After several consecutive record years, Automobili Lamborghini S.p.A. reports a decrease in worldwide sales for the first six months of the financial year 2009 (which ends 31/12/2009). In spite of the massive economic downturn in Lamborghini´s major markets the company is still among the few car companies maintaining overall profitability.

In the first six months of 2009, turnover reached 156.9 Million Euros, with a decrease of 43.4% compared to the same period of 2008 (277.4 Million Euros). Pre-tax profit was 5.4 Million Euros in comparison to 35.0 Million Euros in the first six months of 2008.

In terms of sales, the company delivered 825 cars: a reduction of 37% compared to the same period of 2008 with sales of 1.309 cars.

As expected, the markets showing the sharpest decline are those economies worst hit by the deep worldwide recession. Consequently, Lamborghini sales volumes saw the most substantial downturn in the USA, falling by 52% from 431 to 207 units sold.

Some markets’ sales figures however, counteract the trend. In Europe, the second largest market, Italy, accounted for 122 units, nearly on a par with the first six months’ performance of 2008 when 130 Lamborghini cars were sold.

Switzerland maintained stability with 49 units sold, compared with 51 units in 2008. The same holds true for France with 37 units sold (43 in the first half of 2008).

Beyond Europe, there are clear signs of sales stability in the Middle East, which presently is the fourth largest market in the world for Lamborghini (61 units sold against 79 in the first half of 2008) and in China, which has achieved a sales growth of 32% (29 units sold in the first half of 2009 against 22 in the first six months of 2008).

Some major European markets showed decreases: Germany down 52.0%, and the UK down 46.6%.

The President and CEO of Automobili Lamborghini, Stephan Winkelmann, commented, “As was expected, we are not immune to the global recession. However, I am certain that Lamborghini’s strong global presence and brand appeal, which remains unaffected, will enable us to steer the company through challenging times to achieve new strengths. Our business strategy continues to be driven by two fundamental principles that allow us to react to the present economic situation and preserve the success of our brand. Firstly, we will maintain the profitability of the company, a target confirmed by the results of the first six months of 2009. Secondly we continue our investment into the future with product technology and innovation alongside a firm ecological stance.”

Lamborghini remains with its long-term strategy, with a commitment to announcing at least one new product each year.

The latest examples of this confidence are the launch of the new Lamborghini Gallardo LP 560-4 Spyder, the Murciélago LP 670-4 SuperVeloce, and the new Gallardo LP 550-2 Valentino Balboni: the first rear wheel drive Gallardo, celebrating the famous Lamborghini test driver, Valentino Balboni.

Investments into R&D and into reduction of CO2 emissions will continue as planned, resulting in continuing technology and product innovation. The company has recently announced its intention to complete its program of environmental sustainability in record time by presenting new plans which will enable Lamborghini to:

- achieve a 30% reduction, by the year 2010, in the CO2 emissions produced by its factory
- achieve a 35% reduction, by the year 2015, in the CO2 emissions produced by its vehicles

Lamborghini will commit 35 million Euros over the next five years for this purpose.

For the full year 2009, the company is not giving a definitive business forecast due to continuing market instabilities. However, Lamborghini is confident of also attaining a full year profit, thus remaining one of the few profitable companies in the industry.

After filing for bankruptcy protection, General Motors is pushing a new ad campaign promising it will emerge from its financial troubles leaner and stronger.

Is this a good marketing approach? Will it allay consumer fears about buying from a carmaker with an uncertain future?

Advertising experts say GM — and fellow Chapter 11 filer Chrysler — should move past the negative and focus on their brands as they try to get car sales rolling again. Consumers are staunchly loyal to their car brands, they say.

GM says its brands are key to emerging from these tough times. But first it has to tell consumers how it will remake itself and what to expect, Jay Spenchian, GM executive director of corporate advertising strategy, said Tuesday.

“There are lots of questions,” he said. “The best thing we can do is quickly get out there and assure them.”

Here’s a look at what GM is saying to consumers right now and how it’s delivering the message — think social media — followed by some thoughts by marketing experts on whether the company’s approach will likely work.

What GM is doing
Detroit-based GM wasted no time acknowledging its problems to consumers. Shortly after it filed for bankruptcy protection on Monday, GM launched a Web site with a message built into its address: www.gmreinvention.com. The site is forward-looking, showing videos of satisfied consumers — like a former Jaguar owner who never thought he’d own a GM product — and engineers talking about new technologies.

But it doesn’t ignore the company’s current situation. There are links to financial filings under the header “progress,” and articles with headlines like, “What happens to my warranty if GM files for bankruptcy?”

The company has released a 60-second ad on the site that will air nationally on TV starting Wednesday, pledging a “reinvention.”

“Let’s be completely honest, no company wants to go through this,” the ad begins. “But we’re not witnessing the end of the American car. We’re witnessing the rebirth of the American car.”

