Over a period of 10 days, Shell Malaysia raised a total of RM1.92 million in its recent ‘Anda Beli, Kami Derma’ Raya Charity Campaign. In its fifth year, the campaign is an effort to spread the spirit of caring and sharing during the ‘balik kampung’ season.
1 sen donation for every litre of fuel
During the campaign period (May 30 to June 8 2019), Shell donated 1 sen for every litre of Shell fuel pumped and 1 sen for every RM1.00 spent at Shell SELECT stores. The money raised will go to the National Cancer Society Malaysia, Food Aid Foundation, and Malaysian Nature Society. Mastercard joined the effort as a valued partner for the second consecutive year and contributed 1 sen to the Food Aid Foundation for every litre of Shell fuel pumped and every RM1 spent at Shell SELECT stores paid for with any Mastercard credit or debit cards.
This year, motorists were given the option to donate to the organisation of their choice. Additionally, Shell’s agencies and partners came together to support this initiative through contributions in the form of media advertising and resources.
Ongoing campaign
“We are once again humbled by the generosity and support of our Malaysian motorists, in helping us raise a total of RM1.92 million for the organisations in just 10 days. We wish to thank all our customers and partners for contributing to this cause. In line with our mission to make life’s journeys better for all Malaysians, we hope this initiative will continue to inspire others to extend a helping hand for those who are in need,” said Shairan Huzani Husain, MD of Shell Malaysia Trading Sdn Bhd and Shell Timur Sdn Bhd.
He added that the continuous support and generosity of Malaysian motorists has encouraged Shell to run this campaign annually to impact more lives.
Sunshine does good and bad things for mankind. It provides light to see better for about half the day and it helps to dry clothes. However, it can cause skin cancer and in certain conditions, even start fires. Sunshine also contains energy which can be converted into electricity and at least one study suggests that solar power can be the world’s largest source of electricity by 2050.
Unfortunately, capturing sunshine to convert it in amounts large enough for practical usage has required technologies that have taken a while to develop. In fact, research began as far back as the 1930s but it is only in the past decade that R&D has accelerated and advanced technologies have been developed which are also commercially viable.
Technological advances needed
While sunshine alone can’t power a car (the technology would need to be very, very advanced), it can be used for the battery packs in electrified vehicles. Currently, the battery packs are recharged by drawing electricity from public or household electrical supply stations or by regeneration in the car’s powertrain. Solar power can supplement this and has the potential of improving cruising range and fuel efficiency of hybrid vehicles.
In fact, Toyota has already been using the approach since 2010 in the Prius to provide power for the climate control system. In 2017, it went further by enlarging the solar panel on the roof to provide electricity for the battery pack. Later this month, NEDO (a national R&D organization in Japan), Sharp Corporation, and Toyota Motor Corporation will carry out public road trials to assess the effectiveness this approach with Sharp’s modularized high-efficiency solar battery cells.
Thin-film solar battery cells
These solar battery cells are in a thin film about 0.03 mm in thickness. This makes it possible to efficiently install the film to fit the curves of parts with limited space. The battery cells will be installed on the roof, bonnet, rear hatch door and other areas of a Toyota Prius.
The idea is, of course, to maximise the area of coverage to capture as much sunshine as possible. By enhancing the solar battery panel’s efficiency and expanding its onboard area, Toyota was able to achieve a rated power generation output of around 860 W, which is approximately 4.8-times higher in comparison with the Prius Prime’s solar charging system.
In addition to substantially boosting its power generation output, the testcar will employ a system that charges the driving battery while the vehicle is parked and also while it’s being driven, a development that is expected to lead to considerable improvements in electric-powered cruising range and fuel efficiency.
“If you can find a better car, buy it!” the man on the TV screen urged American viewers one night in 1984. It wasn’t just any ordinary car salesman but the CEO and Chairman of Chrysler Corporation – Lee Iacocca. By then, he was already a celebrity in the auto industry he had joined 38 years earlier and would spend another 9 years before finally retiring.
The young generation may not be familiar with Iacocca, who passed away yesterday at the age of 94. But anyone who has had an interest in the auto industry will know that he was one of the legends from a time when the Big Three ruled and served as President of Ford Motor Company and then CEO and Chairman of Chrysler.
Though having a degree in mechanical engineering, an ambitious Iacocca had decided that sales was where the action was and where he would be noticed. He accepted a job at a Ford regional office instead of the R&D division at headquarters and there, he proved himself to be a talented salesman. But it was to be just a stepping stone because he told friends that his aim was to become a vice-president in the company by the time he was 35.
