UPDATE ON THE AVAILABILITY OF THE PONTIAC SOLSTICE!

It is no secret that the Pontiac Solstice has been a tremendous success. At Autocity of Pinecrest we have delivered three so far.

We have a waiting list of 11 more customers who have placed deposits. Based on our limited allocation, we estimate the waiting time will be 6 to 8 months.

The latest information that we have from Pontiac regarding the automatic transmission is that it will be available in the spring(March) of 2006.

They also plan to enhance the engine with a turbo, which hopefully will be available in late 2006.

Below you will find photos of a rare event. Three Solstices at one time in our showroom. This most likely will never happen again. Two of them were sold orders; the other one will be given away on February 8th to one lucky Channel 41 viewer.

If you would like to see and/or drive one, please visit us at 13401 South Dixie Highway(next to Home Dept).

SOLSTICE PHOTOS

AUTOCITY XMAS PARTY!

Last week we held our annual Christmas party in our Autocity of Pinecrest showroom. Most of our employees were there and they had a ball. They ate and played a "Yankee Christmas", under the supervision of Mrs. Cary Perez. Here are the photos taken by Fernando Gaitan, F&I Manager.

XMAS PARTY

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Milka Duno Eyes Grand-Am, Champ Car Rides in '06

Speedtv.com

Venezuelan driver Milka Duno expects to announce her 2006 plans soon, ideally in a conjoined program including Grand American Rolex Series and Champ Car outings.Duno, 33, will not be back behind the wheel of one of Howard-Boss Motorsports’ Pontiac Crawfords in ‘06.

She is currently evaluating other proposals from Grand Am teams for a full-time ride next season.“We will carry on racing Daytona Prototypes in Grand Am - testing at Daytona begins on the first week of January, so we intend to announce the name of the team we’ll be racing with in the coming days.

“After two seasons at Howard-Boss, we felt it was time for a change: we clinched great results and [three] victories together [in partnership with Andy Wallace] but the performance in the second half of this season wasn’t what we expected so it was time to go our separate ways.”

Duno, who carries a strong personal sponsorship from Citgo, tested an HVM Champ Car last September and intends to make her racing debut in the 750-hp open-wheel machines later in ‘06.“We also intend to have a significant amount of Champ Car testing in view of making out race debut before the end of next season.”

Duno's previous competitive open-wheel experience includes three seasons of Formula Nissan in Europe in 2001, 2002 and 2003 - where she became the first woman in history to both score points and pilot the fastest car in this prestigious series. Duno also competed in the Barber Dodge Pro Series in 2000 and the Barber Dodge 2000 Series in 1999.

AUTOCITY MANAGERS' XMAS DINNER!

This past Monday night we celebrated the Autocity Managers' Christmas dinner at Bottega Grill Restaurant. The food and drinks were excellent. We had fun playing Yankee Christmas. Everyone left with a gift and happy memories.

PHOTOS FROM MGRS.' XMAS DINNER

PODCAST ON THE 2007 YUKON AND YUKON DENALI(Click here)

In this podcast, FastLane radio host Deb Ochs interviews John Larson, GMC general manager, about the unveiling of the 2007 GMC Yukon and Yukon Denali. Larson talks about the new features, fuel economy, gas prices and SUV sales.

MARK LANEVE, GM VP, ON RED TAG EVENT!

By Mark LaNeve
Vice President, GM North America Vehicle Sales, Service and Marketing

OK, Fastlane bloggers, you’ve gotten my attention. I've seen your blog entries and wanted to respond. Some of you objected to including my Red Tag comments in this forum and urged me to stick to discussing only product. Others quarreled with the Red Tag program itself. Clearly, Fastlane is intended to focus on product. And for the most part, we do. Once in a while, however, I think it's important to give you some insight as to why we're doing a certain marketing program -- particularly when our competition is out there providing color commentary on our actions.

