1929 Ford Model A - Lakes Style Street Rod on 2040-cars
Bellevue, Washington, United States
Vehicle Title:Clear
Engine:350ci V8
Fuel Type:Gasoline
Year: 1929
Make: Ford
Model: Model A
Options: ,
Mileage: 1,998
Vehicle Condition: Used
Sub Model: Street Rod
Interior Type: Leather
Exterior Color: Gray
Number Of Doors: 2
Interior Color: Black
Transmission Type: Automatic
Number of Cylinders: 8
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Auto blog
Ford C-Max sales hold steady despite fuel economy fracas
Mon, 09 Sep 2013Despite the ballyhoo that accompanied Ford's lowering of the C-Max fuel economy figures, the Blue Oval is still seeing strong demand for the five-seat MPV, as Automotive News reports. Speaking to marketing boss Jim Farley, AN says that the controversy surrounding the C-Max's fuel economy figures won't force Ford to change its marketing strategy.
Ford lowered the fuel economy rating of the C-Max after public outcry and legal action by customers that were unable to reach the 47 miles per gallon promised by the window sticker. The new ratings were dropped about a month ago to 45 mpg on the freeway and 40 mpg in the city. Ford offered rebates for current C-Max owners, with $550 going to those that bought their car and $325 to lessees. The issue, says Ford, stemmed from testing standards that allowed the automaker to base the C-Max's fuel economy on the Fusion Hybrid, because they use identical powertrains. The C-Max's less aerodynamic shape wasn't taken into account, though.
Whether Ford's PR team handled the crises perfectly or people just aren't that bothered by a four-mpg drop in combined ratings, demand remains strong for the C-Max among consumers. Ford moved 3,000 units in August, which was a 12-percent jump over July sales. Meanwhile, consumer demand through third-party shopping websites remains strong as well, according to Autometrics, a data analysis company that spoke with Automotive News. While the long-term effects of the adjustments remain unknown, the C-Max appears to have fared well in the near term.
J.D. Power study identifies top seats for your tush
Tue, Aug 29 2017File under News your fanny can use: The seating systems in the Ford Escape and Edge, the Audi A3, Chevrolet Cruze, Kia Cadenza, Porsche Cayenne and Toyota Tundra received top marks in a new J.D. Power study on seating and seat belt quality and satisfaction. The J.D. Power 2017 Seat Quality and Satisfaction Study asked more than 77,000 new owners and lessees of 2017 model-year cars and light trucks to rate their vehicle's seats and seat belts within the first 90 days of taking ownership. The survey is broken up into seven vehicle segments and scored on total seat problems per 100 within each segment, with awards presented to the seating system supplier. Canadian auto supplier Magna won three of seven first-place awards for its seating systems in the A3, Escape and Edge. Ireland-based Adient got top marks for its seats in the Cadenza and Cayenne. Lear Corp. won for the Cruze, and Avanzar Interior Technologies scored highest for seats in the Tundra. J.D. Power says its study is intended for automakers and suppliers with quality and satisfaction information to be used in developing and marketing seating systems. "But the results are just as interesting to a consumer audience," the company says. "After all, some drivers spend a considerable amount of time behind the wheel, and it's helpful to know which vehicles offer the most comfortable seats for those long commutes." Ain't that the truth. Ford was the only automaker whose seat systems, both manufactured by Magna, received top honors in two segments: the Escape for mass-market compact SUV and the Edge for mass-market midsize/large SUV. J.D. Power says it used 22 attributes to measure seat quality, three measures of seat belt quality and 12 to measure satisfaction. Awards were presented to the seating suppliers. Related Video: Image Credit: Audi Auto News Design/Style Audi Chevrolet Ford Kia Porsche Toyota Safety JD Power seats
Suppliers love Toyota and Honda: Why that matters to you
Mon, May 15 2017You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.
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