Hoover’s Sample Company Records for:
Small Private Company – Acme Electric Corporation (pg. 2-3)
Large Public Company – General Motors Corporation (pgs. 4-16)

Please note:  This is a combined sample of 2 separate company records from Hoover’s for demonstration purposes only.  Company records from Hoover’s much be purchased or downloaded individually.

Acme Electric Corporation
4815 W. 5th St.
Lumberton, NC 28358
United States
Phone:		910-738-4251
Fax:		910-739-0024
Web:		http://www.acmeelec.com

Company type: 	Subsidiary 	 
Ticker: 	not available 	 
Auditor (for the year 2007) 	PricewaterhouseCoopers LLP 	 

Key Numbers (for the fiscal year 2007, ending in August)       
  
Sales: 	$31.1 	 
One year sales growth: 	not available 	 
Net Income: 	not available 	 
One year income growth: 	not available 	 
Employees: (for the year 2007) 	570 	 
One year employees growth: 	not available 	 

Overview  

History  

History is not available for this company in Hoover's.

Officers  

Human Resource Leader 	Jennifer Andy 	 
Manager of Operations 	Jeffrey Hawkins 	 

Subsidiaries  

Information about subsidiaries for this company is not available in Hoover's.
      
Sales by Geographical Region  

Products  

Products information is not available in Hoover's.            

Competitors  

Advanced Energy 	Emerson Electric 	 
Power-One 	Del Global 	 
Ehlebracht 	Interstate Batteries 	 
SL Industries 	Transistor Devices 	 
Energy Conversion 	Stadium Group 	 
Trippe Manufacturing 	Vicor Corporation 	 

    

General Motors Corporation
300 Renaissance Center
Detroit, MI 48265-3000
United States
Phone:		313-556-5000
Fax:		313-556-5108
Web:		http://www.gm.com

Company type: 	Public 	 
Ticker: 	NYSE:GM 	 
Auditor (for the year 2007) 	Deloitte & Touche LLP 	 

Key Numbers (for the fiscal year 2006, ending in December)       
  
Sales: 	$207,349.0 	 
One year sales growth: 	7.7% 	 
Net Income: (for the year 2006) 	($1,978.0) 	 
One year income growth: 	not available 	 
Employees: (for the year 2006) 	280,000 	 
One year employees growth: 	(16.4%) 	 

Overview  

So far General Motors (GM) has steered around competitors to remain the world's #1 maker of cars and trucks, with brands such as Buick, Cadillac, Chevrolet, GMC, Pontiac, Saab, and Saturn. GM also produces cars through its Holden, Opel, and Vauxhall units. GM also has stakes in Suzuki Motor, and GM Daewoo Auto & Technology. Subsidiary GMAC provides financing. GM has been selling off non-core assets including stakes in Fiat and Fuji Heavy Industries (Subaru), as well as its locomotive manufacturing business. Like its US counterparts Ford Motor and Chrysler, GM is in the midst of restructuring its sprawling North American operations.

The Chapter 11 filing of former GM parts subsidiary Delphi Corp. cast a shadow of potential bankruptcy on GM after the automaker reported a staggering 2005 loss of $10.6 billion. GM has said it needs to reach 100% plant capacity by 2008. To do this GM says it will have to reduce its workforce by as many as 30,000 and close 12 plants; the plant closures should be complete by 2008.

Health care costs have been an albatross hanging over GM's head for years. To address its health care woes GM has hammered out a tentative deal with the United Auto Workers (UAW) union that would reduce GM's payout for retiree health care by about $15 billion while cutting employee health care costs by about $3 billion. In another UAW-GM scheme, GM offered to finance the early retirement of thousands of unionized GM and Delphi workers. By mid-2006 GM had reached its target of more than 20,000 blue-collar workers accepting the buyouts. Ultimately, about 35,000 hourly employees, or about one-third of GM's hourly workforce, accepted the buyouts. The better-than-expected reaction to the buyout offers puts GM about two years ahead of schedule for planned job cuts. The deals also make a work stoppage at Delphi less likely. In addition to hourly job cuts, GM has also announced it would cut 7% of its white collar positions, or about 2,500 jobs.

