Car Buyer's and Leaser's Negotiating Bible, Third Edition by William Bragg

By William Bragg

W. James Bragg, the country's so much authoritative car patron recommend, has up-to-date the Car Buyer's and Leaser's Negotiating Bible to incorporate the newest video games that buyers play, the lowdown on paying for scorching automobiles like SUVs and minivans, and the newest suggestion on buying a automobile at the Internet.

· Instructs consumers on the way to identify the suitable expense objective, verify the worth of a trade-in, and negotiate successfully
· offers recommendation to girls and minorities on find out how to keep away from expense discrimination
· up-to-date for the 21st-century motor vehicle client, together with net seek information, methods, and evidence approximately deciding to buy the newest autos

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Example text

Saturn needs a more compelling vehicle lineup. FORD MOTOR CORPORATION A strong #2, but usually must play follow-the-leader to GM. 7 percent of Ford’s 2002 domestic-nameplate sales. Business breakdown: 29 percent cars, 71 percent trucks, which account for 90 plus percent of Ford brand profits. 8 percent in 2002, mostly the result of dropping money-losing passenger cars (Escort and Contour). F-Series pickups and Explorer SUV are #1 sellers in their segments. New family sedans (Accord and Camry fighters) planned as 2005 models.

The supply and demand conditions in your market for the vehicles you’re interested in will also influence the outcome. But remember, knowledge is power. The main advantage the salesman has over most buyers is that he thinks he’s got all the knowledge. If you absorb the information we give you, you’ll know more than most car salesmen. If you act on this information, you’ll go into the process with real confidence in your ability to negotiate effectively. And if you believe you can, you will. NO PAIN, NO GAIN Most people work harder planning a $2,500 vacation than planning the purchase of the $25,000 car they’ll be vacationing in for years.

Can GM attract enough of these younger buyers with SUV and CTS entries to offset the dwindling number of 60-plus-year-old DeVille customers? If it can’t, does Cadillac have a future? 9 percent of 2002 GM sales. 7 percent in 2002. A potentially good crop that GM has let lie fallow in the field. 7 percent for a one-price, no-dicker brand, but a better sales experience alone won’t get GM there. Saturn needs a more compelling vehicle lineup. FORD MOTOR CORPORATION A strong #2, but usually must play follow-the-leader to GM.

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