Archive for the ‘Car Safety’ Category
We all love classic and vintage cars. That said, many of them are a little lacking when it comes to basic car safety features. Even seat belts. (Yep, once upon a time, seat belts were strangely missing in most all modes of transport.) So, as you ponder your next purchase—vintage or not—we’ve compiled a list of safety features that you should keep in mind.
Car air bags
Front car air bags have been standard since 1998 and most cars had them before that year. Sensors connected to an onboard computer detect a frontal collision and trigger the bags. Adaptive, or dual-stage, front car air bags started appearing in 2003 and were standard across the board by the 2007 model year. Side air bags (side curtains) are usually available on more luxurious models.
Anti-lock brake systems
Anti-lock brake systems pulse the brakes on and off when the brake pedal is hit hard. This system lets the driver retain steering control while braking.
Safety belt features
Seat belts are the most important safety feature. Adjustable upper anchors and seatbelt pretensioners make safety belt features work even better.
Traction control systems
Traction control systems limit tire spin when starting off in wet or icy conditions. Most traction control systems use the car’s anti-lock brake systems. Some traction control systems work only at low speeds while others work all the time.
Electronic stability control
Taking the traction control a step further, electronic stability control allows the car to avoid sliding or skidding during a turn by using series of computer sensors to detect wheel speed, steering angle, sideways motion and yaw (spin) by limiting engine power to one of more wheels, to pull the car back on course. Electronic stability control became standard equipment on all cars starting in 2012.
Lane departure warning system
The lane departure warning system reminds the driver if his car drives from its lane without using the turn signals. High tech versions of this system can even intervene by using the car’s electronic stability control to prevent you from sideswiping another car.
Adaptive cruise control
The adaptive cruise control system maintains a constant distance between your car and the car in front. Lasers or radar are used to do this.
Car blind-spot warning
The car blind-spot warning system uses radar or cameras to warn that another car is in the lane beside your car, usually hidden by your car’s blind spot.
Mostly used as a parking aid, backup cameras can help you spot a child or a pedestrian hidden in the blind spot right behind your car.
Upcoming car safety features
Besides these systems, certain car companies such as Mercedes-Benz, Audi, BMW and Cadillac are working on car safety systems that will enable you to drive your car both in semi-autonomous and fully automated modes. Obviously, a lot of work is still needed.
Mercedes is also testing for unintentional airbag deployments when driving over curbs, and detection of high-speed merging traffic or sudden braking.
Another key advance is the 2013 BMW i3, which will be equipped with a new traffic jam assistant system that will steer, accelerate and brake the city car up to 25 mph in congestion.
Editor’s note: As you gear up for your new ride, shop Advance Auto Parts for the best in roadside safety accessories?and more.
People charge the batteries of their mobile phones and MP3 players at home and then use the gadgets throughout the day. How well, then, would the same concept apply to cars? Sophisticated firms are working to find out.
In Korea, Hyundai Mobis is spearheading the push to develop such cars, dubbed plug-in hybrid vehicles, together with its sister corporations at Hyundai Motor and Kia Motors.
“By 2012, we plan to invest a total of 100 billion won in developing components for hybrid vehicles. We are also striving to increase the number of related research staff members from the current 60 to 200,â€™â€™ Hyundai Mobis Senior Executive Vice President Kim Soon-hwa said.
“In order to meet the rising demand for hybrid vehicle parts, weâ€™re mulling the possibility of building facilities specifically dedicated to this endeavor.â€™â€™ Indeed, the annual production of hybrid cars is expected to jump from the current 500,000 to 14 million by 2020.
Hyundai Mobis has a two-phase scheme to prepare for the full-fledged advent of the hybrid era, which is burgeoning both at home and abroad, spurred by global automakers.
The first step is to come up with components, which are provided to first-generation hybrid models such as Avante of Hyundai Motor and Forte of Kia Motors, which basically rely on fossil fuels rather than electricity.
The second phase is to upgrade all the associated components so that they can be used for plug-in electric vehicles, which will dramatically crank up their dependence on electricity to reduce carbon emissions.
They are expected to commercially debut in just a couple of years â€• Hyundai Motor looks to take the wraps off its plug-in vehicles later this year.
“The two main components of presently-available hybrid vehicles are electric motors and integrated package modules, areas in which we have technological competitiveness,â€™â€™ Kim said.
