Future Cars Inside on Car on the Futures

Step inside the future cars section of Motor Trend online to view the latest concept vehicles, spy photos and our famed Future Vehicle Forecast. This unofficial guide will show you which new cars will be released with significant improvements and style changes. Use Cars Information, BMW Camaro Chevrolet Ford Isuzu Mazda Nissan Toyota Volvo and bad credit car loan, New Civic 2009 and Car in Cars.

New Mazda 2 เปิดจอง ปลายปี 09 คู่แข่ง Jazz Yaris

เปิดจอง ปลายปี 09
คู่แข่ง Jazz Yaris


Mazda announced last fall it would be phasing out the current 1.4-liter diesels in the Mazda2 hoods with new 1.6-liter units. Starting in June, the new 1.6-liter will be available in the 2. This is the same powertrain found at the 2's larger sibling, the Mazda3, but this is the 90hp version, which is 22 hp more powerful than the previous unit. Torque is also increased,
it goes from 160 Nm at 2,000 rpm to 212 at 1,750, quite an increase. Fuel consumption stays the same at 4.2 l/100 km (56mpg) and CO2 emissions are reduced to 112 g/km, with a DPF (Diesel Particulate Filter) fitted as standard. Prices are bumped up, too, by 1,000 euros. The new Mazda2 starts at €16,250.








New Mazda 2

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Hybrid cars on Nano platform

My Iris reported that TATA Motors has plans to use its Nano platform to build electric and hybrid cars and to produce more high end models.

TATA Group said TATA Motors should target exports of the car in the developing countries like Brazil, China, Indonesia and Russia where the growth rate is over 10%.

The introduction of Nano was compared to that of the Ford Model T, the car that completely revolutionized the automobile industry. Nano is also expected to create a new distinct category in the auto industry - the People’s car.

A true Indian car, Nano has 97% local content. Before Nano, Maruti 800 was the cheapest car in the Indian market priced at around INR 2 million.

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2010 Chevrolet Camaro

Don't count on the Chevrolet Volt to rescue General Motors. The extended-range electric car is a fascinating science project and great for wowing policy makers, but few car enthusiasts are that committed to saving the planet. What most of us want is a sexy-hot ride that doesn't cost a fortune. Enter the reborn Chevy Camaro - the ultimate red-blooded, blue-collar fashion statement and GM's best hope of driving itself out of the ditch.

The Camaro's six-year absence really did make hearts yearn for a Ford Mustang foil. Dodge's Challenger revival eased some of that ache, but true Chevy fans would sooner pine for the old days than defect. After GM announced that the Camaro concept wasn't a tease, 14,000 believers affirmed their faith by placing orders.

Now that GM's Oshawa, Ontario, assembly plant is cranking out cars, we've test-driven V-6 and V-8 versions of the fifth-generation Camaro. Our first revelation: Chevy has mounted a classic Trojan horse offense. Under its 1969-esque cover, the Camaro is armed with such 2009 weapons as direct injection (V-6 only), an independent rear suspension, and six speeds in every transmission. Chevy's strategy is to reward the faithful and to lure fresh recruits away from imports.

The irony is that true import flavor is part of the Camaro's recipe. Four years ago, Bob Lutz and GM design chief Ed Welburn cooked up this car as a buzz builder and Chevy brand resuscitator. After their 2006 Detroit auto show concept rocked the car world, the business case supporting a production model gained momentum. GM's Holden division in Australia offered two vital resources: a can-do attitude and a global rear-wheel-drive chassis code-named Zeta that arrived here last year beneath the Pontiac G8.

To deliver a Camaro that held true to the Lutz-Welburn inspiration, GM engineers in Michigan and Melbourne hewed a tight coupe out of the large G8 sedan by moving the Zeta rear axle forward six inches. To clear the room needed for twenty-inch wheels and tires, the front suspension was moved forward, track widths were increased, and the windshield was shifted rearward and given a more upright stance. After revised suspension geometries, larger brakes, and other changes were added, the Camaro's Zeta Two underpinnings shared little with the G8's Zeta One blueprints other than common engineering.

