As with a fully automatic transmission it is a two-pedal system, there is an accelerator pedal, a brake pedal and a selector lever. The selector lever allows automatic or manual gearshift mode to be selected.

The M038S6 "Duonic transmission" has six forward gears and a reverse gear. The P-function ensures safe parking by preventing the vehicle from rolling away. "Duonic" features a non-wearing wet clutch, which lowers maintenance costs by eliminating the need to replace worn clutch discs. A creep function has been added to the wet clutch, as is usual for automatic transmission with a torque converter. This enables the vehicle’s speed to be easily controlled when moving slowly – for example when manoeuvring or in stop-and-go traffic – and hill-starts are also made easier.

Ten years ago Toyota launched a new kind of car in North America. It was the Prius, an affordable car with a hybrid gas/electric powertrain. In the decade that followed, the Prius made an indelible mark on the automotive industry. The car with the signature wedge shape proved to be an agent of change, and a catalyst for innovative ideas. Over 1.8 million units have been sold in the world to date, with nearly 900,000 in the U.S. alone.

“Toyota recognized in the 1990s that sustainable transportation would become a huge challenge in the coming decades,” said Jim Lentz, president and COO of Toyota Motor Sales, USA, Inc. “Those realizations proved accurate, and if anything, even more profound considering what we know today.”

It’s hard to say what would have happened, had there been no Prius in the U.S., but in the 10 years since the car has been available, significant benefits have accrued. Nearly 900,000 people who chose to drive a Toyota Prius versus the average car have prevented an estimated nine million tons of CO2 from entering the atmosphere,* conserved approximately 650 million gallons of gas,** and saved an estimated 1.5 billion of their hard-earned dollars.***

The first Prius came to North America in July of 2000. That year, the hit of the North American International Auto Show in Detroit was the Hummer H2, and national gasoline prices averaged about $1.50 per gallon. Modest Prius sales goals of 12,000 units a year were set.

Not all early reviews were flattering. One car magazine said, “With a real-world 35 mpg, this is a car that neither enthusiasts nor greenies can fully embrace.” Competing manufacturers announced that hybrids were “not an economical or practical solution” to America’s future needs. Many insisted that Toyota had provided the solution to a problem that did not exist.

Prius owners, however, felt otherwise. Widely characterized as extreme environmentalists, early Prius adopters were actually more likely to be tech-savvy professionals. Those first owners, well aware of public events and global developments, were conscious of the impact of their own choices. They became articulate advocates for the technology. Soon, demand outstripped supply, and production had to be stepped up as waiting lists became months long.

In fact, Prius sales were driven by a number of factors. As fuel costs spiked, a clear economic rationale for purchase emerged. But more significantly, the Prius realigned customer expectations as to what a car should be.

Driving a Prius delivered a new kind of satisfaction, based on a new set of values. It was a car enriched with advanced features, in tune with global issues that assumed greater importance every year. It provided an affordable transportation solution that earlier all-electric cars did not, as it was able to use existing infrastructure without concerns for recharging or range limitations.

Today, the Prius has become a mainstream vehicle. It is the third-best selling car in the Toyota line, and an icon for the company. Owner loyalty figures are among the highest in the automotive industry.

Refining The System

Each generation of the Prius has moved the bar higher. When the first-generation compact Prius was launched in 2000, buyers got 97 combined horsepower and were told to expect 41 mpg. Ten years later, the midsize Prius has 134 horsepower and delivers an EPA rating of 50 mpg overall.

Improvements have been continuous. Compared to the original car in 2000, the 2010 Prius is bigger, faster and even cleaner. While the first generation was classified as a Super Ultra Low Emissions Vehicle (SULEV), the current Prius is a SULEV/AT-PZEV, meaning that it meets super-ultra-low-emissions-vehicle requirements, and emits zero emissions at rest. Further innovations, like the solar powered ventilation system on the 2010 model, contribute to the car’s reputation as a harbinger of future trends and technologies.

