Reputation of the company in the market and how it stands with other makes.then fuel economy measured by the vehicle's specific fuel consumption as this will determine its running cost. There are of course many other features like appearance, noise level, emissions level,availability of spare parts..etc.

I think it depends strongly in the culture of each country. In my place (Argentina), german cars have the bigger qualification for many people. German car is synonymous of little maintenance, security, and so on.

In particularly for me, another important things are the consume level, the size of the car (I move all the time in the city, and little cars are very good for me), the structural security level.

Another very, very important thing is the after sales service.

Dear Gholampour

I agree with my dear colleagues Abdulla and Krahmer totally. However, as they said there many other factors which are new variables in the cars market. As an example China invaded the market with cheap and acceptable cars. The state of the global economic recession caused lower cars sales. The modern technologies in cars which caused a flying prices significantly and they are not paralleled with the consumer's ability.

Regards

I think the most important thing is the cost versus efficiency.

Dear sir  my friend s  i think the most important factor in car sales is car price and cost of  its maintenance and spare parts available  .

Dear All

One day a journalist asked Henry Ford the owner of Ford automobiles company: Which car is the best one in the world? He answered: The newest car is the best car. I think he meant the new car has less maintenance.

Regards 

This can be divided into two parts: the performance of the salesmen; the performance of the commercial vehicles, coupled with the corporate/marketing strategy, namely: 

Remember: people buy expectation of benefits provided by vendors, not things (Levitt, 1983). The following sources may be helpful to your topic: 

• Bennett, R. (1999) Corporate Strategy, 2nd Edn, Financial Times Professional Limited, Glasgow.
• Campbell, A., J. (2003) Creating customer knowledge competence: Managing customer relationship management programs strategically, Industrial Marketing Management, 32, 5, pp. 375-383.
• Capon, N. (2001) Key Account Management and Planning, The Free Press, New York.
• Kressler, H. W. (2003) Motivate and Reward: Performance Appraisal and Incentive Systems for Business Success, Palgrave Macmillan, New York.
• Levitt, T. (1983) After the Sale Is Over, Harvard Business Review, 61, 5, pp. 87-93.
• McBane, D. A. (1995) Empathy and the salesperson: A multidimensional perspective, Psychology and Marketing, 12, 4, pp. 349-371.
• Peck, H., Payne, A., Christopher, M. and Clark, M. (1999) Relationship Marketing : Strategy and Implementation, Butterworth-Heinemann, Oxford.
• Vargo, S. L. and Lusch, R. F. (2004) The Four Service Marketing Myths: Remnants of a Goods-Based, Manufacturing Model, Journal of Service Research, 6, 4, pp. 324-335.

Thanks to all researchers for answering