Concurrently, the V-8-powered concept was expanded into a full range of meek-to-mean Camaros. The menu includes LS, LT, and SS series with two trim levels, three engines, four transmissions, and two suspensions, plus an RS package consisting of twenty-inch wheels and tires, HID headlamps, and a rear spoiler. Prices run from $22,995 for the stripped LS V-6 to more than $37,000 for a well-equipped SS V-8..

Last year, after driving a Camaro LT powered by the direct-injection 3.6-liter V-6, we concluded that 304 hp serves as an excellent starting point. Now we can report that the six-speed-stick LT squirts to 60 mph in 5.9 seconds - matching Hyundai's hottest Genesis coupe - on its way to a 14.8-second, 98-mph quarter-mile dash. The refined howl under the hood is the entry-level Camaro speaking softly while wielding a decent performance stick, including 17/26 EPA city/highway gas mileage. Equipped with a six-speed automatic, the LS and LT Camaros score an even better 18/29 mpg rating in EPA tests.

The Camaro's cockpit has a bunker vibe inflicted by the high-rise beltline, tall hood, and a roof that curves over your ears. The bucket seats are squishy soft and lacking in both lateral and lumbar support. Releasing one lever allows tilting and telescoping of the dished steering wheel, but a clunky adjuster mechanism takes a bite out of knee room. The uplevel trim is cloth-accented and carefully fitted but not especially luxurious. The few metallic hints are paint or chrome over molded plastic.

Entering the Camaro's rear seats is a chore because of high doorsills and the absence of quick-slide front-bucket releases. There's adequate legroom if front riders are willing to compromise, but curls are sure to be squashed. Rear passengers view the world through tiny triangular portholes.

Access to the 11.3-cubic-foot trunk is through one of the highest, smallest apertures we've ever encountered. A rear-seat pass-through is provided to accommodate poles, pipes, and spears.

The Camaro's instrument panel is a peculiar mix of retro and modern. Square-cornered tach and speedometer dials juxtapose with electronic fuel-level and trip-info displays. Four secondary gauges mounted at the forward end of the console also hark back to 1969; in forty years, nothing has changed to make that location viable. Providing engine and transmission lubricant temperatures is a nice touch, but no driver in the heat of battle is inclined to search for this information.

OnStar is the only form of navigation offered. In compensation, the list of standard or optional infotainment goodies includes CD and MP3 play capability, Bluetooth, a 245-watt sound system with nine speakers, XM reception, an audio input jack, a USB port, and a wireless interface for portable media players.

The best music source is the Camaro SS's 6.2-liter V-8. Rumble and reverb are entertaining at start-up but appropriately subdued underway. The Tremec six-speed manual's shifter is reasonably light to the touch unless you're in street-race mode, when a heavy hand is required to extract peak performance. So hammered, the 426-hp Camaro SS hustles to 60 mph in 4.8 seconds and logs a 13.3-second, 111-mph quarter mile, neatly eclipsing both the Mustang GT and the Challenger SRT8. The thrill peters out at 157 mph when the speed limiter kicks...

Next more ....2010 Chevrolet Camaro

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Nissan Qazana

The Nissan Qazana will be made in Malaysia and Indonesia
Nissan Qazan is below of Qashqai will be made in Malaysia (Tanchong Plnat) and Indonesia plant to supply asia and asean market,UK plant build for Europe market.

Some specification is based on B-platform mouted by HR15DE,HR16DE and MR16DDT Directinjection+Turbocharged more powerful and fuel efficiency.

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บีเอ็มฯ เต็มพิกัด-ครั้งแรกในโลกกับเบนซ์

