kscarbel2

Diesel News Australia / July 2019 It’s one of those jobs which can be back breaking, but a display Diesel News came across at the Brisbane Truck Show demonstrated changing brake rotors made easy. The demo model on show made it clear removing hubs and rotors can be made easy with a specialised piece of equipment anyone can use. In a world where workplace health and safety is becoming ever more important and in an industry where a labour shortage is driving further diversification in people working on the floor in workshops, equipment like this are going to become more and more in demand. This system both improves efficiency and also enables a person of any size to be able to handle a heavy task. The BrakeMate system uses an air over hydraulics system to remove the heavy, hard to shift, components from the vehicle. Those same hydraulics can then be used to separate hub and rotor. The equipment also includes a gadget for removing the calliper before removal. Using air over hydraulics, the system virtually eliminates the physical effort involved in an often difficult job. Workshops using the system already are reporting a time saving of 50 per cent as well as the reduced risk of injury and the fact any workshop technician can handle the task. Each stage of the process has been catered for with specific equipment included for each stage in the process, including swapping the discs out. The system is designed and manufactured in Melbourne. It is being manufactured and distributed by Tulip Corporation under license from the original inventor. .

Prime Mover Magazine / July 4, 2019 Volvo Trucks Australia this week confirmed it will introduce new functions to help drivers save fuel even when cruise control is not activated. The launch of an upgraded D13 Euro 5 engine, together with new software, enables fuel savings of up to 3 per cent the company announced. Recent hardware upgrades in Euro 6 Step D technology for the D13 engine by Volvo Trucks globally have been platformed to raise the standards of Euro 5 compliant engines. The process has yielded reductions in internal friction thanks to new cylinder liners and a new V-shaped oil scraper rings. The turbo efficiency has also been improved with the engine management system upgraded to a newer version with better computing capacity. Volvo Torque Assist, a new function added to reduce fuel consumption for long haul transit provides efficient driving during intervals when cruise control has been disabled. Fuel efficiency remained one of the most pressing issues in road transport according to Tony O’Connell Volvo Trucks Australia Vice President of Sales . “Because of this, we want to maximise fuel saving measures, especially when cruise control is not applicable," he said. "I-See, our topography predictive cruise control, is still the best method for optimising fuel use, but it is not always suitable for all specific traffic and weather conditions," said O'Connell. "With Volvo Torque Assist we can still support drivers in such situations." Volvo Torque Assist facilitates greater fuel-efficient driving by automatically adapting the truck’s torque and acceleration in accordance to road topography, the load hauled and speed changes. The function is only active when driving without using cruise control as a complement to I-See. Another supporting function keeps the amount of injected fuel constant after the engine’s ‘green range’ has been passed. Improved fuel economy offsets the slightly compromised performance. A less sensitive pedal, which has been recalibrated, creates a smoother torque development, which, in turn, makes the truck easier to control. “Drivers that are less skilled in economical driving will benefit more than those who already have that driving style,” said O’Connell. “The new software also gives a significant result with heavy loads, many slope changes or large speed variations, while drivers transporting lighter loads with constant speed on flat roads will save less fuel. Our extensive global field tests have actually seen examples of larger potential for fuel savings, than the 3 per cent.” .

Peterbilt Motors Co. Press Release / July 1, 2019 .

.

. . .

I've been telling everyone to buy as many as you can, while you still can.

What I'd Do Differently: Lee Iacocca John Phillips, Car & Driver / December 10, 2013 Former president of Ford and former chairman of Chrysler, Lee Iacocca, 89, was the mastermind of his own car-company bailout and a hell of a pitchman. From the January 2014 Issue of Car and Driver C/D: What's in your garage these days? LI: Carroll Shelby used to tease me with, I have the first Shelby in my garage." I'd respond, "Well, I have the first Viper in my garage," and I still do. It's red, by the way. I also have a 1982 woody convertible K-car that I use to drive around locally. I have the very first of only 45 of the Iacocca Silver 45th Anniversary Edition Mustangs, called the Iacocca. It's the only car I ever put my name on. Of course, I always have the most current Town & Country minivan. Plus I've got a Jeep and the "Yellow Banana"—a cute 1954 Ford truck. C/D: Among carmakers these days, do you see one that is consistently getting it right? LI: Chrysler. It's made an amazing comeback under Fiat and the leadership of  Sergio Marchionne. The company is on a roll with both its car and truck lines. C/D: Who most influenced your life? LI :I have my mentors in business: Robert McNamara [a Ford "Whiz Kid" who became the company's first non-family president, then U.S. secretary of defense] and Charlie Beacham [former Ford marketing vice president]. They taught me advanced business principles, which I applied to my daily executive decisions. But the person who influenced my life most was my dad, Nicola Iacocca. He was the classic example of the way God gives some people more common sense and street smarts than others. I never knew the meaning of the word "impossible." It wasn't spoken in our home. C/D: Any thoughts on Chrysler's years under Daimler-Benz? LI: A disaster. That association should never have happened. C/D: And under Cerberus's control? LI: I met Bob Nardelli a couple of times and was always curious why a VC firm would be interested in owning a car company. C/D: In 1979, you asked the government to guarantee loans to Chrysler while you turned the company around. Did you take a lot of flak for that? LI: Congress hated the idea. It was a tough sell. But we used those guarantees for three years, paid back the entire loan package seven years early, and paid a quarter-billion dollars in profits to the lenders. C/D: What was your first thought when you heard that the Obama administration would bail out Chrysler and GM? LI: The economy was in trouble, and something had to be done. We couldn't afford to lose more jobs. Today, Chrysler's payments back to the government have been completed. C/D: In your book Where Have All the Leaders Gone? you asked, "Where the hell is our outrage?" Has this most recent administration assuaged or intensified your anger? LI: There is little leadership in Washington, even today. Look at Congress. What I said in my book stands up nearly eight years later. Outrage has not manifested to put new leadership in government. C/D: Do you have any more ventures up your sleeve? LI: I was involved in a few business ventures after I retired from Chrysler, but those days are over. After writing three books, I don't have plans to write any more. Philanthropy is now a big part of my life, with the Iacocca Foundation funding cutting-edge research to find a cure for diabetes. In 1984, I set up the foundation after my  wife, Mary, died from complications from diabetes. We search the country for new ideas, new research, and bright new researchers to work on finding a cure. We even further the cause by bestowing the Lee Iacocca Award at a number of classic-car shows every year. It honors the person behind the car for what they've done for the car enthusiast as well as their own personal philanthropy. C/D: Right now, what gives you the most pleasure in life? LI: My family. I have two daughters, and spending time with them, their husbands, and my eight grandchildren, I'm able to enjoy what families are about. Italian families are close. C/D: Anything you would have done differently? LI: I was raised to give back. I was born to immigrant parents and was fortunate to become successful at an early age. I've always felt a strong sense of national service to my country, and I may have been able to provide leadership in the political arena. My friend [and former speaker of the House] Tip O'Neill advised against it, and although I don't regret the decision not to enter politics, I just wonder sometimes if I could have changed anything. .