As time went on, the media gained a better understanding of Prius. The editors of Motor Trend magazine, in naming the Prius “2004 Car of the Year,” were “thoroughly impressed with the Prius as not only a technological marvel, but as a truly liveable sedan.” The Car Connection described it as “Nothing less than the world’s most sophisticated powertrain ever delivered to ordinary customers.” Highly visible celebrities became owners, helping make Prius an aspirational eco-car.

In The Beginning…

The development of the original Prius, like sending a man to the moon, was a daring project with many breakthroughs and discouraging setbacks. What started as a conceptual exercise between a few planners and engineers ultimately became an intently focused, determined corporate priority. Creating the vehicle that became the Prius was accomplished in a relatively short amount of time through use of computer models to design and prove ideas. By minimizing the use of prototypes, Toyota engineers changed the way cars are designed and built.

Many of the components had to be invented from scratch. Those that had already been invented, such as regenerative brakes and electronic power steering, needed to be improved and adapted for mass production. Global standards for electronic components had to be set, and new software written.

A total of nine on-board processors were needed to manage the power delivery between engine, battery, brakes and motor/generator. Many motors and batteries were developed, tested, and discarded before they could be proven. Engines had to be converted to run on the more efficient Atkinson Cycle to power a new, unique transaxle.

A completely new type of instrumentation had to be developed. With the Prius, there was a need to monitor the interplay between the engine and the battery, leading to a display that kept the driver informed of his status on both counts. The new instrumentation empowered the drivers to improve mileage by altering their technique, turning driving into an interactive game. Today, mileage feedback displays are in use on almost every new vehicle on the market.

Unprecedented quality-control standards had to be instituted as motors and batteries that had been reliable enough for stationary use proved vulnerable to heat, cold and vibration. Multi-million-dollar joint ventures were established in order to assure the G21 Project, as it was called, could one day lead to a mass-produced vehicle.

These investments were made in an automotive environment that was dominated by sales of trucks and SUVs; in a world that The Economist magazine described as “drowning in oil.” Through it all, Toyota management remained convinced that their goal of combining fuel efficiency with environmental performance would one day be appreciated.

Today there are nearly 30 hybrid models on the road from 12 brands, with more on the drawing boards. Many of the patents filed during the development of the original Prius are now licensed to manufacturers who also take advantage of Toyota’s initial R&D investment. Nevertheless, one out of every two hybrids on American roads is a Prius, which remains the benchmark to which all hybrid cars are compared.

The Prius of the Future

There may be many futures for the Prius and Hybrid Synergy Drive, but one significant advancement, the Prius Plug-In Hybrid (PHV) is already here. A fleet of Prius Plug-In cars is now in a global-demonstration program aimed at proving the capabilities of the cars and fine-tuning the design to meet customer expectations. The car is designed with small Lithium-Ion battery packs that will help the PHV produce even less greenhouse gas emissions than conventional hybrid vehicles. A commercial PHV is scheduled to go on sale in 2012.

Longer term, Hybrid Synergy Drive components and software provide a direct bridge to clean, efficient drivetrains of the future. And while breakthrough technologies are on the horizon, continuing gains in battery technology and internal combustion engines keep the Prius competitive. Even in a world of alternative fuels, electric cars and hydrogen fuel cells, it’s a good bet that Prius cars based on Hybrid Synergy Drive will be around for a long time to come.

The economy rebounded in all of the key markets worldwide in the first half of 2010, leading to a growing demand for consumer goods and therefore to an increase in transport volume. In line with these developments, the demand for vans also recovered substantially in many of the core markets.

Mercedes-Benz Vans has greatly benefited from this development, raising sales to over 106,000 vehicles in the first six months of the year, an increase of more than 50% over the same period of 2009. This increase was mainly due to the rapidly growing economies in Latin America (sales up by 51% to approximately 6,000 vans) and the most important sales market of Mercedes-Benz Vans, Western Europe (sales up by 39% to 76,200 vehicles). Higher sales in France, the UK, Italy, Spain, and the Netherlands contributed especially to this growth. Sales in Germany were up slightly to 28,700 units (+12%). The Vans unit also recorded strong sales growth in Eastern Europe, where the results improved by 26% to 6,700 units. In the NAFTA region, the new sales organization of Mercedes-Benz Vans in the U.S. and Canada got off to a resounding start, boosting sales to 5,200 units (January-June 2009: 300 units).

