Jaguar Land Rover Malaysia (JLRM) has launched the all-new 2020 Range Rover Evoque, 9 years since the
rdquo;Brands part of the Sime Darby Motors corporate programme include: BMW MINI BMW Motorrad Volvo Jaguar
The limited-edition 2020 Jaguar F-Pace is now on Malaysian shores courtesy of Jaguar Land Rover Malaysia
Jaguar Land Rover Malaysia (JLRM) has launched Jaguar’s sportiest SUV in Malaysia.
head but not feasible IRLSometimes, you do come across a deal that sounds way too good to be true and on
The range topping Premium X model is priced at RM 122,800.Barely two years on the market, it’s
Hot of the launch of the 2020 Jaguar E-Pace, Jaguar Land Rover Malaysia (JLRM) has also given the Jaguar
the similarities end, as they are world’s apart once you look closer.Recond cars – good on
or maintenance, itself already a big chunk of a car’s total ownership cost.Beyond maintenance, depreciation
A facelift was introduced a couple of years later in 2015. 2016 Honda CR-V depreciation value
If it’s long-term loans and depreciation costs then here’s a solution to your concerns.
Now, Jaguar Land Rover has joined the gang by introducing a new plug-in hybrid powertrain with a 1.5-
The Sonata EF was sold to buyers as both a Jaguar and a Mercedes-Benz at the same time, the latter being
and Koleos Signature priced at RM 179,888 and RM 189,888 respectively.Buyers who are concerned with depreciation
I remember the first time I heard of the Nurburgring was on Top Gear when Clarkson tried to make a lap
They display the swankiest interiors, the latest technology, and nothing is left on the table.
In the light of Covid-19 pandemic, it is not a surprise at all that Jaguar Land Rover has decided to
Also Read: Thailand to ban sale of combustion engines by 2035, aiming to be EV manufacturing hubBuilt on
The Iswara is also the only Proton model to date that features the logo on door trims on each side of
The electric Defenders are based on the North American Specification (NAS) short wheelbase 90 models
Download it here.Audi on the other hand has released an entire colouring book that features all their
These brands are: BMW MINI BMW Motorrad Ford Jaguar Land Rover Hyundai Porsche VolvoThe facility spans
Horbury cites cars like the 1950 Morris Oxford, Jaguar E-Type and Porsche 928 as inspirations.
The Audi e-tron, Jaguar I-Pace, and the Mercedes-Benz EQC, are stuffs of nightmare for the orthodox petrolhead
There are various activities available on the site, ranging from mazes to work through, connect the dots
The last thing on your mind at this point of time is depreciation, which occurs the moment your new car
No depreciation cost, maintenance or insurance cost – all covered Return the car after 1 or 2
The models comprised the 1.3- and 1.5-litre saloon and Aeroback models.At the same place where the Jaguar
Where are the BMWs, Mercedes-Benzes, or even something exquisite like a Jaguar?
The wonders of depreciation makes once-expensive cars more democratised, but in turn, buyers lose out
Based on the history of Jaguar with their electrical issues, and the history of the Mustang Cult, I would say the mustang would be better. Now based on if it is just a V6 Mustang vs 5.0 vs a Cobra would depend on the value. I would say a 5.0 in great condition, that is waxed and taken care of would have a high resale value over 3–5 years. Plus Mustangs share a number of parts with other Fords(more are made) vs Jaguar which are more expensive. You have to look at the immediate depreciation of each car. Both will automatically drop in value; almost half after buying new. Whichever car you go forward with, be very careful. Do not drive hard, curb check, or have any accident.
Due to the recent face lift of the Superb ,it has seen a bump up in its price bringing it very near the premium range cars such as the Audi A3 , Mercedes B-class , A-class, BMW X1, 1-series and a maybe the Jaguar XE . You see the problem?? Why would you want a Skoda logo when for a little more money you get 4 rings ,a star ,a propeller and the Jag. Plus when you can afford to spend almost 30–40 lakhs on a car you will find a premium ,so as to save more taxes by claiming depreciation.
