With the X6, the BMW programme offers a car which does not only have the characteristics of an SUV, but also of a sports coupe. As a certified specialist for sport accessories, HAMANN-Motorsport is especially focusing on the driving dynamics segment of this Crossover model. For this reason, the technicians are refining the aerodynamics, motor and running gear.
Thursday, May 14, 2009
Essen 2008: HAMANN BMW X6
Hartge releases new wheels for the 2009 BMW Z4
The third most important German tuner, Hartge, has just released their own version of wheels and tires for the new 2009 BMW Z4. Just a few days ago, we saw Hamann coming up with new Z4 wheels and prior to that, Ac Schnitzer.
Beside the wheels/tires packages, Hartge will soon release a full kit for the new roadster, similar to its competitors. 
The Hartge kit will include stainless steel tail piece, a new speedometer, aluminum pedals, aluminum foot rest, aluminum steering wheel and wheels in 18 or 19 inch.
It is clear that without an M model in the the pipeline, the tuners will have an opportunity to sell many aerokits but also engine upgrades. Of course, all these additions will be quite costly, but I have no doubt that the true bimmer fans will see past that.
The Ultimate Ambulance: BMW X6 xDrive50i - 407 horsepower
Usually an ambulance is not something anyone should get excited about out, but when that emergency vehicle turns out to be a “monster on four wheels”, then things change. The high-end X6 model, xDrive50i, has been converted into an ambulance which features all the necessary emergency equipment along with all the associated external visual emergency lights.
As you might remember, the BMW X6 is powered by a 4.4 liter V8 engine producing 407 horsepower. And since in the end it’s still a medical emergency vehicle, the car runs from 0-60 in 5.4 seconds and has a top speed of 155 mph.
Of course there are many situations when getting earlier to a medical facility can be imperative and save a lot of lives, so then we have no choice but to be glad that these type of ambulances are being developed.
The X6 Ambulance will make its debut at the RETTmobil trade show for rescue and mobility vehicles in Germany.
[Motorzeitung.de via BimmerToday ]
Leaked Photo: Could this be the MINI-i?
I’ll make this short and sweet, apparently the photo posted here is the actual MINI-i vehicle we spoke about a few days ago. The MINI-i MegaCity Vehicle is part of the Project i initiative and will be sold under the MINI brand.
Someone close to BMW speaks further of the MINI-i and BMW’s future plans:
The MINI-i will be equally recognizable as a MINI but with the MINI Brand , BMW intend to split the brand with the smaller “MegaCity” cars and then the Austrian built “Urban Adventure” vehicles which will be the MINI-X and the SpaceBox project.
The BMW Motorrad Division will accompany the MegaCity Scooter , For Project-i. Basically a two seater covered scooter similar to the C1 but lower and longer. Think of the BMW Clever Concept.
As the story develops, we’ll be back with more updates.
[Source: Automobile-magazine via GCZ ]
….And Autoblog drives the new 2009 BMW Z4
Most of the major auto publications are slowly starting to roll out their BMW Z4 reviews, Car and Driver was the first one to satisify our curiosity, followed shortly by Jalopnik and today, we have our really close friends at Autoblog telling us all about their Z4 test drive.
“Artfully sculpted, the clean-sheet Z4 Roadster looks remarkably similar to the Z8 (in fact, they nearly share dimensions), itself an aluminum-bodied roadster that acknowledged the classic and timeless design of BMW’s 507 roadster from the 1950’s. Immediately recognizable as a Z4, however, the new two-seater features a long hood, blacked-out A-pillars, flowing character lines, and a cohesive tail treatment that adds an upscale yet more traditional look to the second-generation model. The overall package looks great in pictures and even better in the metal.”
“Climbing into the driver’s seat, your author’s six-foot two-inch frame fit comfortably. The legroom feels nearly identical to the Porsche Boxster, but the Z4 offers a bit more shoulder room. In typical BMW fashion, all controls are easy to use after a bit of familiarization (even the next-gen iDrive is starting to make sense). The three-spoke steering wheel is small in diameter but very thick. Outward visibility, regardless of whether the top is stowed or raised, is excellent. Ah, the top… The multi-piece retractable hardtop is a masterpiece of engineering formed from lightweight aluminum and with a heated glass rear window. It automatically drops out of sight in about 20 seconds at the touch of a button. Retracted, the top disappears completely from view.”
…………….
“Traveling up Highway 101, the Z4 shines. BMW references a newfound “maturity” and refinement, mannerisms that are immediately apparent at cruising speeds of 60-80 mph. The chassis is very rigid, with the stiffness allowing the suspension to soak up undulations with aplomb while keeping passengers isolated from the harshness. The extra couple hundred pounds of weight over its predecessor is felt, but in this arena, it works to improve the ride. Compared to the sporty Z3 and first-gen Z4, both jittery highway travelers, the second-gen roadster reminds us more of the sedate – and much more expensive – Mercedes-Benz SL-Class. Even with all of the windows down, and without a wind blocker between the seats, air management is acceptable.”