Among the images in the ad: city skylines, shots of Detroit, a sun rising, plants growing, people raising a house’s frame, athletes commiserating — and later celebrating.

Also on Wednesday, GM will print a letter to customers from chief executive Fritz Henderson in major newspapers in markets including New York, Cleveland, San Francisco and Miami. He tells customers the company cannot afford to lose their business, “or your trust. You have our word.”

Key to the pledged “reinvention” will be an effort to leverage social media, GM’s Spenchian said. The company has links to social media staples like Twitter and Facebook on its new site, which will also host a Web chat later this week with Henderson.

One major advantage of this approach: It’s a lot cheaper than traditional advertising.

TOKYO – Toyota Motor Corp. lost $7.7 billion (765.8 billion yen) in the January-March quarter — a bigger loss than General Motors reported — resulting in its worst fiscal year since the Japanese automaker was founded in 1937.

Toyota also warned Friday that because of the global auto slump its net loss would deepen in the year through March 2010 to $5.55 billion (550 billion yen) from $4.4 billion (436.94 billion yen) in the just-ended fiscal year.

President Katsuaki Watanabe said the devastating results were caused by “the significant deterioration in vehicle sales particularly in the U.S. and Europe,” the strong yen and the rising cost of raw materials.

The bigger-than-expected quarterly loss — down from a profit of 316.8 billion yen a year ago — was bigger than the full-year loss because it had some positive quarters earlier in the fiscal year.

Throughout much of last year, Toyota’s sales were booming, thanks to its reputation for quality and good mileage, and the popularity of its Camry sedan and Prius hybrid.

It even overtook General Motors Corp. last year to become the world’s biggest automaker by annual sales.

But Toyota’s business has been hit hard by the U.S. financial crisis and credit crunch, which sent ripple effects around the world, causing people to hold off on buying new cars. The red ink for the full year was worse than Toyota’s own forecast for a 350 billion yen net loss, and a stunning reversal from the record profit of 1.72 trillion yen it chalked up the previous fiscal year.

Sales for the fiscal year sank 21.9 percent to 20.529 trillion yen. In the year ahead, Toyota reckons it will sell about 1 million fewer vehicles, with revenues sliding 19.6 percent to 16.5 trillion yen.

Toyota’s quarterly loss even eclipsed GM’s $6 billion in red ink for the same quarter — although the Japanese manufacturer is on far stronger capital footing than GM because of its historical profits. For all of 2008, GM lost $30.9 billion.

Robert Wiseman, professor of business at Michigan State University in East Lansing, said Toyota should emerge in good shape in the long run, and can even hope to benefit from a decrease in price competition in the U.S. as rivals weaken.

“Toyota continues to have a very strong positive brand reputation among North American buyers,” he said. “I would expect all global car manufactures to report a loss this fiscal year since car sales are way down.”

A turnaround is likely to take time.

To cut costs, Toyota has been slashing managerial pay and offering buyouts to thousands of American workers. It has reduced the number of temporary workers in Japan from 9,200 last year to 3,000.

The manufacturer is expecting its operating loss — reflecting its core automaking business — to worsen to 850 billion yen for the year through March 2010 from 461 billion yen this past year.

“It appears to take some more time before the financial markets in the U.S. and Europe normalize and the global economy recovers,” Watanabe said.

Toyota’s vehicle sales for the fiscal year ended March 31 fell 15.1 percent to 7.57 million vehicles from 8.91 million vehicles the previous year. It expects to sell even fewer vehicles in the fiscal year through March 2010 — 6.5 million vehicles.

Wiseman, the MSU professor, says Toyota should prepare for an eventual recovery.

“What Toyota can do as it waits for the economy to turn around is invest in the next generation of vehicles and work on improving quality control in its production facilities,” he said.

To send a message of change, Toyota has turned to its founding family roots, tapping Akio Toyoda, the founder’s grandson, who at 53 is relatively young for leading a major conservative Japanese company.

Watanabe, whom Toyoda is succeeding in June, promised Friday more cost reduction and a focus on hybrids and compact vehicles to boost profitability. Toyota will work on ecological technology such as hybrids and plug-in vehicles toward long-term recovery, Watanabe said.

Standard and Poor’s on Friday lowered its long-term credit rating on Toyota one notch to AA — its third-highest rating — and gave a “negative” outlook. But S&P also said the automaker “maintains a minimal financial risk profile, characterized by a strong capital structure with massive liquidity.”

Toyota was likely to face hard times for awhile because demand will likely remain depressed into 2010 before it could hope to again count on its strengths to boost profits once a recovery arrives, S&P said in a statement.