“Both are also used in plug-in models, which will come to town in the not-so-distant future. By sharpening our technological edge in these areas, we plan to churn out parts suitable for plug-in vehicles by 2013.â€™â€™
The integrated package module is located in the trunk, under the floor, in a hybrid car. It accommodates rechargeable fuel cells made of lithium ion polymer batteries and an inverter and converter.
Whether they are current models or plug-ins, hybrid cars have many advantages and prominent among these is that they are cleaner than conventional vehicles powered by fossil fuels.
Greenhouse gases and the resultant global warming have prompted a flurry of governments and automakers turn their attention to eco-friendly cars such as the hybrid models.
As far as eco-friendliness is concerned, there is a much better option available â€• fuel cell electric vehicles that employ hydrogen as its onboard fuel without banking on petroleum or gasoline.
“Our technologies for electric motors and integrated package modules can also be used for hydrogen cars. We are ready to engage in the up-and-coming hydrogen economy,â€™â€™ said Kim, who is in charge of the firmâ€™s module business division.
Hyundai Motor has already showcased a few hydrogen car prototypes during the past few years. The firm is ready to commercially market them when the demand for such cars sprouts up.
Hydrogen cars are equipped with a fuel cell, the electrochemical energy conversion device that produces electricity. Water is the only emission from the exhaust pipe of a hydrogen-powered car.
Competition ahead of the prospective swelling of the hydrogen economy is taking place across the board, and Hyundai Mobis is jockeying to remain ahead of the pack under its alliance with its sister firms at Hyundai Motor and Kia Motors.
On the back of such maneuvering, Hyundai Mobis seeks to double its sales from the current 15 trillion won ($12.5 billion) to 30 trillion won over the second decade of the new millennium.
The Seoul-headquartered company is well aware that the outfit has no choice but to substantially crank up investment in research to attain the grandiose scheme during the next 10 years.
“In order to be better prepared for the exploding market of highly advanced and eco-friendly cars, we are set to generate a blueprint involving as much as 550 technologies including those for plug-in hybrids and fuel cell electric cars, to name a few,â€™â€™ Hyundai Mobis spokesman Park Se-hwan said.
“To achieve this, we aim to jack up our investment in research and development from 35 billion won to 65 billion won by 2015. We also plan to separate the centralized research center into three entities.â€™â€™
The countryâ€™s largest auto parts manufacturer predicts that the doubled sales would be enough to help the firm to join the ranks of the worldâ€™s top five players.
“Recently, U.S. magazine Automotive News ranked Hyundai Mobis 12th among global components producers in terms of 2009 turnover,â€™â€™ Park said. “In my view, this bodes well for reaching our 2020 target of becoming one of the top five global auto parts makers.â€™â€™
Another focus of Hyundai Mobis, which was set up 33 years ago as Hyundai Precision Industry, is the development of high-tech components as the proportion of advanced electronic components continues to rise.
Included in such cutting-edge technologies of the corporation are motor driven power steering, smart cruise control, lane-keeping assist systems and tire-pressure monitoring systems.
These technologies help motorists remain alert and ensure safety even when drivers make minor mistakes.
“All the-top-end systems are already featured in upscale vehicles based on foreign platforms. Since most of them are expected to become the norm for all the cars down the road, we are working on developing indigenous models,â€™â€™ Park said.
“To climb the ladder in the saturated auto parts industry, we are required to have a firm grip on the fast-changing trends and be fully prepared. Under such a mindset, weâ€™re going all-out to nudge past our rivals in the potential-loaded eco-friendly electronic parts sector.â€™â€™
Hyundai Mobis currently supplies after-service parts for a total of 166 models of Hyundai Motor and Kia Motors worldwide. It has 18 supply hubs to offer its products to over 10,000 dealerships in 201 countries.
Included on its customersâ€™ list are such global behemoths as BMW and Daimler on top of Hyundai and Kia. Recently, it provides chassis modules, the semi-assembled main frame of cars that are cranked out at its Michigan factories, to Chrysler.
Has over the iPhone can support multiple software to start the car, and now more compatible car brand has launched iPhone activation process of the software interface, as long as the phone into the car, open the software can start the car, and so car keys and one-button start function afraid to say goodbye.
As early as 2007, the Land Rover LRX concept car designed specifically to connect iPhone to the slot, when its connection with the car, there is a dedicated automotive electronics software used to start the car.Â
Now more compatible software in this appears to open the program interface is displayed after the first set a good variety of vehicles, if a family has more than two cars and a separate memory, start the software can be used. And the iPhone and the car connection, the software is also compatible with central locking, alarm, remote trunk and so on. Of course, need to pay to use the software.
