4200blu

Punto di vista di Zipse simile quello di Tavares per la fine delle ice: GREENVILLE, South Carolina, Oct 19 (Reuters) - Setting a date to phase out gas-powered vehicles could remove "cheap cars" from the market, putting ownership out of reach for many, and be politically dangerous, the board chair of German automaker BMW Oliver Zipse (BMWG.DE) said on Wednesday. Speaking ahead of the announcement of a $1.7 billion electric vehicle (EV) investment in South Carolina, Zipse said in an interview that BMW has not set a date to end production of gas-powered vehicles and cautioned against banning their sale. "We don't want cars to be taken away out of the base segment, politically that's super dangerous," Zipse said. "If you all of a sudden make car ownership only for rich people, it's a dangerous thing." BMW backs ambitious vehicle regulations, Zipse said, but setting a firm date to end combustion engine sales could also result in people continuing "to drive their old cars - and that is not what we want." Zipse told a crowd at its EV announcement that "it's a free nation -- we offer choice and not limitations." Rival automaker General Motors (GM.N) has said it plans to end sales of gas-powered passenger vehicles by 2035. California in August adopted rules to require all new vehicles sold in the state by 2035 to be either electric or plug-in hybrids. Zipse said "there is no signal" that on a global scale the combustion engine will be obsolete within the next 15 years. Asked when BMW will produce its last combustion engine, he joked: "We should ask this vase maybe?", adding the automaker did not know. (Reuters)