Lee Iacocca, Chrysler's Onetime Savior, Has Died at Age 94 John Pearley Huffman, Car & Driver / July 2, 2019 Whether it was a Mustang or a K-car, Lido Anthony Iacocca could, and did, sell it to America. Lee Iacocca was a salesman. He sold Fords, he sold Chryslers, he sold Chrysler Corporation, and he sold himself. He was the face of American capitalism who, in the great tradition of American capitalism, put the touch on the American government to keep his enterprise going. He was a celebrity CEO when CEOs weren't supposed to be celebrities. Lee Iacocca passed away today at age 94. "You can have brilliant ideas," he wrote in his best-selling Iacocca: An Autobiography, "but if you can't get them across, your brains won't get you anywhere." Lido Anthony Iacocca could most certainly get an idea across. He was born in 1924 in Allentown, Pennsylvania, to Nicola Iacocca and his wife, the former Antoinette Perrotta. Allentown was a thriving steel town then, mostly Pennsylvania Dutch but the sort of place where Italian immigrants could find a community to support them and an opportunity to build a life. Nicola Iacocca found his niche running a hot-dog restaurant called the Orpheum Wiener House. "My father always drilled two things into me," Lee related in his autobiography: "Never get into a capital-intensive business, because the bankers will end up owning you. (I should have paid more attention to this particular piece of advice!) And when times are tough, be in the food business, because no matter how bad things get, people still have to eat. The Orpheum Wiener House stayed afloat all through the Great Depression." After graduating from Allentown High School, Iacocca earned a degree in industrial engineering from nearby Lehigh University and afterward was hired by Ford as an engineer. But instead of going to work for Ford right away, Iacocca won a Wallace Memorial Fellowship to study engineering at Princeton University for a year and earn a master's degree. So, it was off to New Jersey first. He finally went to work in Dearborn as a student engineer in August 1946. "The day I arrived, they had me designing a clutch spring," he wrote. "It had taken me an entire day to make a detailed drawing of it, and I said to myself: 'What on earth am I doing? Is this how I want to be spending the rest of my life?' " He wanted to get into sales. Starting in the Chester, Pennsylvania, regional sales office, Iacocca was soon a rising star at Ford. By 1949, he was a zone manager out of Wilkes-Barre, visiting dealers and learning the business at the retail level. "Learning the skills of salesmanship takes time and effort," he wrote in his autobiography. "You have to practice them over and over again until they become second nature." Ford had decided that it would sell the 1956 Fords using safety as a hook despite the fact that, at the time, customers couldn't have cared less about safety, and Ford was facing a sales disaster. That opened the door for Iacocca's first legendary sales push. Working out of Philadelphia, he conjured up the idea that any customer should be able to buy a new '56 Ford for 20 percent down and $56 a month for three years. His "56 for '56" was an instant success, and it got him noticed back at Ford's mother ship. Also in 1956, he married Mary McLeary, who had been a receptionist at the Ford plant in Chester. They'd have two daughters together before she passed away from complications of diabetes in 1983. He would have two subsequent marriages that didn't stick. Ford pushed the "56 for '56" campaign nationally, and by 1960 Iacocca had been named vice president and general manager of the Ford Division. Soon after that, his product instincts kicked in with vehicles like the original Mustang—a rebodied Falcon with sex appeal. He had an almost unerring sense of what would sell and how to sell it. By 1967 he was an executive vice president and conjuring up vehicles such as the 1969 Lincoln Continental Mark III. "One night I was in Canada for a meeting," Iacocca wrote about the Mark III's creation. "I was lying in bed and unable to sleep. Suddenly I had an idea. I put through a call to Gene Bordinat, our chief stylist. 'I want to put a Rolls-Royce grille on the front of a Thunderbird.' " It worked so well that, at the tail end of 1970, Iacocca succeeded the miscast Bunkie Knudsen as president of the Ford Motor Company. Ford, however, was a family company. And at the top was the chairman of the board, Henry Ford II, the Deuce, with an ego and personality that were maybe larger than even Iacocca's. A clash between them was almost inevitable. After reviving the Mustang with the Pinto-based 1974 Mustang II, pioneering a vast new market with the blatant Mercedes ripoff that was the 1975 Granada, and launching the successful front-drive Fiesta in Europe, Iacocca's star was a burning a bit too bright for the Deuce's taste. Maybe it was Iacocca's plan to counter the competitive threat of GM's imminent X-cars with a new front-drive car built around a Honda-made engine and transmission. Maybe it was the clash over financing and developing Detroit's Renaissance Center. Or it could have been the disaster that came from recalling more than a million Pintos in June 1978 because of vulnerable fuel tanks that could explode in a collision. But something was the final straw for the Deuce. On July 13, 1978, he fired Lee Iacocca. The firing was well documented and ugly, and it's now legendary. But Iacocca was still only 54 years old. And his second act would be staggering. It's hard to overstate what a basket case Chrysler Corporation had become by the late 1970s. "Chrysler Corporation's 1978 annual report reads like a threnody," reported the New York Times in 1979. “The company's share of the total United States auto market was down again, it lost $204.6 million after a $163.2 million profit the year before, earnings per share were down, and the cash dividend was cut. In retrospect, however, that shapes up as the good news—at least in comparison with Chrysler's woeful performance during the first six months of 1979, in which it has lost almost $260 million." Chrysler was adrift and taking on water, and Lee Iacocca needed a job. He joined the company as president, pretty much on terms he set, in September 1979. On January 1, 1980, he became CEO and chairman of the board. Chrysler, at that time, couldn't seem to do anything right. It was still reeling from the introduction of the 1976 Dodge Aspen and Plymouth Volare twins, cars that were ordinary but nevertheless plagued by awful quality and a seemingly endless series of recalls. The front-drive Dodge Omni and Plymouth Horizon were running VW powertrains, and Consumer Reports was hammering them with an accusation of dangerous handling. The rest of the products were archaic and easily ignored by buyers. Beyond that, warranty costs were astronomical. Even NASCAR's Richard Petty had stopped driving Chrysler products. "Chrysler in 1978 was like Italy in the 1860s," Iacocca wrote. "The company was a cluster of little duchies, each one run by a prima donna." But an even bigger problem loomed: The company was running out of cash, and there wasn't an obvious way to get enough to keep the company solvent. Iacocca could bring the managerial and financial discipline Chrysler needed. He recruited solid managers, among them Gerald Greenwald, to fortify those decisions and build some quality back into the products. But to get the cash needed for the turnaround, Iacocca needed to do the greatest sales job of his life. Borrowing from banks was nearly impossible. The banks needed a guarantee that their money would be recoverable. After exhausting the alternatives, what was left was asking the United States government for help—in the form of guaranteeing more than $1 billion in loans. It was while he cajoled, arm-twisted, and seduced Congress to get those loan guarantees that Iacocca went from being a relatively obscure executive to the face of American capitalism. After all, he had to convince the government that Chrysler was worth saving, that it could be saved, and most of all, that he was the right man to lead it back. Playing to his strengths, Iacocca started his lobbying dazzle with an ethnic appeal. "Almost all 28 members of the informal Italian-American Congressional caucus turned out last Thursday morning for a coffee-and-doughnuts breakfast organized by Representative Frank Annunzio, Democrat of Illinois, and Representative Peter W. Rodino Jr., Democrat of New Jersey," the New York Times reported in December 1979. "The guest of honor was Lee A. Iacocca, chairman of the Chrysler Corporation and Mr. Rodino's old friend. The purpose: to rally support for legislation to provide federal loan guarantees to keep the nation’s third-largest auto company in business." More challenging was getting the public's support. Suddenly Iacocca was everywhere, showing up on news shows to plead his legislative case and becoming the public face of Chrysler ads to move the metal. Iacocca was great on camera. Even before Chrysler could shove new product onto the market, there was Iacocca delivering sharply written, clipped sound bites touting confidence, value, and the sheer American-ness of buying a new Chrysler, Dodge, or Plymouth. "If you can find a better car," Iacocca’s signature tag line went, "buy it." Almost through the sheer strength of Iacocca’s will, along with the promise that the upcoming new K-cars would be world-beaters, enrolling the Congress to save Chrysler was straightforward. After some concessions to labor unions and imposed reforms, Chrysler got its guaranteed money. And by the skin of its corporate teeth, it survived to launch those square-cut front-drivers in late 1980. While the 1981 Dodge Aries and Plymouth Reliant could hardly have been more plain and uninteresting, Iacocca’s crew was soon slicing, dicing, and redecorating them into dozens of variations. During the 1981 model year, the plain Ks accounted for nearly 36 percent of Chrysler’s total car sales. In '82, tweaked to include the slightly more luxurious Dodge 400 and Chrysler LeBaron, the K derivatives made up 48 percent of sales. There was even a convertible LeBaron offered for the '82 model year. Chrysler was selling so many variations on the K-car that it effectively constituted its entire car lineup in the mid-1980s except for the marginal Omni and Horizon L-cars and the ancient rear-drive M-cars that were sold largely into police fleets. Iacocca knew how to make the K-car pay. But the greatest K-car derivative of the all was the T115 minivan, sold as the Dodge Caravan and Plymouth Voyager upon its introduction in 1984. It literally revolutionized family transportation in North America, and Chrysler returned to profitability. In fact, Chrysler turned a $10 million profit in October 1980, just after Iacocca completed his first year as company leader. Iacocca wasn't just an automotive icon by the mid-Eighties but a big presence in the culture at large. Some urged him to run for president of the United States, Johnny Carson cracked jokes about him on the Tonight Show, and he did a guest cameo on Miami Vice as "Parks Commissioner Lido." His 1984 autobiography, co-written with William Novak, was an instant best-seller and so popular that it was the New York Times's best-selling nonfiction hardcover book in both 1984 and 1985 and sold almost 2.6 million copies before being issued in paperback. In a sense, he elevated the role of corporate CEO into that of celebrity. Iacocca's revival of Chrysler was complete when the company repaid its guaranteed loans in 1985—five years early. From there, Iacocca's Chrysler would acquire AMC and its valuable Jeep brand in 1987 and occasionally pursue quixotic ideas like the misbegotten Chrysler TC by Maserati. For a while, Chrysler even owned Lamborghini. Lee Iacocca retired from Chrysler in 1992 and would go on to lead other projects like the restoration of the Statue of Liberty. He even teamed up with Kirk Kerkorian in 1995 to take a run at once again controlling Chrysler (it didn't work). He was a part of automotive culture, but he was more than that: Lee Iacocca transcended his industry to become an American icon. "I was raised to give back," he told C/D’s John Phillips in 2013. "I was born to immigrant parents and was fortunate to become successful at an early age. I've always felt a strong sense of national service to my country, and I may have been able to provide leadership in the political arena. My friend [and former Speaker of the House] Tip O'Neill advised against it, and although I don't regret the decision not to enter politics, I just wonder sometimes if I could have changed anything." He changed plenty. . .