Statement by Dr. Norbert Reithofer at the Annual General Meeting of BMW AG
Dear Shareholders and Shareholders’ Representatives, Dear Employees, Distinguished Guests, Ladies and Gentlemen, I would like to welcome you to the 89th Annual General Meeting of BMW AG on my behalf and that of my colleagues on the Board of Management. I also bid a warm welcome to all investors following this event via the Internet.
The world in which we live is constantly changing, and the BMW Group is also changing as well. This is what I told you last year. And nothing, absolutely nothing, has changed about that.
The BMW Group needs to change. And we will do this by building on our history and tradition. Our company has existed over 90 years. Only three percent of all German companies are more than 50 years old.
The critical point for us here and now is that we will continue to follow our successful course in the decades to come.
The BMW Group, your company, has worked hard on establishing important prerequisites. And let me emphasize: We have achieved this through our own wits and as an independent company:
• The BMW Group thinks and acts globally.
• The BMW Group’s financial footing is absolutely sound.
• The BMW Group is the world’s most sustainable car manufacturer. No other company in our industry matches our economic use of resources.
• The BMW Group is the premium car manufacturer whose fleet has by far the lowest CO2 emissions. Actually, who would have thought we had it in us?
• The BMW Group fulfilled its voluntary commitment of the European Automotive Manufacturers Association ACEA and, by 2008, even reduced CO2 emissions by more than 25 percent. We also plan to meet the new emission performance requirements the EU has set for the years 2012 and 2015 on. This means: Excess penalty fees will not be an issue for the BMW Group.
• And last but not least: The BMW Group has set itself clear targets and a vision reaching to the year 2020 with Strategy Number ONE.
All these facts are both an expression and the result of our change process. I would say that we have a lot going for ourselves.
You, dear Shareholders, supported us in this process. I would like to take this opportunity, also on behalf of my colleagues on the Board of Management as well as all employees, to thank you for your trust and commitment – particularly in these difficult times.
Our business is to provide premium individual mobility.
• This is the foundation of our future growth and for future earnings.
• It is the foundation for safeguarding our independence.
• And it is the foundation for securing jobs.
People and society as a whole want to purchase cars. But they want them on different terms.
We understood this early on and acted accordingly.
• Strategy Number ONE is our answer. We started our strategic realignment already in the fall of 2007 – with all the consequences.
• We are charting the right course for the future.
• In 2008 and the first months of 2009, we put into action numerous projects that will pay off in the long term.
Our entire industry is undergoing a fundamental shift. The economic crisis is accelerating this change – insolvencies, partial nationalizations, mergers and acquisitions.
Public awareness of certain values is rising, and these are values that have always been at the core of BMW Group’s entrepreneurial spirit and policy:
To plan for the long term and act responsibly.
• We do not plan or act from one quarter to the next.
• We consider the interest and importance of all groups involved in our company’s success. We have always had stakeholder approach. You as our shareholders benefit from this approach. We are very much part a part of society just like our customers, and thus strive to be a good corporate citizen.
• We assume social responsibility. Our business is premium. And premium for us means responsibility. By acting the way we do, we have a share in keeping people’s trust in the free market economy.
The economic crisis is not the first performance test for the BMW Group:
• We mastered the sale of Rover in 2000.
• We overcame the period of weak sales in 1992/93.
• We defied the oil crisis in 1973. Acting anti-cyclical, we opened our plant in Dingolfing.
• And December 2009 will mark the 50th anniversary of the legendary BMW AGM at which Herbert Quandt and Kurt Golda gave BMW its independence.
Our successes – just like the challenges of the past – have shaped us and made us who we are today.
In the current situation, two things are crucial:
• First: We will navigate our company through these difficult times with determination and foresight. We remain at the wheel and act with due measure.
• Second: We will continue to invest in new products and technologies for the mobility of tomorrow.
I would like to quote German Federal President Horst Köhler who once said: “A crisis – as bad as it may be – will also yield new and great things. … This crisis is about finding new solutions for a new era.”
We believe in ourselves and in the future of the BMW Group. And I am convinced that you do as well.
Today, I would like to touch on the following points:
• First: How did we tackle the business year 2008?
• Second: How are we dealing with the current situation?
• Third: How are we going to position the BMW Group in the future?
