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These are the top luxury cars bought by people entering the segment for the first time

Let's say you just got a big promotion at work or the kids are moving out of the house, and you finally have some extra money. You decide to blow it all at once and treat yourself by upgrading your ride. Naturally, you look to a luxury automaker. What do you choose?
Models like the Audi A3 and Mercedes-Benz CLA-Class may be tailor-made to introduce buyers to the premium segment, but a new study finds that they don't garner the highest rates of non-luxury customer conquests. It turns out that a Volvo leads among folks moving up to a premium brand, and it isn't even one that's made anymore, at that.
A recent study by Polk and IHS Automotive looked at what models had the highest rates of buyers upgrading from a non-luxury segment. The information comes from its new vehicle registration data through April 2014. All ten top models boasted conquest rates of over 50 percent, but the Volvo C70 led the field with 68.01 percent of its customers coming from non-premium brands.

2014 Lexus IS brings boldest design yet to entry-level luxury

Lexus is evidently dead serious about removing some of the starch from its collar, as evidenced by the boldly styled new IS sedan just unveiled here at the Detroit Auto Show. We didn't know what to make of Lexus' entry-level sport sedan when we first saw images of it earlier this week. Dominated by the gaping maw of a spindle grille and flanked by headlamps with Nike swoosh daytime running lamps, the photos showed a distinctive (if not completely cohesive) design. Having now seen the design in the metal, we have to admit it comes together better than it does on screen.
The new model will feature both rear- and all-wheel drive models in both 2.5-liter V6 (IS250) and 3.5-liter V6 (IS350) trims. Lexus also showed an IS300h hybrid model at the reveal, but it is earmarked for Lexus' home market of Japan, along with Europe and other markets. No word yet on why the model probably won't be sold here in North America, but our AutoblogGreen compatriots are looking into it.
Aside from its bold new look front and rear, the IS carries forward a lot of the ideas seen in other newer Lexus models, namely the GS. Hidden beneath the IS' sheetmetal is the multilink rear suspension from the GS, along with its electric power steering setup. The new IS rides atop a three-inch longer wheelbase for better rear seat room, but during our brief time sitting in the car at the press conference melee, it still didn't feel terribly roomy (it rarely does in this class). At least the seatbacks fold 60/40 for the first time for additional utility.

Lexus in no hurry to be a big player in China

For a while now, China's spiraling wealth, population and development has had the world's luxury automakers in an expansionist fervor, with many executives exhibiting the sort of gleefully maniacal behavior historically reserved for gold-rush prospectors. Yet Toyota, of all companies, is exercising a surprising amount of caution in the Asian nation.
As The Wall Street Journal notes, Toyota's premium brand, Lexus, sold all of 64,000 vehicles in China last year, while BMW cleared its books of 326,000. In fact, it didn't even bother entering the market until 2005, while rival Audi built its first car in the market a decade and a half earlier. Even now, Lexus doesn't build any vehicles in China, and with the country's notoriously high tariffs on imports, that's a major disadvantage. Yet the business daily quotes Lexus executive vice president Mark Templin as saying that the brand is nowhere near ready to start building cars in the market. "We're not having those discussions about when we're going to go to China... We have a lot of work to do before we get to that point."
Part of that work includes establishing a more expansive dealer network - Lexus only had 99 stores as of 2012, while rival Mercedes-Benz had over two-and-a-half times as many, and it's still expanding. Adding a lot of dealers without having a goodly number of competitively priced offerings for them to sell may seem like an odd strategy, but Templin tells the WSJ that the goal is to "cultivate our image for quality and customer service and let the customers that we have go tell that story for us."