…molto strategico questo tuning…😂😂

Spartanburg (USA)/Munich. The BMW Group continues the roll-out of its electromobility plan with a new investment in the U.S. to expand Plant Spartanburg and the company’s manufacturing footprint in the U.S. BMW Group Chairman of the Board of Management, Oliver Zipse, announced today a $1.7 billion investment in its U.S. operations, including $1 billion to prepare for the production of electric vehicles at the company’s existing U.S. manufacturing facility in South Carolina, and $700 million to build a new high-voltage battery assembly facility in nearby Woodruff, SC. By 2030 BMW Group will build at least six fully electric models in the U.S. Zipse was joined today at Plant Spartanburg by South Carolina Governor Henry McMaster, Secretary of Commerce Harry Lightsey III, Chairman of Spartanburg County Council Economic Development Committee, David Britt, and Woodruff, SC Mayor, Kenneth Gist as he also announced an agreement to source next generation lithium-ion battery cells from Envision AESC, which will build a new plant in the state. “For decades, Plant Spartanburg has been a cornerstone of the global success of the BMW Group. The home of the BMW X models that are so popular all over the world. Going forward, it will also be a major driver for our electrification strategy, and we will produce at least six fully electric BMW X models here by 2030. That means: The ‘Home of the X’ is also becoming the ‘Home of the Battery Electric Vehicle’,” said Zipse on Wednesday. “In addition, we can showcase BMW Group’s ‘local for local’ principle: Our newly developed sixth generation battery cells, which were specifically designed for the next generation electric vehicles, will be sourced here in South Carolina – where X goes electric.” Envision AESC Battery Cell Plant in South Carolina to Supply Plant Spartanburg In line with the principle of "local for local,” the BMW Group aims to purchase battery cells for its electric vehicles where production takes place. The company has found a partner in Envision AESC, which will build a new battery cell factory in South Carolina, to supply Plant Spartanburg. Envision will produce newly developed round lithium-ion battery cells, which were specifically designed for the sixth generation of BMW eDrive technology, and will be used in the next generation electric vehicles. The annual capacity of the battery cell factory will be up to 30 GWh. The new battery format will increase energy density by more than 20 percent, improve charging speed by up to 30 percent and enhance range by up to 30 percent. At the same time, CO2 emissions from cell production will be reduced by up to 60 percent through the partial use of secondary lithium, cobalt and nickel material, as well as renewable energy for production. The cooperation with Envision AESC is an important step in the BMW Group's plan to strengthen its regional supply chains. The expansion of electric vehicle production in combination with a local battery cell factory will lead to the creation of new supply chains, new networks for sub-suppliers, and new jobs throughout the entire region. BMW Group has already announced that four additional battery cell factories will be built in Europe and China to meet its demand for next generation battery cells. The cell factories are being built by partners and will each have an annual capacity of up to 20 GWh. Increased Investment and Expanded Manufacturing Capacity in SC Of the new $1.7 billion investment announced today, $700 million will be used to build a new high-voltage BMW battery assembly center in Woodruff, SC, near Plant Spartanburg. The new facility will encompass over 1 million sq. ft., and produce next generation batteries for fully electric vehicles. Around 300 new jobs will be created on site. Plant Spartanburg currently produces lithium-ion battery modules for the two plug-in hybrid electric vehicles built at the plant, the BMW X3 xDrive30e (fuel consumption combined: 2.6-2.0 l/100 km WLTP; power consumption combined: 20.5-18.9 kWh/100 km WLTP, CO2 emissions combined: 59-45 g/km WLTP) and BMW X5 xDrive45e (fuel consumption in l/100 km combined: 1.7-1.2 WLTP; power consumption in kWh/100 km combined: 27.7-24.3 WLTP; CO2 emissions in g/km combined: 39-27 WLTP.). In 2021, nearly 70,000 electrified BMWs were built on site. The site in Woodruff will also leverage the experience and expertise developed in Plant Spartanburg’s existing operations at the new facility. “BMW’s sustained and impactful presence in South Carolina demonstrates the power of partnership and shared commitment to our state’s automotive industry success,” said Governor McMaster. “With today’s announcement of a $1 billion expansion to Plant Spartanburg for manufacturing electric vehicles as well as $700 million for a new plant in Woodruff to assemble battery units, the road to the future is here. And I applaud BMW on helping lead the way.” BMW Group Plant Spartanburg Plant Spartanburg was established 30 years ago and began producing vehicles two years later. Since then, the plant has become the global center of competence for BMW Sports Activity Vehicles and a critical component of the company’s global production network. The plant currently represents an investment of nearly $12 billion, employs more than 11,000, and has an annual capacity of up to 450,000 vehicles. To date more than six million BMW vehicles have been built in the U.S. – for the U.S. and global markets. Based on this strength, BMW has been the largest automotive exporter from the U.S. by