PRESS RELEASE:

Daimler Trucks North America Previews Latest Technologies on New Innovation Truck at Mid-America Trucking Show

PORTLAND, Ore. – March 19, 2009 – Building upon its extensive history in developing pioneering solutions, Daimler Trucks North America (DTNA) is previewing the latest technologies on a new Innovation Truck at the Mid-America Trucking Show.

The Innovation Truck features advanced technologies directly from DTNA’s development labs. It takes Freightliner Trucks’ most aerodynamic solution – the Cascadia™ – and adds a sampling of cutting-edge advancements that will further enhance fuel economy.

“We’ve created the new Innovation Truck to highlight not only our existing technologies, but to show our customers what they can expect from us in the near future,” said Elmar Boeckenhoff, senior vice president, Engineering and Technology for Daimler Trucks North America. “The Innovation Truck is part of our ongoing effort to shape future transportation by pushing the boundaries in engineering and technology.”

A Legacy of Solutions
Since its inception more than 60 years ago, DTNA has been committed to its core values of innovation, quality and meeting customers’ needs.

From its initial launch of the industry’s first lightweight aluminum cab to the unveiling of the Cascadia in 2007, DTNA has continued to develop products that push the boundaries to enhance the driving experience and impact the bottom line.

“We always combine our extensive global engineering resources with our proven industry knowledge to create smart solutions,” said Boeckenhoff. “We build all of our products with the customer in mind, and the Innovation Truck is no exception.”

Tomorrow’s Technology Today
Aerodynamics
Building on the highly successful Cascadia platform, the Innovation Truck reflects greater refinement in aerodynamics with the addition of rear wheel fairings to smooth the airflow around the rear wheels, under body panels that smooth air flow under the chassis, a roof deflector to direct air over the trailer, and a front air splitter incorporated into the front bumper to pass air around the truck.

The Innovation Truck also replaces the mirrors with side view cameras to further reduce drag. The camera system improves the field of view, eliminates blind spots, and reduces the typical “fish eye” effect.

Together these enhancements improve the airflow over, under, and around the vehicle – resulting in further fuel savings.

“What makes the Innovation Truck so aerodynamic is not just its shape, but the entire package – from bumper to tail lights,” said Boeckenhoff.

Mechatronic Systems
Mechatronics integrates the electronic and mechanical worlds into systems that help to improve vehicle function and driver interaction.

One such system is the RunSmart Predictive Cruise™ system. A world premiere for heavy-duty trucking industry, this system offers significant fuel savings by combining the latest in GPS technology with digital mapping to provide a 3D profile of the road ahead. The truck evaluates the upcoming road profile more than one mile in advance and determines the most fuel efficient vehicle speed.

“The RunSmart Predictive Cruise system showcases our commitment to shape the future of transportation,” said Boeckenhoff. “And with Freightliner, the future starts right now.”

Chassis Systems
Further pushing the aerodynamic envelope, the Innovation Truck integrates a Dual Ride Height system that, at highway speeds, lowers the tractor height, reducing under chassis drag. This system utilizes a proprietary front air suspension in conjunction with Freightliner’s popular rear air suspension.

“Aerodynamic drag reduction is at the foundation of DTNA’s engineering efforts, but decreasing friction can also result in fuel economy savings,” said Boeckenhoff.

The Innovation Truck is configured with a single drive axle that is complemented with a load management system that can transfer weight to the drive axle in low traction situations. This configuration also reduces weight and cost.

Tire pressure monitoring is another important part of keeping a truck as fuel efficient as possible, and the Innovation Truck features the newest option – a wireless SmarTire tire pressure monitoring system integrated with a Lectronix T7000 navigation/infotainment unit. This system not only more accurately reports tire pressure, but it also features an integrated display that simplifies pressure checks.

The Innovation Truck is EPA 2010 emissions compliant using Daimler’s proven BlueTec® emissions technology. The exhaust after-treatment system is packaged under the right-hand step, and a diesel exhaust fluid reservoir is mounted on the left hand forward frame rail. BlueTec provides a solution for the new emission standards while improving fuel economy.

Power Systems
The ParkSmart™ HVAC System featured on the Innovation Truck is now available for the Cascadia. The system provides an integrated system solution for emission-free cooling and highly efficient heating without engine idling. Operating from a second bank of batteries, the ParkSmart system provides 8-10 hours of cooling and up to 34 hours in the heating mode, using a diesel-fired coolant heater.

The advantage of an electrically-driven HVAC system is that shore power extends operating time while eliminating emissions. As showcased on the Innovation Truck, a fuel cell that produces 3-5 kilowatts of power is enough power to operate convenience items during a 34-hour reset period.

“While the concept of the Innovation Truck is forward-thinking, many of these technologies are available right now or will be within this year,” said Boeckenhoff. “We at Daimler Trucks North America are committed to leading the way into the future of trucking with outstanding fuel efficiency and customer-focused, innovative technologies. With us, the future is closer than you may think.”