The reality of the business is that we want to move the metal at the end of the year. We know the Employee Discount for Everyone program brought in lots of customers who otherwise might have waited. But people haven’t stopped buying cars and trucks -- so we’ll do what it takes to bring new prospects our way, and our competitors will try to do the same. That doesn’t mean Total Value Promise is history -- far from it. Do I have to say “read my lips?” We're committed to this strategy because we're confident that over time it will bring new buyers into GM dealerships to experience first-hand our great cars and trucks -- particularly the new ones that are coming to market in the next few months. And after all, isn't that our goal? Red Tag is in synch with this strategy because it supports our efforts to close the gap between MSRPs and what you actually pay for a car or truck. Programs like this will always be part of our business. That's just the way it is. They make our business more exciting, and when we do them well they set GM apart from the competition.

When all is said and done, our latest promotion is about getting people in GM showrooms to see, touch and test drive really great products. With our 2005 and 2006 lineup, the hard work we’ve done in recent years to produce category-leading vehicles is really paying off. From Cobalt and HHR to the G6 sedan and coupe to LaCrosse and Lucerne – not to mention Solstice and the outstanding Cadillac lineup – it’s clear that GM is back in the car business, with products that really grab the market and hold on tight. Our all-new 2007 large SUVs take this segment to another level of excellence -- especially when it comes to interiors. Equinox and Torrent are big winners in the small SUV category, and HUMMER H3 is keeping that brand at the top for truck lovers. But there I go selling again.

RICK WAGONER'S LETTER TO THE WALL STREET JOURNAL!

A Portrait of My Industry — By Rick Wagoner
The Wall Street Journal--December 6, 2005