"If we're in a political environment where the American flag has become controversial to Americans, I think we've got a problem." Senate Majority Leader Mitch McConnell (R-Kentucky)

A great man, wonderful human being and Allentown, Pennsylvania native has gone to heaven.

.

https://www.bigmacktrucks.com/topic/31209-when-the-dodge-boys-sold-trucks-down-under/

David Phillips, Automotive News / July 2, 2019 Lee Iacocca, the mastermind behind the Ford Mustang and the straight-talking captain of Chrysler’s historic U.S. rescue and 1980s turnaround that brought him acclaim as America’s most famous CEO and car salesman, died on Tuesday at home in Bel Air, Calif., a neighborhood in western Los Angeles. He was 94. The death was reported by The Washington Post, which cited Iacocca's family. The cause was complications from Parkinson’s disease. Iacocca, a natural huckster and tireless competitor with Italian roots and a penchant for cigars, vinyl car roofs and Greek-temple grilles, defined the role of the imperial American executive -- first as president of Ford Motor Co., then as chairman and CEO of Chrysler -- for much of the last quarter of the 20th century. With a sometimes brash, no-nonsense style and fiery tongue, he was the towering public face, corporate pitchman and voice for the American auto industry’s triumphs and challenges. “I think America is getting an inferiority complex about Japan,” Iacocca lamented before a group of Chrysler executives in one late 1980s TV commercial. “Everything from Japan is perfect. Everything from America is lousy ... now that’s got to stop.” Doug Fraser, the late UAW president and Chrysler director, once pegged Iacocca “a hip shooter deluxe.” Newsweek, in a 1963 profile, said he could be as “direct as the thrust of a piston.” Playboy called him "a businessman of the old school, a guy who smells the territory and goes with his gut." Fierce competitor In the early 1980s, with the U.S. auto industry on its heels amid soaring gasoline prices, inflation and rising Japanese imports, Iacocca’s optimism and fierce competitive spirit helped revive Chrysler and renew Detroit’s fortunes. “The most amazing thing about the guy is that he just never gives up,” the late Ben Bidwell, a longtime Ford executive and later Chrysler vice chairman, once said of Iacocca. “Every day he gets up and every day he attacks. You get discouraged yourself. But he just never, never, never gives up on the company, on its products, on whatever.” Iacocca was hailed as “Detroit’s comeback kid” in a March 1983 cover story in Time. Two years later, when asked to name the person they most admired for a 1985 Gallup Poll, Americans ranked Iacocca third -- behind President Ronald Reagan and Pope John Paul II. The next year, Iacocca placed second in the survey, behind Reagan and ahead of the pope. At the end of his storied automotive career, spanning the late 1940s to the early 1990s, Iacocca admitted what many colleagues had already discovered: He was better at managing and leading during turbulent times than good. “I’m built that way,” Iacocca told the Associated Press in December 1992, the month he retired from Chrysler. “Some guys fight better with real ammunition … on maneuvers they goof off. My adrenaline flows when you’re really in the trenches and things are tough.” Risky gamble on pony car Iacocca’s keen product planning skills were behind Ford’s risky gamble, soon after the Edsel flop, to bring the Mustang to market in 1964. The first so-called pony car, with its low price and sleek styling, was an instant sensation and gave a new generation of young Americans another reason to fall in love with Detroit metal. With just $45 million to develop and build -- what he called "an unheard of low amount at the time to design and push a new car line through to production" -- the overnight success of the Mustang put Iacocca on the fast track at Ford. “Few people understood the sizzle that existed between the car and a driver better than Lee Iacocca,” historian and author Douglas Brinkley observed in his 2003 book, Wheels for the World: Henry Ford, His Company, and a Century of Progress. Iacocca’s second home run, the minivan, was an innovative people hauler that spawned a new segment in the 1980s, became one of the most profitable consumer products ever created, inspired a raft of copycats and helped Chrysler reap billions of dollars in sales for decades. The design was inspired by a former colleague at Ford, Hal Sperlich. “He could sell you anything and back it up with his sales talk, logic and facts,” the late William Clay Ford Sr., grandson of Ford founder Henry Ford and a longtime Ford executive and director, once said of Iacocca. “He is an extraordinary salesman, an extraordinary talent.” The Chrysler years Chrysler was hemorrhaging cash and careening toward bankruptcy when Chrysler Chairman and CEO John Riccardo hired Iacocca to become president and COO of the company on Nov. 2, 1978. The same day, Chrysler reported nearly $160 million in third-quarter losses -- a staggering pile of red ink for an automaker and a company record at the time. While he had just been fired months earlier as president of Ford Motor Co. by Henry Ford II, in one of the Motor City’s most acrimonious splits, Iacocca was quickly embraced as Chrysler’s savior. “It’s a coup, and a good one, and we thank Henry Ford II for it,” a dealer told Automotive News the week Iacocca joined Chrysler. Less than a year later, Riccardo, exhausted by efforts to secure a government bailout, abruptly retired and Iacocca became chairman and CEO of Chrysler on Sept. 20, 1979. In a 1992 interview with Automotive News, Iacocca said the situation when he arrived at Chrysler was far worse than he had expected. “I knew it was bad, but I didn’t know that bad,” he said at the time. “What I didn’t know was how rotten the system was. How bad purchasing was. How many guys were on the take. How rotten it was to the core. That stunned me.” U.S. loan guarantees With Chrysler’s financial woes mounting and bankruptcy looming, Iacocca successfully lobbied President Jimmy Carter and Congress in late 1979 and early 1980 to obtain a $1.5 billion loan guarantee from the federal government. In return, Chrysler came up with $2 billion in cost reductions. The controversial rescue backed by the federal government was unprecedented for the auto industry and American business at the time. Iacocca worked tirelessly to secure it. He enlisted Chrysler dealers from around the country to lobby their local representatives. “We set up a war room and had every [congressional] district in the 50 states covered,” Iacocca recalled in 2006. “We got the leading dealer in each district” to organize the effort. To secure the loan guarantee, the company needed to raise $1.4 billion. Iacocca oversaw a series of drastic cost-saving measures -- “equality of sacrifice,” he called it. On Oct. 25, 1979, Chrysler and the UAW reached a tentative contract agreement that gave the union a seat on the company’s board of directors. In return, Chrysler was granted $203 million in concessions by the union. Altogether, nonunion Chrysler employees swallowed $125 million in pay cuts; suppliers and dealers threw in $180 million; states and cities with Chrysler plants chipped in $250 million and the UAW accepted $462.2 million in concessions. Iacocca, setting an early example of sacrifice, had reduced his salary to $1 a year. Pitchman supreme Over time Iacocca gutted Chrysler’s senior management team, recruited former Ford colleagues and hired a few star outsiders to remake the company. He scuttled the company’s archaic sales bank that saddled dealers with unwanted inventory and instituted dealer and consumer rebates. Iacocca’s first commercial plug for Chrysler came in a 1979 print ad. It featured Iacocca’s signature below a 1,052-word statement in which he presented the company's sweeping case for federal loan guarantees. His commercial TV debut came later that year in an appearance at the end of conventional spots that pitched models such as the Plymouth Horizon. “I'm not asking you to buy any car on faith,” he said. “I'm asking you to compare.” After Chrysler secured the loan guarantees, Iacocca moved into a starring role in the company’s marketing. America had given Chrysler some “breathing space,” he bellowed in one commercial, adding: “Now watch us go.” The introduction of the front-wheel-drive, four-cylinder K cars in 1980 fueled the automaker’s rebound, eventually generating billions in revenue and profits. Iacocca had first tried to market such cars in the 1970s while at Ford. It was a high-stakes gamble. Iacocca played a minor role in the development of the K cars but he was charged with making sure they were a success. “At Chrysler, the K-car was the last train in the station,” Iacocca wrote in his 1984 autobiography, Iacocca: An Autobiography. “If we failed here, it was all over.” He took to the airwaves again in 1981 to tout the K cars’ fuel economy, value and roominess. After a slow start, the