Straight to the first point:
The business year 2008 was characterized by two developments:
• In the first half of the year, we increased our retail volume. For January to June, we recorded earnings before taxes of approx. € 1.24 billion, down 35 percent from the first-half of 2007. Our business development was burdened by external factors, namely additional risk provisions and extraordinary HR expenditure. We managed to compensate for these effects. Without the additional expenditure, our result would have exceeded that of the first-half of 2007 by about € 190 million. And Group return on sales would have been at 7 percent.
• In the second half of the year, the negative effects of the financial and economic crises on retail volume, prices and the leasing business increased. The situation deteriorated from month to month. In the fourth quarter in particular, we felt the full weight of the crisis.
These are our operating figures in detail:
• Automobile retail: We delivered more than 1.43 million vehicles to customers. This is the second best result in our company’s history. No other premium manufacturer sold more vehicles in 2008 than we did. MINI and Rolls-Royce achieved new record sales. And we managed to raise our share in the global premium segment to over 25 percent.
• Motorcycle retail: The business unit Motorcycles contributed to the BMW Group’s success in 2008. More than 101,600 BMW motorcycles were delivered, almost as many as in 2007 – in a declining overall market. Today BMW Motorrad is the most important European manufacturer of large motorcycles. Our brand Husqvarna Motorcycles also developed well. In the first year since the acquisition of this brand by BMW, retail stood at more than 13,500 units, up 31 percent from the previous year. In 2008, Husqvarna was the world’s fastest growing motorcycle brand. It was the right decision to acquire Husqvarna to extend our portfolio.
• Group revenues: BMW Group revenues declined by 5 percent last year – to € 53.2 billion.
• Earnings: The 2008 EBIT, earnings before interest and taxes, was clearly positive at € 921 million. Pre-tax profit stood at € 351 million, which is more than 90 percent below the figure in 2007. The reasons for this development are:
o First, the decline in retail.
o Second, the extraordinary expense of over € 2.4 billion arising, above all, from risk provisions for residual values in the leasing business and credit losses as well as the HR compensation program.
• Net profit: We actually achieved a profit in an increasingly difficult economic environment. Our net profit was € 330 million, about 90 percent less than the year before.
You know that we had much more ambitious targets. That’s a fact: We certainly put up a good fight, day after day! We continually challenged ourselves and our employees as well.
Despite the challenging conditions, we recorded a profit at the end of the business year 2008. Our employees worked much harder than the key figures demonstrated. This is one of the reasons why we are in a much better position today than many of our competitors.
I hope I am speaking for you as well, Ladies and Gentlemen, when I extend our sincere thanks to all our employees worldwide for their outstanding dedication.
Dear Shareholders,
We are hearing from politicians that this might be the right time to waive dividend payments.
• This is definitely not our approach and not our understanding of shareholder value.
• And it is not our understanding of fair participation of our shareholders in the company’s success.
We achieved a positive result in 2008. And we are convinced of our operational strength. You as the owners of this company have a right to benefit from our performance in the business year 2008.
But I am sure you agree that the dividend for 2008 should be more modest than in the previous year.
The Board of Management and the Supervisory Board propose to issue as a dividend the net profit for the year 2008 in the amount of € 197 million. This would result in a dividend of 30 cents per ordinary share and 32 cents per preferred share.
I realize this is less than in the past. However, we think that this step is necessary and justifiable. In the long term we want you as our shareholders to participate in the company’s success.
Since you, our shareholders, will be receiving a smaller dividend, both BMW Group executives and employees will also earn less money for the business year 2008 as well although they worked very hard:
• Executives will not receive this year a corporate bonus.
• Employees will not receive this year a profit sharing bonus.
We always paid out one of the highest profit sharing bonuses in the German industry. You as our shareholders supported this.
But success-based payments, Ladies and Gentlemen, require exactly that: success.
The strong decline in our Group’s business performance affects all the Group’s employees—the higher the position the stronger the bonus compensation component. This is right and this is what we want.
Everybody at the BMW Group is aware of the financial effects and knows that they are the result of these challenging economic times. Despite this, our employees were highly motivated and were determined to deliver top performance. And that is exactly what I expect from them.
Ladies and Gentlemen,
For you as shareholders, the dividend is important – as is the BMW share price. Last year I promised you that we would work hard on this matter.
In 2008, the stock market knew mainly one direction: down.
Given this development, BMW shares held up quite well:
• Let’s have a closer look at the year 2008: On the last trading day of the year, BMW ordinary shares were traded at 49 percent below their price at the end of 2007. Compared to other European car manufacturers, BMW’s preferred shares were among the most successful.
• When we look at the twelve months since the last AGM, BMW stock outperformed both the DAX index and the industry index Prime Automobile.