Â American called Dave and a more old mobile phone linked to the vehicle vibration chips, invented a similar function. Perhaps the near future, the mobile phone will replace the car keys, vehicle accessories and more remote, so driving more convenient.
Akio Toyoda, president of Toyota Motor Corp., standing, speaks at headquarters last month. Mr. Toyoda, a member of the Toyota founding family, is at odds with nonfamily managers over the company’s direction.
TOYOTA CITY, Japanâ€”Toyota Motor Corp.’s quality crisis is exposingâ€”and exacerbatingâ€”a long-simmering internal feud. The battle pits the founding Toyoda family against a group of professional managers, each blaming the other for the auto maker’s woes.
Behind the scenes in recent weeks, the skirmishing has grown intense. President Akio Toyoda, the 53-year-old grandson of the founder, has tried to push out one of the nonfamily executives: his predecessor as president, Katsuaki Watanabe, now vice chairman.
Not long after the company made one of its massive safety recalls in mid-January, Mr. Toyoda suggested to Mr. Watanabe, through an intermediary, that the former president leave the auto giant and instead run a Toyota affiliate, according to an executive who says he was told about the move by Mr. Toyoda.
Mr. Watanabe refused.
The standoff, which hasn’t been reported before, is a dramatic example of how the old split between the two camps is bubbling to the surface amid Toyota’s crisis. The feud is a distraction for a divided leadership as officials struggle to regain their footing after three months of attacks unprecedented in the company’s 75-year history.
Mr. Toyoda and his allies have been saying openly that when he took the top job last year after a 15-year hiatus for the Toyoda clan, he inherited a company weakened by nonfamily predecessors who sacrificed quality for faster growth and fatter margins.
The problems arose when “some people just got too big-headed and focused too excessively on profit,” Mr. Toyoda said at a Beijing news conference in March. He acknowledged the “ultimate responsibility for mistakes… lies in me.”
A week earlier, Jim Pressâ€”once the top Toyota executive in the U.S. before he jumped to a rival auto makerâ€”issued a statement declaring: “The root cause of their problems is that the company was hijacked, some years ago, by anti-family, financially oriented pirates.”
Those executives “didn’t have the character to maintain a customer-first focus. Akio does,” said Mr. Press, who had a run-in with nonfamily Japanese bosses several years ago.
A Toyota spokeswoman declined to comment on the infighting, saying: “We do not discuss executive changes unless they are formally decided.” She declined to comment on the statements by Messrs. Toyoda and Press, or to make Mr. Watanabe available for comment.
Privately, the nonfamily managers have been waging their own campaign within the Toyota group. They say Mr. Toyoda never publicly opposed their profit-growth strategy when the company was widely praised for making big money and surpassing General Motors Corp. to become the world’s No. 1 auto maker. They say Toyota’s current troubles are less a quality crisis and more a management and public-relations crisis of Mr. Toyoda’s making, reflecting their longstanding warnings that he wasn’t ready to run a global corporation.
“Is Akio ducking criticism of being a beneficiary of nepotism by accusing us and trying to justify his ascendancy to the top job?” one of Mr. Watanabe’s top aides said. “One of our biggest social responsibilities is to generate profits and pay taxes. To criticize the company’s effort to maximize profits and thus taxes is just complete nonsense.”
Hiroshi Okuda, a nonfamily president who ran the company from 1995 through 1999, has told at least two associates since the recalls of cars involved in sudden acceleration incidents earlier this year: “Akio needs to go.” The 77-year-old remains a key company adviser even though he gave up his board seat last year.
Toyota declined to make Mr. Okuda available for comment. The Toyota spokeswoman declined to comment.
Takahiro Fujimoto, a professor of economics at Tokyo University who has studied Toyota extensively, says airing problems openly is very much part of Toyota’s corporate culture focused on kaizen, or continuous improvement. “But it’s highly unusual for anybody inside Toyota to publicly criticize certain individuals by name,” or to criticize in a way that it’s easy for anybody to identify the targets.
The feud dates to the mid-1990s, when the family relinquished control of the chief executive’s office for the first time since Eiji Toyoda, the cousin of the founder, became president in 1967. Non-Toyodas also ran the company from 1950-67.