company sold more than a million Dodge Aries and Plymouth Reliant cars in the first few years -- enough to generate cash to develop other models. Chrysler repaid its loans in August 1983 -- seven years ahead of schedule -- in a feat celebrated by Iacocca at the Waldorf Astoria hotel in New York. A year later, Iacocca was behind the lectern again to introduce a radical vehicle that would define the company for decades. The minivan In the early 1970s, Sperlich, then a vice president at Ford, proposed the minivan, but was spurned by Ford CEO Henry Ford II. After Sperlich left for Chrysler in 1977, soon to be followed by Iacocca, the idea for a minivan finally took off. Iacocca, recognizing the American family’s need for fuel economy, roominess, comfort and function at a modest price, had long believed the minivan would be a success. “You can say what you want about Iacocca, but he has very good marketing instincts, and he could see the potential for this kind of vehicle,” Sperlich said in a 1999 interview with Automotive News. “We had done extensive market research and found out there were people who liked it from all walks of the automobile kingdom.” Advanced engineering on the minivan started the week Iacocca joined Chrysler, Sperlich said. The success of the Plymouth Voyager and Dodge Caravan minivans was built on the earlier triumph of the K-car platform with fwd and a four-cylinder engine. The vehicles were fuel efficient and big enough to seat six people. Iacocca was convinced there was a market for such a van with a low step-in height and what he called “garageability.” The Voyager and Caravan, introduced in 1984, became two of the hottest new products of the 1980s. Household name By the mid-1980s, Iacocca was a household name, appearing regularly in commercials to tout Chrysler’s lineup, often taking shots at Japanese rivals and daring U.S. consumers to buy a rival car if they could land a better deal. With the 1982 Chrysler LeBaron, Iacocca hatched what became a signature pitch: “If you can find a better car, buy it.” In another 1982 ad, Iacocca argued that if everyone drove a fuel-efficient K car, “we wouldn’t have to import a single drop of OPEC oil for gasoline.” Iacocca’s 30-second spots reached 97 percent of American households an average of 63 times apiece, Time magazine reported in 1985. He was lampooned by comedian Phil Hartman on NBC’s “Saturday Night Live” and became a frequent cartoon subject in comic strips and the editorial pages of the nation’s newspapers. People magazine anointed him the new Italian Stallion -- a sex symbol for the Corporate Age. His name was tossed around as a possible presidential candidate. At one point, Iacocca tried to dampen the speculation by suggesting noted sex counselor Dr. Ruth Westheimer would be an ideal running mate. “We’d make a terrific ticket,” Iacocca quipped in 1987. “I’d tell them what to do and she’d tell them how to do it.” He turned down an appointment to a U.S. Senate seat for Pennsylvania and was courted to become Major League Baseball commissioner by George Steinbrenner, the late owner of the New York Yankees. Best-selling author President Reagan in 1982 appointed Iacocca head of the Statue of Liberty-Ellis Island Foundation created to help raise funds for the renovation and restoration of the landmark statue in New York Harbor. Iacocca: An Autobiography, lived on The New York Times bestseller list for 88 weeks. The book was an overnight sensation and proved popular in all social strata and in all regions of the country. Sales topped 200,000 copies per month in Japan and it became a must-read among “the Saudi technocratic elite,” Time magazine said. In its review of the book, The Wall Street Journal called Iacocca the “Motor City’s most famous motor mouth.” Iacocca would write two more books: Talking Straight in 1988, and 2007’s Where Have All the Leaders Gone?, in which he railed against excessive executive compensation, political gridlock in Washington, the competitiveness of the Detroit 3, why America couldn’t build a competitive hybrid and other hot topics of the day. Spending spree With Chrysler on the mend -- it posted record profits of $2.38 billion in 1984 and $1.64 billion in 1985 -- Iacocca hatched plans to build a modern technology center 30 miles north of Detroit, in Auburn Hills. The $1 billion project opened in 1991. Chrysler also went on a spending spree, snapping up Gulfstream Aerospace Corp., FinanceAmerica, Electrospace Systems, Lamborghini and a major prize, American Motors -- including AMC’s profitable Jeep brand -- for a combined $2 billion. Iacocca aimed to diversify Chrysler’s revenue sources and help shield the company from future economic downturns. But the acquisitions raised the automaker’s breakeven point and, combined with several poor product calls, produced another period of losses for Chrysler. With the company back on the ropes, Iacocca was forced to sell assets to raise cash and focus on Chrysler’s core automotive operations. In a 1995 speech, Chrysler President Bob Lutz said Chrysler’s crisis in the late 1980s was almost as dire as the one that required Iacocca to secure the government-backed loans a decade earlier. “We had sort of put our product development on autopilot, which resulted, as you know, in a string of bland, look-alike cars and trucks,” Lutz said. Bashing Japan Fresh models such as the compact Neon, revamped minivans, a redesigned Ram pickup and the new Jeep Grand Cherokee helped right Chrysler once more and the profits started flowing again in the early 1990s. Still, Detroit automakers continued to battle Japanese automakers and lose U.S. market share, and Iacocca never passed up a chance to champion Detroit’s cause. He was particularly vocal in a speech after returning from a historic trade mission to Japan with President George H. W. Bush and U.S. business leaders in January 1992. “I for one am fed up hearing from the Japanese, and I might say some Americans, too, that all our problems in this industry, all our problems, are our own damn fault,” a vitriolic Iacocca told the Detroit Economic Club. “We do not have idiots running General Motors, Ford and Chrysler, or our suppliers. And our workers are not lazy and stupid.” Time to go A few months later, with Iacocca’s reign at Chrysler winding down -- he had turned 65 in 1989 -- he faced mounting pressure from some company directors to identify a successor. Iacocca stayed on longer than Chrysler’s traditional retirement date to, as he put it, finish the job when the company’s fortunes soured again in the late 1980s. Chrysler had begun to lose top executives such as Gerald Greenwald and Steve Miller when directors realized Iacocca had no plans to step down. The board, worried about Wall Street’s growing concern with Chrysler’s succession plans, began to realize that Iacocca really didn’t want to retire, Newsweek reported in March 1992. After considering insiders and outsiders, including Roger Penske, Iacocca personally chose veteran GM executive Robert Eaton to succeed him, a selection Iacocca later regretted in his 2007 book on leadership. Iacocca retired as chairman and CEO of Chrysler at the end of 1992 at age 68. In typical Iacocca fashion, his retirement became an extravagant road show -- a monthslong affair, with farewell parties in Washington, Las Vegas, Paris, New York, Detroit and Palm Springs, Calif. The guests in Vegas at the University of Nevada arena included former U.S. House Speaker Tip O’Neill and entertainers Frank Sinatra, Vic Damone and Wayne Newton. For a farewell dinner at the Greenbrier resort in West Virginia, gold-lame napkins were flown in from Illinois. Guests received a crystal paperweight in the shape of the Chrysler pentastar and engraved with Iacocca’s autograph. In one of his last TV spots as chairman, Iacocca introduced Americans to another new styling concept -- what Chrysler called “cab forward,” in which the wheels of a car are pushed out to the corners of the vehicle and the cabin is expanded. It was featured prominently on a new generation of large sedans: the Chrysler Concorde, Dodge Intrepid and Eagle Vision. “Well, it’s here. ... It’s time for me to step down and retire as chairman of Chrysler … ” Iacocca boasted in the ad. “You know, I’ll tell you, when it’s your last turn at bat, it sure is nice to hit a home run.” Italian roots Lido Anthony Iacocca was born on Oct. 15, 1924, in Allentown, Pa. His parents were Italian immigrants who helped operate a hot dog restaurant, Yocco’s Hot Dogs. Iacocca’s father, Nicola, made and lost a fortune more than once while starting a car rental agency and investing in real estate, a movie house and fast-food restaurants. In school, Iacocca was popular and smart, but could also be brash and quick-tongued. In third grade, he walked onto the stage in a play in the lead role as king while chewing stick gum that a girl had handed to him offstage. He received a lowered grade on a report card as a result of the incident and was punished severely by his father. In 10th