The annual maintenance of all the luxury cars around 50–60 lakhs in nearly the same with some exception. I’m saying this from my experience I’ll try to add many details as possible. I currently own (check my quora profile for further details if you do not believe) Mercedes CLA 200 Top Model (41 lakhs on-road) Jaguar XE Top Model Petrol (51 lakhs on-road) Mustang GT (86 lakhs on-road) My father owns an Audi A6 top variant by 63 lakh on-road (I do keep track of service maintenance details) and so I do think I qualify to answer this question. Out of these four cars, the one that requires the least annual maintenance cost is Mercedes CLA 200 and most would be Audi A6. For Audi A6, you will have to keep at least 45,000 rupees aside per service, it is really expensive, we do service 3 months, as the use of the car is not really that much. Aside from this what you will have to worry about is, Brake Pads and Drum as once it is used up, you will have to spend anywhere between 50-120k depending on how many you need to replace. And what Rajesh mentioned in his answer, insurance will cost a fortune. I paid somewhat 260k rupee for the first year for my Mustang GT, by the second year it was only 180k. Repairing dents is going to cost you a lot as well. (I have given annual cost assuming you end up driving 6000–8000 km every 2–3 months, because in my house we sort of drive this much. Cars usually require services every 7–9k km, if you have lesser use, maintenance would be lesser) ANNUAL COST + INSURANCE Here is my take on the annual cost of the cars I have not counting petrol/diesel costs. Mercedes CLA 200 Diesel (120–150k) + 100k Insurance Jaguar XE Petrol (160–220k) + 130k Insurance Audi A6 Diesel (240–300k) + 130–150k Insurance (Dad’s car) Mustang GT Petrol (150–180k) + 180k Insurance (I use this personally so I’m quite sure about how much it all costs) Insurance prices will go down year to year because of depreciation. FUEL COST + AVERAGE It all depends on how much you drive your car. Mercedes CLA 200 Diesel (18–21/L) Jaguar XE Petrol (8–11/L) Audi A6 Diesel (9–12/L) (Dad’s car) Mustang GT Petrol (4–7/L) I did not keep track of other cars, but I have driven my Mustang a little over 36000 KM in nearly two years roughly costing me 2.5 lakh each year for the fuel. It all depends on how much you drive your car. EMI Coming to the EMI, I have taken all the cars on the EMIs and I pay 180k each month for my three cars, EMI varies as you pay more installments throughout the year. If you are planning to buy a car, I highly recommend you to pay as much as downpayment as possible. This will help you save interest as you will end up paying a lot of interest on the cars. Feel free to ask any questions you have in the comments or send a message on Telegram at SohelMoldharia.
JLR going back to basics & simplifying business Expects substantial reduction in net debt and FCF increase from FY23 JLR hosted its Investors Day to share its updated strategy ‘Reimagine’ to drive sustainable recovery and make business fit for future. JLR’s ‘Reimagine’ strategy is not about catching up but taking a leap and right sizing, reorganizing and repurposing the organization. It plans to launch 6 Land Rover models in pure EV form in next 5 years with first launch in FY24. It is targeting >10% EBIT margins driven by ‘Refocus’ program (3pp by FY24) and architecture consolidation (>3% by FY26). This coupled with controlled capex at GBP2.5b p.a for next 3 years, it expects substantial reduction in net debt and FCF increase from FY23 (net debt zero by FY24). Key highlights from the meeting: 'Reimagine' strategy sets forth roadmap for the future by simplifying business, making it more agile and focusing on profits over volumes. This strategy revolves around a) making brands and products more exciting, aspirational and desirable, b) making architectures electrified as well as simple and flexible, c) collaborations with the Tata group and other partners, d) right size and repurposes its operational infrastructure and e) refocus on quality, sales, costs and digital transformation. Under 'Reimagine', JLR is targeting faster growing luxury segments. Its targeted 'Reimagine' segments are expected to grow 2.8% CAGR over FY19-27 as against estimated 2.2% CAGR for its current segments and 0.5% for the industry volumes. It is aspiring to increase share by 2x (to 18% by FY26) in segments with better profitability. This would be achieved through market share gains across geographies, but particularly in more profitable markets like China, UK and EU. JLR has laid down its roadmap to electrification, with a) first LR BEV launch in 2024, b) total 6 LR BEVs in next 5 years, c) pure BEV Jaguar from 2025 and d) full phase out of pure ICE by FY26. This product plan is expected to lead to pure BEV contribution to volume at 20% in FY26 and 60% in FY30 (v/s 3% in F20). This would enable it to more than meet future emission standards and achieve zero tailpipe emissions by 2036 (and net zero emission at business level by 2039). Further, it would be consolidating its architectures (platforms) from six to three, of which two would be flexi architecture for LR (MLA and EMA) and one would be exclusively for Jaguar (Pure BEV). These 3 architectures are expected to deliver ~80% of JLR volume by FY27. 