DETROIT -- Since mid-October, General Motors has announced plans to ceaseproduction at 12 North American manufacturing facilities and eliminate30,000jobs by 2008; trim $1 billion in net material costs in 2006; and, incooperationwith the United Automobile Workers, reduce GM's retiree health-careliabilitiesby $15 billion, or about 25%, for an annualized expense reduction of $3billion.The reason for these dramatic actions is no secret: GM has lost a lot ofmoneyin 2005, due to rapidly increasing health-care and raw-material costs,lowersales volumes and a weaker sales mix -- essentially, we've sold fewerhigh-profit SUVs and more lower-profit cars. What is less clear is whythingsturned sour so fast for GM, as well as for other American auto makers andsuppliers. To put it another way, why are so many foreign auto makers andsuppliers doing well in the United States, while so many U.S.-based autocompanies are not?Despite public perception, the answer is not that foreign auto makers aremoreproductive or offer better-quality or more fuel-efficient vehicles. In thisyear's Harbour Report, which measures manufacturing productivity, GM plantstookthree of the top five spots in North America, including first and secondplace.In the latest J.D. Power Initial Quality Study, GM's Buick and Cadillacrankedamong the top five vehicle brands sold in America, ahead of nameplates likeToyota, Honda, Acura, Nissan, Infiniti and Mercedes-Benz. And GM offersmoremodels that get over 30 miles per gallon (highway) than any other automaker.In fact, this kind of operating performance makes GM's recent financialperformance all the more frustrating. The fact is, we're building the bestcarsand trucks we've ever built at GM, our products are receiving excellentreviews,and we're running the business in a globally competitive manner. Outside ofNorth America, we're setting sales records. In fact, for the first time inourhistory, we will sell more cars and trucks this year outside the UnitedStatesthan inside, aided in no small part by our market-leading performance inChina.So why, fundamentally, are GM and the U.S. auto industry struggling rightnow?Intense competition, for one. The global auto business grows tougher everyyear, and we accept that. Our ability to compete has made us the world'sNo. 1auto maker for 74 consecutive years, and we're fighting hard to stay ontop.Beyond that, our performance in the marketplace has not been what we'vewantedit to be. While we've been strong in truck sales, we've been weaker incars,and, yes, the recent surge in gas prices hurt sales. While we've led intechnologies like OnStar, we've lagged in others like hybrid vehicles. Restassured, we're working hard to address the areas where we lag. Simply put,weare committed to doing a better job of designing, building and sellinghigh-quality, high-value cars and trucks that consumers can't wait to buy.Noexcuses. We will step up our performance in this regard.But competition and marketplace performance are not the whole story. Tofullyunderstand why GM and the U.S. auto industry are struggling right now, wehaveto understand some of the fundamental challenges facing Americanmanufacturingin general -- challenges well beyond the control of any single company.There are those who ask if manufacturing is still relevant for America. Myview: You bet it is! Manufacturing generates two-thirds of America's R&Dinvestment, accounts for three-fourths of our exports, and creates about 15million American jobs. And the auto industry is a big part of that,accountingfor 11% of American manufacturing, and nearly 4% of U.S. GDP. Together, GM,Fordand DaimlerChrysler invest more than $16 billion in research anddevelopmentevery year -- more than any other U.S. industry. And GM, alone, supportsmorethan one million American jobs.So what are the fundamental challenges facing American manufacturing? Oneisthe spiraling cost of health care in the United States. Last year, GM spent$5.2billion on health care for its U.S. employees, retirees and dependents -- astaggering $1,525 for every car and truck we produced. And the figure isgoingup again this year. Foreign auto makers have just a fraction of thesecosts,because they have few, if any, U.S. retirees, and in their home countriestheirgovernments fund a much greater portion of employee and retiree health-carecosts.Some argue that we have no one but ourselves to blame for ourdisproportionately high health-care "legacy costs." That kind ofobservationreminds me of the saying that no good deed going unpunished. That argument,while appealing to some, ignores the fact that American auto makers andothertraditional manufacturing companies created a social contract withgovernmentand labor that raised America's standard of living and provided much of theeconomic growth of the 20th century. American manufacturers were once heldup asgood corporate citizens for providing these benefits. Today, we aremaligned forour poor judgment in "giving away" such benefits 40 years ago.Another factor beyond our control is lawsuit abuse. Litigation now coststheU.S. economy more than $245 billion a year, or more than $845 per person.That'smore than 2% of our GDP. No other country has costs anywhere near thislevel.And the perverse thing is that, in many cases, the majority of courtroomsettlements go to the lawyers and other litigation costs, not to theinjuredparties.Another major concern is unfair trading practices, especially Japan'slong-term initiatives to artificially weaken the yen. A leading Japaneseautomaker reports that for each movement of one yen against the dollar, itgains 20billion yen in additional profitability -- or nearly $170 million attoday'sexchange rate. No wonder Japanese auto makers have noted their recentrecordprofits were aided by exchange rates. And no wonder the U.S. trade-balancedeficit continues to grow by leaps and bounds.There are other issues, of course, but my point is this: We at GM have anumber of tough challenges that we must and will address on our own -- butwealso carry some huge costs that our foreign competitors do not share.Some say we're looking for a bailout. Baloney -- we at GM do not want abailout. What we want -- after we take the actions we are taking, inproduct,technology, cost and every area we're working in our business today -- isthechance to compete on a level playing field. It's critical that governmentleaders, supported by business, unions and all our citizens, forge policysolutions to the issues undercutting American manufacturingcompetitiveness. Wecan do this. And we need to do it now.

GREAT ARTICLE ON THE STUPIDITY OF HYBRIDS!