grade, Iacocca contracted rheumatic fever and was forced to give up sports and instead embraced reading and joined the debate team. He graduated from Allentown High School in 1942 and went on to graduate from Lehigh University in Bethlehem, Pa., with a degree in industrial engineering in 1945. He earned a master’s degree in mechanical engineering from Princeton University in 1946 and joined Ford as an engineering trainee that same year. Iacocca lasted only nine months as an engineer; he became disenchanted during Ford’s tough “Rouge Loop Course,” in which trainees learn the basics of car manufacturing. He was assigned a job as an automatic transmission engineer but turned it down. “I learned at Princeton that pure research did not fascinate me,” he told Time magazine in 1964. He left engineering and began his career in sales and marketing at Ford’s Chester, Pa., district sales office. “I was eager to be where the real action was -- marketing or sales,” Iacocca wrote in his autobiography. “I liked working with people more than machines.” He became a Ford zone manager in Wilkes-Barre, Pa., in 1949. Iacocca met his first wife, Mary, then a receptionist at Ford’s Philadelphia office, in 1948. They married in 1956 and had two daughters, Kathryn and Lia. Mary died of diabetes in 1983. Iacocca would marry two more times. He wed publicist Peggy Johnson in 1986, but the couple divorced eight months later. Johnson died in 2000 of a heart attack. Restaurateur Darrien Earle became Iacocca’s third wife in 1991. The couple divorced in 1995. Young Turk at Ford Iacocca began his meteoric rise to the top of Ford in 1956 when he introduced the “56 for ’56” campaign. With a 20 percent down payment, customers could purchase a 1956 model Ford for $56 per month for three years. The marketing concept was a success, and by 1960 Iacocca was elected a vice president and chosen general manager of the Ford Division. He was just 36 at the time and the youngest person ever to oversee the giant Ford Division. Only Henry Ford II, it was often said, advanced faster through the ranks at Ford. Iacocca later described his years heading the Ford Division as one of the happiest periods of his career. He was eager to develop a sporty, moderately priced vehicle to tap into the youth-oriented culture that was beginning to flourish after the somnolent 1950s. The Baby Boomers were moving into prime car-buying age. When the Edsel was dropped in 1960 after just its third model year, and $250 million in losses, many Ford officials, notably chairman and CEO Henry Ford II, were reluctant to approve the Mustang project. But Iacocca -- who didn’t design or style the car -- pressed on and eventually won approval for the project with an original price tag of $75 million that was whittled down to $45 million. Iacocca created a clandestine group of engineers -- dubbed The Fairlane Committee after the Dearborn, Mich., inn where they met secretly -- that set several broad goals for the car. It had to seat four passengers. It needed a generous-sized trunk. The hood had to be long to suggest a powerful engine, while the rear deck should be short – to underscore lithe and speed. The Mustang proved a revolutionary vehicle when it debuted in April 1964. In a marketing coup, Iacocca appeared on the cover of both Time and Newsweek the week the car came out. “Lee sensed how big the Mustang’s potential could be sooner than anybody,” Donald Petersen, who worked as a liaison between the Mustang’s engineering and marketing teams, and who later became Ford chairman and CEO, told Automotive News in 2003. “He really went for it. He never gave up.” Some 1 million Mustangs were sold in the car’s first two years of production -- the quickest a new nameplate had ever achieved that milestone. In 1989, AutoWeek wrote that “the two cars that have most influenced the shape and design of products worldwide in the last half of this century have been the Mustang and the minivan.” The Mustang’s success won Iacocca one promotion after another in the 1960s, culminating in 1970 when he became president of Ford. Miscues, too In addition to the Mustang and minivan, Iacocca’s other hits include the Cougar (the Mustang’s cousin at Mercury), Lincoln Continental Mark III, Ford Maverick and Jeep. With a convertible version of the Chrysler LeBaron, Iacocca revived the soft-top market after it went dormant in the 1970s. Despite his reputation as a product genius, Iacocca also stewarded some of the industry’s biggest product flops, notably the TC by Maserati, a car marketed by Chrysler in the 1980s. He also missed an opportunity in the 1960s that would have made Ford the first Detroit automaker to sell a fwd car in the states -- ahead of GM and Chrysler -- when he scrapped plans to market the Cardinal, which Ford had developed in Germany and proved to be a big seller across Europe. Under Iacocca, Chrysler also created the Eagle brand -- a vestige of the AMC deal -- but it was dropped after the 1998 model year. In 1988, Chrysler and Fiat signed a pact that allowed Chrysler to sell Alfa Romeo vehicles in Canada and the United States. The distribution deal was scrapped in 1991. At Ford, Iacocca was an early and vocal opponent of passive safety systems such as airbags only to actively embrace them later to help distinguish Chrysler’s products. And in 1987 he was forced to apologize publicly to American consumers after Chrysler was indicted for odometer tampering. “The first thing was just dumb,” Iacocca said candidly in July 1987 after Chrysler admitted it had disconnected odometers as part of routine product testing near a St. Louis assembly plant. “We test-drove a small percentage of our cars with the odometers disengaged and didn't tell our customers. The second thing, I think, went beyond dumb, and reached all the way out to stupid -- a few cars were damaged in testing badly enough that they should never have been sold as new. Those are mistakes we will never make again. Period.” The company was fined $120 million. The Pinto: ‘Lee’s car’ Iacocca also was responsible for the ill-fated Ford Pinto. He rushed the Pinto through production because, he was convinced, Ford needed an inexpensive subcompact car to compete with the small imports making inroads in the U.S. in the early 1970s. The Pinto quickly became known as “Lee’s car.” He demanded that it weigh no more than 2,000 pounds and sell for $2,000. Ford, under pressure from safety advocates and facing numerous lawsuits, recalled the Pinto in 1978 because the design of the fuel tank made it vulnerable to explosion after a rear-end collision. Mother Jones, in a 1977 article, had first reported that Ford knew about the issue with the Pinto’s fuel tank but continued to produce the car anyway. In his autobiography, Iacocca denied negligence by Ford. “There’s absolutely no truth to the charge that we tried to save a few bucks and knowingly made a dangerous car,” Iacocca wrote. “The auto industry has often been arrogant, but it’s not that callous.” In the end, Ford recalled 1.5 million Pintos. The automaker was the subject of more than 100 lawsuits because of the Pinto and paid millions of dollars in restitution. Battles with the Deuce Iacocca was president of Ford from 1970 until he was fired on July 13, 1978, by Henry Ford II after 32 years at the company. He was just the latest to join a famous fraternity -- the long list of men such as Ernie Breech, John Dykstra, Arjay Miller and William "Bunkie"Knudsen -- who climbed to a top post at Ford only to be pushed aside by a mercurial Henry Ford II. Ford and Iacocca regularly clashed over product plans, executive appointments, spending priorities and other strategic matters. Iacocca spent years building a power base at Ford -- often keeping track of subordinates and product ideas in a little black book. He appointed executives he knew would support him and his programs. "In terms of everything that really counted," Iacocca wrote in his autobiography, "I was more important than Henry." “Personable and tough, fun but aggressive, Iacocca did not so much arrive at the president’s office at Ford as wrap it around himself,” historian Douglas Brinkley wrote in Wheels for the World. In 1975, Henry Ford II launched an investigation to determine if there was any wrongdoing on the part of Iacocca. And in one of his final moves to undercut Iacocca, Ford created a three-person office of the chief executive in 1977. Ford was chairman and chief executive; Iacocca was named president and COO; and Philip Caldwell, formerly head of Ford’s international operations, became vice chairman. But Ford, in a memo that riled Iacocca, decreed that the vice chairman would act as the chief executive in the absence of the chairman. “It was a real crack in the face,” Iacocca wrote in his autobiography. “Every time there was a dinner, Henry hosted table one, Caldwell hosted table two, and I was shoved down to three. It was public humiliation, like the guy in the stockade in the center of town.” Iacocca told Automotive News in July 