MKII

Richard you come across as someone who is scared by common sense.

BINGO :happy feet:

But functional

Well if Mr.Mulally is serious about this, the only credible way to do this would be to go unannounced (without entourage)and fanfare. My suggestion would be as a car shopper. And he would have to show up in a 2000 base Focus. If he is going to play salesperson for the day, the process of setting this scenairo up would create such a unnatural setting the point of it all would be mute.

Straight commission.

Ford Focus remained best-selling car in the UK Ford was Britain’s best-selling car nameplate for the 30th consecutive year, Transit was the most popular commercial vehicle for the 41st consecutive year. One in six cars and commercial vehicles sold in Britain last month was a Ford (October 2006) COLOGNE, 10 January, 2007 – 2006 was a year of growth for Ford in Europe with sales across all markets in Europe up by 81,000 in 2006, compared to the previous year. And vehicle output across Ford's seven manufacturing plants, including those vehicles for export to other territories around the world, rose by 125,000 last year, helped by production records at the plants in Cologne, Kocaeli (Turkey) and St. Petersburg. While Ford sales grew in key markets like Great Britain (new car market leader for the 30th consecutive year), Italy and Benelux, it was in Russia that the company posted all-time record sales and volume growth. Total Ford sales in Russia rose by over 100 per cent to 124,500 units, up 64,400 units over the previous year. St. Petersburg produced a record 62,400 Focus units, an 89 per cent increase over 2005 that helped maintain the Focus as the best-selling non-Russian brand in the market for the fourth consecutive year. The best-selling Ford car in Europe in 2006 was the Ford Focus, with sales up three per cent versus the previous year. Ford Fiesta sales climbed over eight per cent and the 'Van of the Year 2007' Ford Transit and its Ford Transit Connect stablemate, recorded a three per cent sales gain. "With S-MAX and Transit having won the 2007 Car of the Year and International Van of the Year titles respectively, and our World Rally Team becoming World Champions, 2006 was clearly a year of progress, strengthening our position in Europe," said John Fleming, president and CEO, Ford of Europe.

Ford is bringing the Ford Connect Tourneo , as I understand in the near future, which would suit your needs perfectly. A spacious Van with room for 5 people or a wheelchair and 3 passengers. Based on the all new Ford Connect. Easy access is provided by a full width ramp or telescopic ramps. Ideal for family or taxi use. http://www.vehiclesource.ltd.uk./client.in...nectNevada3.jpg

Ford sees continued growth in all-wheel drive (AWD), expects to sell more than 500,000 AWD-equipped products annually beginning in 2007. Consumer demand for all-wheel drive is at an all-time high. When it launched three new AWD vehicles for the 2005 model year – the Ford Freestyle, Five Hundred and Mercury Montego – Ford had to move quickly to increase capacity for the option as demand outstripped supply during the initial launch. Market Trends Favor AWD Ironically, the popularity of SUVs in the 1990s is now driving growth in the high-end features in car-based products as some buyers migrate from SUVs to smaller vehicles. All-wheel drive is becoming a more important factor in consumer purchase decisions. Ford customer research and independent analysis shows that 73 percent of current midsize SUV owners want AWD or four-wheel drive (4WD) in their next vehicle. Additionally, 20 percent of full-size car owners want AWD in their next vehicle. And interestingly, in the large car sample, less than one percent of the owners currently have AWD. The trend is stronger in the luxury market where 18 percent of luxury car owners currently have AWD, but nearly 50 percent say they want it in their next car. In 2003, AWD or 4WD vehicles accounted for 25 percent of the market. It is estimated that number could double to 50 percent of the market by 2012.

I guess functionality was not part of the package in your new vehicle. Good luck.

New target market?

But why would Ford NA abandon any resemblance to the curent Focus with the MY2008 reskin? Or is this an indication that Ford NA is going in a totally different design direction for the C2/MKIII Focus compared with what the rest of world will see. If this is the case, why call it a Focus any longer. I find it difficult to look at the pictures of the 2008 and call it a Focus, there is just no connection at all. Another Ford decision that makes me wonder what is happening at Ford NA.

I had factory ordered car experience only with 3 Volvo's, which all came EXACTLY as I ordered, and in a 6 week time frame. My first Ford factory ordered car was MY2005 Focus SES (only trim level in Canadian market) with one option only "side-air-bags." The ZX5 was replacing a MY2002 Focus SE sedan on lease. With the lease ending on the 02 Focus end of December 2004, I was in contact with my Ford salesperson beginning of September, but I was told to wait and order middle of November with an expected delivery 6-8 weeks. But I was able to persuade my salesperson to put my order in at the end of October. My car did not arrive until end of February 2005, and of course the car arrived with leather seats (which both myself and wife do not like). And no as displeased as I was with the leather, after waiting for 4 months I was not going to wait again. Some will wonder why I would order a econo car, main reason was to get manual tranny and side air bags, which at the time, was impossible to find on any dealers lots in Ontario. Paid $1,000.00 deposit, plus signed purchase order etc. Ford is not a pleasant company to deal with in this regards.

If the silly buggars had of named this car something other then Focus, it would have been more acceptable. Focus is known as a euro styled car. Now this reskinned car is some kind of cross bred American/Korean looking vehicle. I find it brutal that this car will wear the Focus name. Hopefully it does not make a mess for the 2010 C2 Focus, as far as consumers perception of what Ford Focus is/was.

