Associated Press

    The job losses at DaimlerChrysler's suburban St. Louis operation will be worse than previously reported.

    The automaker said it will eliminate more than 1,900 jobs at its two plants in Fenton - more than 600 more than previously thought.

    Spokeswoman Michelle Tinson said the additional 600 job cuts had been privately disclosed to unionized workers, but were not publicly reported in February when the company first announced its cutbacks here.

    Tinson said the cuts are part of DaimlerChrysler's ongoing efforts to improve efficiency at its plants, and are not related to the 1,300 job cuts announced last month.

    The company hopes to eliminate all of the jobs through retirement and voluntary severance packages, Tinson said.

    Glen Woemmel, president of United Auto Workers Local 110, said he had not been notified of any new job cuts in Fenton.

    "They have not officially told me anything," Woemmel said. He suspected the cuts were part of ongoing efforts to make the plants more efficient.

    In February, DaimlerChrysler announced plans to eliminate 1,300 jobs at the South Assembly plant, where minivans are made. But at the time, the company didn't announce the additional cuts, including some at the North Assembly plant, where Dodge Ram pickups are manufactured.

    Fenton Mayor Dennis Hancock said he wasn't aware of the additional 600 job cuts until reporters called and asked him about it.

    "We're always disappointed when we hear about job loss," Hancock said. But improving efficiency at the plant will help it remain viable employer for in the future he said.

    "The people who are left to work in the plant will still have jobs. It's much better than it could have been," Hancock said.

    Tinson said DaimlerChrysler plans to offer hourly workers a $70,000 retirement incentive for those with at least 30 years of seniority.

    The company will also offer $100,000 for workers with more than one year of seniority who accept voluntary termination, Tinson said. Retirees will keep health and other benefits consistent with their union contracts; other workers will get six months of medical benefits.

    Street Dodge Viper twin turbo 1700hp [Chryslerweblog

    http://www.chryslerweblog.com/?p=1104#comment-25597

    Chrysler's cuts will be deeper in Fenton

    ST. LOUIS POST-DISPATCH
    03/21/2007

    Job losses at Chrysler Group's operations in Fenton will be deeper than the figure announced last month by German parent DaimlerChrysler AG. Chrysler intends to cut an additional 635 jobs on top of the 1,300 jobs that the automaker had planned to slash from its local work force.

    Chrysler says it hopes to eliminate all 1,935 jobs through retirement and voluntary severance packages rather than layoffs.

    Last month, Chrysler announced the loss of 1,300 jobs as part of a plan to eliminate one of the two shifts at the South Assembly plant next year. About 300 jobs would be lost this year, and 1,000 more cuts would come in the second quarter when the shift is ended.

    At the South plant, about 3,200 people now assemble the Dodge Grand Caravan and the Chrysler Town & Country minivans.

    t the time, the automaker didn't announce cuts at the North Assembly plant, where about 2,330 employees build Dodge Ram pickups.

    However, Chrysler plans to cut another 375 jobs this year at the North and South plants, and then an additional 260 jobs across both plants in 2008 through 2009. The automaker said these reductions would be the result of improved productivity, labor-displacing technology and efficiencies.

    Eligible employees at both the North and South plants will be allowed to request a termination package beginning Monday, the automaker said.

    Chrysler first will see how many employees accept retirement offers and then offer voluntary termination packages to local workers.

    In a plan negotiated with the United Auto Workers union, Chrysler plans to offer hourly workers a $70,000 retirement incentive for those with at least 30 years of seniority, or $100,000 for employees with more than one year of seniority who accept voluntary termination.

    Retirees will keep health and other benefits consistent with their union contracts, while the other workers would get six months of medical benefits.

    Glen Woemmel, president of UAW Local 110, said he has yet to receive any notification from Chrysler about the exact number and timing of the cuts at the South plant. Local 110, which represents South plant workers, will hold meetings with the membership soon to discuss the retirement and severance packages, but the value of the sessions would be limited without specifics, he added.

    No officials were available for comment from Local 136, which represents hourly employees at the North plant.

    Despite the pending job losses, Chrysler has said its restructuring plan will not affect plans to upgrade its facilities, particularly the South plant.

    The South plant will close in late May to begin retooling so it can assemble the redesigned 2008 models of its minivan lines. Chrysler also plans to convert the South plant into a flexible manufacturing facility, allowing it to rapidly assemble up to four vehicles on a single assembly line.

    Chrysler announced in December 2005 that the conversion would be part of a $1 billion proposal to retool and upgrade both of its plants in Fenton in the coming years.