The Wall Street Journal

By Holman W. Jenkins Jr.--Nov. 30, 3005

We at the Toyota Motor Corporation are writing to address certain misconceptions that have arisen about your Toyota Prius model, which we are proud to note is driven by many celebrities, including Prince Charles and HBO's Larry David.
Our pioneering gasoline-electric hybrid, introduced in 1999, has become an object of adoration to the world's enlightened car buyers. Our competitors, including America's Big Three, are rushing out hybrid vehicles of their own. Unconfirmed media reports say that we at Toyota intend to double our hybrid output to 500,000 vehicles next year. Along with other members of the auto industry, we will be lobbying for tax breaks and HOV privileges for hybrid vehicles.
However, any romance entering its seventh year tends to go stale. Some purchasers have begun to question the practical value of our Hybrid Synergy Drive technology. You may be aware that a survey by Consumer Reports found that our vehicles achieve considerably less mileage (some 26 percent less) than the sticker rating implies. This has led to some unflattering media stories.
Let us assure you that the Prius remains one of the most fuel-efficient cars on the road. Toyota applauds your willingness to spend $9,500 over the price of any comparable vehicle for the privilege of saving, at current gasoline prices, approximately $580 a year.
And should the price of gasoline rise to $5, after 10 years and/or 130,000 miles of driving, you might even come close to breaking even on your investment in hybrid technology.
We recognize that our customers have an "emotional" relationship with their vehicles. This transcends even the regrettable truth that driving a fuel-efficient car does not yield any substantial benefits for society if it doesn't save the owner money.
Contrary to any loose statements made by our marketing partners in the environmental community and media, petroleum not consumed by Prius owners is not "saved." It does not remain in the ground. It is consumed by someone else. Greenhouse pollutants are released. Also, please note that the warranty and owner's manual say nothing about reducing America's dependence on foreign oil. This is not an oversight. The Prius is an "oil-dependent" vehicle. It runs on gasoline, supplied by the same world market that fuels other vehicles.
The Toyota Corporation regrets any misunderstanding our marketing may inadvertently have caused (or may cause in the future).
We share your belief that the days of the internal combustion engine are numbered. Further research by our economists suggests this will happen when the price of gasoline rises high enough to make alternative technologies cheaper than gasoline-powered cars.
We at Toyota want you to know we recognize this effect and have taken steps to compensate with the rest of our vehicle lineup.
Our 2006 Tundra pickup will be equipped with Toyota's new eight-cylinder engine, making it every bit as much of a gas guzzler as any American pickup. We are also redirecting our efforts to use our Hybrid Synergy Drive to increase power output rather than reduce gasoline consumption.
Take our new hybrid SUV, which produces 38 more horsepower but gets the same mileage as our conventional version. A New York Times reviewer wrote, "One question lingers after driving the 2006 Lexus RX400h: How did it come to this, that Toyota is now selling a hybrid gas-electric vehicle with no tangible fuel economy benefits?"
We hope this corrects any misimpression caused by our latest slogan ("Commute with Nature"). Hybrid technology is not "green" technology. Like heated seats or flashy exterior trim, it's merely an expensive option that generates large markups for the Toyota Corporation and its dealers.
You will share our pride in the latest figures from J.D. Power & Associates, which show that the Prius continues to move off a dealer's lot in just eight days, compared to 36 days for a Honda Civic hybrid. Clearly, our customers are willing to pay handsomely for the privilege of showing themselves behind the wheel of so conspicuously virtuous a vehicle.
But we are also a far-seeing corporation. We recognize that the Prius's distinctiveness may be a wasting asset for reasons outlined in this letter. Other motorists may see the Prius operator and think "sucker." Our lawyers advise us this may affect your car's resale value. Toyota regrets any inconvenience.
We want you to know that Toyota remains committed to advancing hybrid technology just as long as our customers are willing to make it worth our while. Our esteemed competitor, Nissan's Carlos Ghosn, was recently quoted saying, "There's such a buzz today that no CEO of a car manufacturer dares to say his real opinion of hybrid because he's accused of being retarded."
Another esteemed competitor, GM, has suggested that hybrid technology is best deployed in city buses, where large fuel consumption and stop-and-go driving might actually make it economically sensible.
These are just two examples of the short-sighted, stick-in-the-mud marketing instincts of our fellow automakers that are helping to make Toyota the largest car company in the world.
Yours Truly, the Toyota Corporation.