’56 for 56’ sales campaign
In 1956, he came up with a ’56 for 56’ sales campaign which offered customers any new 1956 Ford model for $56 a month over three years. It was a very successful campaign that was replicated in other parts of the country. The numbers caught the attention of top management and he was transferred to headquarters and moved up briskly. In 1961, when Ford’s President then, Robert McNamara, accepted President John F. Kennedy’s request to be Defence Secretary, Iacocca slotted into the position of Vice-President and General Manager of the Ford Division. He was 36 by then, just missing his target by a year.
Had he been older, he might have taken over McNamara’s position right away but his future was bright because McNamara had been impressed by his achievements and mentored him. 10 years later, at the end of 1970, he finally became President of Ford Motor Company.
Launch of the Mustang
One of Iacocca’s biggest product successes at Ford was the Mustang and some regard him as its ‘father’. The early 1960s was a time when Americans were very upbeat as the economy boomed and the young generation was energised by a young president (who was unfortunately assassinated). Iacocca saw this generation of new car-buyers as wanting something fresh and different. He envisioned a totally new type of product that was sporty and yet, from the company’s point of view, cost-effective enough to make a good profit. Furthermore, there was a level of customisation with options that was far greater than before (said to be Iacocca’s idea) and contributed further to the profit margin.
Flamboyant and outspoken, Iacocca inevitably became associated closely with the Mustang that had the whole of America talking when it was launched in April 1964. Magazines like TIME and Newsweek put the car on their cover – with Iacocca next to it rather than Henry Ford II who was the Chairman.
Iacocca introducing the Mustang at the World’s Fair in 1964.
Fired by Henry Ford II personally
By the second half of the 1970s, Henry Ford II found he had a heart disease and realised he had to think of who would run the company after him. He had become disillusioned with Iacocca, by then President of Ford, who was flamboyant and got a lot of publicity. In fact, it was rumoured that Henry even commissioned a secret investigation into the life of Iacocca to see if there was anything scandalous or corrupt but nothing was ever found.
Nevertheless, one day in July 1978, Iacocca was summoned to Henry’s office and told he was fired. When he asked why, he was told, “Well, sometimes you just don’t like somebody”. Later on, he would say to reporters, “There comes a time when I have to do things my way. I can’t tell you anything more. It’s personal. It’s just one of those things.” But Iacocca was allowed to remain with the company another 3 months till his 54th birthday so he would be entitled to full retirement benefits.
Iacocca (middle) with Henry Ford II (right) in happier times.
Perhaps recalling that his father was in tears the day Henry fired Iacocca, Bill Ford, Executive Chairman of Ford today and nephew of Henry Ford II, has kinder words about the man: “Lee Iacocca was truly bigger than life and he left an indelible mark on Ford, the auto industry and our country. Lee played a central role in the creation of Mustang. On a personal note, I will always appreciate how encouraging he was to me at the beginning of my career. He was one of a kind and will be dearly missed.”
Moving to Chrysler
The super salesman could not bear to be away from the industry and became President & CEO of Chrysler in 1978, and then Chairman a year after that. The company he joined was losing millions and seemed on the verge of closing down. Iacocca managed to get some product and marketing guys from Ford to join him in the challenge to resuscitate Chrysler.
Although Chrysler could struggle to remain in business, it wasn’t going to be able to recover much without an injection of money for development. So in 1979, Iacocca asked the US government to help by giving a loan guarantee which would enable the company to get US$1.5 billion. He was required to carry out massive cost-cutting and close plants. And as a show of confidence in better times for the company, Iacocca had his salary cut to just $1 a year, the first time any CEO ever did such a thing. By 1983, Chrysler was able to repay all the loans it had taken and it did so 7 years earlier than it had to.
Creation of another winner – the minivan
At Chrysler, Iacocca also initiated many product programs that were successful and the Mustang-rivalling success was the minivan. This new type of product was also the brainchild of Hal Sperlich, one of the ex-Ford guys. He was a product planner whom many say was the one who should have been given greater credit for the Mustang than Iacocca.
The minivan, sold as the Dodge Caravan and Plymouth Voyager when it was introduced in late 1983, offered the spaciousness of a large window van but the driving ease of a passenger car. You would recognise it as a MPV, which is what it was. With extra seats for more passengers and all the conveniences of passenger cars, it was a hit with American families, especially the ‘soccer moms’.
The minivan sold under Chrysler’s Dodge and Plymouth brands was the second highly successful product that Iacocca was involved in although it was more associated with Chrysler.
The success of the minivan was more associated with Chrysler than Iacocca but by then, he was already more of a celebrity in his own right than a prominent CEO of a car company. He was still vocal about many things concerning the industry, particularly imports of Japanese cars. In one of his books, he revealed that he had considered running for US President in 1988 but was talked out of it.
