2001 Blue 7.3 - Diesel -- 4x4 - 95k -- Miles -- Lariat - Gottruck.com on 2040-cars
Scottsdale, Arizona, United States
Body Type:Pickup Truck
Engine:7.3L (444) DI V8 TURBO-DIESEL "POWER STROKE" ENGINE
Vehicle Title:Clear
For Sale By:Dealer
Make: Ford
Model: F-250
Cab Type (For Trucks Only): Extended Cab
Mileage: 95,153
Sub Model: 7.3 - DIESEL -- 4X4 - 95K MILES
Transmission Description: AUTOMATIC
Exterior Color: Blue
Number of Doors: 2
Interior Color: Other
Drivetrain: 4 Wheel Drive
Number of Cylinders: 8
Ford F-250 for Sale
- 02 ford f250 xlt superduty 4wd reg cab 7.3 powerstroke diesel 6 speed 106k(US $10,500.00)
- 2008 ford f250 superduty crew cab lariat fx4 4x4 - 6.4l powerstroke diesel(US $27,995.00)
- 13 new xl regular cab 4x4 cruise 3.73 rear axle trailer brake we finance(US $28,900.00)
- 2012 ford f-250 crew cab diesel fx4 4x4 leather 15k mi texas direct auto(US $42,980.00)
- 2010 ford f-250 lariat crew diesel fx4 4x4 sunroof nav texas direct auto(US $35,780.00)
- 2011 ford super duty f-250 srw 4wd crew cab 156" lariat
Auto Services in Arizona
Wades Discount Muffler, Brakes & Catalytic Converters ★★★★★
Unique Auto Repair ★★★★★
Transmission Plus ★★★★★
Super Discount Transmissions ★★★★★
Suntec Auto Glass & Tinting ★★★★★
Sluder`s Garage ★★★★★
Auto blog
Mulally wanted to kill Lincoln as late as last year, Fields vows to turn it around
Mon, 30 Jun 2014Lincoln fans might want to give incoming Ford CEO Mark Fields a pat on the back for having a hand in saving the brand from the chopping block last year. He's among the people spearheading the rejuvenation of the division away from its stodgy image to appeal to younger customers.
According to two unnamed sources speaking to Bloomberg, CEO Alan Mulally was ready to kill Lincoln last year. Following the slow production ramp-up of the MKZ combined a with a costly ad campaign, Mulally was frustrated and openly suggested dropping the brand. However, Fields and Jim Farley, Ford's marketing boss, convinced the CEO that the brand was worth saving. They also created a plan to prevent similar problems for new models in the future.
It seems that one part of the strategy may involve waiting until new models are at dealers before starting a big ad campaign for them. Lincoln global director, Matt VanDyke, recently told Autoblog that the division is holding off on a full marketing push behind the new MKC crossover to prevent the supply problems that plagued the MKZ last year. Its big offensive begins in the fall when the CUVs are at all of the dealers and consumers are at home watching more TV. VanDyke also told Bloomberg that Fields, Farley and Joe Hinrichs, Ford president of the Americas, have more direct oversight over new product launches now.
Ex-PR chief Vines accuses Ford of bugging cars, phones
Fri, 24 Oct 2014Jason Vines, former head of communications at Ford among other automakers, is accusing the Blue Oval of bugging his company phone and his car during the Firestone tire recall for the Explorer in 2001. The allegations have come to light in Vines' upcoming book What Did Jesus Drive? Crisis PR in Cars, Computers and Christianity.
According to The Detroit News, which has an advance copy of the book, Vines (pictured above) claims that after leaving the company, someone with security within Ford advised him that he had been bugged around the time of the recall. The allegations don't stop there, though. Vines further contends that he might not have been the only one to get this treatment, noting that then-general counsel John Rintamaki also believed he was being listened to.
According to The Detroit News, even if it had been a company phone, recording Vines without his knowledge still would have been a felony under Michigan law.
Tier 1 suppliers call GM the worst OEM to work with
Mon, 12 May 2014Among automakers with a big US presence, General Motors is the worst to work for, according to a new survey from Tier 1 automotive suppliers, conducted by Planning Perspectives, Inc.
The Detroit-based manufacturer, which has been under fire following the ignition switch recall and its accompanying scandal, finished behind six other automakers with big US manufacturing operations. Suppliers had issues with trust and communications, as well as intellectual property protection. GM was also the least likely to allow suppliers to raise their prices in the face of unexpected increases in material cost, all of which contributed to 55 percent of suppliers saying their relationship with GM was "poor to very poor."
GM's cross-town competitors didn't fare much better. Chrysler finished in fifth place, ahead of GM and behind Dearborn-based Ford, which was passed for third place this year by Nissan. Toyota took the top marks, while Honda captured second place.