• Between the beginning of 2009 and yesterday’s share price at market closing: BMW ordinary shares rose by 10.2 percent compared to the end of 2008, while company preferred shares increased by 15.1 percent over the same period. The German DAX declined by 1.7 percent in the same period. The automotive industry prime index also decreased by 2.9 percent. Upon announcement of the company’s first-quarter figures on May 6th of this year, the BMW ordinary shares rose by 30 percent compared to the last trading day in 2008. The latest stock price development reflects our strong focus on liquidity, free cash flow and operating performance. For the BMW Group, this trend is a promise for the future and proof that we are on the right track.
I would now like to move on to my second point:
The current economic situation requires first of all financial stability. Just look at our competitive environment if you have any doubts about the importance of liquidity.
Our Group’s financial footing is absolutely sound:
• At the end of 2008 our liquidity was at € 8.1 billion.
• And we managed to improve liquidity even further in the first quarter of 2009 – to approximately € 10 billion. This is on par with the liquidity of the Volkswagen Group with its much larger business volume. At € 220 million, free cash flow was also clearly positive in the first quarter.
This gives us financial security – as well as the leeway we need to shape our future.
The high liquidity attests to the fact that we initiated countermeasures to offset the effects of the economic crisis much earlier than other car manufacturers. We acted with foresight and determination. This approach is now paying off.
There are further examples to underscore this statement:
• First: Our financial services unit adjusted quickly to the changing situation. Already in the first and second quarter of 2008, we established provisions against decreasing residual values and credit losses. In addition, we shifted the focus of our activities in this field from leasing towards loan financing. However, to do without leasing is not an option. Customers expect this kind of offer, particularly in markets such as the US. And leasing customers are very loyal customers.
• Second: We reduced costs, investments and capital expenditure per vehicle. These steps do not affect our vehicle’s’ high quality. On the contrary: According to the 2008 ADAC crash statistics, our models are among the best cars. For the second time in succession, the BMW X3 ranked first in the category Quality.
Let me now return to costs: I instructed all divisions and areas to tap into further efficiency potential. As a result, our fixed costs in 2008 were actually lower than in 2007. The measures based on our Strategy Number ONE are taking effect. And our costs have declined further in the first quarter of 2009. We are literally killing two birds with one stone:
o We are optimizing the current cost structure.
o At the same time, we are building a sound foundation for our profitability in the years to come.
Costs of material declined significantly as well. This target was achieved not against, but with our suppliers. It is already clear that we will considerably exceed our goal for 2012 to reduce material costs by € 4 billion. You know the developments in the supplier market. Reliable, healthy suppliers are vital to our business success. We have therefore established an internal supplier risk management system. If necessary, we will be able to initiate preventive measures in cooperation with our suppliers and other partners.
• Third: We reduced inventories substantially. We act according to our principle: Production needs to correspond with demand. Already in late 2008, we throttled production at the German plants and reduced inventories while our competitors continued to build up new stock. In the first three months of 2009, we produced fewer vehicles than we delivered. So by the end of March, we had reduced inventories even more.
We introduced temporary short-time work in the beginning of 2009. The Board of Management and the Works Council reached a mutual agreement on this point very quickly. Particularly in these difficult times the BMW way turns out to be the most efficient: Management and employees cooperate in a constructive and solution-oriented manner. As our company focuses on the long term, we want to cooperate and safeguard the jobs of our permanent staff. Last Monday we were able to terminate the period of short-time work at Plant Regensburg ahead of schedule. And I am delighted to tell you that from the beginning of June on, Plant Leipzig will return to two-shift operation. There is strong demand for the BMW 1 Series produced there. In Germany, we are benefitting slightly from the government’s scrappage incentive. Plant Leipzig is scheduled to start production of the new BMW X1 in September.
In retrospect, it has become clear that we mastered the situation well because we started to eliminate temporary positions and offer voluntary redundancy to permanent staff as early as 2008.
• Fourth: As regards job reductions, we exceeded our target.
That was a tough step and it was a difficult decision to make. But unfortunately, it was absolutely necessary. And it was just at the right time. As of the end of 2008, our headcount had decreased by 7,498 year-on-year. All areas were streamlined. So in the future, our personnel costs will be reduced by € 500 million a year.
On the other hand, we will continue to hire new staff, primarily engineers. In 2008, we created 226 new positions. We are also planning to recruit a few hundred new employees in particular fields in 2009.
And we continue to train young people even in these times.
As of 31 December 2008, we employed 4,102 apprentices, most of them in Germany. Apprentices make up more than five percent of our workforce. In 2009, we are once again hiring 1,100 young people to train with us. This is social responsibility à la BMW Group. And I am sure you approve of this approach, dear Shareholders.
We have implemented all these activities and many more with determination. This is now to our advantage.
Once again, the first quarter of 2009 required us to stand our ground in a very difficult environment – and we succeeded.
• Our retail plunged by 21 percent in the first three months of the year. Nevertheless, we outperformed the premium segment as a whole.