To help pay the bills while it restructures GM has sold some assets. GM's finance arm, GMAC, has sold a 78% equity stake in its commercial mortgage business to a private equity consortium including Kohlberg Kravis Roberts & Co., Five Mile Capital Partners, and Goldman Sachs Partners. GM has also sold a 51% stake in GMAC to a consortium of investors led by Cerberus Capital Management for $14 billion.

GM has also unloaded its entire stake in Fuji Heavy Industries and reduced its stake in Suzuki from 20% to 3%. The company has also sold its 8% stake in Isuzu to Mitsubishi Corp. , ITOCHU Corp., and Mizuho Corporate Bank for $300 million. Mitsubishi Corp. and ITOCHU Corp. sold the stake in Isuzu to Toyota Motor in late 2006. In 2007 GM also sold its Allison Transmission commercial and military business to The Carlyle Group and Onex Corp. for about $5.6 billion. GM will retain an Allison plant in Baltimore that builds transmissions used in GM's light trucks.

Outside of North America GM's fortunes don't look as bad. With the world's largest pool of potential drivers, China's automotive market is experiencing explosive growth. China remains the world's fastest growing automotive market with 26% growth in 2006 over 2005 (13% growth in 2005 over 2004). GM's unit sales keep climbing in China and in 2006 the company increased its market share for the fifth consecutive year and is the leading foreign car maker in China, although Volkswagen is closing in fast.

To maintain its leadership position, GM plans to spend $3 billion in China over the next three years in order to keep up with demand. GM plans to double its production capacity, introduce new models, and has set up a financing venture with Chinese partner Shanghai Automotive Industry Corporation. While much of GM's success in China thus far has been in higher end models like the Buick Excelle, the market for small cars is the fastest-growing. GM is shifting resources to meet this trend head on.

While the market heats up in China, GM is trying to jump-start its GM Europe division by bringing the operations of its Opel, Saab, and Vauxhall subsidiaries under tighter, centralized control. GM has done away with the individual finance, engineering, marketing, purchasing, and manufacturing controls at Adam Opel, Saab, and Vauxhall by moving those functions to GM Europe headquarters in Zurich. The three brands will also share a common, pan-European design team. The reorganization does not include plant closings or layoffs, but rather seeks to achieve cost savings by sharing platforms and eliminating duplication of effort.

History  

In the early years of the auto industry, hundreds of carmakers each produced a few models. William Durant, who bought a failing Buick Motors in 1904, reasoned that manufacturers could benefit from banding together and formed the General Motors Company in Flint, Michigan, in 1908.

Durant bought 17 companies (including Oldsmobile, Cadillac, and Pontiac) by 1910, the year a bankers' syndicate forced him to step down. In 1915 he regained control when he formed a company with racecar driver Louis Chevrolet. They soon formed GM Acceptance Corporation (GMAC, financing) and bought businesses including Frigidaire (sold in 1979) and Hyatt Roller Bearing.

With Hyatt came Alfred Sloan (president, 1923-37), who built GM into a corporate colossus via a decentralized management system. Unlike Ford -- which offered cars in any color you liked as long as it was black -- GM offered a range of models and colors; by 1927 it was the industry leader. It bought Vauxhall Motors (UK, 1925), merged with Adam Opel (Germany, 1931), added defense products for WWII, and diversified into home appliances and locomotives.

In the post-war boom years GM expanded with the nation; the good times rolled until Japanese automakers became established in the 1970s. GM spent much of the decade trying to emulate the Japanese while making its cars meet federal pollution-control mandates. CEO Roger Smith laid off thousands of workers.

In 1984 GM formed New United Motor Manufacturing (NUMMI) with Toyota to see if Toyota's manufacturing techniques would work in the US. GM also bought Electronic Data Systems (1984), Hughes Aircraft (1986), and 50% of Saab Automobile (1989). GM launched the Saturn car in 1990; that year Robert Stempel became CEO. In 1992 GM made what was the largest stock offering in US history ($2.2 billion), and Jack Smith replaced Stempel as CEO.

GM sold its National Car Rental business to an investment group led by William Lobeck in 1995 and spun off Electronic Data Systems the next year. In 1997 it sold the defense electronics business of Hughes Electronics to Raytheon and merged Hughes' auto parts business with Delphi Automotive Systems (now Delphi Corporation).

UAW walkouts at two Michigan GM parts plants in 1998 forced the shutdown of virtually all of the company's North American production lines. That year GM began consolidating operations for its five major brands and agreed to build cars with Suzuki, increasing its stake in the Japanese company to 10%.