value for the past eight years. Plant Spartanburg currently produces 11 models including the BMW X3, X4, X5, X6 and X7 Sports Activity Vehicles, four BMW M models and two plug-in hybrid electric models. Production of the all-new hybrid-electric BMW XM (fuel consumption in l/100 km combined: 1.6-1.5 WLTP; power consumption in kWh/100 km combined: 30.1-28.9 WLTP; CO2 emissions in g/km combined: 36-33 WLTP. Preliminary figures that have not yet been officially confirmed.) will begin later this year. The plant is supported by more than 300 suppliers in the U.S., including over 40 direct tier 1 suppliers in South Carolina alone. “This is a very important step for Plant Spartanburg as we continue our legacy of producing high-quality vehicles, and build on the success of the last 30 years,” said Robert Engelhorn, President and CEO, BMW Manufacturing Co. “With this latest investment, we futureproof our operations and prepare the plant for electrification and new technologies, ensuring both the long-term success of our company and our position as an attractive and viable employer in the state of South Carolina.” Ongoing Commitment in the U.S. In addition to sales and marketing operations, the BMW Group footprint in the U.S. consists of nearly 30 locations in 12 different states, including an advanced design studio, a technology research and development center, and a venture capital fund in California, BMW Group Financial Services, and BMW Manufacturing Corporation, which operates Plant Spartanburg in South Carolina. The BMW Group dealer network consists of nearly 650 independently owned BMW, MINI, Rolls-Royce and BMW Motorrad dealers nationwide. Taken together, the BMW Group’s operatons in the U.S. directly and indirectly provide and support more than 120,000 jobs in the U.S., and has contributed $43.3 billion to the U.S. economy. “Technology Openness” and Customer Focused Flexibility BMW Group is clearly focused on a sustainable future and shares common ambition in the U.S. with regard to climate goals and the reduction of greenhouse gas emissions. At the same time, the company is following a path of “technology openness” to offer a choice of fully electric, plug-in hybrid electric, and highly-efficient internal combustion options to its customers in meeting their diverse needs in vastly different geographies across the nation. BMW Group is committed to fulfilling its goal of making a minimum of 50% of its global sales battery electric vehicles by 2030. 360-Degree Approach BMW Group has also set an initial target to reduce CO2 emissions by 40% per vehicle by 2030. As BMW Group works towards the goal of climate neutrality, the company is focused on the reduction of CO2 emissions throughout a vehicle’s entire life cycle. Design and Engineering: Beyond simply electrifying its product portfolio, BMW Group begins the design and engineering phase of vehicle development with a ‘secondary first’ approach, so that currently on average nearly 30 percent of materials used in BMW Group vehicles are recycled or reused. In the longer term, the “secondary first” approach aims to increase this figure to 50 percent. Supply Chain and Procurement: BMW Group has been actively involved for many years in initiatives to develop standards for responsible raw material extraction and promote compliance with environmental and social standards for raw material extraction through certification of mines. The cobalt and lithium used as raw materials for the new generation of BMW battery cells will be sourced from certified mines which allows the company retains full transparency over extraction methods and ensures responsible mining. Vehicle Production: BMW Group’s global production network also relies on renewable energy such as solar, wind, and hydroelectric power in the manufacturing phase of its vehicles. All of the company’s production sites have been net CO2 neutral by offsets since 2021. Vehicle Use Phase: BMW Group is also working to ensure that the electricity generated to charge battery electric vehicles is done so sustainably. For example, partnerships with dairy farms in California reduce greenhouse gas emissions by capturing methane gas and transforming it into renewable energy, which is exported to the power grid. The company also operates a pilot program called ChargeForward in the San Francisco Bay Area which makes it possible for owners to charge their vehicles with as much solar energy as possible. Vehicle Recycling & Post-Life:From the start BMW Group vehicles are designed with recycling in mind, thereby improving the possibility for components to be recycled or reused. The company has already demonstrated the ability to recover more than 90% of the material from high-voltage batteries and has approximately 3,000 collection points worldwide for the recycling of end-of-life vehicles. As the BMW Group continues towards an electric future, the company is looking beyond the vehicles themselves to ensure that it delivers sustainable solutions across the value chain and throughout the entire lifecycle of the vehicle. In the U.S. BMW currently offers two fully electric vehicles including the BMW iX Sports Activity Vehicle and the BMW i4 Gran Coupe. The fully electric BMW i7 Sedan (power consumption in kWh/100 km combined: 19.6-18.4 WLTP) will come to market later this year and BMW will make a significant step forward. For more information about the BMW Group’s focus on sustainability and unique approach to electrification, please visit: https://www.bmwgroup.com/en/sustainability.html (BMW Group)