• Group EBIT is only slightly negative at minus € 55 million. As we all know, at the beginning of 2008 the global economy was in much better shape than it is today.
The media’s response was thus positive throughout:
• Spiegel headlined: “BMW’s loss lower than expected.”
• Handelsblatt read: “BMW’s efforts are taking hold.”
• And ARD-Online complimented: “BMW demonstrates its crisis management skills.”
But these figures also show that it is much too early to see the end of the tunnel. The economic forecasts continue to be critical.
And this is why we will continue to act in” the here and now“.
We will have a clear focus on the markets:
• We plan to sustain and strengthen our market share in the individual countries.
• We are securing a strong starting position in the race for strategically important markets.
Let’s take the US as an example:
Our activities on the US market are bearing fruit. For the very first time, our BMW brand outsold Lexus on the American market in the first quarter of 2009. BMW is now the best-selling premium brand in the US.
There is still enormous potential on the US market.
• We are spending US$ 750 million on the expansion of our plant in Spartanburg.
• We are going to produce the successor of the BMW X3 there.
• Our American BMW dealerships plan to invest a total of US$ 300 million this year.
An important growth market is China.
China replaced the US as the world’s largest automotive market in the first quarter of 2009. And in China, the share of the premium segment in the overall market is only one to two percent right now. We are accepting this challenge and capitalizing on our strengths to create further market growth.
You see, Ladies and Gentlemen, we are making the best use of this period to prepare your company for the business upturn. This crisis will truly demonstrate who has done their homework and who has not.
Our strategic approach is focused on the long term.
Which brings me to my third and last point for today: How do we plan to position the BMW Group in the future?
As shareholders you would surely like to know what is in store for the automotive industry? Let me emphasize that we are on the upward trend.
The global car markets and the demand for premium vehicles will rebound. This is in all the forecasts. And this is what we expect.
However, the general understanding of premium will change. And we have to be prepared for that as well.
With its three brands BMW, MINI and Rolls-Royce, the BMW Group is the only car manufacturer whose portfolio focuses exclusively on the premium segment – from the small car segment to the ultra-luxury class.
We are taking the term premium to the next level.
We will continue to define premium for the future.
• Premium is sustainable.
• Premium is efficient.
• Premium is innovative.
• Premium is design.
• Premium is future.
The BMW Group is on the cutting-edge in all these areas.
1.) Premium is sustainable.
The BMW Group is the world’s most sustainable automotive manufacturer today.
Future mobility requires a new balance between individual and ecological requirements. This applies to both drive systems and production processes.
2008 marked the fourth consecutive year that the Dow Jones Sustainability Indexes ranked the BMW Group as the automotive industry’s global sustainability leader.
You as our shareholders stand to benefit from our commitment as the capital markets increasingly recognize and appreciate sustainability as a value driver.
We have anchored sustainability in our production with our approach “Clean Production”. And we will continue to set ourselves ambitious targets:
We plan to reduce the consumption of energy, water, sewage, solvent emissions as well as waste in our international production network by another 30 percent between 2006 and 2012.
This is responsibility that pays off – for us, for you and for the world in which we live.
2.) Premium is efficient.
The BMW Group has reduced fleet emissions further than any other car manufacturer.
The Federal Motor Transport Authority in Germany has confirmed our lead in the field of emission reduction:
• The average fuel consumption of our BMW and MINI cars in Germany is 5.9 liters per 100 kilometers. This equates to carbon emissions of approx. 158 g/km. On average, newly registered cars in Germany emit 165 g CO2/km.
• MINI’s average CO2 emissions are 138.6 grams/km.
• BMW’s fleet emissions are lower than those of Germany’s number one mass manufacturer and on par with car manufacturers whose portfolios primarily consist of small cars.
I consider this a convincing achievement. Let our competitors match that if they can. This is Efficient Dynamics at work.
49 BMW and MINI models comply with the strict EU5 emission requirements. The BMW 330d with the optional BMW BluePerformance technology even meets the EU6 standard taking effect in 2014.
Sheer driving pleasure starts at 4.4 liters per 100 km and 118 grams of CO2/km. This is the performance data of BMW’s new entry-level model – the BMW 116d.
With a BMW or MINI, you can travel much farther than with comparable models by our competitors. For 100 Euros
• a MINI ONE will get you from Munich to Gothenburg
• a BMW 123d from Munich to Madrid
• a BMW 320d from Munich to Athens and
• a BMW 740i from Munich to Rotterdam.
These are based on test drives. All thanks to Efficient Dynamics.
3.) Premium is innovative.
Our innovative models set new standards.
