Hyundai's move upmarket in the past few years exposed it to fiercer competition.
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"We are continuing to move upmarket," Friar said on a call with analysts.
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The plan is to focus on research institutions and universities where the technology can prove itself, then to move upmarket.
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With that squared away, Hyundai decided to move upmarket in search of higher profit margins and clientele with deeper pockets.
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GM executives and analysts see Baojun's move upmarket as a natural progression as the brand seeks to stay relevant to younger consumers.
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Burberry plans to move upmarket by focusing on leather goods and fashion and cutting sales to non-luxury stores, initially in the United States.
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Xiaomi has also attempted to move upmarket and raise the price of its flagship devices, while siphoning off its cheaper models into sub-brands.
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But the move upmarket resulted in retail revenue in its core British business falling 215 percent to 21 billion pounds in the six months to Oct.
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Angel cash has taken them this far, but they're hoping this move upmarket — and onto the radars of VCs everywhere — will make raising a bit more money possible when it becomes necessary.
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This project forms part of Rémy Cointreau`s strategy to accelerate the move upmarket of its brand portfolio, whereas for Lucas Bols N.V., Passoã would expand its global brands segment, adding a complementary, world famous name.
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Once known for cheap and bland models, both Hyundai and Kia are keen to move upmarket as their cars gain traction with consumers but differentiating their brands has been and will continue to prove a challenge.
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LONDON (Reuters) - With metallic trimmings and corset-like belts, Burberry's trademark trench coats took center-stage at the brand's catwalk relaunch under new designer Riccardo Tisci on Monday as it looks to lift sales with a move upmarket.
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The move upmarket for Baojun is partial as some cheaper models will still carry the old Baojun badge although others will be folded into the Wuling brand, - the other marque sold by SGMW, said Matt Tsien, GM's chief in China.
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By targeting nonconsumers, LSEV manufacturers have steered clear of direct competition with incumbent automakers — who have at their disposal far more resources, such as capital, factories and relationships with suppliers — and effectively established a foothold that allows them to steadily move upmarket.
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Overall, Lippincott said it was indicative of a broader strategy from Microsoft to move upmarket and focus its efforts on where the company sees the most growth potential — namely, larger customers, for which the company has historically been a market-share heavyweight and has several solutions custom-tailored to their needs.
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In 1959, an all- new model was added to the range. The Mark 3, later the Caribbean, became Falcon's best selling shell. The company was renamed Falcon Cars in 1961 to reflect the move upmarket and the four seat Bermuda was introduced.
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During the Second World War paper shortages had a serious impact on pulp production, starting a steady rise in costs and the decline of the pulps. Beginning with Ellery Queen's Mystery Magazine in 1941, pulp magazines began to switch to digest size; smaller, thicker magazines. In 1949, Street & Smith closed most of their pulp magazines in order to move upmarket and produce slicks.Ashley , Michael.
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This model was manufactured until November 1986. Marketing opportunities were identified in Europe where Alfa Romeo's locally designed attempt to move upmarket had made little impact on the competition from Bavaria: the Brazilian Alfa Romeo was offered briefly in 1981 under the designation Alfa Rio and distributed by Alfa Romeo Germany.auto motor und sport, Heft 3/81, S.37 Additionally, around 600 of the cars were shipped to The Netherlands.
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Nissan Vanette became TCMA's first export model. By the 1990s, Tan Chong Motor had bounced back and rationalised their assets and resources. The reduction in sales caused by the dominance of the new Proton Saga, which had captured 85% of the market's sub-1.6 litre segment by 1987, a segment which the Datsun/Nissan 120Y had long dominated, had inadvertently steered Tan Chong Motor to move upmarket and explore export opportunities. Prior to 1994, all Malaysian-assembled Datsun/Nissan cars were sold locally.
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Necessitated by federal fuel economy standards, the full-size Ford lineup underwent downsizing for the 1979 model year. The full-size Fords were redesigned on an all-new platform. Losing fifteen inches of length and 800 pounds of weight, Ford's full-size car now had smaller exterior dimensions than the mid-size LTD II. In spite of the smaller size, interior dimensions and trunk space increased over its 1978 predecessor. In a move upmarket, the Custom 500 became a Canada-only model, which was deleted in 1981.
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Originally formed in 1960 in Muskegon, Michigan as the Muskegon Zephyrs, the team was renamed the Mohawks in 1965 and the Lumberjacks in 1984. It moved to Cleveland in 1992 as part of the IHL's move upmarket, bringing professional hockey back to Cleveland for the first time in 14 years. It later folded along with the IHL at the end of the 2000–01 season. In the 1995 hockey action movie Sudden Death starring Jean-Claude van Damme, Lumberjacks players impersonated the Chicago Blackhawks.