1978 that he was canned because Henry Ford II didn’t “want strong guys around.” Ford dismissed Iacocca to prevent him from becoming the company’s CEO, Ford later said in an interview before his death in 1987. “I didn’t want him around simply because I didn’t want him to be chief executive of the Ford Motor Co.,” Ford said. “My standards are higher than that.” Ford added, “There are lots of reasons I let (Iacocca) go. One of them is he’s not really a good chief executive. Not from a broad viewpoint. Secondly, he’s too conceited, too self-centered to be able to see the broad picture.” ‘An audacious plan’ In his autobiography, Iacocca wrote that Ford fired him simply because he didn’t like him. “I wanted to force him to give me a reason because I knew he didn’t have a good one,” Iacocca wrote. “Finally, he just shrugged his shoulders and said: ‘Well, sometimes you just don’t like somebody.’” Iacocca crafted what authors Peter Collier and David Horowitz called in their 1987 book, The Fords: An American Epic, “an audacious plan not just to survive at the company but to prevail” that entailed lobbying outside directors to keep his job. In his 1990 book, Henry: A Life of Henry Ford II, Walter Hayes, the former vice chairman of Ford of Europe and one of Henry Ford II’s closest confidants, wrote that Iacocca tried to oust Henry Ford II by suggesting he was senile and no longer able to run the company. Iacocca denied the claims in Hayes’ book. Franklin Murphy, former chairman of Times Mirror Co. and a Ford director at the time, told The Los Angeles Times in 1990 that he was convinced Iacocca tried to make a pre-emptive strike against Henry Ford by going to the board to oust Ford. Corporate fat cat Over time, Iacocca -- once a symbol of self-sacrifice for accepting only $1 a year to help rescue Chrysler -- came to personify the trappings of corporate America and Detroit’s longtime excesses. Early in his career, he could be so stingy at times that he would bring light bulbs home from the office so his wife wouldn’t have to buy any. More than once during his high-profile career, Iacocca found himself defending his pay and stock options, notably among journalists from Japan, a frequent subject of Iacocca’s rants over trade policy and where executive compensation is far more modest. His reputation took a big hit in 1988 after Chrysler decided to close a longtime American Motors plant in Kenosha, Wis., eliminating more than 5,500 jobs. Every Democratic presidential candidate that year blasted the move. Sen. Al Gore Jr., D-Tenn., ahead of Wisconsin’s April 1988 primary, pointed out in an ad that featured a smiling Iacocca that the Chrysler CEO “made $20 million in 1986.” In a May 2, 1988, cover story, Business Week called Iacocca -- America’s highest paid executive in 1986 and second-highest the next year -- the most overpaid executive while delivering shareholders the least “bang for the buck” of any corporate leader in 1987. Iacocca's retirement package -- he dreamed of matching the power and status of Henry Ford II -- became the subject of intense negotiations with Chrysler's board of directors. Even as his retirement neared, Iacocca came under fire for the cash, company stock and other perks that Chrysler directors routinely dangled to entice him not to leave the company or retire early. At his last shareholder meeting as Chrysler CEO and chairman in May 1992, Iacocca defended his compensation when a Japanese shareholder, speaking through an interpreter, noted that Japanese executives average only $350,000 in annual pay, vs. $1 million or more in Detroit. “But that doesn’t count the $1.5 million in country club membership for the Japanese,” Iacocca said. “They think we’re all fat cats here, but I don’t see any monks over there where the perks aren’t as obvious.” Post-retirement After his retirement from Chrysler, Iacocca never really left the stage, still eager to speak out and cash in on the next big consumer product. He appeared on “The Tonight Show with Jay Leno” in March 1993, began commanding $75,000 for 30-minute speeches and in 1995 became a director of Koo Koo Roo chicken, a California restaurant chain. Iacocca also shot back into the headlines in April 1995 by teaming with billionaire investor Kirk Kerkorian, a leading Chrysler shareholder, in a bold bid to take the company private. But Eaton, Iacocca’s successor, viewed the takeover attempt as hostile. The ensuing fight, carried out in public for months, turned ugly and personal and singed Iacocca’s reputation. Iacocca blamed Eaton for failing to do enough to improve Chrysler’s quality ratings. Chrysler canceled some of Iacocca’s stock options. Plans to name Chrysler’s new headquarters tower in Auburn Hills in honor of Iacocca were scrapped. Chrysler sued Iacocca in December 1995, alleging the former chairman divulged confidential information to Kerkorian while Iacocca was still a consultant to Chrysler. As part of his retirement, Iacocca continued to be paid $500,000 a year as a consultant and received company perks until the end of 1994. Chrysler contended he violated the consulting pact and that he abrogated his duties as an officer and director. As part of a 1996 settlement that ended the takeover bid, Iacocca received $53 million -- $21 million from Chrysler and $32 million from Kerkorian’s firm. Iacocca also was prohibited for speaking publicly about Chrysler for five years after the settlement. Later in 1996, Iacocca told Fortune magazine in a cover story that he had “flunked retirement.” In 1998, Iacocca was back in Detroit, teaming with former GM Chairman Bob Stempel to announce their effort to create lightweight electric vehicles. Iacocca was chairman of EV Global Motors, a Los Angeles company aiming to design and market the vehicles, and Stempel was chairman of Energy Conversion Devices, a maker of nickel metal-hydride batteries under its subsidiary, Ovonic Battery Co., in Troy, Mich. “This is the changing of the guard,” Iacocca, then 73, said during the announcement with Stempel. “In the new millennium, for young people it’s going to be an electric world.” Iacocca branched out again with Lido Motors, a partnership that marketed neighborhood EVs for use in retirement communities. While Iacocca was convinced aging Americans would slowly embrace EVs -- “You’ve got to stay with your market,” he told The Detroit News in 2002 -- he eventually abandoned the market. In 2000, he founded Olivio Premium Products to sell an olive oil-based butter substitute. Iacocca donated all of the profits from the company to diabetes research, a cause he had supported for years because his first wife, Mary, died of complications from the disease. According to Olivio’s website, Iacocca has donated more that $25 million to diabetes research. By 2005, he was appearing with the rapper Snoop Dogg, actor Jason Alexander and others to pitch Chrysler’s employee-pricing deals in TV commercials. The four spots signaled the official end of the bitter feud between Chrysler and Iacocca over the 1995-96 takeover attempt. In June 2008, with Chrysler facing another dark hour, Iacocca was invited back to corporate headquarters at the request of then-Chairman and CEO Bob Nardelli. Iacocca had been gone for 16 years but still showed some vigor at age 83. And ever the optimist, he offered another dose of encouragement as the company grappled with slumping SUV sales, rising gasoline prices and lingering scars from the scuttled DaimlerChrysler merger. “Don't get panicked,” Iacocca told about 1,000 workers at a meeting at the Chrysler Technical Center in Auburn Hills, The New York Times reported. “Things are going to be OK.” And they were, only after Chrysler was rescued again by the U.S. government and an Italian. This time, Fiat’s Sergio Marchionne. A Chrysler legacy In July 2010, just a year after Chrysler’s second federal bailout and bankruptcy, the Walter P. Chrysler Museum in Auburn Hills honored Iacocca with one of four inaugural Walter P. Chrysler Legacy awards. It was one of Iacocca’s last visits to the sprawling tech center and corporate campus that he helped build. And with Chrysler on the cusp of another U.S. sales rebound, he sounded like the optimistic and determined Iacocca many Americans came to know in the 1980s. When he reached the lectern after Marchionne’s introduction, an 85-year-old Iacocca told the gathering he was “really honored” and personally touched by the familiar faces in the crowd -- Sperlich and Greenwald, among them -- who spent the “last 25 years trying to keep Chrysler afloat.” Then, in one of his final pep talks that echoed his commercials decades earlier, Iacocca said he was counting on Marchionne, who died in 2018, to “bring over the Fiat label, put it together over here” and help give Chrysler “a huge boost” in the small-car market. “The Big 3 is coming back … we’re in for a little bit of prosperity after a few, little rough time,” Iacocca told the homecominglike crowd. “Let’s count our blessings and let’s get together and make this work. OK?” .

