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Junkyard Gem: 1989 Saab 9000 Turbo

Saab got a lot of sales out of its 99 and 99-based 900 models, but a bigger and more modern car became necessary in order to compete with other European manufacturers in the executive-car market. This car was the 9000, and examples are getting very hard to find nowadays. Here's a 200,000-mile turbocharged 1989 Saab 9000 in a San Francisco Bay Area self-service wrecking yard. Other than Mercedes-Benzes and Volvo 240s, I don't see many junkyard 1980s European cars with better than 200,000 miles on the clock. The owner or owners of this Saab loved it enough to keep it in nice shape for a good 30 years, and it drove more than 7,000 miles on average during each year of its life. The engine is the same 160-horsepower turbocharged Saab H that went into the 1989 Saab 900 Turbo. This engine is descended from the Triumph Slant-4, which Americans knew best as the power under the hood of the Triumph TR-7. Members of this engine family remained in production from 1968 through 2009. It has the five-speed manual transmission, which was starting to become an unusual transmission choice for U.S. car buyers by 1989 — even in Saabs. The Scania badging on Saabs went away after 1995. I see plenty of Saab 900s during my junkyard wanderings, but 9000s aren't so easy to find in the big U-Wrench yards in 2018. I'm not sure what's going on with the fabric in this car's door-panel inserts. Saab went with the same ignition-switch location as everybody else with the 9000, rather than the "traditional" spot between the front seats. Naturally, Saab purists were so outraged by this that they ordered another round of surstromming and swore to stick with their two-stroke 96s for the next 30 years. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Ballet in 3 acts for 8 SAAB 9000 Turbos. Featured Gallery Junked 1989 Saab 9000 Turbo View 18 Photos Auto News Saab Automotive History

What brands have Saab owners defected to? Polk investigates

When a brand goes belly-up, it's natural for analysts to wonder where that brand's consumers will turn. General Motors has mothballed more car brands the last decade than most other automakers' have in their entire portfolios, so "Where did [insert brand here] buyers go?" has been a common question asked of The General. According to reports, it didn't do so well at retaining Oldsmobile owners (who supposedly went to Hyundai), or Hummer and Saturn buyers, but did get some return love from Pontiac owners.
A consultant with Polk has turned the loyalty lens on Saab. The Polk Disposal Loyalty Methodology tracks owners selling vehicles within six months of buying a new one. In 2010 and 2011, Polk found that when Saab died, owners went right up the middle of the mainstream to Honda. It was close, though, with just 0.2 percent separating Honda from number two Volkswagen. Audi comes in third.
After that it's back to the masses with Toyota, Chevrolet and Ford trumping import luxury brands. And if you combine all of the General Motors brands that Saab owners have migrated to, GM more than doubles Honda with a 15.2-percent share, so all the love is not lost.

Court extends Saab reorganization bid until end of November

Saab parent company National Electric Vehicle Sweden refuses to go down without a fight. After a recent trip to court, the company is emerging with an extension on its reorganization until November 29. According to Europe Online Magazine, there's also an appointed committee of creditors and union representatives to monitor NEVS' restructuring process.
NEVS still isn't giving up hope of saving itself, and the company claims there are has two potential strategies for getting back on its feet. The main plan is to "finalize the negotiations with the two Asian automotive manufacturers," according to a press release. Those firms still aren't identified, but Mahindra may be involved. According to Europe Online Magazine, one of the businesses is looking to take partial ownership of NEVS, and the other is considering some sort of cooperation with it.
If that plan fails, the second option is to take advantage of the factory and become a contract manufacturer.