By the time Akio’s uncle, Tatsuro, stepped down as president in 1995, after a stroke, the company was losing market share and risked posting its first loss since 1950. It was vulnerable to a weak Japanese economy, trade friction with the U.S., and a strong Japanese currency that crimped exports.
A series of non-Toyodas took the helm, beginning with Mr. Okuda in 1995 and ending with Mr. Watanabe in 2009. During their terms, the company revived financially and emerged as one of the most admired and studied companies in the world.
The gist of the Okuda-Watanabe strategy was to take Toyota’s globalization efforts, launched under the previous generation of family management, to new levels. Even though the company had begun to build factories in the U.S. and other markets in the 1980s, it still was seen as largely insular and Japan-focused.
In 1996, Mr. Okuda and aides unveiled a new strategy dubbed the “2005 Vision.” They aimed to retool the auto maker over the coming decade, growing rapidly while relying less on exports and more on factories producing locally in target markets, from Argentina to Thailand to the U.S. Mr. Watanabe was one of the authors of the plan.
To realize this 10-year vision, the executives devised interim “global master plans” to assign resources efficiently to different divisions, along with “global profit management” plans that required sales executives around the world to attain certain profitability goals.
The 2005 Vision also pushed Toyota to implement kakushin, or revolutionary innovations, in vehicle design and manufacturing. That included efficiency drives to reduce costs, not only through conventional means, such as simplifying designs and using cheaper materials, but also by changing the way cars are engineered. For example, engineers were pushed to combine functions into fewer parts and systems. Their aim: cut the number of components in a car by half.
In 2002, the plan morphed into the “2010 Vision,” aiming for 15% global market share by the early 2010s, an ambitious jump from the 10% mark Toyota had at the time. Toyota has yet to achieve this goal. Its consolidated group market share rose to as high as about 13% in 2008, according to CSM Worldwide, a consulting firm that tracks auto makers.
The effects of those measures were phenomenal. Starting around 2000, the company’s global sales began growing by up to 600,000 vehicles a year, more than the annual overall volume achieved by Volvo.
During this 15-year non-family reign, Toyota achieved other milestones: operating profit margins zoomed to an industry-leading high of 8.6%. In 2008, Toyota displaced GM as the world’s biggest auto maker by unit sales.
As part of his strategy, Mr. Okuda sought to diminish the family’s role. According to executives close to him, Mr. Okuda said founding-family dominance was an outdated conceptâ€”especially when the family controlled less than 2% of the stock in the publicly traded company.
At the peak of his power, Mr. Okuda publicly was frank about that belief. “The Toyoda family will eventually become a ’shrine’ to the company’s foundation, to which we will pay respect once a year,” he told The Wall Street Journal in a 2000 interview.
Asked then about future prospects for Mr. Toyoda, then a 43-year-old general manager, Mr. Okuda said: “Nepotism just doesn’t belong in our future.” He elaborated: “Akio-class talents are rolling around all over Toyota, like so many potatoes.”
At the time, Mr. Toyoda seemed to have been sidelined. When he was assigned to lead Toyota’s Chinese operations in 2001, China was still a backwater in Toyota’s global strategy. Mr. Okuda, by then Toyota chairman, likened the job to “mopping the floors”â€”a safe place for grooming a scion with more ambition than experience, according to a separate Journal interview in 2003.
But Mr. Toyoda fixed the troubled Chinese subsidiary and put it on a path for growth. He was then promoted in 2005 to the position of executive vice president, where he had broad responsibilities, including quality, product management, purchasing and global sales.
Even as he climbed the ladder, Mr. Toyoda said little in top management meetings, according to some nonfamily executives. As Toyota made progress, the non-family executives began dismissing Mr. Toyoda and treated him as a not-so-bright spoiled rich kid, say several non-family managers.
Executives close to Mr. Toyoda dispute the notion that he was overpowered by top management. While the company’s financial reports were improving, a number of vehicle recalls signalled that its famed quality was slipping, and Mr. Toyoda began to sound the warning bell. On Dec. 2, 2005, the end of the year when Mr. Okuda’s 10-year vision was coming to fruition, Mr. Toyoda gave an unpublicized, internal speech questioning the new direction.
Talking to engineers and mid-level executives, Mr. Toyoda said the rapid expansion exceeded the company’s ability to assure the quality and reliability of each model. He called on the engineers, seated inside an auditorium at Toyota’s global headquarters, to shift their mindset and attain the “resolve to make a big turn from emphasizing volume to quality,” according to a summary of the speech reviewed by the Journal.