ขนกันมาแบบเต็มพิกัดชนิดเต็มพื้นที่บูธ เห็นจะเป็นค่ายรถหรูจากเยอรมนีเช่นเดียวกัน “บีเอ็มดับเบิลยู” ที่ปีนี้เดินหน้าวิ่งสู้ฟัดแบบสุดๆ ไม่มีกั๊กอีกต่อไป โดยภายในงานได้มีการนำเข้ารถรุ่นใหม่มาเปิดตัวเพียบ ไฮไลต์อยู่ที่สุดยอดของค่ายใบพัดสีฟ้า “ซีรี่ส์ 7 โฉมใหม่” ซึ่งงานนี้นำเข้ามาพร้อมกัน 2 รุ่น ได้แก่ บีเอ็มดับเบิลยู 750Li เครื่องยนต์เบนซิน V8 4.4 ลิตร เทอร์โบคู่ กำลังสูงสุด 407 แรงม้า แต่มีอัตราสิ้นเปลืองน้ำมันเพียง 8.8 กม./ลิตร ราคา ราคา 15.699 ล้านบาท
และอีกรุ่นรองลงมา บีเอ็มดับเบิลยู 740Li เครื่องยนต์เบนซิน 3.0 ลิตร แบบ 6 สูบแถวเรียง เทอร์โบคู่ กำลังสูงสุด 326 แรงม้า อัตราการประหยัดน้ำมัน 10.0 กม./ลิตร ราคา 12.999 ล้านบาท เท่านั้นไม่พอบีเอ็มดับเบิลยูยังนำสปอร์ตโรดสเตอร์ชื่อดัง “แซด4” ใหม่ (BMW Z4 Roadster) มาเอาใจผู้ชื่นชอบความแรง ด้วยขุมพลังเครื่องยนต์เบนซิน 2.5 ลิตร แบบ 6 สูบแถวเรียง กำลังสูงสุด 204 แรงม้า อัตราสิ้นเปลืองน้ำมัน 11.2 กม./ลิตร


นอกจากนี้บีเอ็มดับเบิลยู ประเทศไทย ยังนำเอารถยนต์ในเครือ “มินิ” มาเอาใจคนวัยมันส์ นำเข้า “มินิ คอนเวิร์ทติเบิ้ล” (MINI Convertible) ที่ไม่เพียงดีไซน์โดนใจในสไตล์มินิ และอารมณ์การขับขี่ที่สนุกเร้าใจสไตล์โกคาร์ทของมินิแล้ว รุ่นนี้ยังมาพร้อมกับแอ็คทีฟโรลบาร์ ซึ่งเป็นเทคโนโลยีความปลอดภัยที่เป็นหนึ่งเดียวในรถคลาสนี้ โดยมีให้เลือก 2 รุ่น คือ คูเปอร์ เอส คอนเวิร์ทติเบิ้ล ราคา 3.2 ล้านบาท และคูเปอร์ คอนเวิร์ทติเบิ้ล ราคา 2.8 ล้านบาท

ในเมื่อคู่แข่งปีนี้เดินหน้าลุยเช่นนี้ มีหรือที่เจ้าตลาดรถหรู “เมอร์เซเดส-เบนซ์” จะทนนิ่งเฉย และยังตอกย้ำความสำคัญของตลาดรถยนต์ไทยเช่นทุกครั้ง โดยนำเข้าโฉมใหม่ของ “เมอร์เซเดส-เบนซ์ อี-คลาส คูเป้” หรือ E 350 AVANTGARDE Coupé Sports AMG รุ่นพวงมาลัยขวามาเปิดตัว เพื่อให้ชาวไทยได้ยลโฉมเป็นครั้งแรกของโลก


ทั้งนี้ทีมวิศวกรของเมอร์เซเดส-เบนซ์ ได้พัฒนาเครื่องยนต์ V6 จากอี-คลาสรุ่นใหม่ เพิ่มความแรงให้อารมณ์การขับขี่ที่เป็นสปอร์ตให้อี-คลาส คูเป้ ใหม่ ด้วยพละกำลังสูงสุดถึง 272 แรงม้า ที่ 6,000 รอบต่อนาที ด้วยแรงบิด 350 นิวตันเมตร ที่ 2,400 – 5,000 รอบ ต่อนาที ทำให้สามารถทำเวลาจาก 0 ถึง100 ในเวลาเพียงแค่ 6.4 วินาที และทำความเร็วสูงสุดได้ถึง 250 กม./ชม. เคาะราคาที่ 7.999 ล้านบาท

ที่มา : ASTVผู้จัดการออนไลน์ 25 มีนาคม 2552 10:31 น

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GMC Dealers Cheap car insurance

Locate a GMC Car Dealership in your State

Edmunds.com features a complete listing of GMC dealers in your area, making it simple to the find GMC truck or SUV you've been wanting. Choose between the compact Canyon pickup and big Sierra truck. In the SUV segment, GMC offers the mainstream Envoy and extended Envoy XL, along with the full-size Yukon and Yukon XL. The Savana is GMC's full-size van. GMC's SUVs and the Sierra also come as "Denali" models stuffed with luxury equipment. Most GMC dealers are merged with other GM lots, but it's easy to find your local GMC dealership at Edmunds.com. You'll have access to free online price quotes from multiple dealers so you can compare and save.

