Jim Lentz, president of Toyota Motor Sales USA, sure seems to think so. “I think long-term, Prius as a nameplate could even outsell Camry as a nameplate, into this next decade,” he tells Wards Auto. When asked if the Prius’s success would trade off with the Camry, he replied in the negative, saying “I think Prius will become just that much stronger.” But it’s been a long time since a Prius-sized vehicle, let alone a hatchback, has been the best-selling car in the US. And perhaps Lentz was merely making the case for a full line of Prius-branded vehicles, an idea he says has not been approved, but remains his “dream.” Prius will need something to push it past its larger sibling. Both models set their all-time annual sales records in 2007, when the Camry sold 473,108 units, while Prius sold only 181,221 units.

Ford analyst George Pipas reckons the recession is over; the U.S. economy is on its way to recovery. New car sales will, uh, stay the same. “I think that we won’t fall backward from October. How much November might advance from the October level it is too early to say . . . The fourth quarter will be stronger from an auto sales standpoint than a pre-clunkers level.” Translation: the U.S. new car market is bumping along at the bottom. Lest we forget, Pipas’ “pre-clunkers level” promised land was already significantly down from pre-crash volumes. Anyway, Pipas admits that Ford 2010 sales gains will be “modest” thanks to . . . wait for it . . . the perception gap. “[Unemployment] is a drag on consumer psychology. The recession may be over and the recovery may have begun, but for many, many consumers it may not feel like it’s over even 12 months from now.” The Detroit News reports that Pipas also predicts $4 a gallon gas by next summer, cementing the consumer shift towards smaller vehicles. What’s more, “Consumers in the future will be more careful about living within their means.” And if not, even better.

Look at Chrysler’s sales volume by model, and it’s clear that Ram is one of the few nameplates keeping Chrysler’s volume moving. Especially when you consider that pickups typically generate far more profit than car and crossover models. Which brings us to what may have been the most penetrating question of Wednesday’s question-and-answer period (which didn’t come from a journalist, but from investment bank Goldman Sachs). Namely: how does a retraction in the truck market would affect the linear relationship between volume and profit exhibited in Chrysler’s financial plan graphs? Oh yes, and what were Chrysler’s planning projections for energy costs? The answer was that every five percent shift from trucks to compact or mid-sized vehicles would result in a half-billion dollar reduction in EBITDA. Though the CFO added that in the future Chrysler would be better able to capture that shifting market, due to better offerings in the compact and mid-size segments, Marchionne made it clear that any losses in the truck market would be mitigated at best. Marchionne joked that his team would need a Ouija board to forecast energy prices, but the reply was that assumptions in the plan were for gas to be “somewhere in the $4 range.”

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Ferrari singled out their Swedish dealer Autoropa at the brand’s 60th anniversary in Maranello, lauding their high sales stats. A reporter asked CEO Filip Larsson how they managed to sell so many cars in such a small country. “Easy,” Filip said. “We sell two cars instead of one.” Enkel. Unless you pay WAY over the odds to jump the queue for a hot new Ferrari—a practice which would earn some serious ire—there’s always a wait for the latest example of Maranello magic. While customers count the days until their nuova bella macchina assumes its rightful place in their humidity-controlled garage, Filip sells him/her a used Ferrari as a placeholder. ‘Cause it comes to getting a new Ferrari, Ferrari prefers Ferrari owners to own a Ferrari. Or two. Or three. Or more. Meanwhile, over at Porsche . . .

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If the managers at Opel are feeling a little queasy today, this should have them running for the Alka Seltzer (or whatever Germans use). As if to throw (more) gas on the conflagration raging at Opel, Brent Dewar, vice president of Chevrolet, announced at the Reuters Autos Summit in Detroit that GM is targeting sales of 1 million Deawoo-Chevrolets in Europe, double the 500,000 vehicles sold in 2008. (Read More…)

Hybrid sales in October outpaced the market, increasing 11.4% over October 2008. The heavy lifter as usual, was Toyota, up 15%; Toyota’s hybrids now represent 77% of the total US hybrid market, which is 2.9% of the total market. The Prius continues to dominate the whole hybrid sector, with a 55% market share, and sales of 13,496 units. Prius outsold the Honda Insight by an 8 to 1 margin. (Read More…)

I just drove by a Tractor Supply Store. The owner festooned the store with a huge banner: “NEVER UNDERSOLD.” In certain states, the price claim must include the word “knowingly.” Which is another way of saying “We say we’ve got the lowest price but it’s your job to find out. If YOU can show us a lower price for an item, we’ll reduce our price to match it. Oh, do you have a written price quote? And you do realize that you’re not comparing apples to apples here. Our price includes our personal guarantee and . . . ” When it comes to this kind of malodorous marketing, car dealers rule. Here are some other examples.

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This graph is representative of a major assumption underlying the entire Chrysler Group turnaround plan: namely, that 2009 is a trough year and that (despite the lack of new mass-market product until 2012) 2010 will see Chrysler not only holding the line on plummeting sales, but actually increasing them dramatically. Where does this optimsim come from? In part, a projected rise in SAAR. Otherwise, the only rationale for this assumption is that the financial plan requires this kind of short-term growth to succeed. [Apologies for the giant images... like Chrysler, we're doing what we can with what we have]

Edmunds, the site that’s so not going to be sleeping in Lincoln’s bedroom, has revealed their estimates for October sales incentives. Not surprisingly, the automaker that’s been hogging Honest Abe’s pallet and has been missing saying, “we’re number one [globally],” can claim this number one spot. GM spent $4,277 of somebody else’s dollars per unit to move the metal and help buy that 4% sales increase. Hey, don’t complain—they can afford it unlike those wimpy little guys at Honda, who could only cough up $508 per unit. What’s wrong with them anyway? Oh, they’re actually profitable. OK. Moving right along, let’s check in with the rest of the gang: (Read More…)