The green bars is the part of the demographics that would by this vehicle. It is the graph button next to the header where you set the price.Īs you can see, the amount of people making less than per capita is greater than the amount of people who make more than per capita. You can find them in the Branch Distribution window where you set the price of the vehicle. Originally posted by deklerk.louis:OK, so I should tilt the target demographic (for most models) from upper middle to low, lower middle and middle? I guess I haven't really run the numbers on "Do I produce fewer cars, for a bigger margin per sale, or produce maximum cars, for a smaller margin".Ĭheck the wealth distribution charts. Hence the "Importance Stars" when you use the Advanced Car Designer. Sure, they factor it in, but not as much as fuel consumption. I don't know too many folks who worry about horse power when they go to buy an economy car. Performance matters mostly for performance oriented vehicle types. An idle factory is wasted money.įinal note, 1949 is an economic recession due to a pull back in government spending (if I am not mistaken). They ran near a dozen marques, all catering to specific niches and demographics.Īlso, in theory, you want your factories to always be at max production. Take for instance GM, who maintained the largest car manufacturer in the world for many decades. The largest companies in the automotive industry generally cater to all demographics, but their primary marque is always targets the lower and middle class. But I will point out that historically, nearly every company that has catered to wealthy demographics alone has either gone bankrupt or has become a marque for another company. I'll let others give more in-depth advice for what they found to work. Am I missing something? Should I just be (more) willing to build expensive engines, in order to up their performance? Time is on my side, and the cash reserves mean we have time.īut even though engine research is ample, I never really have models that are rated highly in power/performance. I am reluctant to close branches and factories, as I always feel like it is a matter of time before they will be profitable. Should I focus on developing better models, for wealthier demographics, and bigger margins, or should I just simply increase prices, and if there are idle factories, close them down. I think the losses are due to money-losing branches, and my prices for most vehicles being too low. Now, if the losses were equal to R&D it would be fine, but it just slightly more. I make $20m in revenue a month, but expenses are closer to $25m. I am now post-WWII, and financial investments have paid off big time, I have vast cash reserves but I struggle to make any operating income. Then the factories were largely used for munitions during WWII (located in NA, with a factory opening in Spain and Mexico, to fulfill other orders). ![]() My company got a number of military contracts, due to having made a popular truck design around 1926, so it was fairly cheap to build through the 30s (with some upgrades over the years, naturally). This allowed for some timely investments to be made a few years into the Great Depression. ![]() Having an inkling that the good times of the 1920s would not last forever, my company held off investing in factories and new branches, and instead built up a financial safety net, of around $60 or $70m by 1929.
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