Revenues rose by 33% in the first half of 2010, to €3,674 million. EBIT grew substantially from minus €101 million in the first half of 2009 to €191 million between January and June of this year. This improvement in earnings was primarily the result of higher sales compared to the previous year, particularly in Western Europe. Thanks to a return on sales of 5.2% in the first half of the year, Mercedes-Benz Vans is among the leaders in profitability in the vans sector.

Volker Mornhinweg, Head of Mercedes-Benz Vans, talked today in Stuttgart about the business development of Mercedes-Benz Vans in the first half of 2010 and the strategy of the division. Commenting on the results, Mornhinweg said: “We really took off in the first six months of 2010 and are now clearly back on track. Our results for the key financial figures of sales, earnings and return on sales speak for themselves, particularly after the difficult situation we faced in 2009. Our current market share of 17.4% makes us the clear market leader in the segment for mid-size and full-size vans in the European Union. And we’re continuing the offensive by launching the right products on the market at the right time and moving forward with our global growth strategy.”

Numerous measures implemented for safeguarding the long-term future of Mercedes-Benz Vans

The success of Mercedes-Benz Vans is due to a long-term strategy which encompasses the three core objectives “Growth in Existing Markets,” “Growth in New Markets,” and “Technological Leadership.”

In order to generate additional growth in existing markets, Mercedes-Benz Vans is increasing its investment in the successor generations of the current product range and in sales and service activities. Furthermore measures for ensuring compliance with global environmental legislation are top priority. Even in economically challenging times, Mercedes-Benz Vans continued to invest heavily in safeguarding its long-term future. In the past three years the unit has spent €250 million on developing the new generations of the high-quality Mercedes-Benz Viano and Vito, as well as on expanding the production facility in Vitoria, Spain, which manufactures both models. The Vito for commercial use features a higher payload and is very robust, while the Viano sets the standards for safety, comfort, and driving pleasure in full-size vehicles. The models are also equipped with economical, fuel-efficient, and environmentally friendly engines with BlueEFFICIENCY technology. Both of the vehicles will make their public debut at the IAA Commercial Vehicles show in September.

The strategic alliance with Renault-Nissan will also help the unit achieve further growth in Europe. In the light commercial vehicle segment, the collaboration concluded between Daimler and Renault-Nissan in April 2010 envisions adding a completely new city delivery van for commercial customers to the Mercedes-Benz Vans product range in 2012.

In North America, Mercedes-Benz Vans is starting a sales campaign with a new sales organization in the U.S. and Canada and a focus on a two-brand strategy. In addition to being sold with the Freightliner nameplate as in the past, the Sprinter has also been sold as a Mercedes-Benz vehicle in the U.S. since the beginning of the year in order to provide customers with the best service possible. The number of dealers will increase from 120 in January 2010 to around 200 in 2011.

Latin America is another established market for Mercedes-Benz Vans. Mercedes-Benz has been successfully producing vans for the South American market in Argentina for more than 50 years. With a market share of 40%, Mercedes-Benz is by far the best-selling premium automaker in Argentina. It occupies a strong position in Brazil as well, with a market share of more than 16%.

Clear strategy for activities in growth markets

Along with the growth it achieves in its established markets, Mercedes-Benz Vans is also looking to profit from the growth potential in emerging markets. Volker Mornhinweg believes there will be promising growth opportunities in Asia over the short and medium terms. “In line with the slogan ‘Go East,’ we are the first automaker to manufacture vans in China, the most dynamic growth market of all,” he says. “Our vans have been rolling off the assembly line there since April — but that's not all. We've also been building vans for the Asian market in Vietnam for the past 15 years.”