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The automaker decided to move upmarket, and in 1930 launched a line of cars called Great Eight. Hudson Eights were "often luxurious, and usually smooth, effortless performers" powered by a new for 1930 straight- eight engine that would be produced through 1952. Total production in 1930 for Hudson Motors fell by almost 40% to 113,898 units. For 1931, the automaker renamed the line to "Hudson Greater Eight" – implying that the new models "were even better than" the previous year because of additional engineering and styling advances.
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The milestone of one million machines was reached in 1911, the same time a fire destroyed much of the plant. The Opel brothers decided to give up sewing machine production, which by this time was much more commodified, and thus commercially unrewarding, than when they had started in the business. Looking to move upmarket in their manufacturing efforts, they decided to try to produce the more profitable products of bicycles and automobiles. Adam and Sophia had five sons (Carl, Wilhelm, Heinrich, Friedrich, and Ludwig), who took wholeheartedly to wheels.
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The Lotus Seven, originating in the 1950s as a simple, lightweight open two seater continued in production into the early 70s. Lotus then sold the rights to produce the Seven to Caterham, which has continued to produce the car since then. By the mid-1970s, Lotus sought to move upmarket with the launch of the Elite and Eclat models, four seaters aimed at prosperous buyers, with features such as optional air conditioning and optional automatic transmissions. The mid engined line continued with the Lotus Esprit, which was to prove one of the company's longest lived and most iconic models.
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At introduction, the larger Rosalies replaced the Citroëns C4 and C6, themselves launched respectively in 1928 and 1929. They also represented a move upmarket for the entire business, since during the early 1930s Citroën appeared for a time to lose interest in the smaller cars which had filled their dealerships during the impoverished 1920s. The Rosalies, especially the larger 15CV versions, were offered with range of different body types: this was normal practice at the time. Though not radical in terms of subsequent Citroën launches, the look of the Rosalies was significantly more modern than that of the earlier C4 and C6 models.
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The impossibility of selling "simple" calculators profitably led Sinclair to introduce models such as the Cambridge Scientific, introduced in August 1975 at a price of . The Sovereign, released in 1976, represented an attempt to move upmarket in an increasingly saturated market. In December 1976, the chrome plated version of the Sovereign cost and the gold-plated version , including VAT, but profit margins on the Sovereign were so small that Sinclair ended up selling the Sovereign at a loss, and it was not a commercial success. The Sovereign was made in England, like every other Sinclair calculator except the President.
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In reality, VW took over NSU, and during 1969 NSU was integrated with Auto Union, which Volkswagen had acquired from Daimler Benz in 1964 -- in turn creating the basis of modern-day Audi. VW needed a new family sedan to replace the Type 4 (Volkswagen 411 / 412), which itself had been intended as a move upmarket from Type 1-based cars. Considering the K70, with its front wheel drive and modern styling, could transform its image, VW scrapped publicity material showing the K70 badged as an NSU, and just over a year later the sedan went into production at Volkswagen's new Salzgitter plant, rather than at NSU's Neckarsulm plant.
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At the 2009 Geneva Motor Show he was approached by Malaysian car maker Proton – owner of British manufacturer Lotus, which had been operating at a loss for 15 years. He became CEO of Group Lotus in October that year and launched a five-year plan intended to target emerging markets like China. At the 2010 Paris Motor Show, Lotus unveiled five new cars in a bid to move away from its low-margin model and move upmarket to rival Ferrari, Aston Martin and Porsche. Later that year Lotus returned to Formula One with the relaunch of the Renault F1 Team as Lotus Renault GP. In 2011 Lotus opened its first showroom in Beijing, offering four coupes.
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Among the more significant of these was the introduction in 1955 of the 886 cc-engined GP 900 E model: with a 38% increase in claimed power output, the new model offered a useful performance advantage over the modestly powered GP700 which nevertheless continued in production. The body and equipment levels also changed progressively during the car's model life. In 1952, the car acquired a heater and the size of the back window was increased. The Goliath 1100 – introduced in 1957 – is a substantially restyled continuation of the GP700 model, but it also represents a significant move upmarket with a larger four- stroke four-cylinder engine, anticipating by nearly a decade the switch away from two-stroke power plants by other members of the two-stroke club.
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In the mid-1950s, Ford executives were convinced by Ernest Breech that, in order to compete with General Motors, the automaker had to meet each sales segment with a unique product. The plan affected Mercury by calling for the marque's first completely new platform and body design since World War II in order to differentiate it from Fords, beginning with the 1957 model year. Historically, Mercury was usually considered a "lower-medium-priced" car, most often compared to Pontiac and Dodge. Under Breech's plan Mercury would move upmarket and compete more directly with Buick, Oldsmobile, Chrysler and DeSoto and the Edsel would take over Mercury's previous role as the lower-medium-priced car and compete more directly with Pontiac and Dodge. While Breech’s plan could have succeeded in the early 1950s, by the late 1950s the bottom was beginning to drop out of the middle price car market; the 1958 recession effectively rendered Breech’s plan obsolete. Sales of Ford’s Edsel marque were a complete disaster.
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