TOYS FOR BOYS

KILLER ROBOTZ

2012-01-14T16:13:00.000-08:00

ΓΗΙΝΗ ΘΕΑ

2011-11-14T04:04:00.000-08:00

Earth | Time Lapse View from Space, Fly Over | NASA, ISS from Michael König on Vimeo.

Time lapse sequences of photographs taken with a special low-light 4K-camera
by the crew of expedition 28 & 29 onboard the International Space Station from
August to October, 2011. All credit goes to them.

HD, refurbished, smoothed, retimed, denoised, deflickered, cut, etc.

Music: Jan Jelinek | Do Dekor, faitiche back2001
w+p by Jan Jelinek, published by Betke Edition
janjelinek.com | faitiche.de

Editing: Michael König | koenigm.com

Image Courtesy of the Image Science & Analysis Laboratory,
NASA Johnson Space Center, The Gateway to Astronaut Photography of Earth
eol.jsc.nasa.gov

Shooting locations in order of appearance:

1. Aurora Borealis Pass over the United States at Night
2. Aurora Borealis and eastern United States at Night
3. Aurora Australis from Madagascar to southwest of Australia
4. Aurora Australis south of Australia
5. Northwest coast of United States to Central South America at Night
6. Aurora Australis from the Southern to the Northern Pacific Ocean
7. Halfway around the World
8. Night Pass over Central Africa and the Middle East
9. Evening Pass over the Sahara Desert and the Middle East
10. Pass over Canada and Central United States at Night
11. Pass over Southern California to Hudson Bay
12. Islands in the Philippine Sea at Night
13. Pass over Eastern Asia to Philippine Sea and Guam
14. Views of the Mideast at Night
15. Night Pass over Mediterranean Sea
16. Aurora Borealis and the United States at Night
17. Aurora Australis over Indian Ocean
18. Eastern Europe to Southeastern Asia at Night

MUSIC @ BLACKBERRY

2011-11-03T07:09:00.000-07:00

RIM launches cloud-based BBM Music on BlackBerry App World

link/σύνδεσμος

Research In Motion (NASDAQ:RIMM) formally launched its cloud-based BBM Music service, enabling the manufacturer's 45 million BlackBerry Messenger instant messaging users to build evolving, community-based music libraries shared among their friends.

BBM Music allows users to share songs with BBM contacts.

RIM kicked off closed BBM Music beta trials in late August. The service touts social and viral discovery tools alongside millions of songs from major labels Universal Music Group, Sony Music Entertainment, Warner Music Group and EMI Music, as well as indie distributors like The Orchard and IODA. Users build personal music profiles featuring 50 of their favorite songs, with the flexibility to swap out as many as 25 songs each month--as BlackBerry Messenger contacts join the user's BBM Music Community, music from each new profile becomes available to other community members, meaning a BlackBerry owner with 25 BBM Music friends could expand their library to 1,300 full-length songs.

BBM Music users may cache content for offline access, comment on songs and playlists, create multiple playlists and set all songs in the shared library to shuffle mode. BBM Music also supplies a visual timeline depicting recent updates within the community, complete with a chronological view of new user additions, song additions and subtractions, playlists and comments. RIM previously announced that cloud music service provider Omnifone handles all content management, music hosting and reporting functions as well as compensation reporting for copyright holders.

BBM Music is slated to go live later today via the BlackBerry App World storefront--for now, the service is limited to consumers in the U.S. and Canada, although RIM plans to roll out the application to additional international regions shortly. BBM Music is priced at $4.99 per month, with a 30-day try-before-you-buy offer--for a limited time, RIM is extending the free trial period to 60 days.

BBM Music brings RIM in line with archrivals Apple (NASDAQ:AAPL) and Google (NASDAQ:GOOG), which announced their own cloud music initiatives earlier this year. Its BlackBerry platform continues to fall out of consumer favor in the U.S., making up 19.7 percent of the country's smartphone market as of August (a 5.0 percentage point drop compared to May 2011) according to research firm comScore. Google's Android ended August with 43.7 percent market share, up 5.6 percentage points since May 2011, followed by Apple's iOS at 27.3 percent, up 0.7 percentage points.

For more:
- read this release

ΦΕΥΓΕΙ Ο ΣΤΗΒ ΤΖΟΜΠΣ...

2011-08-24T23:53:00.000-07:00

Steve Jobs Resigns as Chief Executive Officer of Apple

Steve Jobs is everything that Bill Gates pretends to be. I am sorry to see him pulling back from his duties at Apple for obvious health reasons.

He is a one of the great ones.

Steve Jobs resigns from Apple, Cook becomes CEO
By Poornima Gupta and Edwin Chan

SAN FRANCISCO (Reuters) - Silicon Valley legend Steve Jobs on Wednesday resigned as chief executive of Apple Inc in a stunning move that ended his 14-year reign at the technology giant he co-founded in a garage.

