| In the global automotive industry things are really | | | | vehicles that carried substantial brand equity at |
| heating up as the traditional players fight for a top | | | | one point but failed as they became stale and |
| spot in the race for global dominance. General | | | | irrelevant amongst their respective competition. If |
| Motors Corp., which has been number one in | | | | Honda and Toyota can keep the Accord and |
| terms of global auto sales for over 75 years, is | | | | Camry nameplates going after more than 2 |
| fighting to keep that title in the face of growing | | | | decades, why has Ford had such a difficult time |
| competition from Toyota. Last year Toyota was | | | | doing the same? |
| trailing General Motors by only 261,805 units. | | | | The big news isn't just at the top of the list. |
| Though it looks inevitable that Toyota will claim | | | | Riding high on a global sales increase of over 11% |
| top spot, increased sales in China (GM is now #1 | | | | in 2005, Hyundai Automotive Group is in high gear. |
| in China beating former top dog Volkswagen) and | | | | The Korean automotive giant has moved into |
| surging sales in India have buoyed global sales for | | | | sixth spot behind DaimlerChrysler. Since 1999, |
| the General despite declining sales in North | | | | Hyundai has passed established players such as |
| America. General Motors boss Rick Wagoner | | | | Honda, Fiat, Nissan, and Renault. Hyundai doesn't |
| recently stated "If we can keep growing where | | | | plan on getting too comfy in sixth spot as they've |
| the opportunities are to grow, someone's going to | | | | set their sights on being in the top five by the |
| have to hustle pretty hard to catch up with us | | | | end of the decade. |
| like that." That said, according to the Wall Street | | | | They've got their work cut out for them as fifth |
| Journal being #1 is no longer a top priority for Rick | | | | place DaimlerChrysler is currently selling about 1 |
| Wagoner and General Motors. | | | | million more vehicles annually. But I wouldn't bet |
| Ford Motor Company, once #2 globally, is in third | | | | against Hyundai. In the last 10 years they've |
| place with sales at just over 6.2 million units. | | | | beaten just about everyone's expectations. |
| Strong sales in Europe have offset a seemingly | | | | Volkswagen is holding steady in fourth place with |
| endless sales decline of blue oval vehicles in North | | | | over 5.2 million vehicles sold in 2005. 2006 and |
| America. Once best sellers like the Ford Focus and | | | | 2007 should see modest increases with the |
| Ford Explorer now sit on dealer lots as more | | | | introduction of the next generation Golf (now |
| innovative and fresh competition lure away new | | | | known as the Rabbit) in North America and new |
| buyers. Ford would be wise to devise a more | | | | models such as the Volkswagen Eos. |
| coherent product planning strategy instead of | | | | Although nothing is for certain in the auto industry, |
| letting great cars waste away without any clear | | | | one theme holds true. No car company has an |
| vision. | | | | inherent right to the top spot. It has to be earned |
| This is quite evident when you look at the | | | | through great cars and trucks. In this list the big |
| recently discontinued Ford Taurus and Lincoln LS, | | | | winner is the consumer. |