'Refocus' program is expected to contribute 3pp to EBIT margin by FY24, driven by reduction in variable marketing expenditure (VME), material cost, warranty cost etc. Further, it expects consolidation of architectures to drive >3pp EBIT margin addition by FY26 (expect benefits to start reflecting from 2HFY23). With focus on profits over volume, it would reduce its manufacturing capacity by 25% over next 5 years. Also, GBP1b write-off of investments (due to discontinuation of two models under development) will result in lower depreciation by GBP150m p.a (or 50bp EBIT margin). It expects capex to sustain at GBP2.5b p.a till FY24 and increase gradually to GBP3b by FY26. Unlike in the past (where capex was based on aspiration of 1m unit volumes), it doesn't need to invest in creating capacities and physical infrastructure. Its guided capex estimates are after factoring in for the planned collaborations. It is also looking for a partner for Jaguar BEV. Reimagine’ focuses on making JLR business sustainable & ready for future n ‘Reimagine’ strategy sets forth roadmap for the future by simplifying business, making it more agile and focusing on profits over volumes. ‘Reimagine’ strategy has been designed to address the key challenges facing the business (both macro and company specific). This strategy revolves around a) making brands and products more exciting, aspirational and desirable, b) making architectures electrified as well as simple and flexible, c) collaborations with the Tata group and other partners, d) rightsize and repurposes its operational infrastructure and e) refocus on quality, sales, costs and digital transformation. ‘Reimagine’ aspires to deliver a) modern luxury products/services by design, b) double digit EBIT by FY26, c) sustained lower capex at GBP2.5b p.a for next 3 years (rising to GBP3b by FY26), d) Positive cashflows from FY23, and e) net cash balance sheet by FY25. This would require one-time non-cash write-down of GBP1b (for discontinuation of two product development) and reorganization cost of GBP0.5b. While these costs would be accounted in 4QFY21, cashflow impact of GBP0.5b would reflect in FY22E. Target to grow faster by share gains in more profitable segments/markets Under ‘Reimagine’, JLR is targeting faster growing luxury segments. Its targeted ‘Reimagine’ segments are expected to grow 2.8% CAGR over FY19-27 as against estimated 2.2% CAGR for its current segments and 0.5% for the industry volumes. This would be driven by strong product pipeline in its area of strength (Discover 130, new RR/RR Sports in next 12-18 months etc). It is aspiring to increase share by 2x (to 18% by FY26) in segments with better profitability. In its strongest profitability products (like RR/RR Sport), it is targeting to increase its global market share from 12% in FY21 to 18% in FY26. In its strong profitable products (like Velar), it wants to more than double market share to 15% (from 7%). In lower profitability segments (like Jaguar XE), it would let it market share fall to 1% (from 2%). This would be achieved through market share gains across geographies, but particularly in more profitable markets like China, UK and EU (refer Exhibit 4 for details). Focus on EVs with volumes from BEV targeted at 20%/60% by FY26/30 JLR has laid down its roadmap to electrification, with a) first LR BEV launch in 2024, b) total 6 LR BEVs in next 5 years, c) pure BEV Jaguar from 2025 and d) full phase out of pure ICE by FY26. This product plan is expected to lead to pure BEV contribution to volume at 20% in FY26 and 60% in FY30 (v/s 3% in F20). This would enable it to more than meet future emission standards and achieve zero tailpipe emissions by 2036 (and net zero emission at business level by 2039). It is also working on hydrogen based fuel-cell technology, with prototypes expected in 12 months. Fuel cell electric vehicles provide a lighter propulsion system, making them suitable for large SUVs. Further, it would be consolidating its architectures (platforms) from six to three, of which two would be flexi architecture for LR (MLA and EMA) and