Apple shares were suspended from trade before the announcement. They had gained 0.7 percent to close at $376.18.

The pancreatic cancer survivor and industry icon, who has been on medical leave for an undisclosed condition since January 17, will be replaced by COO and longtime heir apparent Tim Cook.

"I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple's CEO, I would be the first to let you know. Unfortunately, that day has come," he said in a brief letter announcing his resignation.

The 55-year-old CEO had briefly emerged from his medical leave in March to unveil the latest version of the iPad and later to attend a dinner hosted by President Barack Obama for technology leaders in Silicon Valley.

Jobs' often-gaunt appearance has sparked questions about his health and his ability to continue at Apple.

"I will say to investors: don't panic and remain calm, it's the right thing to do. Steve will be chairman and Cook is CEO," said BGC Financial analyst Colin Gillis.

source / πηγή

περισσότερα εδω

AUDI R8

2011-07-07T16:02:00.000-07:00

Bonus RS5

THE CONCORDE LEGEND

2011-06-11T17:18:00.000-07:00

... found this music with the voice recording in the web. Don´t know who made this.
There exists no full video of this crash and the black box recording was never released.
So i made this video with the spoken text and music of the band and took original clips and clips from reports and brought it together to reconstruct the horrible moment.

In memory of Captain Christian Marty who was also one of the first man and the first Frenchman who crossed the Atlantic Ocean on the surfboard and in memory of the crew and all the other people who died. R.I.P.

The last photo shows the crashed concorde BTSC.

Here you can find the written text of the black box:
http://www.planecrashinfo.com/cvr000725.htm

and many mor information:
http://en.wikipedia.org/wiki/Air_France_Flight_4590

SOCIAL MEDIA BIZ

2011-06-06T06:19:00.000-07:00

If You Want to Make a Fortune in Social Media, You'd Better Move Fast

Putting the words "social network" in a business plan won't alter the basic laws of macroeconomics, and one of those laws is this: No matter how hot an industry may be at a given moment, only a handful of players from that industry will survive over the long term. We now know that the dot-com era was an historical anomaly in many ways, but it did adhere to this economic law.

Java Website Hosting
Shared & Private Tomcat Plans Avail Over 10yrs Of Java Web Hosting Exp!

LinkedIn has been a public company for roughly two weeks, but its brief history on Wall Street should give the people running other social media companies a lot to think about.

The biggest question to ponder is whether they should go public now -- or as soon as they can convince an investment bank to shepherd them through the process -- or wait until the business is a bit more mature and possibly able to command a higher price.
My advice to anyone running a social network that's not named "Facebook" or "Twitter" would be to go public as quickly as you can -- and cash out as much of your newly minted stock as you can -- before this social media bubble pops.
Groupon has already jumped in, and the water seems fine -- but for how long?

This is Not a Dot-Com Redo

Some very smart people are contending that the rise of social media companies doesn't constitute a bubble. Things are different, the argument goes, because social media companies -- unlike their dot-com predecessors -- have real business models and already are generating actual revenues.
LinkedIn, for example, generated roughly US$250 million in 2010 from three revenue sources: subscriptions to premium user accounts; employer job postings; and ads targeting its user base. After closing the books on 2010, LinkedIn reported $3.6 million in actual earnings.
That's not bad for a startup, but shouldn't a company that's supposed to be worth $8 billion -- which is where LinkedIn stands based on this week's stock price -- be earning a bit more than that?
There are indications that some social networks are doing better. Some analysts believe Facebook and Groupon are bringing in more than $2 billion a year each. There's no way of verifying those numbers, however, or determining how much profit either company is realizing.
The biggest names in social media -- Facebook, Groupon, Twitter, and even LinkedIn -- probably are earning a profit. They also have business models that could position them to do so for the foreseeable future.

You Can't Buck the Laws of Economics

That does differentiate them from most of the seemingly high-flying companies in the dot-com era, but it doesn't necessarily mean buying stock in a social media company will prove to be a better long-term investment.
That's because putting the words "social network" in a business plan won't alter the basic laws of macroeconomics. And one of those laws is this: No matter how hot an industry may be at a given moment, only a handful of players from that industry will survive over the long term.
We now know that the dot-com era was an historical anomaly in many ways, but it did adhere to this economic law. If we look at the pure dot-coms from that era, few are left standing, with Amazon (Nasdaq: AMZN) perhaps the most notable survivor.
There were other groups of companies racking up record sales during that boom, and their ranks thinned as well, even as the Internet itself has expanded over the years.
The providers of networking gear fit that category. Cisco (Nasdaq: CSCO) was the top name in networking during the dot-com heyday, and it's one of the few with a commanding market presence today.

