1987 Suzuki Samurai Jx Sport Utility 2-door 1.3l 250 Miles On Brand New Motor on 2040-cars

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Future Classic: 1996-1998 Suzuki X-90

SUVs are absolute cash cows, and because of that, automakers don’t often take risks in their design and execution. Oh, sure, the occasional Evoque Coupe or Murano CrossCabriolet slips through the cracks, but by and large most SUVs have four doors, two or three rows of seats and a hatchback for your cargo. But in the 1990s, carmakers were still experimenting with SUVs, so things occasionally got weird, and nothing embodied weirdness quite like the Suzuki X-90. Half SUV, half coupe, half roadster (three halves – see, super weird), the X-90 was all about fun in the sun. It was wild and had lots of personality. SuzukiÂ’s liÂ’l guy was unlike anything else on the road. Why is the Suzuki X-90 a future classic? The X-90 was SuzukiÂ’s followup to the ill-fated Samurai – you know, the SUV that was “easier to flip than a toilet seat,” according to reports from the time. The X-90 was much safer, with standard features like driver and passenger airbags, as well as antilock brakes, but it still fully embodied the SamuraiÂ’s have-fun-anywhere ethos. “Cute utes” were a growing subset of small SUVs in the ‘90s, and wow did the X-90 fully lean into this demeanor. It was tiny – only slightly longer and taller than a modern Fiat 500 – with two doors, two seats, a removable T-top roof and a sedan-like trunk with a spoiler for added flourish. Its 6.3 inches of ground clearance gave it a tiny-tough trucky stance, and you could get it in vibrant colors like purple and teal. It even had seat fabric that looked like ‘90s jazz cups. So cool. What is the ideal example of the Suzuki X-90? Since it was a low-volume product that was only sold for a couple of years (adding to its scarcity today), there werenÂ’t many differences between the X-90s that came to the U.S. All of ‘em were powered by a 1.6-liter inline-four engine with a blistering 95 horsepower and 98 pound-feet of torque. Buyers could choose between rear- and four-wheel drive, as well as a four-speed automatic or five-speed manual transmission. Going for the stick-shift gave you a slight edge on fuel economy, with the EPA rating both RWD and 4WD X-90s at 24 mpg combined, compared to 22 mpg with the automatic. Considering its core mission was all about having a whale of a time, the smartest way to spec an X-90 is with the five-speed manual and four-wheel drive.

Toyota and Suzuki partner up on autonomy with capital alliance

TOKYO — Toyota and Suzuki will take small equity stakes in each other, the Japanese car makers said on Wednesday, as they seek to develop newer technologies and meet sweeping changes upending the global auto industry. The tie-up is the latest example of automakers chasing scale to manage costs and boost development. Automakers — especially smaller ones like Suzuki — are struggling to meet the breakneck growth of an industry transformed by the rise of electric vehicles (EVs), ride-hailing and autonomous driving. Toyota will pay around 96 billion yen ($908 million) for a 4.94% stake in Suzuki, while Suzuki will acquire in the market around 48 billion yen ($454 million) worth of shares in Toyota. That is equivalent to 0.2% of Toyota's shares as of Wednesday's closing price, before the announcement. The companies said in a joint statement they intended to overcome challenges facing the industry by "building and deepening cooperative relationships in new fields while continuing to be competitors". They said they would strengthen technologies and products in which each of them specialize in. The firms had said in 2016 they were exploring a partnership, citing technological challenges and the need to keep up with industry consolidation. Earlier this year they said they would produce EVs and compact cars for each other. Automakers around the globe have been joining forces to slash development and manufacturing costs of new technology. Ford and Volkswagen have said they will spend billions of dollars to jointly develop electric and self-driving vehicles. Shares of Toyota and Suzuki closed little changed before the announcement. TOYOTA'S ORBIT The deal brings Suzuki firmly into Toyota' orbit, alongside Daihatsu, Hino Motors, Subaru, Mazda and Yamaha. Rival Nissan has an alliance with France's Renault, although that has been shaken following the ouster of former Chairman Carlos Ghosn, and with Mitsubishi Motors. Honda has a tie-up with General Motors. Toyota has been looking to expand scale in next-generation technology and said this year it would offer free access to patents for EV motors and power control units. It believes that move would help it cut by as much as half the outlays for expanded electric and hybrid vehicle components in the United States, China and Japan. Supplying rivals would greatly expand the scale of production for hardware.

Which automaker's 84-year-old CEO is making investors nervous?

We haven't heard much about Suzuki since it decided to leave the US market in 2012, but things are going well for the little automaker these days with the recent announcement of record annual profits. It would seem that investors should be ecstatic, but they are starting to question the man at the helm. Company president and chairman Osamu Suzuki is now 84 years old and is guaranteed at least one more year as the leader, but shareholders want to know who is taking his place when the inevitable happens.
We're not being ageist, here. As long as the Suzuki can run the company to the satisfaction of investors, he absolutely deserves the top spot. According to Bloomberg, the issue making shareholders so edgy is that the business doesn't have a transition plan in place. The president obviously isn't a young man, and folks are worried that if something happens suddenly, there could be chaos deciding a successor and a free-falling stock price.
Suzuki's tenure at the company is somewhat astounding. He married the granddaughter of the founder and took her name because the family had no male heirs. In world where many people hope to retire as soon as possible, he's worked for the same automaker for the last 50 years, including stints as company president from 1978 to 2000 and 2008 to the present. Investors aren't questioning the president's ability as a business leader; they just want a clearer understanding of the automaker's future direction.