...si...dal 1.lug 2020 lui e head of design VW PKW (autovetture).

Stellantis CEO calls for talks to soften EU's 2035 fossil-fuel car ban Carlos Tavares calls for hybrid models to play a greater role in the transition to zero-emission vehicles. PARIS -- The European Union's proposed 2035 ban on fossil-fuel cars should be renegotiated to give hybrid models a greater role in the transition to zero-emission vehicles, Stellantis CEO Carlos Tavares said. "It's essential," Tavares said during a news conference at the Paris auto show, when asked if talks on the ban were needed. "The dogmatic decision that was taken to ban the sale of thermal vehicles in 2035 has social consequences that are not manageable." Tavares' comments come as the EU is currently finalizing a package of climate proposals, which currently includes an effective ban on the sale of new fossil-fuel vehicles from 2035. Under the EU's proposals, plug-in hybrids would only count as low-emission vehicles until 2030. Tavares said forcing a transition to electric vehicles (EVs), which are more expensive than fossil-fuel or hybrid equivalents, will make car ownership unaffordable for many. "If you deny the middle classes access to freedom of movement, you are going to have serious social problems," Tavares said. Some automakers have embraced hybrids, especially plug-in hybrids, as a bridge technology to get to full-electric vehicles and have argued that after investing billions of euros in the technology they should be allowed to sell them for longer. "What we have to offer our European leaders is a transitional solution," Tavares said. With a mild hybrid you can maintain "the affordable size of these vehicles and reduce CO2 emissions by 50 percent," he added. Automakers and suppliers have also argued going electric will cost tens of thousands of jobs among workers who make components for or assemble internal combustion engines. Separately, Tavares said Stellantis is also considering an "asset light" strategy for its Peugeot and Citroen brands in China, where it would import mostly finished vehicles into China rather than produce them at local assembly plants. The CEO said talks were ongoing with Chinese partner Dongfeng, which could end up where "we do not need a factory in China." Stellantis has had problems in China, the world's largest car market, and has been looking at options to turn around its business. That includes the idea of importing vehicles rather than running underutilized factories at a loss. (Reuters)