MAN Truck & Bus Press Release / June 27, 2019 We’ve got a solution for your challenges: Our MAN agricultural vehicles are perfectly tailored to the special needs of the agricultural industry and efficiently master operations between the field and the processing plant. .

Iveco Truck & Bus Press Release / July 2, 2019 The on-road IVECO S-WAY is the first vehicle in the new IVECO WAY heavy range, developed to deliver a complete package of features and services focused on the driver, on sustainability and on an advanced level of connectivity-enabling new customised services. The IVECO S-WAY was launched at a global event held in Madrid, involving global leader partners Amazon, Shell and Microsoft. IVECO presented today its new IVECO S-WAY heavy vehicle for on-road missions in a milestone Convention held at the IFEMA exhibition centre in Madrid, Spain, to its dealer network, its sales people, customers and the representatives of the international press. Hubertus Mühlhäuser, Chief Executive Officer of CNH Industrial, presented the strategic outlook and vision of CNH Industrial at the event, which was opened by Gerrit Marx, President Commercial and Specialty Vehicles. Also invited to speak were representatives of the brand’s global leader partners Amazon, Shell and Microsoft, companies known for generating ‘creative disruption’ through their innovations. At the event, Hubertus Mühlhäuser, CNH Industrial CEO, commented: “Within CNH Industrial, IVECO is part of something bigger and uses the synergies within the Group. This new flagship Heavy Duty Truck is not only an achievement for the IVECO brand, it is also an important milestone for CNH Industrial as a whole.” With this launch, the brand is introducing its new IVECO WAY heavy range that marks a strong shift towards providing customers with an integrated transport solution, economically and environmentally sustainable, in which the services around the product become more important than the product itself. In his speech, Gerrit Marx explained: “We want to become the Easiest-to-work-and-innovate-with Truck OEM for our suppliers and customers, while tailoring our vehicles around a Driver´s life, which today is more than just the route he travels. Sustainability also entails our responsibility to make this job, which is crucial for our society, a more attractive and enjoyable one… which goes beyond just adding leather and wood applications.” IVECO S-WAY: the IVECO heavy truck for the next decade The IVECO S-WAY carries over all the advances introduced in the previous generations and adds a new cab entirely redesigned around the driver’s and the owner’s needs. In the face of fierce competition, logistics operators need top-level uptime, efficiency and productivity from their fleets. The new IVECO S-WAY perfectly meets this requirement, providing a complete package of features and services without equal, developed with focus on driver centricity, sustainability and a new, extended level of connectivity aimed at reducing Total Cost of Ownership. It is more than a product: it offers a business model that covers the vehicle’s entire life cycle and helps IVECO’s customers to meet their own customers’ requirements. The driver-centric design of the new cab provides first-rate living and working conditions with a spacious environment, outstanding driving ergonomics, and a well-planned layout that combines functionality with comfort. The design also addresses driver safety with the reinforced structure (ECE R29.03 cab crash compliant) and much improved visibility all around and in all conditions. In redesigning the cab from the ground up, IVECO has taken every opportunity to deliver cost savings and productivity gains to the benefit of the owner’s profitability. The new design optimises aerodynamic performance, further increasing the vehicle’s excellent fuel efficiency by up to 4%. Also contributing to the low Total Cost of Ownership are design features such as the multi-piece bumper that dramatically reduces repair costs, as only the affected part needs to be replaced in the event of damage. IVECO S-WAY: the 100% connected truck The new, advanced Connectivity Box in the IVECO S-WAY is a powerful connectivity enabler and true game-changer. It collects, processes and exchanges data in real time. It works off a service platform developed in partnership with Microsoft that provides safe data storage and management, and many value-added services. Owners and drivers are constantly connected with the vehicle on their mobile device or PC through the user-friendly MyIVECO portal and app. The IVECO S-WAY uses connectivity to enhance the driver’s life on board, providing a superior driving experience with advanced driver assistance and driving style features combined with services developed to help them operate effortlessly and efficiently, accessed through the user-friendly MyIVECO EASY Way App. The IVECO S-WAY’s advanced connectivity has also been developed to help logistics operators to ensure their businesses’ profitability by maximising the vehicle’s uptime, providing a consistent and predictive service with My IVECO Way Solutions, and delivering low Total Cost of Ownership. It also unlocks a new modular offer of premium personalised services, including professional fuel advising, fleet management and maintenance, to optimise the fleet’s performance and efficiency. IVECO S-WAY: the sustainable truck The new IVECO S-WAY builds on the outstanding sustainable performance of the brand’s heavy line, achieving further reductions in PM, NOx and CO2 emissions. True to its heritage, it combines low TCO with low emissions. This is achieved with the exclusive HI-SCR after-treatment system and through the exceptional fuel efficiency resulting from the advanced engine technology and Hi-Tronix transmission, and the multiple fuel-saving solutions such as the Smart EGR. For logistics operators wishing to run a ‘green’ fleet, the IVECO S-WAY Natural Power remains the only LNG truck offering a range of up to 1,600 km for long haul missions with 460 hp. With this vehicle, they will benefit from all the advantages of natural gas, the only immediately available low-emission alternative to diesel in the heavy segment, which delivers Particulate Matter emissions 99% lower than diesel, 90% less NO2 and, with biomethane, CO2 is 95% lower, near zero. IVECO WAY Range: the “customer-centric” way The IVECO WAY range, with its new name, signals the brand’s approach that fully exploits the possibilities offered by connectivity – a new way of being ‘customer centric’ by creating a set of solutions to support the customers every step of the way in their vehicle’s lifecycle and beyond. Its focus on the customer extends to the driver, by raising the bar on the quality of life on board. It introduces a new way of operating, where connectivity puts the driver, owner and IVECO on board the truck, working together to build the vehicle’s business case and ensure its profitability – as expressed by the range’s pay-off: IVECO. DRIVE THE NEW WAY. The new IVECO WAY range is the culmination of a product innovation cycle that saw the introduction of the IVECO S-WAY’s predecessor with its 11% fuel efficiency reduction, the first true natural gas long-haul solution in the industry, and the X-WAY family for light off-road missions. It addresses the key trends driving the transport industry: a blurring of the lines separating the vehicle and the services around it, the advanced connectivity, the need to attract and keep highly skilled professional drivers, and increasingly demanding requirements in sustainability. .