Three examples:
• Number one: The new BMW 7 Series. It is the absolute best car on the market right now. Our flagship model and its innovations are popular with both customers and the press. When “auto, motor und sport” recently chose their best cars of the year 2009, the new 7 Series dominated the luxury class – not least of all due to its efficiency. The 730d only consumes 7.2 liters of diesel per 100 kilometers. In Europe, the new BMW 7 Series is already the segment leader although it was launched only a few months ago. In Germany alone, sales for the new 7 Series were up more than 80 percent in the first four months of 2009 compared to last year’s figures. At the same time, competitors saw their sales deteriorating. In Austria, the federal and state governments are now driving BMW, namely the 730d and the 520d, the most environmentally friendly cars in their respective segments. Thanks to the new cars, the Austrian government will reduce carbon emissions by 43 tons a year. A strong argument for our innovative spirit and capabilities.
• Number two: The new BMW 5 Series Gran Turismo.
This is the contemporary interpretation of the sedan concept. The 5 Series Gran Turismo is going to define an entirely new segment. Its unique variability will attract new customer groups when it goes on sale in fall. As I see it, the 5 Series Gran Turismo is premium at its most innovative.
• And number three: In November, our X model series will be complemented by the BMW X1. This highly innovative vehicle will help the BMW brand address new customers as well.
4.) Premium is design.
In this area, we are, without a doubt, the trendsetter.
Just look at the new BMW Z4 that arrived at the dealerships last Saturday. It clearly demonstrates our trendsetting design philosophy and design language. For its contemporary interpretation of the classic roadster form, the new Z4 received the American Eyes On Design Award at the beginning of the year.
In June, both the new BMW Z4 and the new BMW 7 Series are going to receive the renowned red dot award. Please allow me to quote from the jury’s statement about the new 7 Series: it convinced jurors “with its harmonious combination of elegance, sporting flair and strong presence.” I couldn’t have said it better.
At the MINI brand, design is also a major stimulus for buying decisions. Fifty years ago, the first MINI rolled off the assembly line. But it was the BMW Group who catapulted the iconic design of MINI, successfully into the 21st century following the brand’s integration into the Group.
The same is true for Rolls-Royce. For Rolls-Royce we adapted the form of this classic car and the special tradition of this ultra-luxury brand to our times. The Phantom Coupe and the Phantom Drophead Coupe attest to that.
All our three brands – each of its own accord – are unique thanks to their extraordinary design.
5.) Premium also means future.
We are also in the forefront when it comes to new technologies and new mobility concepts. This includes hybrid technology, electric drives and mobility solutions for the world’s megacities:
• BMW’s first two hybrid models are scheduled to go into series production this year: the new BMW 7 Series as a mild hybrid and the BMW X6 as a full hybrid.
• The zero-emission electric-drive MINI E is the first result of project i. And it gives us a clear competitive advantage:
o In technological respects – as the MINI E already has a maximum reach of 250 kilometers and 204 hp.
o And in trial – as the MINI E will undergoing a major road test by customers in Germany, the US and the UK.
There are high expectations regarding electric mobility. California is a pioneer in this field. Governor Schwarzenegger was impressed when I presented the MINI E to him in Los Angeles. But we need to remain realistic and reasonable, since it will take many years before electric cars will be a common sight on our roads:
o First of all, electric cars do not meet all the various mobility demands.
o And secondly, there are many unresolved issues – regarding affordable technology, battery lifecycles, infrastructure, etc. Currently carmakers, energy providers, politicians and our society are going through a learning process.
• Our long-term goal is sustainable mobility. The MINI E will provide us with relevant findings for the next step of project i – the Megacity Vehicle. Many of you may be curious as what that is supposed to be. Just trust our creativity. There will be surprising solutions. But fact is: Customers will be able to decide what kind of drive system they prefer: a fully electric drive or a high-efficiency combustion engine. This vehicle will be the first of many near-zero emission vehicles. Imagine both single and double lane vehicles. I know all that sounds like a dream of a faraway future. But it isn’t. We are planning to start series production of the first vehicles of this kind and bring them to the market in the first half of the next decade.
You see, Ladies and Gentlemen, we offer our customers by far the most efficient premium vehicles. Those who drive a BMW, MINI or Rolls-Royce – or maybe soon one of our Megacity Vehicles – can continue to drive guilt-free.
Sheer driving pleasure is a highly emotional experience. And obviously, pleasure is one of the best feelings people can have. So we want to enhance the emotional effect our customers have when driving our vehicles. For this very reason, we are going to launch a new advertising campaign for the BMW brand in the early summer. We are going to start in Germany and some other European countries.
We also want to be in the lead with regard to new technologies. This is why we will continue to invest considerable amounts in developing new realms of mobility. We are in a position to do this:
• because we have the financial headroom,
• the necessary expertise, and
• highly motivated employees with outstanding ideas.