..si vede: tutto una questione dei costi...in una macchina con un prezzo leggermento piu alta come per auto standard, si puo permettersi anche in futuro comandi manuali fisici, per il plebs nelle classe sotto resta il touch meno costoso...😜

...no...esperienza personale nella collaborazione giornaliero per diversi progetti all'interna della azienda...😀

...non vedo cosi. I cinesi sono molto bene in copiare, in lavorare a termine moltissime checklists, di fare cosa un altro comanda, ma non sono creativo, non sono inventore di nuovo. E un questione del ambiente sociale, della mentalita creasciuta in decenni - se sei abituato di vivere in um ambiente di pressione, di mancanza di liberta, poi non sei mai creativo, perche per avere idee nuove si bisogna liberta, il diritto di fallire e tutti questo manca ai cinesi. Sono una massa enorme, sono potente, ma non sono imbattibile. Qui in Europa per l'ultimi anni abbiamo creato troppo stato per combattere con loro, non troppo poco stato. Intervento statale per il progresso e sempre un disturbo, una barriera, non un aiuto.

...poi si deve creare nuovi valori per distinguersi, user experience, software, funzioni guidare autonoma, servizio e altre...lo so che tutte queste cose non sono cose che affascinano un vecchio pertrol head (sono tutte cose che neache me personalmente non interessano un ca--- ), ma il mondo va avanti e cambia. E questa sfida si deve compiere stesso come azienda con idee e prodotti, non con un chiama per lo stato. E un azienda che non e in grado di svilupparsi avanti con la forza sua, non vale la pena piu. Il risultato finale di isolazione e protezionismo statale assoluto abbiamo gia visto una volta:

...tuttavia una quota non irrelevante della produzione XM andra verso medio oriente...

...sviluppare e produrre prodotti per quei il mercato e disposto di pagare prezzi piu alti come per prodotti cinesi, come fa anche un Apple in un settore diverso. E una Tesla (personalmente sono tutt'altro come un estimatore di Musk e neanche dei suoi prodotti) sicuramente non ha avuto il loro successo a base di sovvenzioni e protezionismo statale ma a base di un prodotto che ha affascinato il mercato - questo si deve rispettare senza invidia e questa e la via del futuro anche per gli europei. Sicuramente non tutti compiono questa sfida, ma questa e la distruzione creativa come ha definito il macro-economista Schumpeter gia nel 1942.

...Ti capisco...solo che con i cinesi non e solo un negoziare con merce, purtroppo i cinesi sono in vantaggio enorme: se loro come risposta ai nostri dazi fermano di fornire terre rare e altri elementi primarie che hanno sopratutto loro, non piu le batterie, poi non solo la nostra industria automotive e alla fine, poi siamo alla fino completo qui in Europa. Mancano non solo i chips, manca molto di piu cosa non produciamo qui. Triste ma un fatto. L'unico modo di sopravivere contro loro e di essere migliore con i prodotti che abbiamo finora.

...mmmhhhh...la base come anche per la G70 e la CLAR-Evo, cosi tutt'altro come completamente nuova e tecnicamente e una G70. Cosi nuovo per RR, ma non nuovo per la Group.