In 1999 GM spun off Delphi and boosted its stake in small-truck partner Isuzu to 49%. Meanwhile, subsidiary Hughes Electronics acquired Primestar's direct-to-home business for about $1.3 billion, and subsidiary GMAC bought the commercial finance unit of the Bank of New York (now the Bank of New York Mellon) for $1.8 billion.

GM and Honda inked a deal late in 1999 for Honda to supply V6 engines and transmissions for GM while Isuzu Motors supplies Honda with diesel engines. GM also bought the rights to the Hummer brand from AM General. The next year GM acquired the 50% of Saab Automobile that it didn't already own (from Investor AB) and acquired a 20% stake in Fiat Auto (Lancia and Alfa Romeo, but not Ferrari and Maserati) in exchange for a 5.6% Fiat stake in GM. GM also acquired a 20% stake in Fuji Heavy Industries (Subaru).

President Rick Wagoner replaced Smith as CEO in June 2000. Also in 2000, GM and Fiat entered talks to acquire Daewoo Motor after Ford withdrew its bid for the South Korean carmaker. GM announced in December that it would phase out its Oldsmobile division (the last Oldsmobile rolled off the assembly line in 2004) and cut its salaried workforce by 10%.

In 2001 GM paid about $600 million to double its stake in Suzuki to 20%. That year GM submitted a bid (reportedly around $776 million) to take over Daewoo Motor. The company also announced that it would spend $340 million on a joint venture with AvtoVAZ (Russia's biggest automaker) to build 75,000 SUVs a year.

As GM reportedly neared a deal in 2001 to combine Hughes Electronics (and DIRECTV) with Rupert Murdoch's News Corp., EchoStar -- the US's #2 satellite TV business -- made a $32 billion all-share offer for Hughes (Echostar's offer later dropped to $26 billion after News Corp. dropped out of the bidding). The deal later fell through when it was blocked by the FCC.

Later in 2001 GM announced that it planned to discontinue the once popular Chevrolet Camaro and Pontiac Firebird models.

The following year GM took a 42% stake in South Korea's bankrupt Daewoo Motor (now named GM Daewoo Auto & Technology Company) for $251 million. GM entered the Daewoo deal with partners Suzuki (which took a 15% stake) and Shanghai Automotive Industry Corp. (which has a 10% stake). The remaining 33% of the venture is held by GM Daewoo's creditors. GM later increased its stake in GM Daewoo to 49% and then again to 50%.

Meanwhile, GM retooled its relationship with Isuzu Motors. Through a recapitalization, GM's stake in Isuzu was reduced to 9%. As 2002 wound to a close Fiat sold its entire stake in GM to an unnamed investment bank for nearly $1.2 billion.

Early in 2003 GM completed the sale of its defense unit (armored vehicles) to General Dynamics for $1.1 billion. Later that year GM finally made a deal to unload its 20% stake in Hughes Electronics by agreeing to sell its shares to News Corp. in a transaction valued at about $3.1 billion. The deal was completed in the waning days of 2003. The company announced in 2004 that the headquarters for its Asia Pacific operations would move from Singapore to Shanghai.

2004 also marked the last model year for GM's Oldsmobile brand. The world's last Oldsmobile rolled off the assembly line in June 2004 -- almost 100 years after GM first bought the brand. Later in 2004 GM wrote its first car loan in China through a joint venture with its Chinese partner Shanghai Automotive Industry Corp., and in so doing became the first western car company to offer auto loans to Chinese consumers.

In October 2004 GM announced it would trim 12,000 jobs in Europe (one-fifth of its European workforce) in hopes of saving its ailing Continental operations about $618 million per year.

Early in 2005 GM sold its money-losing locomotive manufacturing operations (GM Electro-Motive) to Greenbriar Equity Group LLC and Berkshire Partners for an undisclosed sum. GM also said it would invest about $69 million to double its production capacity in India. 2005 also saw the fruition of a "put option" deal signed with Fiat in 2000. The deal could have forced GM to purchase the remaining stake in Fiat's troubled automotive operations that it didn't already own. Instead GM paid $2 billion to make the whole mess go away. GM and Fiat have since dissolved their joint venture operations and gone their separate ways.