one would be exclusively for Jaguar (Pure BEV). These 3 architectures are expected to deliver 80% of JLR volume by FY27. As part of 'Reimagine' strategy, it has stopped development of 2 models viz new XJ EV and LR BEV on mid-MLA platform, resulting in write-off GBP1b (non-cash). ‘Refocus’ program & architecture consolidation to deliver >10% EBIT margin 'Refocus' program builds on the success of Project Charge+ and is driven directly by the CEO. It consists of 6 pillars viz a) quality (reduce warranty cost further), b) program delivery & performance, c) reduction in delivered cost per car, d) supply chain (faster vehicle delivery time), e) improved customer & market performance and f) improve China performance (profitable market share gains). ‘Refocus’ program is expected to deliver GBP2b of value in 3 years and GBP4b of value in 5 years (cumulative) and contribute 3pp to EBIT margin by FY24. It is already making good progress on reducing variable marketing expenditure (VME), material cost, warranty cost etc. Both VME and Warranty cost combined is expected to be <10% of sales and improvement would be driven by focus on LR (its area of strength) as well as new products and model year 21 products. Further, it expects consolidation of architectures to drive >3pp EBIT margin addition by FY26 (expect benefits to start reflecting from 2HFY23). With focus on profits over volume, it would reduce its manufacturing capacity by 25% over next 5 years. Solihull plant (MLA platform and Jaguar BEV) and Halewood plant (EMA platform) would transit to manufacturing all three architectures. Castle Bromwich will make existing models till end of its product lifecycle, post which it would be repurposed (as office). Also, GBP1b write-off of investments (due to discontinuation of two models under development) will result in lower depreciation by GBP150m p.a (or 50bp EBIT margin). Capex to sustain at GBP2.5b till FY24, turn net debt zero by FY24 It expects capex to sustain at GBP2.5b p.a till FY24 and increase gradually to GBP3b by FY26. Unlike in the past (where capex was based on aspiration of 1m unit volumes), it doesn't need to invest in creating capacities and physical infrastructure. Also, platform consolidation is also aiding lower capex requirement per new models along with shifting of investments from ICE to EV models. Its guided capex estimates are after factoring in for the planned collaborations within Tata Group and others (with objective of enhancing competencies, optimize capital allocation and speed to market). Key targeted areas for collaborations are a) ADAS, b) Next-gen batteries, c) Energy systems, d) Vehicle architectures, e) Services and f) Connectivity. It is also looking for a partner for Jaguar BEV due to lack of scale as well as to improve speed to market. It now expects FY21 to be near free cashflow breakeven. Also, FY22 would be near cash breakeven after factoring in for cashflow impact of GBP0.5b reorganization cost. It expects significant improvement in FCF and debt reduction from FY23, and expects net debt zero by FY24 and net cash balance sheet by FY25. Other highlights In 4QFY21, it has lost 15% production in Jan-21 due to Brexit. Also, there is uncertainty due to semi-conductor supply issue. However, it still expects 10-15% QoQ growth in volumes in 4Q and 4%+ EBIT margins. In China, it has reduced discounts (despite aging portfolio) driven by RR/RR Sport. It hopes to reduce discounts below 10% of sales (v/s 17% in FY20 and 11% in 9MFY21). It has reduced retailer stocks to 1.5 months (from 2.2 months in FY19 and 1.7 months in FY20) and sees scope to reduce it further by 10%. JLR is working with TCS for enabling technology including OTA updates as well as autonomous driving technology. Over last 2 years, it has reduced breakeven volumes to 400k units (from 600k in FY19) and expects to sustain it in 400-450k range in future despite expansion in product portfolio. Valuation and view Recovery in JLR volumes in FY21 to be driven by market recovery and ramp-up in newly launched Evoque and Defender: ,JLR volumes have been under pressure since FY19 due to several headwinds. However, there were early signs of a recovery in 2HCY19, driven by the new Evoque, ramp-up in I-Pace, and course correction in China (reversed by the COVID-19 outbreak). With good support from the governments of China, the EU, and the US, demand recovery is expected from 2HFY21. JLR should also benefit from the upcoming Defender launch and PHEV Evoque/Discovery Sport. We expect JLR volumes (including JV) to decline at 2.6% CAGR over FY20-23E (after a 4.4% decline over FY17-20) as it de-focuses on less-profitable models. This, coupled with the possibility of