In April 2007 Mercedes-Benz Vans joined up with Fujian Motors Group to establish the first joint venture for building vans in China. The 50:50 joint venture, called Fujian Daimler Automotive (FDJA), has already sold more than 3,000 Vito and Viano vans produced locally in China since the start of production in April 2010. Also the Sprinter as a mini-bus version will be produced locally within this important growth market, starting from 2011.
Russia also offers promising growth opportunities for the vans business. Here, the market volume for mid-size and full-size vans in 2009 was 87,000 units. According to current forecasts, that figure could rise to 300,000 vans as early as 2020. Mercedes-Benz Vans is examining a range of options for efficiently penetrating the Russian market in the near future.

Mercedes-Benz is clearly the market leader in “green technologies”

The strategic approach of Mercedes-Benz Vans clearly includes the penetration of new growth areas such as the development of environmentally friendly technologies and safety-oriented technologies. In the area of the so-called “green technologies,” Mercedes-Benz Vans is the leader in the segment of mid-size and full-size vans.
This July, the unit presented the first electricmotive-powered van, the Mercedes-Benz Vito E-CELL, which is extremely quiet and generates absolutely no emissions during operation. A small-batch series of 100 units of the new Vito E-CELL is currently in production, and testing by customers has commenced. Starting in 2011, 2,000 additional Vito E-CELL vehicles will follow.

AUDI AG achieved clearly positive results in 2009, a year of worldwide crisis, and now its employees are benefiting: the company is thanking them for their efforts with a total bonus payment of 97 million euros – more than any of its competitors have paid. At the end of this month the workforce will receive its third additional payment this year.

Despite the financial and economic crisis in 2009, Audi’s balance sheet stayed in the black month after month – meaning that the company fared considerably better than its competitors. Now Audi is sharing its success with the workforce: at the end of the month they will be paid a bonus averaging 1,355 euros, the third such extra payment this year. Dr. Werner Widuckel, Member of the Board of Management for Human Resources at AUDI AG, comments: “When the business situation is difficult we’re dependent on maximum effort from all our employees. So it’s only logical for us to share our success with them.” As a result of this policy, each employee receives an average of 3,500 euros.

In June the Board of Management and the General Works Council had already agreed a bonus of 1,200 euros. In the words of Peter Mosch, Chairman of the General Works Council of AUDI AG: “We bucked the trend and were successful. Recognizing this exceptional performance promotes solidarity in the long term and encourages the company’s employees to master upcoming tasks with equal success."

In May this year the company also made an “expanded employee participation” (eMeb) for the fifth time. This payment is laid down in the company agreement known as “Audi’s Future – Performance, Success, Participation” and linked to the operating profit.

The resale value for the Cadillac CTS is projected to rise as the luxury brand adds the 2011 CTS Coupe to the line-up, according to the July/August estimates from ALG, an industry benchmark for residual values.

The higher projections are driven by lower incentives, tighter controls on inventory and an emphasis on design, as showcased in the all-new CTS Coupe.

The resale value for the 2011 CTS Sport Sedan after 36 months is projected to be 55 percent of the initial purchase price, about 9 percentage points higher than the projected resale value for the 2010 model, according to ALG. The projected resale value for the 2011 CTS Sport Wagon, compared to the 2010 model, also has risen about 9 percentage points to 54 percent of the initial purchase price.

The CTS Coupe, which began arriving at U.S. dealerships in July, has a projected resale value of 59 percent of its initial price. The CTS Coupe has been praised in early reviews for its dramatic design, staying true to a model that was named best concept car in the Eyes on Design Awards for the 2008 North American International Auto Show.

“Competitive products, innovative styling and a value driven pricing strategy are contributing to a resurgence of the Cadillac brand,” said Matt Traylen, ALG chief economist and client partner. “The introduction of the Coupe broadens the potential CTS customer base and elevates the Cadillac brand as a whole with emotional appeal, dynamic performance and enthusiast credibility.”

The projected resale values are the result of Cadillac’s long-term commitment to building the brand, said Don Butler, vice president of Cadillac marketing.

The SRX crossover, redesigned for the 2010 model year, has experienced a double-digit percentage increase in projected resale value in the past year.