..per la Cooper il manuale c'e ancora (almeno e ordinabile in Germania), per il resto dell gamma non credo, perche significarebbe di fare tutto il costoso processo della omologazione EU6d final per le versioni manuali per il corto resto del ciclo di vivo...secondo me non sarebbe molto redditizio.

...ma il problema di avere quasi 10 brand piu o meno generalisti in parallelo ha solo lui, altri no. ...ma il problema di avere quasi 10 brand piu o meno generalisti in parallelo ha solo lui, altri no.

👋👋👋 ..lui sa solo come risparmiare costi...ma questa e lontano di una strategia...

..fixed.... 😝

..no, niente fatti e dettagli, sicuramente al momento e proibito di pubblicare troppo...

...questo protezionismo e comprensibile in vista suo, ma protezionismo non ha mai funzionato. Secondo me esattamente questo protezionismo (in epoca contro i Giapponesi) e la spiegazione, perche in lungo termine la industria automotive italiana e a questo punto dove e arrivata fino oggi. Serve solo in breve termine, ma alla fine vince il mercato.

Credo di si, AM&S ha gia guidata la nuova, scrivono che e piu spaziosa e come qualita dei materiale interni fa un step avanti, potrebbe essere quasi anche una Phaeton-Kombi secondo loro.

Vincent Cobee, the CEO of Citroen, says a series of crises that have rocked the automotive industry in recent years represent an opportunity for the 100-year-old French brand "to be extremely relevant again." With the Ami electric quadricycle and the new Oli concept, Citroen is seeking to offer a pathway to affordable, responsible and fun electric mobility. Cobee, who held international executive positions with the Renault Nissan Mitsubishi alliance before joining Citroen, spoke with Automotive News Europe News Editor Peter Sigal about the role he thinks the Stellantis brand can play in the future. What was the thinking behind the Oli? At Citroen, we want to be accessible, we want to support well-being, and we want to be audacious. When you do a concept, you are not only trying to make a statement, or place a flag, but you also want to show a way to get to the flag. We are in a place where freedom of mobility is important -- COVID was proof of that -- where economic tensions will increase and where the energy transition is a reality. We have only one planet and resources are constrained. So, we put that on the table and said, "Let's not solve every problem." With Oli, we are not intending to make an emphatic statement on aerodynamics or on future body types. We want to make a statement on affordable, responsible electric cars that exude freedom. Why did you choose a utilitarian design rather than a sports car or a sleek pod? Life is not made of gray pods that are moving anonymously in the city. And Citroen is not a sports car brand. (Citroen designer) Pierre Leclercq and I share one thing, which is the relationship between form and function. I'm a civil engineer by training, so to me form defines function and function defines form. We wanted the Oli to say "recycleable, affordable, attractive and efficient." So, that leads to form equals function. For example, the vertical windshield glass makes a statement: Great visibility, less material, less weight, very easy to manufacture. If it comes out in a polarizing way, that's fine. The C3 small car, which continues to be powered by an internal-combustion engine and is on an older platform, remains Citroen’s best-seller. What will the replacement look like? The C3 is an attractive, modern, functional, affordable car. We recently looked at how much a car costs versus people’s spending capability. The average car in France is 17 months’ worth of minimum salary. For the C3, that has decreased to 9.5 months from 11.5 months in the last five years. Why? Because of efficiency of production, and it has become more affordable over its life cycle. So, that is the role of the C3 -- we participate in accessible mobility. When will it be replaced? We have freedom from the rest of Stellantis' brands in terms of platform and timing of the replacement. That is because we want to take the time to find a solution for an affordable electric car. We will replace the C3, not next year, but very soon. Could the New C3 small car, which was partly engineered, launched and produced in India, be a potential replacement? We are embarking on the Smart Car project to address the heart of the market in fast-growing markets: India, Asia-Pacific, North Africa and South America. That project focuses on Citroen brand values, local relevance as well as attractiveness and affordability in those markets. The average transaction price in India is less than 10,000 euros. The program was a challenge, but it also widened our book of capabilities. Those cars can't be homologated as they are in Europe because of specifications but also customer expectations. But they provide us with a library of knowledge, of cost base, of suppliers for us to build our entry offer in Europe. We look at the Smart Car project as we have broadened our skills, and those skills will be used to fight a different battle. What are your market share and volume goals in India? I have been involved in India for quite some time, with Nissan, Datsun, Mitsubishi and now Citroen. You need to develop and source locally. It is a very diverse and volatile market, so the name of the game is to minimize your original capital expenditures. We have used an existing powertrain plant, we are using an existing vehicle plant, we are using local partners, we are using an evolution of an existing platform. We also have a very structured and progressive sales network development approach. The whole infrastructure -- plants, distribution, sales and maintenance -- will grow in proportion to volume and not ahead of volume, again to avoid an imbalance with capex. We will launch three models, one each year, based on the Smart Car project. Gaining market share in India is a very complex game, and we will play it the best we can. But we are not going to set an objective and take the risk of collapsing the business model to reach it. Citroen has aspirations to become more international. Which markets have the most potential? Seventy-eight percent of our sales are in Europe -- that’s down from 85 percent. Regarding potential, you have quantitative and you have qualitative. For quantitative, you have Brazil, Argentina, India, Turkey, then Egypt and Morocco. For qualitative: Japan, which is probably our best brand execution in the world. I know Japan quite well as a market, and it’s very interesting to see what Citroen has achieved there. China has potential in both areas. We have doubled sales in China this year, in very different conditions from the rest of the world. China will probably enter the top 10 again for us in volumes. Why not seek to be just a regional champion in Europe? For two reasons: One is regional volatility. Europe has been affected by COVID-19 and the chip shortage the most. So, expanding is a hedge against the European market’s trend downward. It's not unreasonable to expect that the European market will go down by 30, 40 percent in the next 10 years. Expansion is a way to protect the brand's volume and our employees. Also, trying to be competitive in more than one region provides valuable lessons. India is a great place to learn how to improve competitiveness. Latin America is a great place to learn how to improve branding. Africa will provide a great opportunity to find ways to improve the durability of our vehicles, while China is a great place to learn