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GMC Car Consumer Discussions

As a fellow Odyssey owner, the GM ads don't bother me in the least. In fact, I'd be disappointed if the domestic makers didn't try to convince us that they're better than the foreign competition. I trade my vehicles in very often, generally every other year, and I consider the Big Three every time. However, I haven't found another family vehicle that compares to the Odyssey (my fourth since 2001). GM should try to make the argument that the Acadia, Enclave, Outlook, and Traverse are a better alternative. When I trade in my Odyssey next year cheap car insurance, I'll be taking a very hard look at the Traverse and Acadia (especially since my wife will likely kill me if I stick her with another minivan!). One thing that does bother me about the domestic makers is that prior to their recent difficulties, their prices were absurd. I bought my Mercedes C350 for about $5k less than the Cadillac CTS I really wanted to buy. Even the BMW 335 was less expensive. GM has to drop this dependency on rebates and offer lower total costs of ownership if they want to bring foreign car buyers back into the fold...

Content by : edmunds.com/dealerships/GMC/index.html

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Can This Man Save The American Auto Industry?

In a makeshift ballroom at Ford Field, the Detroit Lions' stadium, a Beatles tribute band is playing I Want to Hold Your Hand, which has got the élite of Motor City moving and shaking, but not the hosts of the black-tie charity ball, William Clay Ford Jr. and his wife Lisa. In fact, the 48-year-old CEO of Ford Motor Co. is getting teased by his brother-in-law about his ineptitude on the dance floor. Turning to a reporter, Bill owns up to it. "You don't want to see that," the Ford scion says with a laugh. But he gets serious when the topic turns to his day job and what lies just around the corner for his employees: a sweeping restructuring that will bring tens of thousands of layoffs. "Honestly, I don't worry about myself," he says. "I mean, I can screw up my life, and it doesn't really matter"--a fair observation for a man who is an heir to a billion-dollar fortune. "But what I worry about is the impact all of this has on others. We're going to do what we have to do, but it's just very, very sad."

Why did Bill Ford, great-grandson of the auto company's founder, take on this responsibility when he could have left it to hired professionals? It helps to understand that he is a man of epic contradictions. His family practically invented the auto industry, not to mention blue-collar consumerism. Brilliant, cantankerous Henry Ford made the first mass-produced car, the Model T, and paid workers enough so they could afford to buy one. That makes great-grandson Bill industrial royalty: he comes from a competitive, dynastic clan that cannot be separated from the nameplate on your Mustang. But he also has a complex, even squishy side; he's a passionate environmentalist who has studied Buddhist philosophy and thinks a lot about the future of the world.

So while he worries about his employees, Ford Motor's boss believes--belatedly, perhaps--that nothing short of a cultural revolution will save the family firm, which, like General Motors, seems to have all but lost a 30-year war with Toyota and other foreign companies for dominance of the U.S. auto market. This week he is unveiling a plan, which he calls the "Way Forward," a last-ditch effort to save the company by taking some big chances. Ford has surrendered market share in the U.S. but figures that a smaller, more innovative company can stir more passion among its customers.

He wants to blow up the company's hierarchical traditions, trim the ranks of bureaucrats and encourage a climate of risk taking. He will go out on a limb with bolder car designs (in fact, one new model is called the Edge). And he will gamble that saving the planet from the car industry is the biggest long-term priority of all, so he will pour billions of dollars into eco-friendly factories and cars. Most notably, the company will dramatically increase production of its hybrid gas-electric models, promising to produce 250,000 a year by 2010, a tenfold increase from last year's output. "The old way of doing things doesn't work," Ford says. "Is [this] risky? Of course it's risky. But I tell you what: Going the way we were going is the highest risk of all."
Content by Time.com

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Toyota Being Green May Help Business in Bad Times

Toyota is weathering the recession far better than its American counterparts because it has been making the fuel-efficient automobile car owners want.
Stan Honda / AFP / Getty

It hardly bears pointing out that during these days of 7.6% unemployment, when the business pages of the local newspaper look more like the obituaries, no industry is doing well — and that includes green business. Wind and solar manufacturers, starved for credit, are cutting back on projects and laying off workers. Whole Foods, the organic food superstore, has seen its stock price drop more than 70% over the past year, and has cut back on planned expansions.