Seats look better. Dash makes me think truck Exterior unbalanced, like the Focus had intercourse with all other brands and this mutt was born. Tweaked dynamics should be a plus

Its good to let the public know the Fusion can be had with AWD. But is it not odd to compare FWD against a AWD car ?

Euro Fords will not cost too much to be affordable. Just check the prices in Mexico, The Mondeo is actually cheaper then the Fusion. I took the liberty of converting some models from Mexican Peso to Canadian dollars. The Mondeo in Mexico starts at MXN195,000 or CAD$20,750.00 The Fusion in Mexico starts from MXN197,600 or CAD$21,025.00 The Focus (MKII) sedan starts from MXN177,500 or CAD$18,886.00 FYI, the Focus ST starts from MXN284,000 or CAD$30,130.00 Fiesta hatch starts from MXN107,700 or CAD$11,459.00 MXN=Mexican Peso At Ford N.A. cost-cutting and efficiency are the topic of the day. Whereas that topic ought to be how we beat the competition

1st post. Brand does matter, hence the reason I think Ford N.A. "should" replace the line up with the best product which are the better built,more efficient,more refined Euro Fords. Ford N.A. has an opportunity to clear the slate (current bad brand image, same as Jaguar) and wow the competition and consumer with very fresh and exciting designed Fords. Do not rebage as Mercury, Ford North America NEEDS all the help it can get as far as changing consumers perception first and foremost, not Mercury. Mercury selling 150,000 yearly,at the most is not going to help Ford N.A overall nose dive. Euro Fords will not cost too much to be affordable. Just check the prices in Mexico, The Mondeo is actually cheaper then the Fusion. I took the liberty of converting some models from Mexican Peso to Canadian dollars. The Mondeo in Mexico starts at MXN195,000 or CAD$20,750.00 The Fusion in Mexico starts from MXN197,600 or CAD$21,025.00 The Focus (MKII) sedan starts from MXN177,500 or CAD$18,886.00 FYI, the Focus ST starts from MXN284,000 or CAD$30,130.00 Fiesta hatch starts from MXN107,700 or CAD$11,459.00 MXN=Mexican Peso Amd for Mr.Jensen, a great write up about "Brand Matters" By CHARLIE HUGHES and WILLIAM JEANES September 12, 2006; Page A20 Welcome to Ford and the car business, Alan Mulally. You have already called Ford an American icon, and you were right. Ford is the home team -- and most Americans are rooting for you to turn it around. But the cutthroat nature of the business ensures that your task will be difficult. Most of the cutthroats work for the competition; some of the people who want to cut your throat work for you. But you know that. In the next few weeks, you will receive a lifetime supply of free advice. We limit our suggestions to three. • Make the Ford brand the most successful brand in the world. Toyota is your new Airbus and you must beat them, world-wide. The creation of a dominant Ford brand is Job No. 1. As recently as 2000, four of the Top 10 best-selling vehicles in the U.S. were Fords. Today there is one, the F-series pickup. The Ford brand has always been the fountain of cash for the Ford empire. It provided the funds which allowed Ford to embark on its strange odyssey to purchase a collection of companies that ranged from Volvo to Land Rover to quick-lube companies to junkyards. • Reduce the Ford Motor Company to three brands. Again, world-wide. It will require that level of focus to take on Toyota. In a world awash with brands, the brands winning the war have pathological focus. Toyota has basically sold one brand world-wide, and even if you count Lexus and Scion, it has only three. Tiny Porsche's focus on its brand allowed it to generate enough financial strength to buy 20% of Volkswagen -- which spent the last 20 years buying up every stray brand in Europe. The three brands we recommend keeping are Ford, Volvo and Jaguar. Sell Land Rover, Aston Martin and Mazda. Shut down Mercury and Lincoln because it's unlikely that anyone would buy them. The three remaining brands all stand for something, are global brands and have no overlap. You have been told that Jaguar is a lost cause hemorrhaging money. You need to ask why. We say it's a product lineup that relies principally on Ford platforms. Its one technically brilliant platform is dressed like an old lady. The other is stablemate brands that stifle Jaguar. Having Aston Martin prevents Jaguar from building the world's finest sports cars, and Land Rover precludes its building stylish crossovers. Though difficult, these problems are fixable, and Jaguar can once again be a viable alternative to a BMW, something Lincoln will never be. The main reason for paring down to three brands is to return the Ford brand to global greatness. Will it be easy? No, and shutting down Mercury and Lincoln will be ungodly expensive. But why is it smart to reduce a workforce by 30,000 workers and shut 14 plants but not clear out weak or valueless brands? • You must build a new culture at Ford. Even in the good years, Ford was a careerist culture in which stars changed jobs every 18 months. Executive progress took on the aspects of a fantasy football league. Ford has been losing share for five years. Cost-cutting and efficiency are the topic of the day. That topic ought to be how we beat the competition. The troops are demoralized by four years of relentless cost reductions and sacrifice. Toiling for low rewards under the constant threat of separation is hardly inspiring. And you need inspired colleagues. Decentralize the company by its three brands. Put a strong person in charge of each and put them on the board. In an oversupplied market -- oversupplied by 24 million units the last we heard -- revenue is king. Encourage each brand to have its own culture, one that best attracts target customers. Keep the integrity of the brands intact and resist the temptation to parachute Ford experts into Volvo and Jaguar to tell them how to run their business. Finally, permit us one more thought. Even a worried workforce will respond to a noble cause. One such crusade is returning Ford to the position of dominance it once enjoyed and can again. Mr. Hughes is former CEO of Land Rover and Mazda. Mr. Jeanes is former editor in chief of Car and Driver