Top executives at the time say Mr. Toyoda never took such complaints directly to them.
In 2008, the question of family vs. nonfamily management came to a head as Mr. Watanabe was preparing to retire as chief executive. Mr. Okuda, then a board member, angled for a close aide, another nonfamily executive, to take the job. Shoichiro Toyoda, a former president who remained an influential adviser, weighed in for Akio, his son, according to senior Toyota executives.
In January 2009, the company announced Akio Toyoda would replace Mr. Watanabe as president in June. Taking charge at 53 years old, Mr. Toyoda became Toyota’s youngest chief executive since his grandfather became president in 1941 at age 47.
The younger Mr. Toyoda declared as one of his first priorities undoing many of his predecessor’s policies. He began by signaling to underlings that he didn’t share Mr. Watanabe’s informal goal of hitting two trillion yen or more in annual operating income. He immediately killed the “global profit management” plan, associates say.
The reality of Toyota’s quality problemsâ€”the main battleground inside the company todayâ€”is a bit ambiguous.
Two separate surveys conducted by J.D. Power & Associates show the Toyota brand quality has actually improved over the past decade, measured by a decline in the rate of owner complaints. This occurred even as the number of vehicles the company recalled around the world skyrocketed in that time.
The surveys also show that Toyota rivals improved faster. In 2000, Toyota’s luxury brand Lexus placed first in quality rankings for used-car owners, while the Toyota brand ranked fourth. By 2009, Lexus fell from the top spot, ranking behind Buick and Jaguar, while the Toyota brand again placed fourth. In quality rankings for new-car owners, the Toyota brand in 2000 tied with BMW for fourth. In 2009, Toyota ranked sixth.
Mr. Toyoda’s supporters blame the slippage in relative quality rankingsâ€”as well as the sharp rise in recallsâ€”on the company’s previous non-family managers. It takes two to three years to develop a new car, so the models experiencing problems were developed before Akio Toyoda took the helm last June.
The nonfamily executives acknowledge they made some mistakes. One says a large number of inexperienced contract engineers hired from outside agenciesâ€”an effort to save money as they tried to boost engineering capacityâ€”led to at least some of the increase in quality glitches.
But the non-family managers blame Mr. Toyoda’s management styleâ€”both external and internalâ€”as much as anything for letting the defects turn from a fixable problem into a full crisis.
Mr. Toyoda’s in-house detractors say the president has created an informal team of loyalists, making it tough for managers trying to communicate through the formal channels. One nonfamily manager says the current executive structure operates like a “shadow management team,” doubling up information and management.
In terms of handling the American public, politicians and press, they say Mr. Toyoda was slow to address publicly the controversy. And when he did finally speak out, they say, his statements were widely criticized as vague and halting.
Mr. Toyoda’s supporters say, on the contrary, he’s been clear and direct about the direction he wants to follow. At a press conference last month, Mr. Toyoda said the previous expansion push may have caused it to scrimp on quality, compromising its just-in-time production system, for example. “I would like to make sure we re-embrace those basics and rebuild the foundation of Toyota and its production system,” he said.
F1 is the ultimate driving experience. So, imagine the thrill of being able to drive a genuine ex-Grand Prix car on a real racetrack! Take a corner imagining you are being pursued by Button, or speed down the straights with Schumacher in your sights! This unique experience will give you an insight into the world of Formula 1 and the exhilaration and skill of being an F1 driver!
.Overnight stay in a contemporary hotel for you and a guest, including champagne reception and 4 course
.dinner and breakfast
.Transfers to and from the hotel and racetrack
.Welcome coffee and biscuits at the racetrack
.Familiarisation laps in a Performance Training Car
.5 driving laps (7 miles) in a GT Car (Ferrari 360 or similar)
.7 driving laps (9.8 miles) in a Caterham Super 7
.10 driving laps (14 miles) in a Van Dieman Single Seater
.8 driving laps (11.2 mles) in a Formula One Car
.A chance to purchase optional laps in a Formula One car
.High Speed passenger ride in a sports car
.Hot lunch for you and your guest
.De-brief and presentation of commemorative photograph, F1 Experience Certificate and gift pack
.This experience is run over 2 days
.Experience gift pack including smart wallet and personalised voucher
.PA cover to a value of Â£50,000 plus cancellation indemnity
What happens on the day
On your first day you will book into your hotel and you and your guest will have a opportunity to utilise hotel leisure & spa facilities. In the evening you will receive a welcome and a familiarisation briefing, giving you details of the following dayâ€™s activities from members of the F1 Team at the hotel. Youâ€™ll then settle down to a 4 course dinner for yourself and your guest.