an improvement in mix and reduced variable marketing spends, would drive further improvement in realizations. JLR’s profitability to improve driven by mix, cost-cutting, and operating leverage,: JLR has several levers, both cyclical and structural, in the form of: a) targeted GBP1.5-2b in cost cuts (including GBP300m savings in depreciation post impairment), b) mix improvement (growth in LR and China), c) operating leverage, d) cost savings from the modular platform (on a full rollout of the modular strategy), and e) the low-cost Slovakian plant. The convergence of multiple factors stated above could drive recovery in EBIT margin and leave scope for positive surprises on profitability. JLR’s targeted transition from the ‘push’ to ‘pull’ strategy for volumes, particularly in China, would be a critical variable for margin expansion. We estimate JLR’s EBIT margin at 1.7%/5.2%/6.2% in FY21E/FY22E/FY23E (v/s -0.1% in FY20). India business outlook improving; PV breakeven in sight: ,With a steadfast focus on reducing inventory over the last 3-4 quarters (due to a challenging demand environment), the management took substantial production cuts, resulting in a sharp drop in wholesale volumes in 2HFY20. It was further impacted by the COVID- 19 outbreak in 1HFY21. Although TTMT’s India CV business is on a strong footing, M&HCV volumes may see the slowest recovery in the Auto industry. Its refreshed product portfolio has helped its PV business recover rapidly, gain market share, and be on track to achieve FCF breakeven by FY23. Valuation and view: ,We are upgrading our consol. EPS estimates by 15%/9% for FY22/23, as we factor in for the restructuring/reorganization cost of GBP1.5b in 4QFY21 (and impact of GBP0.5b on cashflows in FY22) and its subsequent benefit on lower depreciation and amortization. Over the last three years, JLR had suffered from adverse product (growth led by Jaguar), market mix (decline in China contribution), and increased capex, resulting in negative FCFF over FY18-20. JLR has been focusing on cutting capex and cost, the benefits of which have now started to reflect. Despite the impact of the COVID-19 outbreak, we should see the mix normalizing, with a recovery in LR and China. India business recovery is very strong for PVs and LCVs, whereas M&HCVs are showing promising signs of a strong recovery in FY22E. Maintain ,Buy ,with a TP of INR400/share (Mar’23E STOP). Exhibit 6: JLR is targeting to rationalize number of architectures from six to three architectures with flexi architectures for LR and pure BV for Jaguar (FY25 onwards) Exhibit 7: It expects 80% of FY27 volumes to come from these three new architectures
As many people have written, the BL years weren’t great. My experience with Jags starts with the series 3 and along the way have been a string of XJ’s - XJ40, X300, X350. I’ve had 4 x-types, an XE and an XF. All up I’ve done at least half a million miles in these cars. The important thing with Jags in my experience is that they are designed to be maintained. For example on the XJ, wheel bearings and bushes are a maintenance item, not something that lasts the lifetime of the car. If you have a maintenance mindset, anything Ford era or later that has been looked after should run forever as long as its maintained. Bodywork ford era or later is fine. I’m still running a 2006 x-type and the bodywork is completely clean. I sold my XJ40 14 years old with 262000 miles on the clock, still going strong, and sold my X300 to a mate with 170K on the clock, then helped him sell it a year later with 190K on the clock, still with plenty of life in it. A large part of the reason for perceived reliability issues is poor maintenance. Find a good independent mechanic who specialises in Jags if you can’t do it yourself. Take somebody who knows what to watch for if you’re buying secondhand. If you can, get hold of the JTIS workshop manual for Ford generation Jags. Unless you have a new Jag and need the dealer history, you should maybe avoid Jaguar dealers for servicing (they ain’t called ‘Jaguar Stealers’ for nothing). Servicing will be top dollar and may not be done with a ‘maintenance mindset’. Total cost of ownership doesn’t have to be eye-watering. If you do it right, the biggest cost will be fuel. I’d avoid the Ford 4-cylinder diesels which have been known to suffer problems with DPF, EGR valves, turbo and head gaskets on high-milers. The V8s are generally fun but will leave you out of pocket one way or another and not a good long-term proposition IMO. So its either a new or newish Jag and pay for the depreciation or something with the a version of the AJ-V6 (since cars with the venerable AJ6 will probably be rotting by now).