Just think about the current situation in our industry. Mergers and even “a marriage made in heaven” as Fiat boss Marchionne calls it are the order of the day.
The BMW Group, on the other hand, has existed for over 90 years, and this is because we have always charted our own course.
Size is no guarantee for success. In many cases, it is best to use one’s wits and intelligence. This is what the US business magazine “Fortune” recently wrote about the BMW Group.
We are confident and determined: We will continue to chart our own course in the future – on our own and independently!
Co-operations will remain an integral part of our strategy, but not at the expense of our independence. A co-operation always needs to result in a win-win situation for both parties.
• We successfully cooperate with PSA in the field of engine production for our MINI cars.
• We will extend our co-operation with Daimler on the purchase of parts and components.
• And for the MINI E we will work closely with various energy providers.
We are also going to continue the implementation of our Strategy Number ONE.
We are already harvesting the first fruits of our efforts today. But it will be mostly in the medium term that the activities initiated in the past few months will have a positive impact on our business operations.
I am not giving away a secret when I tell you that our three best-selling model series are going to be revised within the next few years. In the years 2010 to 2012, this will consist of more than half of our entire product portfolio. This will give us additional momentum.
Profitability will improve as the new model series help us tap into new potentials. Our costs are going to decrease considerably – thanks to standardizations and the application of modules. Development and planning costs are already going down.
Our long-term profitability targets as laid out in Strategy Number ONE remain unchanged. In 2012 we plan to achieve:
• a return on capital employed of 26 percent in the automobile segment and
• an EBIT-based return on sales of 8 to 10 percent in the automobile segment.
2009 will be a challenging year for us. But we are fighting – for every vehicle, for every cent and for every employee!
Dear Shareholders, given the current developments you might ask yourselves: How many manufacturers will survive the crisis? I don’t have that answer.
But there is one thing I know for sure: The BMW Group will be one of them. Take me at my word when I say: The BMW Group with its three strong premium brands will continue to have a major role in the future of global automotive industry.
The BMW Group, Ladies and Gentlemen,
• delivers top performance
• possesses a strong fighting spirit
• will create new mobility solutions for a new era!
Is this test mule a new BMW model?
NO, it is not, but at a first glance, most of the media outlets believed that we are looking at one of those “funky camouflaged” test mules that have entertained us for the past two years or so.
As you recall, BMW uses two type of camouflage techniques: one starts early in the development and testing stage when the car is covered with plastic fake body panels that hide the design lines. The second one is they psychedelic black and white pattern camo that shows up during the Final Evaluation Phases where the car is being testing shortly prior to the official launch.
So, what do we have here today? Well….Jaguar decided to start using a similar technique and used it on their upcoming XJ model. But wait, that’s not all, on top of this, they decided to go even further with their camouflage plan and added the famous twin kidney grille seen on all the BMWs.
We have no idea why they would such thing and can’t even determine if BMW should be flattered or not. And not to leave you hanging here, the 2010 Jaguar XJ is a four-door vehicle with coupe like lines and a massive front grille. It is powered by a new supercharged 5.0-liter V8 engine with 510 horsepower and 625 Nm of torque. A smaller 3.0-liter twin-turbo V6 diesel outputs 271 horsepower and 600 Nm of torque.
The car is scheduled to debut this year with sales starting in 2010. The XJ is supposed to be a strong competitor for the Mercedes-Benz CLS, Maserati Quattroporte, Bentley Flying Spur and even the Porsche Panamera.
[Source: Worldcarfans ]
2009 BMW Z4 sDrive30i - First Drive Review
You don’t have to twist our arms very far to get us to write about roadsters, particularly those of German descent. This explains why we have composed three separate drive stories on the slick new 2009 BMW Z4 since March. All of that coverage, however, focused on the flagship Z4 sDrive35i, whose 300-hp, twin-turbocharged six-cylinder makes it the most powerful Z4 not to wear an M badge. However, it does have an M-like price: at $52,475 to start, and knocking on the door of$70K fully loaded, the 2009 Z4 sDrive35i is startlingly expensive.
Enter the Z4 sDrive30i, the so-called entry-level Z4, which lacks the turbocharged punch of the sDrive35i, but is virtually identical in most other respects, including the chic sheetmetal, two-piece retractable hardtop, high-brow luxury accoutrements, and basic chassis tuning. Furthermore, it gets better fuel economy and starts at $46,575. So the $5900 question was: would we miss the turbos when they’re gone?
We admit to not being overly optimistic about the cheaper Z4, since our sDrive35i drives taught us to expect curious body motions, spiritless electric steering, and, most egregious of all, a very un-BMW sense of disconnection between driver and road due to the seats being situated less than a foot ahead of the rear axle. And with more than an extra 200 pounds to lug around compared with the previous model, thanks to the new retractable hardtop and its supporting structures, the Z4 sDrive30i had some sports-car mettle to prove.
