of a management perquisite. In particular, taxation charges to the individ-
ual have made company cars less attractive. Also, many companies are now
responding to pressure from within and allowing managers to choose their
own cars, as opposed to being issued with a standard vehicle.
Both of these trends have been advantageous to Rover which was,
98 Relationship Marketing
Table 2.4.1 New motor vehicle sales (1990)Month Volume %January 206 393 10.27
February 167 420 8.33
March 208 733 10.39
April 166 913 8.31
May 173 896 8.66
June 142 697 7.10
July 45 707 2.28
August 432 867 21.55
September 153 595 7.65
October 130 377 6.48
November 117 499 5.85
December 62 837 3.13
Total 2 008 934 100.00Table 2.4.2 UK sales by manufacturer1991 1990 1989 1988 1987Ford 385 944 507 260 608 617 583 790 580 119
GM 248 704 323 054 349 901 303 565 270 778
ROVER 229 291 281 385 312 306 332 607 301 811
Peugeot 115 557 123 671 138 958 126 825 101 264
Nissan 64 213 106 783 138 437 134 724 114 243
VW 74 263 95 018 108 778 102 210 91 294
Renault 63 547 67 578 88 111 85 592 78 694
Volvo 46 765 66 017 81 706 80 427 70 880
Citroën 53 424 60 899 66 409 66 930 46 014
Fiat 34 661 54 945 70 173 75 113 68 576
BMW 38 707 43 004 48 910 42 761 37 525
Toyota 41 239 42 662 42 408 39 853 38 269
Honda 28 248 31 750 27 016 26 714 24 743
Mercedes 20 672 26 559 28 335 23 896 21 752
Others 147 091 178 349 190 879 190 567 167 731
Total 1 592 326 2 008 934 2 300 944 2 215 574 2 013 693Source: SMMT