Later that year GM sold its stake in Fuji Heavy Industries, maker of Subaru passenger vehicles. Their collaboration never bore the desired fruit and GM sold just under 9% of its 20% stake to Toyota Motor for about $315 million. GM's remaining 11% stake was sold back to Fuji as part of Fuji's open market buyback program and through regular stock sales.

Early in 2006 GM also sold the bulk of its stake in Suzuki Motor back to the Japanese carmaker for about $2 billion. The deal cut GM's stake in Suzuki from 20% to 3%. Later in 2006 GM ceased production of its hulking Hummer H1 SUV.

Later in 2006 billionaire GM investor Kirk Kerkorian (owned about a 10% stake) suggested GM might improve its fortunes by hooking up a three-way alliance with Nissan Motor and Renault, both of which are helmed by automotive turnaround guru Carlos Ghosn. Kerkorian's advise quickly prompted board meetings at all three companies to consider the idea. After a 90-day examination of an alliance's potential, Renault and GM walked away from the table in the midst of the 2006 Paris Auto Show without a deal.

Officers  

Chairman and CEO 	G. Richard (Rick) Wagoner Jr., 54, salary $2,200,000 	 
Vice Chairman, Global Product Development 	Robert A. (Bob) Lutz, 74, salary $1,550,000 	 
Vice Chairman and CFO 	Frederick A. (Fritz) Henderson, 47 	 
Group VP; Chairman, General Motors Acceptance Corporation 	Eric A. Feldstein, 46 	 
Group VP; President, GM Asia Pacific 	David N. (Nick) Reilly, 56 	 
Group VP; President, GM Latin America, Africa, and Middle East 	V. Maureen Kempston-Darkes, 58 	 
Group VP, Global Manufacturing and Labor 	Gary L. Cowger, 58, salary $850,000 	 
Group VP, Global Product Planning 	John F. Smith Jr. 	 
Group VP and CIO 	Ralph J. Szygenda, 59 	 
Special Advisor to the CEO and CFO 	Stephen Girsky 	 
Group VP, Global Engineering 	James E. Queen, 58 	 
VP; General Manager, Manufacturing 	Joseph D. Spielman, 62 	 
VP; General Manager, Manufacturing Engineering 	James R. Wiemels, 61 	 
VP; General Manager, Manufacturing Operations, GM Powertrain 	Kent Sears 	 
VP; General Manager, Vehicle Operations 	Gerald L. Elson, 65 	 
VP, Global Human Resources 	Kathleen S. (Katy) Barclay, 51 	 
VP, Global Sales, Service, and Marketing Operations 	John G. Middlebrook 	 
Group VP; Global Purchasing and Supply Chain 	Bo I. Andersson, 51 	 
VP, Global Program Management 	Jon Lauckner, 47 	 
VP, Global Public Policy and Government Relations 	Kenneth W. (Ken) Cole 	 
VP, GM North America, Engineering 	Edward Koerner 	 
VP, GM North America; General Manager, Service and Parts Operations 	Douglas J. Herberger 	 
VP; GM, Manufacturing Operations, GM Powertrain 	John Buttermore 	 
VP, GM North America, Vehicle Sales, Service, and Marketing 	Mark LaNeve 	 
VP, Research and Development and Strategic Planning 	Lawrence D. (Larry) Burns, 55 	 
VP, GM North America Manufacturing and Labor Relations 	Timothy E. Lee, 56 	 
VP; President and CEO, GM Asset Management 	W. Allen Reed, 60 	 
President and CEO, GM Daewoo Operation  	Michael A. Grimaldi, 55 	 
VP; President and General Manager, GM Electro-Motive 	R. William Happel, 59 	 
VP; President, GM Europe; Chairman of the Supervisory Board, Adam Opel 	Carl-Peter Forster, 53 	 
Chairman and Managing Director, Holden Inc. 	Dennis M. Mooney 	 
VP, GM Europe, Sales, Marketing, and Aftersales 	Jonathan Browning 	 
President and Managing Director, GM China Group 	Kevin E. Wale 	 
President and Managing Director, GM of Canada 	Arturo S. Elías, 51 	 
President and Managing Director, GM Brazil 	Ray G. Young, 45 	 
President, General Motors Acceptance Corporation 	William F. Muir 	 
Managing Director, India 	Aditya Vij 	 
President, GM North America, and Group VP  	Troy A. Clarke, 51 	 
Managing Director, Vauxhall Motors Limited 	Christopher William (Bill) Parfitt 	 
VP Engineering, GM Europe; Managing Director, Adam Opel 	Hans-Heinrich Demant, 57 	 
VP European Union Affairs, GM Europe; Managing Director, General Motors Belgium 	Freddy de Mulder 	 
