Toyota has set itself up as one of the top hybrid makers in the world with the development of one of the first hybrid vehicles, the Prius. They share their technology with companies like Nissan, Mazda and Ford, which allows them to produce hybrids in larger numbers while keeping the cost down. Recently, Toyota has partnered with Tesla Motors to develop and electric version of Toyota’s RAV4 crossover. The RAV4 EV will be making its debut at this years LA Auto show, and will begin selling the model to the public in 2012.

Japanese media reported this Friday that Toyota may be expanding it’s hybrid empire. Dailmler is working on its own hybrid technology and has approached Toyota about sharing its gas electric hybrid technology with them. The two companies have been in negotiations for over a year now, so an official announcement is expected soon. If the deal should go through we could see Toyota technology showing up in Mercedes-Benz vehicles as early as 2012.

It is no secret that Toyota and Tesla have joined forces to develop an all electric Rav4 that they hope will shake up the electric vehicle market. Tesla has already delivered a working RAV4 EV to Toyota earlier this summer and will debut it to the public at the Los Angeles Auto Show.

The vehicle is likely to be one of the stars of the Auto Show, which traditionally hosts “green” vehicle debuts. GM’s Chevy Volt and Nissans Leaf will also be there, but Toyota’s Rav4 hopes to attract the consumer who wants an electric vehicle, but wants something bigger than a compact car.

Yesterday, GM’s first Chevrolet Cruze for the United States market, rolled off the assembly line in Lordstown, Ohio. The car first made its debut at the last LA Auto Show, and has been GM’s second best seller overseas after their Silverado pickup trucks.

The Cruze is GM’s most significant new model introduced into the United States since last year’s bankruptcy. With the forty miles per gallon fuel consumption on the highway, they hope to break into the fuel efficient market that they gave up to imports thirty years ago. With an emphasis on safety, like ten air bags and traction control as standard equipment, they hope to make the Cruze stand out from all other models.

While the Cruze costs a little more than most of its competitors, G.M. argues that it provides a better value with extras like air-conditioning and power locks that are basics in high end models but extra on most compacts. That approach helps the Cruze generate more revenue and allows the car to be built profitably at a union plant in the United States. (Most competing compact cars are built at nonunion plants or in other countries.)

To build the Cruze, G.M. added a third shift at the Lordstown plant after being downsized to a single shift during the height of the recession. The plant now has about 4,500 workers, including 800 who transferred from elsewhere at G.M.

In March of 2008, when Tata Motors purchased Jaguar and Land Rover from Ford, some feared the sale would alienate the typical Jaguar owner. Based on early sales figures, this just isn’t true.

The XJ model has been one of the best sellers for Jaguar since it was introduced in 1968. Over the years the car has undergone major redesigns, but never really strayed far from the original model. The new 2011 XJ model is said to have a “wow factor that has smitten those who thought the XJ model had become too old school.”

“We are trying to bring the word ‘sleek’ back to Jaguar styling,” said Ian Callum, chief designer.

  • The dashboard has been redesigned nine inches lower, giving the cabin a roomy feeling.
  • The new interior is one of the most elegant in the industry, with soft grain leather trimmed with choice wood or carbon fiber.
  • The mechanical components of the XJ is basically the same as its predecessor, but with key refinements.
  • The exterior still has the same luxurious Jaguar look, but with a thoroughly modern design.

It seems that the transition of Jaguar from Ford to Tata motors has been a smooth one. With the help of Ford, Jaguar continues to offer the luxury and design their customers expect.

Last Tuesday, Oakland opened its first bio fuels station offering fill ups for cars that can run on renewable alternatives to gasoline. The station, operated by Propel Fuels, not only offered each new customer five free gallons of fuel, but had a marketing team on hand to assist customers who were not sure whether their vehicle was bio fuel compatible. (Those wondering whether their cars can run on bio fuels can visit Propel’s online guide).

Propel has been expanding its California operations rapidly since entering the state in January 2009. Stations similar to this one opened in Fremont and San Jose this summer, and a Berkeley station is expected to open soon. Emily Shellabarger, Propels marketing specialists says, “our focus is now on California. We are interested in building a California-wide network .” And this network will soon be a reality with an $11 billion grant from the Department of Energy and the California Energy Commission. With this money, they will build and operate 75 self serve alternative fuel stations across the state over the next two years. Propel said it will match the grant funding with $16 million in private investment to speed up building of Propel’s network of fueling stations.

In addition to luring drivers to its stations, Propel has tried to widen its customer base through social networking. The company communicates with customers and seeks out new ones online by means of both a blog and a page on Facebook.

Despite the bad economy and the multiple safety recalls, Toyota has posted a $2.2 billion quarterly profit, the biggest in two years. While automobile manufacturers have been struggling to make a profit, Toyota sales in North America, Japan, and other Asian countries ended up being higher than what was first forecast. Analysts say that consumers have been buying Toyota due to their sale incentives such as zero percent financing and added free options. The company has also received government incentives for green vehicles such as the Prius hybrid. Whatever it is, it has caused the company’s shares to increase two percent. With Toyota’s increased awareness of safety and recalls, the company can’t help but to come out stronger.

Masuyuki Naruse, a Japanese inventor in southwest Japan, says he has revolutionized the brake and accelerator pedals of automobiles, to make it safer for drivers. Naruse says the side by side pedal arrangement that exists today, makes it easy for drivers to mistakenly floor the accelerator, instead of brakes, when under stressful situations. His solution? A single pedal that accelerates the vehicle when pressed with the side of the foot, and brakes when the pedal is pushed down. Mr. Naruse’s pedal has been around for two decades, but until recently, his design has not been takes seriously. About 130 cars are equipped with Mr. Naruse’s pedal, mostly owned by friends and acquaintances. He holds patents for the Naruse Pedal in Japan, the United States and six other countries.

Ririko Takeuchi, a Tokyo-based spokeswoman for Toyota, said the company could not comment on Mr. Naruse’s pedal design. But she said Toyota “listens to ideas received from the public, because we believe there’s always room for improvement.”

The sale of Volvo to Chinese car maker Geely is the first time a Chinese car maker has acquired 100 percent of a foreign rival. Li Shufu, chairman of Geely Holding, said that they would push to expand market shares around the world while keeping to the characteristics that made Volvo popular. Stefan Jacoby, the former head of Volkswagen of America, was named president and chief executive and will join the board of Volvo in August to determine the strategy of the company.

Ford bought Volvo for $6 billion in 1999 as part of a global push in which it also acquired Aston Martin, Jaguar and Land Rover. Of those international luxury brands, Volvo is the last to be sold. Ford will now focuses on its core North American and European businesses. Ford, while emerging relatively healthy from the crisis during which General Motors and Chrysler filed for bankruptcy protection, is still struggling under about $27 billion in debt, and can use the funds from the Volvo sale to pay it off.

The Chinese car maker paid $1.3 billion cash and issued a $200 million note payable to Ford to complete the acquisition. Further payments are expected after an audit and final adjustments in Volvo’s value.