In the morning, after breakfast, you and your guest and the other participants will be transferred to the racetrack. On arrival at the centre youâ€™ll normally be asked to sign an indemnity form followed by a short briefing on the circuit, safety procedures and driving techniques. Then your driving begins! Youâ€™ll have some familiarisation laps in a Performance Training Car first, before driving 5 laps in a in a GT Car (Ferrari 360 or similar) to get used to driving on the track. Youâ€™ll then complete 7 laps in a Caterham Super 7 and 10 laps in a Van Dieman Single seater before getting behind the wheel of your F1 racing car! Your 8 laps of the circuit in the F1 car will be followed by a wind down as you are flung around the track during a high speed passenger ride â€“ just to show you how itâ€™s really done! After all that driving, youâ€™ll be hungry, so you and your guest will have a hot lunch before going for your de-brief and presentation. Finally, youâ€™ll be transferred back to the hotel, where you can sit and reflect on your dayâ€™s activities!
Need to know
Minimum age 21
Minimum height: 5â€™02â€ (155 cms)
Maximum height: 6â€™04â€ (190 cms)
Maximum weight: 18 Stone (108 kgs)
Maximum girth around chest and upper arms 58â€. For further information, please contact us.
Availability: April to September
Fitness/Health: you should be in reasonable health and able to climb in and out of the car.
You must hold a full, valid, UK or European driving licence (with no more than 6 points) to be produced on the day (no photocopies accepted).
Experience content, equipment used and restrictions may vary according to venue.
How it works
All you have to do is pay for the experience you wish to purchase and weâ€™ll send a gift pack to you or directly to the recipient. A voucher and booking information will be included in the pack so you just need to check the info and book your experience.
Tire Pressure Monitoring System (TPMS) is generally an electronic system designed to monitor the air pressure inside all the pneumatic tires on automobiles.
Systems can monitor pressure, temperature, more
Keeping tires properly inflated is critical to vehiclesafety and vital to ensuring optimal tire wear. Additional benefits frommaintaining proper air pressure in tires are increased fuel mileage, Read the rest of this entry »
Seat Belt Type: 2-point seat belt, 3-point seat belt, 4-point seat belt
2-point seat belt–A restraint system with two attachment points. A lap belt.
3-point seat belt—Point Seat Belt: A seat belt with both a lap and a shoulder portion, having three attachment points (one shoulder, two hips).
Volvo had the first safety belts in 1849. The first U.S. patent for automobile seat beats was issued to Edward J. Claghorn of New York, New York on February 10, 1885. Claghorn was granted United States Patent #312,085 for a Safety-Belt for tourists, described in the patent as “designed to be applied to the person, and provided with hooks and other attachments for securing the person to a fixed object.” Read the rest of this entry »
Central Locking Systems also called as CLS in short is a security device for all automotives. There are two types of central locking systems and they are semi Automatic and Manual. The global market for central locking system marked CAGR of 9.5% in the year 2005-2007 which is forecasted to reach 11% by 2010.China, Hong Kong, India, United States are leading manufacturers of central locking systems. In recent days it is possible to fit remote control devices to any vehicle. This helps the users to lock or unlock doors at the push of a button. Nowadays many modern vehicles use cable central locking systems which ensure smoother and secured operation.
Accidents can happen at any moment. Some basic emergency items on hand in the car can be a lifesaver. You can stop minor inconviences ruining your day or be of assistance when someone close to you needs you most.
When considering the things necessary to feel truly safe while traveling in their car, most people do their best to make sure that they have the basics. A spare tire, an auto jack and perhaps a flashlight often come to mind. While this is a good start, most people do not consider what it would actually be like to be stuck in different scenarios- like on a dark road late at night, or possibly after an accident with no fast way to get help.The days of depending on roadside emergency call boxes or pay phones are generally not even something you need to think about anymore. Cell phones offer an unprecedented way of being Read the rest of this entry »
In this day and age it doesn’t matter if you live in the heart of the city or down on the farm; a quality car alarm can serve and protect you and your car, when you’re away from it. Don’t let petty thieves take your belongings, your rims, award winning stereo or worst case scenario, your entire car! New car alarm systems can save you big money in the log run!
You can’t be in or around your car all the time. Our car alarms system allows you to Read the rest of this entry »