Volvo Trucks Press Release / July 2, 2019 Volvo Trucks is upgrading its D13 diesel engines for Euro 3, Euro 4, Euro 5 and EEV markets, with new software and hardware updates. The changes mean enhanced driver support and combined they can enable fuel savings of up to three per cent in long-haul operations. .

I had another lunch today, this time with that Chevrolet heavy truck dealer principal himself. What I was told is all true, except the trucks were two C65 mediums instead of Titan 90s, and they had 5.9-litre John Deere "6359" engines. .

The creation of the Series 60 was as important in American truck engine history as the high-torque rise Mack Maxidyne powerplant.

What I see is Virginia is giving the Swedish foreign aggressor 222 acres of land, and US$500,000. The Virginia taxpayer had no say in the matter (how's that for democracy in the country with a "government of the people, by the people, for the people"?). I say, if you want to come profit in our country, you need to pay for it ("If you want to play, you have to pay").

Saw this comment on Yahoo Finance: "Interesting, if you pay to get your brat into college you go to prison. if you break into the country and bring a bunch of brats with you you all get free college , welfare and an EBT card along with healthcare and a smart phone plus anything else you ask for."

Why new Volvo jobs will 'transform' Pulaski County Tommy Lopez, WSIS 10 / July 1, 2019 Plus, the 5 reasons why one expert believes Volvo chose Dublin PULASKI, Va. - Pulaski County will be “transformed.” That’s what local leaders are saying after Volvo announced on Friday that it’s bringing 777 more jobs to its Dublin plant, investing $400 million. Economic impact Local leaders said the county is going grow immensely as a result of the investment. County administrator Jonathan Sweet said the new Volvo employees will earn a combined $40 million and the new jobs at Volvo will create 2,000 other jobs that will support the plant. “It's so impactful and, quite frankly, it's transformative,” Sweet said. Local leaders say this kind of advanced manufacturing has the highest multiplier effect compared to other industries, meaning its impact is even greater on other industries, infrastructure, housing and much more. Leaders know they need everything from more housing to new shopping centers and are making plans to expand. The county is using this big win to try to attract investments in other sectors, like technology, and it’s taking advantage of the prepared graduates from Virginia Tech, Radford and the community college system. “It's exciting to see the access Pulaski County has into talent,” Sweet said. Earlier this month, the county passed a program so every high school graduate can go to New River Community College for free. Why Virginia won Economic development expert John Boyd, who owns a consulting firm, said Virginia is creating the playbook for how states win over companies for investment. He said the commonwealth has five key factors that it emphasizes that allow it to stand out: -Right-to-work status -Low cost of doing business -Incentives -Tax structure -Workforce training “It really cements this as a center of gravity for the trucking industry. Very exciting news,” Boyd said. He believes the investment fits into Volvo’s plan to cater to the needs of companies like Amazon, FedEx and UPS, which rely on last-mile truck deliveries. He also thinks this paves the way for a focus on emerging technology, like self-driving capabilities. “Because of that, truck production is a growth sector. It's a highly-coveted sector within the context of advanced manufacturing,” Boyd said. He said locations in Pennsylvania's Lehigh Valley and in Greensboro, North Carolina, made strong cases to beat out Dublin for the Volvo expansion. .

This country has gotten too "thin skinned", too politically correct. In this case, what in the world??? If one "cherry picks" facts for the sake of argument, one can now successfully argue for or against anything. Whatever happened to telling those in the minority........."no". It's impossible for everyone to get their way.