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Mercedes-Benz GLK coupe to get 2016 intro

Radio chatter around the emerging small, premium crossover coupe genre has thus far been dominated by the Land Rover Evoque and the Mini Paceman. According to a report in Car, the Mercedes-Benz GLK-Class (shown above) has received its invitation to the party and will spend the next three years getting ready: it's said that two-door variant of the crisply-angled CUV is coming in 2016, along with a redesign befitting its sleeker intentions.
To be based on the MRA platform - the rear-drive version of the company's three new modular platforms, it will also support the coming 2013 S-Class and could eventually get an AMG version to help it compete with segment offerings like the forthcoming Porsche Macan. Not much else is known about it beyond its name: Car says it will be called the GLC, a friendly nomenclature we remember best as a Mazda hatchback (allegedly for "Good Little Car"). Internet oldtimers may remember the Mazda GLC as the predecessor to the 323 (which in turn came before today's Mazda3). Either way, the GLC is not to be confused with the larger upcoming BMW X6 rival based on the ML-Class (reportedly called GLS) which is also said to still be in the works, or the front-drive based GLA, a model also edging toward production.

Mercedes dealers authorized to spend $2,500 on perks for S-Class customers

If you drop $100,000 on a luxury sedan, it seems only reasonable to receive some preferential treatment at the dealership you purchased from. After all, that price isn't just for the car - you're paying for the brand and all the cachet that entails. For Mercedes-Benz, those benefits have apparently been lacking relative to the German brand's luxury competitors.
That's set to change, though, as Automotive News reports that the German brand is placing a much greater emphasis on keeping its customers happy and loyal with its MB Select program. Starting with the new S-Class and spreading to the CLA-Class (and eventually beyond), dealers are being given money - up to $2,500 in the case of the flagship sedan - just to improve the customer experience.
We agree, improving the "customer experience" is quite a vague term, so it's nice that Mercedes USA's CEO, Steve Cannon, offered up some examples to AN at the LA Auto Show. For example, a customer couldn't fit his sunglasses into the overhead compartment. "So we bought him a pair of Ray-Ban sunglasses that fit because of their shape," Cannon said.

Daimler names Bernd Pischetsrieder to supervisory board

Some executives in the automotive industry stay with one company for their entire careers, while others bounce from one to the other, often leaving their indelible mark on each automaker at which they serve. Bob Lutz is certainly an example of the latter. So is Lee Iacocca, having presided over Ford and later charing the Chrysler board. Carlos Tavares was chief operating officer of Renault before being nominated as chief executive at PSA Peugeot Citroën. But as far as the Germans go, nobody's jumped from the leadership of one automaker to the next quite like Bernd Pischetsrieder - especially now that he's been named to the supervisory board of Mercedes-Benz parent company Daimler.
An engineer by training, Pischetsrieder started his career at BMW in 1973, eventually rising to the office of CEO after twenty years. There he remained until 1999, only to be dismissed after orchestrating BMW's takeover of the Rover Group (of which only the Mini brand remains in the company's portfolio, the other brands having been sold off after his dismissal).
The next year he was named chairman of Volkswagen's Seat brand, and rose to the chairmanship of the entire Volkswagen Group two years later. Despite a largely successful four-year tenure (that gave birth, incidentally, to the Bugatti Veyron), disagreements with supervisory board chairman Ferdinand Piëch saw him leave the helm at VW AG, focusing his attention on the Scania truck division. He's since been touted as a potential chief executive for Opel and for Continental, but neither potential was apparently realized.