Out of touch with the real world
Iacocca retired from Chrysler at the end of 1992, bringing to an end a 46-year career in the auto industry. For a long time, he had been at the upper levels of Ford and Chrysler that he had, in some ways, lost touch with the real world. One story that reflected this was when he drove into a petrol station some time after he had retired. Parking next to the pump, he asked the person whom he assumed was an attendant to ‘fill her up’. To his surprise, he was told, “Do it yourself!”. Iacocca had not realised that self-service was the norm because he always had company cars (usually changed every 6 months) and they would be washed and refuelled by someone else. Even if he did drive, it was usually at test tracks or specific events but never on a daily basis like his customers.
Anger at the DaimlerChrysler ‘merger’
6 years after Iacocca left Chrysler, it was ‘merged’ with Daimler-Benz. It was a development which angered him, especially as his handpicked successor, Bob Eaton, had rather readily agreed to the terms of the ‘merger of equals’ that became DaimlerChrysler but which saw Chrysler being less than equal. It would have been interesting if Iacocca had been the one to negotiate with Jurgen Schrempp, Chairman of Daimler-Benz. Or maybe it would never have happened.
The era that Iacocca thrived in was a very different one from today and though there are still a few ‘cowboys’ in the industry who go with ‘gut feeling’, their influence is limited by board members who want only to please shareholders. His place in the Automotive Hall of Fame, where he was inducted in 1994, is certainly well deserved.
While most routine servicing takes a day, there are some occasions when the work may take longer and you are without a car, which can be a hassle. For example, a claim for a warranty replacement may require another day or two because the item is not in stock. If you don’t have another car at home to use, then you’ll likely be spending money on using Grab’s service to get around.
Now, if you have bought a Mercedes-Benz using the finance or leasing plans from Mercedes Financial (a brand under Mercedes-Benz Services Malaysia Sdn. Bhd.), you’ll get a car to use if the service centre takes 48 hours or more to complete the work required.
First of its kind
The car replacement program is known as MobilityPlus, a feature that is the first of its kind in the auto financing industry. “With a clear focus on customer centricity, we continuously aim to go beyond and provide our customers with unparalleled best customer experience through value-added services. MobilityPlus exemplifies just this. This innovative solution is available from our leasing and financing product options,” said Mike Ponnaz, MD of Mercedes-Benz Services Malaysia.
Through MobilityPlus, customers will be provided with a Mercedes-Benz car as a temporary replacement while their vehicle is in the Service Centre. For added convenience, customers will be able to select their preferred pick-up and drop-off points nationwide, including Langkawi and Labuan. The replacement vehicle will be made available to eligible customers within 24-hours of notification by the authorized Mercedes-Benz service centre on behalf of the customer.
If your vehicle is retained by an authorised service centre for 48 hours or more, MobilityPlus gets you a replacement Mercedes-Benz to use.
The fine print…
Unusually though, there is an entitlement period of only 20 days per year for the replacement car at no extra cost to the customer. Additionally, MobilityPlus coverage is only provided in the first 2-year period for FinanceCare and Agility solutions, and up to 4 years for leasing solutions (depending on the lease tenure).
The MobilityPlus feature will also be included into Agility Financing (for new cars) and Young Star Agility Financing (MB certified cars).
VVT (Variable Valve Timing), VTEC (Variable Valve Timing & Lift Electronic Control), VVT-i (Variable Valve Timing with intelligence), i-VTEC (intelligent VTEC), Dual VVT-i, CVVT (Continuously Variable Valve Timing) are all familiar valvetrain systems in today’s cars. Now the Hyundai Motor Group (HMG) adds a new one – CVVD or Continuously Variable Valve Duration (CVVD).
The world first technology, first mentioned at HMG’s International Powertrain Conference in October 2017, is being revealed at the Hyundai Motorstudio Goyang in Korea this morning. The Smartstream G1.6 T-GDi will be the first engine to have the technology and it will be used in future Hyundai and Kia models.
CVVD optimizes both engine performance and fuel efficiency while also being eco-friendly. The valve control technology regulates the duration of valve opening and closing according to driving conditions, achieving a claimed 4% boost in performance and a 5% improvement in fuel efficiency, while cutting toxic emissions by 12%.
How CVVD works
Typical variable valve control technologies manage the timing of the valve’s opening and closing (as in CVVT) or control the volume of air admitted by adjusting the depth of the opening (Continuously Variable Valve Lift – CVVL). Previous variable valve control technologies could not regulate valve duration, as the valve’s closing timing was subordinate to opening timing and could not respond to diverse driving situations. CVVD takes the technology in a new direction by adjusting how long a valve is open.