“Cadillac continues to deliver products that stand out in the luxury market through bold design, exceptional performance and advanced technology,” Butler said. “The SRX has brought Cadillac style to the fast-growing crossover market. The CTS Coupe pushes design and performance even further on Cadillac’s award-winning CTS line.”

Today, nearly 17,000 future Nissan LEAF drivers are learning when the world’s first affordable all-electric, zero-emission vehicle will be available in their markets. Consumers who have placed reservations for the Nissan LEAF received a communication today regarding market timing and next steps in ordering the all-electric vehicle.

Nissan LEAF first will be available to consumers in December, in California, Washington, Oregon, Arizona and Tennessee. These areas are home to The EV Project – the largest electric vehicle and infrastructure deployment ever undertaken. The EV Project is a result of a partnership with charging infrastructure provider ECOtality and partially funded by a grant from the U.S. Dept. of Energy. Customers in these first five launch states, who represent more than 55 percent of total Nissan LEAF reservations, will be able to place firm orders for the Nissan LEAF starting in August.

Nissan LEAF will be introduced to Texas and Hawaii shortly thereafter, in January 2011; North Carolina, Florida, Georgia, Washington DC, Virginia, Maryland, South Carolina and Alabama follow in April 2011; and be rolled-out to the balance of the nation beginning in Fall 2011 with availability in all markets nationwide by the end of that year.

“We are pleased to see so many people making a choice for a zero-emission future by placing reservations for the Nissan LEAF,” said Brian Carolin, senior vice president, Sales and Marketing, Nissan North America. “Consumer feedback and market readiness have been key drivers in developing our phased rollout. Nissan is able to target areas of customer demand for early launch, while continuing to work in future markets to ensure the continued success of electric vehicles.”

Nissan North America also is informing its consumers that the lithium-ion battery pack that powers the Nissan LEAF will carry a warranty of 8 years or 100,000 miles – matching U.S. market competitive conditions.

Consumers who have reserved the Nissan LEAF online will be invited to place orders through their dealer for the vehicle in advance of market roll-out timing, allowing time for consumers to select a dealer and assess home charging needs. Nissan is continuing to take reservations for the Nissan LEAF through its website, www.NissanUSA.com. Interested consumers are encouraged to place a reservation, which entails a $99 fully refundable fee to secure a spot on the list to place an order.

The reservations process has educated Nissan about more than just geographic distribution. Some information we’ve learned about future Nissan LEAF drivers includes:

• Favorite color: The favorite color of Nissan LEAF owners is blue. More than 30 percent of reservations are for blue Nissan LEAF electric cars. Silver is a close second, at about 26 percent. The remaining reservations are close to evenly split among red, black and white.
• Trim level: About 75 percent of Nissan LEAF orders are for the SL trim level, which adds a rearview monitor, solar panel spoiler, fog lights, and automatic headlights.
• Home and Parking: About 75 percent of people who placed reservations own a single-family home. About 68 percent have attached garages, while an additional 18 percent have detached garages or carports. Home ownership and dedicated parking are important factors for Nissan LEAF drivers who plan to charge their vehicles at home.
• Purchase time: About 67 percent of Nissan LEAF reservations holders have indicated that they’d be ready to purchase or lease a Nissan LEAF within one year of placing the reservation. An additional 24 percent indicated they would be ready in one to two years.
• Interests: Several primary interests are inspiring people to order a Nissan LEAF. Cited interests include energy independence (35 percent); environmental consciousness (34 percent); and cost/fuel economy (20 percent).

Starting today, participating Chevrolet dealers in launch markets will begin taking customer orders for the 2011 Chevrolet Volt, the industry’s first electric vehicle with extended-range capability.

Chevrolet is so confident in the overall value of the Volt that the brand will offer a lease program on the Volt with a monthly payment as low as $350 for 36 months at Manufacturer’s Suggested Retail Price with $2,500 due at lease signing, including security deposit based on current conditions, which could vary at time of delivery. The benefit of the $7,500 tax credit is included in the reduced lease payment, with the tax credit going to the lessor. The Volt’s MSRP will start at $41,000 ($33,500 net of the full federal tax credit, which ranges from $0-$7,500) including a destination freight charge of $720. Customer deliveries of the Chevrolet Volt are scheduled to begin in launch markets late this year with initial production limited.