This car? Here’s a list of other sedans that can do 0–60 in under 4.0 sec. most cost less. Maserati’s are notorious for their maintenance cost, so as they age, the expense to operate goes up and the price goes down fast. With all this competition in this class, the pre-owned market offers many choices at lower price points. The Ghibli is a mass produced car with no artistic value or rarity of the older hand made models as a collector’s item it has no value, it’s just another car. Cadillac CTS-V Audi RS7 Alfa Romeo Giulia Quadrifoglio Audi RS3 Sedan Dodge Charger Hellcat BMW M760i xDrive Tesla Model S P100D Mercedes-AMG S63 Mercedes-AMG E63 S BMW M5 Competition Porsche Panamera Turbo S E-Hybrid Mercedes-AMG GT 63 S 4-Door Coupe Jaguar XE SV Project 8 From: ,13 Sedans That Can Sprint From 0-60 MPH In Under 4 Seconds So when someone goes out looking for a fast luxury sedan, they have many choices.
As we know that there are many companies in the world which produces luxury cars every month/year for the consumers.For ex:- BMW, Mercedes Benz, Audi, etc., 1)Audi Q5 Price:-₹55.27 lakhs-₹59.79 lakhs(ex-showroom price) 2)BMW 5 Series Price:-₹52.10 lakhs-₹66.20 lakhs(ex-showroom price) 3)Jaguar XE Price:-₹44.93 lakhs-₹46.33 lakhs(ex-showroom price) 4)Mercedes Benz S-Class Price:-₹1.33 crore-1.37 crore(ex-showroom price) 5)Volvo XC90 Price:-₹77.41 lakhs-₹96.65 lakhs(ex-showroom price) Image source:Google These are the top five luxury cars which are made in India…….but still many people can't buy those. Why???? Below must be the reason………, *Their expensive price. ( Or ) *Their increased maintenance costs, *Paying taxes for those vehicles every month(only in some countries), *Filling the fuels to them everytime as their mileage will be low (as compared to other cars), Because of this, many people may also not afford these cars due to their financial crisis, and they will go for the normal cars which matches them and their family members. If the luxury car makers wants to increase their car's sales then they must do this……….., *To make sure that the price of their vehicle should be a bit reduced(If they want) *To minimise the maintenance costs for each of their vehicles so that everyone can maintain it easily, maybe this can be in an another way………….. But still there are many companies who have their own standards, and has already set up in many countries. So their cost may not be reduced and due to this many people can't even afford those cars also. That's why many luxury cars get depreciated very soon even considering their world class features and services and ends up by saying, ”Only rich people can only afford them”. By, Sudin G P
Here are the Road Tax and variants of Jaguar XE:
|Variants||2017 Jaguar XE Prestige 2.0 200PS||2017 Jaguar XE R-Sport 2.0 240PS|
|Road Tax||RM 20||RM 20|
Yes, Jaguar XE has Auto Headlamps, which are: 2017 Jaguar XE Prestige 2.0 200PS, 2017 Jaguar XE R-Sport 2.0 240PS.
Yes, Jaguar XE is available in Daytime Running Lights. The available Daytime Running Lights variants are: 2017 Jaguar XE Prestige 2.0 200PS, 2017 Jaguar XE R-Sport 2.0 240PS.