When the vehicle is maintaining a constant speed and requires low engine output, CVVD opens the intake valve from the middle to end of the compression stroke. This helps to improve fuel efficiency by reducing the resistance caused by compression. On the other hand, when engine output is high, such as when the car is driving at a high speed, the intake valve is closed at the beginning of the compression stroke to maximize the amount of air used for combustion, enhancing torque to improve acceleration.
Smartstream G1.6 T-GDi Engine
Unveiled alongside the new CVVD technology, the new Smartstream G1.6 T-GDi Engine is a V4 turbocharged petrol unit with 180 bhp/265 Nm output. Besides using the Group’s new CVVD technology, it also features Low-Pressure Exhaust Gas Recirculation (LP EGR) to further optimize fuel efficiency.
Additionally, the new unit has an Integrated Thermal Management System that quickly heats or cools the engine to an optimal temperature, and a strong direct spray system that achieves 350 bar, surpassing the 250 bar of the previous T-GDi engine. In addition, engine friction is reduced by 34% with the application of low friction moving parts.
“The development of the CVVD technology is a good example how HMG is strengthening our powertrain technology,” said Albert Biermann, President and Head of Research & Development Division at Hyundai Motor Group. “We will continue our innovation efforts to bring forth paradigm shifts and ensure sustainability of our business model.”
Airspeeder – a radical new airborne motorsport for the 21st century – combines the format of Formula E, the thrills of air racing and the glamour of F1. Developed by Alauda Racing, an Australian start-up with the long-term ambition to use its technology to develop a world-beating flying sportscar for sale to the public, the Mk. IV octocopter can hit speeds of 200 km/h and offer a power-to-weight ratio superior to an F-18 fighter jet!
Each sky-high Grand Prix will take place at a different landmark motorsport venue around the world, with Mk IV Airspeeder pilots competing in timed trials and heart-pounding white-knuckle head-to-head races 20 metres above ground.
First world championship in California
After making its global debut at this week’s Goodwood Festival of Speed in England, manned demonstrations of the new Mk. IV race speeder, which will compete in the first world championship, will begin in California’s Mojave Desert this November.
The Airspeeder series has the opportunity to reset motorsport, using competition as a canvas to develop highly efficient and highly effective airborne vehicles. Speaking on the title sponsorship of Airspeeder Ian Strafford-Taylor, CEO of Equals, said: “We’re delighted to have agreed this partnership with Airspeeder who are using cutting-edge technology to deliver a new generation of motorsport. The spirit of ingenuity and engineering behind Airspeeder makes it the perfect fit for Equals, as these are also the drivers behind our new brand identity.”
It’s usually the case new vehicle sales in Malaysia that there is a big drop in numbers for the month following a festive period. June this year was no exception, coming after the Hari Raya Aidilfitri holidays. Additionally, looking back to June 2018, that was also the first month of the GST tax holiday period when sales began to rocket as purchase prices were reduced.
Highest market share since July 2015
However, for Proton, there was still an upward surge one month after setting a sales high in May. In fact, with 7,615 vehicles delivered nationwide, the brand recorded its highest market share since July 2015 (estimated by Proton pending data to be released by the Malaysian Automotive Association). The share of 18.1% of the market was achieved in a month when the Total Industry Volume (TIV) was estimated to have shrunk by 30.8% to 42,090 units.
And even when comparing to June last year, Proton’s sales volume grew by 23%, helping the Malaysian carmaker finish second overall on the sales chart for the third consecutive month. It also contributed to an overall sales growth of 61% for the first 6 months of 2019, putting the company on track to achieve its sales targets for the year.
X70 leads SUV segment
The X70 SUV continues to be one of the stars and for the first half of the year, 15,175 units were delivered. It has cemented its position as the cumulative sales leader in the overall SUV segment, impressive for a newcomer that has been in the market less than a year.
The other models also performed equally well. Sales of the Saga continued to grow with 2,541 units delivered in June, contributing to a volume growth of 27% over the first 6 months of 2018. The other models, now updated with intelligent features, also saw strong bookings.
“By achieving a market share of 18.1% in June, Proton continues to show positive sales growth this year despite the tough market conditions following the Hari Raya holidays. Our year-to-date market share currently stands at 14.7% and is a big improvement of our 2018 figure of 10.8%. For the second half of the year, we will concentrate on continuing to build our sales and exciting the market further by introducing new and updated models as was promised at the beginning of the year,” said Dr Li Chunrong, CEO of Proton.