“The Chevrolet Volt will be the best vehicle in its class…because it’s in a class by itself,” said Joel Ewanick, vice president of U.S. marketing for General Motors, who made the announcement at the Plug-In 2010 conference. “No other automaker offers an electrically driven vehicle that can be your everyday driver, to take you wherever, whenever. The Volt will be packed with premium content and innovation, standard.”

The Volt will be initially available to Chevrolet customers in California, New York, Michigan, Connecticut, Texas, New Jersey and the Washington D.C. area. To be among the first to purchase a Volt, customers can visit their nearest participating Chevrolet Volt dealer. A Volt dealer locator will be available later today at http://www.getmyvolt.com. The dealer will begin the order process, which will be followed up by contact from a dedicated Volt advisor who will be available to answer any questions and keep the customer apprised of the progress of their order. For customers needing general Volt information, Chevrolet will have a team of Volt advisors available to answer questions starting today at 1-888-VOLT-4-YOU (1-888-865-8496).

The Chevrolet Volt is the only electric vehicle that can operate under a range of weather climates and driving conditions with little concern of being stranded by a depleted battery. Volt has a total driving range of about 340 miles and is powered by electricity at all times. For up to the first 40 miles, the Volt drives gas- and tailpipe-emissions-free using electricity stored in its 16-kWh lithium-ion battery. When the Volt’s battery runs low, a gas powered range-extending engine/generator seamlessly operates to extend the driving range another 300 miles on a full tank.

Depending on their tax situation, Volt owners can qualify for up to $7,500 in U.S. Federal income tax credit, as well as other potential state and local tax credits, depending on location. Owners in certain states may qualify for the added convenience of High-Occupancy Vehicle (HOV) lane access.

While the Chevrolet Volt will come standard with a 120-volt charge cord that will provide owners with the ability to charge their Volt directly from a standard home electrical outlet, a total of 4,400 Volt buyers in launch markets could be eligible for a free 240-volt charging station, including home installation. The installations are part of a program developed by the U.S. Department of Energy (DOE) to install approximately 15,000 240-volt home charging stations across the U.S.

Technologies Keep Volt Customers Connected

When it comes to advanced technology, Volt customers are on the leading edge. The 2011 Chevrolet Volt has standard technology features that link and entertain in innovative ways, starting with standard seven-inch touch screen navigation and an energy-efficient Bose premium audio system.

The Volt is the first GM vehicle to offer five years of OnStar Directions and Connections service, which includes Automatic Crash Response, stolen vehicle assistance and connected navigation, all standard. Volt will expand on OnStar’s foundation of leading-edge safety and security technology through the introduction of an OnStar-enabled mobile app that connects the vehicle to the owner’s smartphone.

“We wanted to make the Volt ownership experience unlike anything we’ve done at Chevrolet, because the Volt is unlike any vehicle we’ve offered,” said Tony DiSalle, director of Chevrolet Volt product marketing. “We want customers to fully enjoy the Volt lifestyle by providing unprecedented connectivity to their vehicle through the Volt mobile app.”

Unprecedented Warranties Bring Value and Peace of Mind

Volt owners will be provided outstanding battery and vehicle limited warranties. The Volt’s 16-kWh lithium-ion battery is covered by an industry-leading transferable warranty of eight years or 100,000 miles. In addition, Chevrolet will provide:

• 3-year / 36,000-mile bumper-to-bumper coverage
• 5-year / 100,000-mile roadside assistance and courtesy transportation
• 5-year/100,000-mile limited gas engine coverage
• 6-year/100,000-mile corrosion protection coverage

The Volt also has an array of standard safety features, including eight air bags -- dual-stage frontal, side-impact, knee, and roof-rail side-impact - and StabiliTrak electronic stability control with Traction Control. The Volt is constructed of 80 percent high-strength steel for additional safety and protection.

