1999 Volvo V70 Manual on 2040-cars

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How the new Volvo EX90 electric SUV adds revolution to the evolution

The all-new, all-electric Volvo EX90 does not appear to be radically different from the XC90, the vehicle it will eventually replace. It has nearly the same dimensions, inside and out. It sports familiar, familial design cues, including T-shaped “ThorÂ’s Hammer” headlights, a squared-off hood and roofline, sharply-swaged and deeply-scalloped flanks and tall taillights that fringe the hatch. Inside, three accessible rows of seats are done up in an upscale Scandinavian Modern motif, like an Arne Jacobsen furniture showroom. But if one looks closely, one begins to notice key differences. First, there is the blunt, closed snout up front. It may be grille-less, but itÂ’s still bedecked with VolvoÂ’s Iron Mark. Then, dead centered above the rearview mirror, like a pair of reading glasses canted atop oneÂ’s forehead, is a protruding hump. These hint at the EXÂ’s most comprehensive distinctions from its predecessor. The new full-size crossover is engine-less, the first Volvo to be built on an all-new battery-powered electric vehicle platform. And housed in that hump, is another first, the initial consumer vehicular integration of a functional lidar — like radar, but using light instead of sound waves — used to allow the carÂ’s advanced driver assistance systems (ADAS) to “see” further down the road, even around bends and through some objects. Eventually, allegedly, it will also allow for “unsupervised driving” capabilities. Both of these features are signifiers of VolvoÂ’s latest, but ongoing, missions. The first is its commitment to a full electrification of its entire passenger car fleet, which it plans to accomplish by the end of this decade. The second is the brandÂ’s well-known leadership in vehicular safety. Volvo claims that its new suite of sensors (16 ultra-sonic, eight cameras, five radars and the lidar) can help prevent 10% of vehicular collisions and 20% of serious injuries, part of the brandÂ’s mission to prevent anyone from being killed or seriously injured in a Volvo. ThereÂ’s even a group of sensors monitoring the driverÂ’s wellbeing to make sure theyÂ’re not sleepy or wasted, while concurrently scanning the passenger compartment to ensure that no child or pet was left behind due to that aforementioned tired or inebriated state. If they forget, theyÂ’ll get an alert on their phone, which is also their key, and the A/C or heater will automatically turn on so the precious (yet forgotten) cargo doesnÂ’t bake/freeze.

Volvo eying return to 100k US sales to ensure dealer profitability

Struggling Volvo may be on a verge of a renaissance thanks to the forthcoming completion of its lauded concept car trilogy, new Drive-E engine family and much-discussed SPA modular platform. Its nascent renewal is mostly being financed by $11-billion in funding from its Chinese parent company, Geely, and if it all goes right, Volvo hopes to sell 100,000 cars a year in the States by 2016. That milestone is vital, because it would ensure Volvo's US dealer network is profitable, according to Volvo CEO Håkan Samuelsson.
In a new Ward's Auto story, Samuelsson notes that his company is launching a slate of fresh products in the coming years, including the new-to-the-US V60 wagon and mid-cycle updates for its S60 sedan and XC60 crossover. But the most important new vehicle will be the recently spied XC90 that is expected to be unveiled just before the end of this year. Samuelsson is also looking at future vehicles for the US, including replacements for the S80 and V70. The V40 is also planned for the US, but not until the next generation, according to the Volvo CEO.
Of course, it's going to take a lot to reach 100,000 US sales in three years. Volvo sold just 61,233 units here in 2013, and according to WardsAuto, Volvo hasn't sold 100,000 cars in the US since 2007. To reach its goal, Volvo's stateside business will need to grow sales by about 40 percent.

Dealers mobilize to protect their margins from automaker subscription services

Six individual auto brands — Lincoln, Cadillac, Porsche, Mercedes, BMW and Volvo — have established or are trialing a vehicle subscription service in the U.S. Three third-party companies — Flexdrive, Clutch and Carma — run brand-agnostic subscription services. And three automakers — Mercedes-Benz, BMW, and General Motors — have also launched short-term rental services. Dealers, afraid of how these trends might affect their margins, are building political and lawmaking campaigns to protect their revenue streams. So far, three states are investigating automaker subscriptions, and Indiana has banned any such service until next year. It's certain that those three states are the first fronts in a long political and legal battle. Powerful dealer franchise laws mandate the existence of dealers and restrict how automakers are allowed to interact with customers to sell a vehicle. On top of that, Bob Reisner, CEO of Nassau Business Funding & Services, said, "Dealers and their associations are among the strongest political operators in many states. They as a group are difficult for state politicians to vote against." In California earlier this year, the state Assembly debated a bill with wide-ranging provisions to protect against what the California New Car Dealers Association called "inappropriate treatment of dealers by manufacturers." One of those provisions stipulated that subscription services need to go through dealers, but that item got stripped out when dealers and manufacturers agreed to discuss the matter further. In Indiana, Gov. Eric Holcomb signed a moratorium on all subscription programs by dealers or manufacturers until May 1, 2019, to give legislators more time to investigate. Dealers in New Jersey have taken their campaign to the state capitol, asking that the cars in subscription programs get a different classification for registration purposes. Automakers run the current subscription services and own the vehicles. Sign-ups and financial transactions happen online or through apps, leaving dealers to do little more than act as fulfillment centers to various degrees, with little legal recourse as to compensation amounts when they're called on to deliver or service a car. That's a bad base to build on for business owners who've sunk millions of dollars into their operations.