No matter how much the carmakers and authorities warn consumers about the dangers of using imitation products and parts, there are still motorists who buy them knowingly or unknowingly. And these days, the imitation parts can be hard to differentiate from the original items so consumers may be misled even though they should be suspicious if the prices are too cheap.
In a move to address this situation in the market, Perodua recently took the initiative of providing enforcement officers from the Ministry of Domestic Trade and Consumer Affairs (KPDNHEP) with an understanding of the problem and how to identify imitation parts.
Comprehensive briefing for enforcement officers
Some 120 KPDNHEP officers attended an engagement session at Perodua’s Sungai Choh headquarters where, together with select service dealers and stockists, they received a comprehensive briefing. They were acquainted them with Perodua’s range of genuine products and parts, where they are sold, the logistics flow and shown real and fake items.
“Perodua is aware of the circulation of non-genuine products and parts that bear Perodua branding in the market, some of which are almost indistinguishable from the originals. These include lubricants, oil filters, shock absorbers and brake pads,” said Perodua Sales Sdn Bhd Managing Director, Dato’ Dr Zahari Husin.
Be sure to buy Perodua Genuine parts from authorised service centres or stockists.
Warranty is void if imitation parts used
ProGanti parts are an affordable alternative and you won’t lose your warranty using them.
“This is very alarming as they are critical items. Customers may be misled into buying and using such items, which have not been tested by Perodua, on their vehicles. Besides voiding warranties, this could greatly jeopardise the safety and running condition of their vehicles,” he warned.
“We hope that the engagement session was informative and insightful, and that it will help them in their duties to identify, pin-point and put the brakes on counterfeit Perodua products and parts in the market,” added Dato’ Dr Zahari. “We urge the public not to be lured by unscrupulous traders selling imitation Perodua items, and to only buy and use genuine products and parts from authorised Perodua stockists or any of our 179 authorised Perodua service centres nationwide.
“Genuine Perodua products and parts are fairly priced and most importantly, they give you total peace-of-mind. As an alternative, we have the ProGanti range of parts that’s easier on the wallet but still tested and approved by Perodua,” he said.
Visit www.perodua.com.my to locate authorised service centres where genuine Perodua and ProGanti parts are available.
The new Great Wall Motors (GWM) factory at Tula, 193 kms south of Moscow in Russia, which began operations this month is the largest overseas vehicle manufacturing facility built by a Chinese automobile enterprise. It represents a new stage of development for GWM, especially for its Haval brand, in the Russian market. It is a crucial part of the ‘HAVAL 5-2-1 Globalization Strategy’ to achieve an annual sales volume of 2 million units within 5 years and become the global No.1 professional SUV brand.
The primary task of Tula Factory is to meet demand in Russia and neighbouring markets. The factory will then export more to Eastern European countries and serve as a major production base when Haval further develops the mainstream European markets.
Safe, efficient and environment-friendly
The Tula Factory has advanced manufacturing technology and tooling equipment for the 4 major production processes of stamping, welding, painting and assembly. Numerous measures have been included to ensure that the whole production process safe, efficient and environment-friendly. For example, the stamping workshop is equipped with a full-automatic closed type production line with 4 sequences. An ABB 7-axis robot is applied to transport the parts and an automatic rapid die change system is adopted to realize safe and efficient production.
The welding workshop is equipped with a large number of robots for speed and high productivity. The automation rate of main welding line is 100%, and that of sub-welding line is 40%. At the same time, NBG multi-model automatic switching flexible production line is installed for automatic switching of 3 models, with the new F7 being one of them. The F7 will be launched in Russia as the first global car of Chinese automobile brands.
The new F7 SUV has been developed to suit the needs of Russian customers. It will be offered with 1.5-litre or 2.0-litre GDIT engines and 7-speed automatic transmissions as well as all-wheel drive. It is 4620 mm long and 1846 mm wide, which places its body size between the Kia Sorento and Honda CR-V.
‘Bridgehead’ to expansion overseas
”With the completion of the Global Factory, Tula will become the ‘bridgehead’ of Great Wall Motors to expand overseas market. In the future development, Haval must go global to create globally competitive products, and build a globally influential brand as a global SUV leader,” said GWM’s Chairman, Wei Jianjun.
After 15 years of development, Russia has become one of the most mature overseas markets of Haval brand and the point of strength in its strategy. At present, there are more than 100,000 Haval vehicles in the market. By the end of 2018, there were 35 distributors in Russia and the number is to approximately double by the end of this year.
Looking for the ultimate window tint? Want the best vehicle detailing money can buy? There are many options available for you but the latest (and most certainly coolest looking) has to be Horus Premium Tints / Detailing Studio, located at the heart of Glenmarie, Shah Alam. (more…)
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