Keep Reading: 2009 BMW Z4 sDrive30i - First Drive Review
Pricing Announced for All-New BMW 1 Series Convertible at Its World Debut During 2008 NAIAS
Those whose definition of pure driving pleasure includes wind in the face and sunshine above now have even more to smile about, as pricing was announced today for the new BMW 1 Series Convertible during its world debut at the 2008 North American International Auto Show (NAIAS) in Detroit. The vehicle, which goes on sale in time for summer, will start at $33,875 for the 128i model and $39,875 for the 135i model. The BMW 1 Series Coupe arrives in dealerships in March.
The 1 Series Convertible and the 1 Series Coupe follow the tradition established by the iconic BMW 2002 sport sedan. The essence of such driving purity - a responsive six-cylinder engine positioned within a rear-drive chassis to provide balanced, sporty dynamics - is at the heart of this compact four-place coupe and convertible.
The 128i Convertible will be powered by BMW's 3.0-liter, 230 horsepower inline six-cylinder engine generating 200 lb-ft of torque. Like its fixed-roof stablemate, the 128i Convertible will feature Valvetronic valvetrain management and aluminum/magnesium cylinder block construction-core elements of BMW's EfficientDynamics.
The 135i Convertible features BMW's twin-turbocharged 3.0-liter inline six-cylinder engine producing 300 horsepower and 300 lb-ft of torque from as low as 1,400 rpm. With its direct piezo gasoline injectors, twin low-mass turbochargers and air-to-air intercooler, optimum performance and economy is achieved with no loss in engine response. For the 135i Convertible, acceleration from 0-62 mph is accomplished in 5.4 seconds and top speed is electronically limited to 155 mph. Both engines feature on-demand engine coolant pumps that improve fuel economy and reduce parasitic losses for increased efficiency.
Additionally, in a mere 22 seconds-even on the move at speeds up to 25 miles per hour-the occupants within the 1 Series Convertible can go from encapsulated comfort to top-down exhilaration. If conditions dictate, the electro-hydraulically-operated softtop can be raised within the same 22 seconds, producing a distinctive silhouette enhanced by long frameless doors. The characteristic features of the BMW kidney-shaped grill, front skirt, door sills and rear skirt are identical to those of the 1 Series Coupe.
Source: BMW
DStyle aerokit for the BMW Z4 Coupe and Roadster
With BMW’s new 2010 Z4 just around the corner, this latest kit for the current-generation E85 Coupe and Roadster from Germany’s DStyle may be one of the last of its kind for this particular model. The kit is the new Z4CS (Coupe version) and Z4RS (Roadster version) and it contains a total of ten new accessories for the car.
The package includes a new hood, revised doors and tailgate, pumped fenders (with 50mm extra girth up front and 70mm at the rear), plus a new set of lightweight forged 19in alloy wheels and sports tires. The design also features a pair of custom side mirrors, new side skirts and a sports exhaust system.
DStyle is currently run by German-native Dominik Schwager and has been active in motorsports for the past 20 years. Pricing for the tuner’s latest Z4 kit starts at €8,900.
BMW X6 xDrive50i Ambulance concept will rescue you with style and power
BMW has created an unusual X6 concept that could be adapted for use as an ambulance. BMW will be showcasing the X6 xDrive50i Ambulance concept at the RETTmobil rescue and mobility vehicle show in Fulda, Germany.
Power comes from a 4.2L V8 twin-turbo making 400-hp allowing those in a rush to get from 0 to 62 mph in 5.4 seconds with a top speed of 155 mph.
The concept contains all the medical equipment found in a normal ambulance and has side camera in the bumpers, a rear-view camera and flashing blue LEDs.
Honestly, we would love to be rescued by the X6 xDrive50i Ambulance; although, the lack of space concerns us.
BMW X6 xDrive Ambulance Concept:
BMW CEO worried about Daimler cooperation
Last week, Daimler AG CEO Dieter Zetsche said Mercedes-Benz and BMW are making significant progress in a cooperation to build small-cars. He said there were only a few areas where cooperation would be out of the question.
Today, BMW CEO Norbert Reithofer told the Frankfurter Allgemeine Zeitung that he is concerned about making compact vehicles with Mercedes-Benz.
“There are clear limits. The BMW brand, which one study has valued at $24 billion, must not be diluted or the brand identity damaged,” Reithofer said in an interview.
He said that no cost saving method could possibly be more valuable than the core image of the BMW brand.
Last year, BMW dropped the idea of building the next-generation Mini on an Alfa Romeo platform after deciding that the car would not look or drive like a Mini.
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