Companies — including Time Inc., which publishes TIME and Time.com — have eliminated their sustainability officers, and the business press seems more concerned with plotting financial panic than with covering the latest green enterprise. (Read TIME's survey of new green technologies.)

So if all that is true, why is Joel Makower feeling (relatively) optimistic? Because despite the current downturn, Makower Toyota Being Green, editor of the website GreenBiz.com and one of the best-known names in the field, has watched sustainability rise from a niche concern to something about which every executive must at least pretend to care. Green businesses may not be flourishing, but business is still going greener. Of course, the recession has restrained sustainability practices and as Makower writes in his just released State of Green Business report, whatever progress is currently being made may not be "addressing planetary problems at sufficient scale and speed." Regardless, he says, the green momentum is still growing, not so much because businesses such as solar power or recycling have become financial titans (they haven't), but because green values — efficiency, reducing waste, managing carbon — have increasingly become standard practice for any smart business. "It's really becoming business as usual," says Makower. "These are practices that don't go away during a recession." (Listen to Makower talk about the state of green business on this week's Greencast.)

Quite the opposite. Wasteful processes that might have mattered little in a booming economy could doom a company when the economic pie starts shrinking. Take the auto industry. Toyota is weathering the recession far better than its American counterparts not just because it has been making the fuel-efficient automobile customers wanted — though that helped a great deal — but because the Japanese giant makes a fetish out of efficiency. (The term for it in Japanese is kaizen, or continual improvement.) Even Wal-Mart, once environmental Enemy Number One, has made its Byzantine supply chain greener and more efficient — and spreading those values to its network of suppliers. The message is sinking in: a 2008 survey by Johnson Controls found that 72% of building managers are now paying attention to energy efficiency, up 10% from the year before. "We're finally coming to grips with the financial and environmental cost of waste," says Makower. "It's exciting the amount of innovation that's coming out of this." (Read TIME's top 10 green stories of 2008.)

Energy efficiency and waste reduction should be no-brainers — both factors contribute directly to the bottom line. But an even more encouraging trend from 2008 is the inclusion of a company's carbon footprint in the calculation of its financial targets. Businesses now increasingly measure and work to minimize their carbon footprint, even reporting their efforts in publications like the Carbon Disclosure Project. In part, that's because CEOs are simply greener today than they've ever been, but also because, with a new President in the White House promising carbon cap-and-trade legislation and the world working to negotiate a broader successor to the Kyoto Protocol, smart companies know that managing carbon will soon become a fiduciary responsibility. "[Executives] who don't will soon go way," says Makower. "This is now the price of doing business."

So if green isn't crashing, as many believe, why does Makower insist the "glass is half full?" Just as it is in the political sphere, the pace of change in business isn't anywhere near fast enough to meet the challenge posed by climate change, dwindling resources and myriad other environmental problems. Makower notes that carbon intensity — the amount of greenhouse gases emitted per unit of GDP — decreased by 0.6% in 2008, the smallest decrease since 2002. (The faster carbon intensity decreases, the more output businesses get for their carbon.) The failure of green business so far to produce a Google-like success story — a company that crushes in the stock market — hasn't helped either. "We're not moving the needle fast enough when it comes to climate, toxicity, energy use," says Makower.

In 2009, Makower says, the chief impediment to green business will be a lack of cash — just as it is for the rest of us. And like the rest of us, green businesses will be looking to Washington for a savior, hoping that President Barack Obama's promises to use stimulus spending to make the U.S. economy greener, leaner and cleaner was more than idle campaign talk. "If there's one thing I'd like to see from the Administration, it's a vision for what the green economy will look like," Makower says. "But right now, we're in uncharted territory."

Content by Time.com : By Bryan Walsh

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