VP Finance, GM Europe 	William J. Barclay 	 
VP, GM North America, Field Sales, Services, and Parts 	Brent Dewar, 49 	 
VP, GM Europe, Manufacturing 	Eric Stevens, 59 	 
VP, GM Powertrain, Engineering Operations 	Daniel (Dan) Hancock, 57 	 
President and Managing Director, GM India 	Karl Slym, 43 	 
VP, Purchasing and Supply Chain, GM Europe 	Eric Alstrom 	 
VP, GM North America, Labor Relations 	Diana Tremblay, 46 	 
Secretary 	Nancy E. Polis, 53 	 
Treasurer 	Walter G. Borst, 45 	 
Controller and Chief Accounting Officer 	Nicholas S. (Nick) Cyprus, 53 	 
CIO, Supply Chain and e-GM 	Cherri Musser 	 
Executive Director, Advanced Vehicle Design 	Anne Asensio 	 
Executive Director, General Motors Performance Division 	Bob Kruse 	 
Executive Director, Global Central Engineering 	Matt Tsien 	 
Executive Director, Global Paint and Polymers Manufacturing Engineering Group 	Maureen Midgley 	 
Executive Director, GM North America Vehicle Systems 	Mark Reuss 	 
Executive Director, GM Parts Business Channel 	Eileen Healy 	 
Executive Director of Design, Opel Division 	Bryan Nesbitt 	 
Executive Director, Diversity Growth Markets 	Miriam Muley 	 
Executive Director, SPO Business Channels 	Duane Miller 	 
Executive Director, Strategic Marketing 	Mike DiGiovanni 	 
Executive Director, Vehicle Manufacturing Engineering 	Mary Barra 	 
Executive Director, Vehicle Order Fulfillment 	Katherine Benoit, 52 	 
Executive Director, Worldwide Real Estate 	John Blanchard 	 
Director, Advertising and Marketing Operations 	Tim Roush 	 
Director, Communications,  Asia Pacific 	Jay Cooney 	 
Director, Fuel Cell Activities 	Julie Beamer 	 
Director, Global Marketing, Hummer 	Megan Stooke, 38 	 
Director, Fuel Cell Activities, Mainz-Kastel 	Udo Winter 	 
Director of Design, Performance Division 	Kip Wasenko 	 
Director, Purchasing, Asia 	Jim Bovenzi 	 
General Manager, Cadillac Division 	Jim Taylor 	 
General Manager, GM Fleet and Commercial Operations 	Brian McVeigh, 56 	 
General Manager, GM Powertrain Latin America 	Walter Othero 	 
General Manager, Saturn 	Jill Lajdziak 	 
General Manager, Divisional Marketing, Chevrolet 	Ed Peper 	 
Divisional Marketing General Manager, Buick 	Steve Shannon, 46 	 
General Manager Pontiac-Buick-GMC 	James (Jim) Bunnell, 51 	 
General Manager, Northeast Region, GM North America Vehicle Sales, Service and Marketing 	Scott Mackie 	 
General Manager, Western Region 	Susan Docherty, 43 	 
Chief Tax Officer 	Raymond P. (Ray) Wexler 	 
Group VP and General Counsel 	Robert S. Osborne, 52 	 
North Central Regional General Manager 	Steve Hill, 46 	 
VP Global Vehicle Systems and Integration 	Denny Mooney, 50 	 
VP, Middle East Operations, GM Latin America, Africa, and Middle East  	Terry Johnsson, 46 	 
VP African Operations, GM Latin America, Africa, and Middle East; President and Managing Director, GM South Africa 	Steve Koch 	 
General Manager; VP, Vehicle Line Executive Full Size Truck Team 	Gary A. White 	 
President, Shanghai GM 	Ding Lei 	 
Director of Design, Pan Asia Technical Automotive Center 	Friedhelm Engler 	 
Director Global Design, Cadillac Division 	Clay Dean, 46 	 
Plant Manager, Arlington  	Alicia Boler-Davis 	 
Plant Manager, Michigan 	John Dansby 	 
Chairman and Managing Director, GM Egypt  	Rajeev Chaba, 43 	 
Regional Finance Chief 	Jaime Ardila 	 
Manager, Advertising Resources 	David Sweet 	 
Manager, Advertising Resources 	Paul Haggerty 	 
General Director, GM Credit Card Operations 	Jack Bowen 	 
General Auditor 	Chester N. (Chet) Watson, 52 	 
President and Managing Director, GM de Mexico 	Kevin W. Williams, 44 	 
Vehicle Line Executive, Front-Wheel-Drive Trucks 	Anna Kretz 	 
Vehicle Line Executive, Small Cars 	Lori Queen 	 
Vehicle Chief Engineer, Front-Wheel-Drive Truck Products, Product Development 	Grace Lieblein 	 
Design Director, Global Design Brands 	Liz Wetzel 	 
Plant Manager, Fort Wayne Assembly 	Cathy Clegg 	 
Plant Manager, Lansing Grand River Assembly 	Amy Farmer 	 
Plant Manager, Moraine Assembly 	Pamela Mader 	 