Chevrolet will also provide customer assistance via a Volt advisor available 24/7 by phone or Internet. Dealers will also provide on-site dedicated Volt service and sales experts who will be able to address inquiries.

Even before the first models reach U.S. dealers, the Chevrolet Cruze is among the fastest-growing nameplates in the world with sales rising an average of 18 percent per month.

Internationally, customers have purchased 140,000 Cruze in the first six months of 2010 and a total of 270,000 since Cruze launched in the spring of 2009 in Europe, followed by other major markets, such as China in summer of 2009.

Cruze is currently available in more than 60 countries, with China, Russia, Mexico, India and Spain as the top five sales markets. Including Holden and Daewoo versions sold in Australia and South Korea, total sales exceed 340,000 vehicles across five continents.

Cruze will begin arriving at U.S. dealerships in September. With U.S. models produced in Lordstown, Ohio, Cruze will be the only compact car built in the U.S. for the 2011 model year. Production at the Lordstown complex will begin with three shifts, assembling Cruze models around the clock to meet expected customer demand.

“Customers around the world have already made Cruze an international success, setting the stage for it here in the U.S.,” said Margaret Brooks, director of marketing for Chevrolet small cars. “For U.S. customers, Cruze will be priced to compete with compact cars while offering more interior room, more miles per gallon in the Eco model, and more standard safety features.”

In the U.S., Cruze models will start at $16,995 for the LS model, equipped with the most standard safety features in its segment, including 10 air bags, StabiliTrak electronic stability control with rollover sensing, traction control and anti-lock brakes.

The Cruze Eco model starts at $18,895, featuring a standard 1.4L Ecotec turbo and six-speed manual transmission. With ultra low-rolling resistance tires, and an enhanced aerodynamic-performance package, Cruze Eco is expected to deliver 40 miles per gallon on the highway.

The top of the line Cruze LTZ model starts at $22,695 and features a standard six-way power driver seat, leather seating surfaces, cruise control, Bluetooth phone connectivity, USB port with audio interface, ultrasonic rear-parking assist, and 18-inch alloy wheels.

Less than a year after its launch in China, sales of the new Buick LaCrosse have reached 100,000 units.

The LaCrosse is the fastest-growing member of China’s premium upper-medium sedan segment. In the first six months of 2010, the LaCrosse 3.0-liter SIDI model accounted for nearly 80 percent of the segment (upper-medium sedans priced over RMB 300,000, or roughly $44,200 USD).

The LaCrosse, which also was introduced as a redesigned model in the U.S. in 2009, has been recognized for its sculpted exterior styling and luxurious interior. It features a suite of advanced personal technologies and safety features that rate among the best in the industry.

In the U.S. LaCrosse offers a standard, fuel-efficient, direct injected Ecotec 2.4L four-cylinder engine in the CX and CXL FWD models. That engine delivers an EPA-rated 30 mpg on the highway and 19 mpg in the city – making LaCrosse one of the most fuel-efficient cars in its segment. The 3.6L direct injected V-6 is available on the CXL and CXS models provide 27 city/17 highway fuel economy ratings.

The LaCrosse has received several prestigious awards in China, including 2009 China Car of the Year and 2009 Champion Car of the Year. The version sold in the U.S. received the Top Safety Pick Award from the Insurance Institute for Highway Safety (IIHS) and MotorWeek Drivers’ Choice Award for Best Luxury Sedan. It also took top honors in the large car class in Consumer Guide’s 2010 Best Buy and Recommended Awards.

BMW Group announced it will be the Official Mobility Partner of the United States Olympic Committee (USOC) from now through 2016. BMW Group will also be the Official Mobility Partner of four National Governing Bodies (NGBs): USA Bobsled & Skeleton, US Speedskating, USA Swimming and USA Track & Field.

Jack Pitney, Vice President of Marketing for BMW of North America, USOC Chief Marketing Officer Lisa Baird and short track speedskater Apolo Anton Ohno, the most decorated U.S. winter Olympian of all time, were all in New York City to make the partnership announcement.

