2006 Lexus Es 330**black Diamond Edition**sunroof**wood Accents**low Miles** on 2040-cars
Sarasota, Florida, United States
For Sale By:Dealer
Engine:3.3L 3300CC 202Cu. In. V6 GAS DOHC Naturally Aspirated
Body Type:Sedan
Transmission:Automatic
Fuel Type:GAS
Warranty: Vehicle has an existing warranty
Make: Lexus
Model: ES330
Trim: Base Sedan 4-Door
Disability Equipped: No
Doors: 4
Drive Type: FWD
Drive Train: Front Wheel Drive
Mileage: 19,458
Inspection: Vehicle has been inspected
Sub Model: Sedan
Number of Doors: 4
Exterior Color: Black
Interior Color: Tan
Number of Cylinders: 6
Cab Type (For Trucks Only): Other
Lexus ES for Sale
- 04 es330 beige tan leather sunroof 60k miles luxury sedan 330
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- 1996 lexus es300 base sedan 4-door 3.0l no reserve
- Sunroof, leather interior, bluetooth, low mileage!(US $24,987.00)
- This car is running perfectly
- 2003 lexus es300 base sedan 4-door 3.0l(US $10,997.00)
Auto Services in Florida
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Window Graphics ★★★★★
West Palm Beach Kia ★★★★★
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Value Tire Royal Palm Beach ★★★★★
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Auto blog
40+ cars that barely avoid the gas guzzler tax
Thu, 24 Jul 2014
The Gas Guzzler schedule, with mpg ratings and charges that haven't changed since 1991, lays out which fuel-swillers owe what to Uncle Sam.
I started thinking about the "Gas Guzzler Tax" - considerably less well known as The Energy Tax Act of 1978 - when I was driving Dodge's new Challenger SRT Hellcat last week. Unsurprisingly for a car that can burn 1.5 gallons of gas per minute at max tilt, theoretically able to empty a full tank of premium in about 13 minutes, the Hellcat will be subject to the Gas Guzzler Tax schedule when it goes on sale.
J.D. Power: Vehicle dependability at all-time high, Lexus and Porsche lead
Wed, 13 Feb 2013
Each year, J.D. Power and Associates surveys original owners of three-year-old vehicles to find out what kinds of problems they have had experienced over the last 12 months, and then it uses this data to create its annual Vehicle Dependability Study. This means that the models in the 2013 study are 2010 model year vehicles, and J.D. Power rates each make as well as the top individual models based on how many problems were experienced per 100 vehicles (PP100).
Debunking the idea that carryover models are more dependable than new or updated models, the 2013 study found that the average carryover model experienced 133 PP100, while all-new or redesigned vehicles for the 2010 model year had 116 PP100; vehicles that received minor changes fared the best with just 111 PP100. The overall average for all makes was 126 PP100, which is the lowest figure since the findings were first issued in 1989.
Lexus in no hurry to be a big player in China
Mon, 03 Jun 2013For 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."