how to improve technology, especially consumer electronics solutions. I'll give you an example: Whenever we talk about innovating in the HMI (human-machine interface), I always say, "Why do you limit your benchmark to Europe? China is the benchmark." Have we reached a high point in terms of sales in Europe? And if so, how are you planning for reduced volumes? As a company, we need to have a very lucid view of the potential risks in the market. So, let’s say, 10 years from now, total volume in Europe will be from 10 to 16 million. You need to have a 10-million scenario, and you need to have a 16-million scenario. Either way, it will be 90 percent electric. This has an impact on the way you look at industrial investments, this has an impact on where are you going to manufacture the non-electric propulsion systems and vehicles, and the answer is: Probably not so many in Europe. As a brand the subject is a bit different. Today, we make cars, we sell them and we maintain them as long as the customer is good enough to come back and visit our showrooms. It's a bit of a “fire and forget” attitude. We basically let others catch a large part of the value of the business. This is raising an number of issues in terms of our own business sustainability. Are we a product company, or a service company? Maybe in the future we will lease the same car three times, then recycle it ourselves. Many think Europe is heading into recession. How do you plan for such a scenario? I have an order bank of more than five months of sales. I have massive issues in terms of deliveries because of COVID, chips and logistics. I have some customers who are are getting their cars delivered one month, two months, three months later than promised, even if the average delivery time promised today is five or six months. But even though it’s chaotic, you could say it's a bit of a dreamland for carmakers. We have been fighting each other for years, and now there's a situation where there is more demand than supply. But nine to 12 months from now you could imagine we will be in recession, at which point the private sales channels are going to collapse and B2B channels are going to be more price- and sustainability-sensitive, which will raise a massive question about how will we finance the shift toward electrification. We are riding a wave, but there are rocks where the wave will break. To be clear, I don't have the answers. If someone says to me, "I would like to invest 50 billion euros to increase capacity and deliver the pipeline of orders," would you push that button? Probably not. So you are going to frustrate customers for a number of months, because it makes no sense to invest on a 10-year basis for a situation that will probably last nine months. In the past Citroen has had very ambitious sales targets that weren't met. How do you define success for Citroen? In the short term, we are looking at European market share and profitability. We have an established home base and we need to hold the fort, under massive pressure from market size evolution, regulatory changes, price inflation and cutthroat competition. In the midterm, I want to rebalance Europe vs. non-Europe sales, so moving from 85-15 percent to 67-33 percent, and I want to protect affordability while supporting the transition to electrification. Long term, I want us to be relevant for society. The Oli concept is a large part of what we want to be. We want to an exhilarating, motivating, electric, sustainable, responsible, innovating, surprising brand. This isn't anything new. I could have said the same thing 80 years ago. Then the 2CV came out, the Traction Avant came out, the DS came out, the Mehari came out. We want to be in sync with society in the same way. This year you have discontinued combustion-engine versions of the Berlingo passenger van in favor of electric-only, as have Peugeot and Opel. Was it disappointing to lose that volume from a very popular model? When you see that there is a trend of moving toward electrification, at some point you need to decide on when you can and should do it. When we made that decision we had nine months' worth of orders for those vehicles, and we know that 12 to 18 months down the road those vehicles will become a complex subject in terms of CO2 because of their weight and aerodynamics. So, at some point it's better be ahead of the game than behind it. There were some frustrations from customers, but the penetration of the EV Berlingo is higher than we could have predicted. Let's be honest, we don't have enough chips to make every car. So, if there had to be a time when we could do it, maybe that was the proper time. What have you learned from the Ami quadricycle? We have transferred some of the ideas from the Ami to the Oli concept -- symmetrical doors and front and rear bumpers, a simple interior, the potential to accessorize. But more broadly the Ami brought the realization that there are some spaces in urban mobility that were not being addressed. Second, it gave us courage to do different things, but always with consistency and identity. Third, it shows us a path to a new business model. Zero-emission urban mobility has yet to be solved. Electric scooters and bikes can be chaotic, and dangerous. And then you have increasing restrictions on cars entering cities. If you push that too far, the only people who will be able to get in are those who can afford an EV or a plug-in hybrid. The Ami comes from this intention to say that proper urban mobility should be affordable. Then there was the decision to display the Ami in FNAC and Darty (electronics and appliance stores), which generated disagreements. But in the end we sold half of them online, purely website based. We really learned a new way of marketing to a new audience. Social networks are fundamental for online sales; while our dealer network remains necessary for discovery, delivery and service. Will there ever be a really significant market for this kind of transportation? For me, we have limited the Ami to very specific usage: 45 kph, two seats. One question we haven't yet answered is: Is there a space between the Ami and an A-segment car (minicar)? Is there a four-seat, bigger interpretation? The regulation is extremely tricky, especially in terms of drivers’ licenses. If you assume the average B-segment (small) electric car costs about 32,000 euros, and the Ami costs 7,000 euros, there is a massive gap. Is there anything you would like to add? Every crisis is an opportunity. For the last three years there has been a succession of crises: COVID, the chip shortage, the shift to electrification, inflation. Society is expecting answers to questions about ecology, the economy and responsibility -- but we also have dreams, happiness, joy, excitement. Many of our competitors are still talking about size, features, weight, speed, equipment, but we believe we should talk about recycled materials, family happiness, innovation, lightweight and so on. That gives us a chance to be relevant. Maybe not for everyone, but that's OK. I'm OK to be loved by 20 percent. (ANE)

...e gia Volvo e Geely sovraprezzata....😂

...mah...sicuramente non e brutta, ma e cambiabile e a volonta, potrebbe essere tranquillamente anche una Infinity o simile e in ogni caso lontano anni di luce dalla QP V di Pininfarina.

...sembra che qualche non vedono un grande futuro per l'automotive italiana.. 😥 https://www.quattroruote.it/news/industria-finanza/2022/10/09/al_corriere_montezemolo_l_auto_italiana_non_esiste_piu_resta_solo_la_ferrari_.html