This multi-million dollar agreement goes beyond financial support to also provide the USOC with fundraising opportunities and the four individual NGBs with BMW Group technical expertise. BMW Group will use its experts, deep technology base and facilities to help the Olympic and Paralympic Teams improve their training and performance. An example of this has been the company’s work with BMW ORACLE Racing to improve its performance. BMW Group’s expertise in light weight construction and aerodynamics helped the BMW Oracle Racing Team design a technically advanced yacht that won the America’s Cup sailing competition this year.

“As a company dedicated to joy, performance and efficiency, BMW Group is a fitting partner for the USOC, whose mission of achieving sustained competitive excellence and inspiring Americans dovetails perfectly with our own values,” said Pitney. “It is important to us to add substantive value to a partnership that is more than just a financial sponsorship. We are excited to share our resources, which include some of the world’s leading engineers and technology experts and an enthusiastic owner and dealer community, with U.S. Olympic and Paralympic athletes over the next six years.”

Pitney revealed that BMW Group will also raise awareness for the Olympic Movement by supporting cause-related efforts to generate additional funds to support the training of Olympic and Paralympic hopefuls.

“BMW is a premier, powerful brand that is recognized for competitive excellence and dynamic performance, just like our U.S. Olympic and Paralympic Teams,” said USOC Chief Executive Officer Scott Blackmun. “Joining together these two performance-driven organizations will provide a tremendous asset to America’s top athletes while providing the unique value of investing in the U.S. Olympic and Paralympic Teams. We thank BMW Group for providing this tremendous funding for our athletes and, through future activation, keeping the Olympic spirit burning bright.”

BMW Group (including BMW, MINI and BMW Motorrad) will be the Official Mobility Partner of the USOC, as well as the 2012, 2014 and 2016 U.S. Olympic and Paralympic Teams, and the 2011 and 2015 U.S. Pan American and Parapan American Teams. BMW Group will develop exclusive programs to support Team USA and will have a presence at the three Olympic Training Centers. These facilities welcome America’s top athletes to live and train among the nation’s best, including bobsled and skeleton sliders, speedskaters, swimmers, and track & field standouts.

BMW Group will also have a presence at the major events of the four NGBs, beginning with the USA Swimming National Championships August 3-7, 2010, in Irvine, California. BMW Group’s sponsorship of USA Bobsled & Skeleton, US Speedskating, USA Swimming and USA Track & Field will include support for coaching and training programs, as well as increasing awareness of the NGBs and their athletes.

“Sponsors are critical to the success of Team USA,” said Ohno. “What's truly unique about BMW is their willingness to go beyond financial assistance and make available their engineers and technology experts to work with Team USA athletes and try to enhance their training programs."

BMW has a long standing commitment – globally and in the U.S. – to performance-driven sports. Within Motorsports, BMW of North America is currently campaigning the M3 GT2 in the American Le Mans Series. BMW of North America is also the title sponsor of the BMW Championship, the third tournament in the PGA TOUR Playoffs for the Fed Ex Cup. The BMW ORACLE Racing Team recently won the America’s Cup, bringing the trophy back to American soil for the first time in more than a decade.

BMW Group also has a long standing commitment to the Olympic Movement. BMW played an active role in the 1972 Olympic Games in Munich, the home of BMW Group. In 1996, BMW Group was a sponsor of the Atlanta Olympic Games and U.S. Olympic Team. Now with two years to go until the London Olympic Games, BMW UK is proud to be the Automotive Partner and a Sustainability Partner of London 2012.

BMW Group’s partnership with the USOC is one more example of the company’s commitment to America. BMW Group entered the U.S. market in 1968 and since then has been a solid contributor to America’s economic, social, and sustainable advancement. Today, the U.S. is BMW Group’s second home with a growing footprint. BMW Group has manufacturing, engineering, design and technology centers which employ 7,000 people and has built more than 1.5 million vehicles in the U.S. to date. Direct and indirect employment accounts for 50,000 jobs in the U.S. Its Spartanburg, South Carolina manufacturing facility is the largest new vehicle exporter to non-NAFTA countries, contributing to America’s positive trade balance.