Directors  

Chairman and CEO 	G. Richard (Rick) Wagoner Jr., 54 	 
Vice Chairman and CFO 	Frederick A. (Fritz) Henderson, 47 	 
Vice Chairman, Global Product Development 	Robert A. (Bob) Lutz, 74 	 
Director 	Percy N. Barnevik, 66 	 
Director 	Erskine B. Bowles, 61 	 
Director 	John H. Bryan, 70 	 
Director 	Armando M. Codina, 60 	 
Director 	George M. C. Fisher, 66 	 
Director 	Karen L. Katen, 58 	 
Director 	Kent Kresa, 70 	 
Director 	Ellen J. Kullman, 51 	 
Director 	Philip A. (Phil) Laskawy, 65 	 
Director 	Eckhard Pfeiffer, 65 	 
Director 	Erroll B. Davis Jr., 62 	 
Director 	Kathryn V. (Kathy) Marinello, 50 	 

Subsidiaries  

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Sales by Geographical Region  

General Motors has about 300 locations in the US (excluding financing         and 
         insurance operations), about 25 in Canada, and a number of others in         more 
         than 50 additional countries, including major manufacturing or assemb        ly 
         operations in Argentina, Australia, Belgium, Brazil, China, Germany,         India, 
         Mexico, Poland, South Africa, South Korea, Spain, Sweden, Thailand, a        nd 
         the UK.       
                2006 Sales      
                     $ mil.     % of total      
North America                                   
US                  129,041             62      
Canada & Mexico      19,979             10      
Europe                                          
UK                    7,975              4      
Germany               7,687              4      
Spain                 2,866              1      
France                2,411              1      
Other countries      13,407              7      
Asia Pacific                                    
Korea                 7,550              4      
Australia               301              -      
Other countries       3,353              2      
Latin America                                   
Brazil                4,961              2      
Other countries       4,768              2      
Other regions         3,050              1      
Total               207,349            100      

Products  
          
                                       2006 Sales      
                                               $ mil.     % of total      
Manufactured products                                                     
GM North America                              109,779             53      
GM Europe                                      33,193             16      
GM Asia Pacific                                15,499              8      
GM Latin America, Africa, & Middle East        14,618              7      
Financing                                                                 
GMAC                                           33,629             16      
Other                                             793              -      
Adjustments                                     (162)              -      
Total                                        207,349             100      
Selected Brands      
Buick      
Cadillac      
Chevrolet      
GMC      
Holden      
Hummer      
Isuzu      
Opel      
Pontiac      
Saab      
Saturn      
Subaru      
Vauxhall      
Selected Operations      
Adam Opel GmbH (Germany)      
General Motors Acceptance Corp. (49%)      
GM Automotive      
GM Daewoo Auto & Technology Company      
Isuzu Motors Limited (8%, Japan)      
Saab Automobile AB (Sweden)      

Competitors  

Chrysler 	Ford Motor 	 
Toyota 	Daimler 	 
Hyundai 	Land Rover 	 
BMW 	Fiat 	 
Fuji Heavy Industries 	Honda 	 
Kia Motors 	Mazda 	 
Nissan 	Peugeot 	 
Renault 	Suzuki Motor 	 
Volkswagen 	not available