Driving a New Economy

During the height of the dot-com boom, I was a working journalist covering the enterprise software space -- companies that developed and sold applications to help other companies run backend business functions such as moving inventory and managing production.
Customer relationship management applications were particularly hot, but what was really exciting was the prospect of moving enterprise applications to the Internet, with the expectation that every company would be operating like a dot-com.
I still recall an executive with a supply chain management vendor confidently predicting that his company's software would be the engine driving a new economy. He even drew a diagram to show how his software would take an order from a customer at a car dealership and push that information back through the supply chain to trigger the building of the exact car the customer wanted.

Betting on Facebook and Twitter

At that time, this company had roughly the same stock market valuation that LinkedIn boasts now -- but when the dot-com bubble burst, that company's fortunes started sinking as well. A couple of years ago, it was purchased by another supply chain management vendor for a small fraction of what is was worth in the dot-com era.
As for the rest of the enterprise software market, it's now dominated by a relatively small number of companies, such as Oracle (Nasdaq: ORCL) and SAP (NYSE: SAP).
If the laws of macroeconomics hold, which they usually do, we'll see the same thing happen in the social media realm.
If I had to place a bet on which social media companies will survive for the long haul, my money would be on Facebook and Twitter, and that's about it.
I pick these two because they appeal to extremely broad audiences, and most of their users visit them daily. In fact, many log in several times during the course of a day.

A Shakeout Is Inevitable

LinkedIn, which happens to be my personal favorite social network, has a rather sizeable user base of its own, with 90 million registered users and 45 million unique visitors each month. It also caters strictly to business professionals, an audience that many advertisers covet. I wonder, though, if that narrow focus could ultimately be a detriment to LinkedIn as the competition for social networking advertising heats up over time.
Facebook and Twitter clearly are catering to the masses, but they also have the capability to offer services that would appeal to the average LinkedIn member. Conversely, I think LinkedIn would have a hard time pulling in the hardcore Facebook and Twitter crowd.
Then there are the daily deal companies like Groupon and Living Social, which have so many competitors entering their space that a shakeout is inevitable.
Obviously, there's no way to predict which of these companies will survive and which will fail. But I'm fairly confident in saying that five years from now, there will be a lot fewer social media companies than there are today. There also will be a fair number of people who got rich investing in these companies -- and a good number who lost a bundle doing the same.
Anyone hoping to be in that first group should move now, before this non-bubble bursts.

TV R.I.P.

2011-06-03T13:03:00.000-07:00

Is the internet going to be the death of television?

By Fiona GrahamTechnology of business reporter, BBC News

Are you sitting comfortably: Will technology sound the death knell for traditional broadcasters?

In August 2010, the end of the age of television as we know it was widely predicted.

The US pay TV market had suffered its first ever drop in subscribers. In the end the economy was roundly found to blame, with cable packages being sacrificed as families were forced to tighten their belts.

Apple TV lets users watch streamed video from iTunes and 'over the top' services on their TVs

But some commentators pointed to this as the inevitable result of the growth of on demand and over the top offerings available on the internet.

So is technology killing what we think of as traditional television - and taking pay TV operators with it?

It's a confusing picture. Nielsen, who track US television viewing habits, have reported a drop in television ownership - albeit from 98.9% to 96.7%. DVD sales are falling, while Netflix recently overtook cable operator Comcast to become the biggest subscription video service in North America.

IMS Research however is predicting digital cable TV subscribers in the US will increase by 7.8m between 2010 and 2015.

YouTube, Hulu, iPlayer, Netflix and other 'over the top' (OTT) services, not to mention illegal downloading, all offer alternatives.

Apple and Google have both launched OTT services that let consumers play online content through their televisions, although Google's service is only available in the US.

We're watching more video than ever before this way. But we're also watching more television. What is less clear is where the broadcast industry is ultimately headed.

Ask the experts

So what do those in the industry think lies in store?

Neil Gaydon is the chief executive of pay TV technology developer Pace. They manufacture set-top boxes and other technology for some of the world's biggest cable and satellite operators.

He points to a rise in subscription figures over the last two quarters as proof that pay TV is healthier than ever.

"All the latest evidence is zero cord-cutting [using devices like laptops and tablets instead of TV sets] - zero, and actually all over the top is doing is providing other services," he says.

Pace CEO Neil Gaydon says convenience and ease of use mean pay TV is still attractive to consumers

"And if you look at TV viewing figures, it's the highest it's ever been."

He also points to the what he sees as the failure of Apple TV and Google TV to take off.

"The challenge to pay TV is greatly exaggerated - OTT has certainly pointed to the desire people have to watch what they want, when they want.

"What OTT hasn't answered, it doesn't have a business model yet that describes how it will make money."

Mr Gaydon doesn't see pay TV standing still. In his view, OTT has sounded a wake-up call to operators to develop hybrid services.

"The set-top box will morph into a media gateway," he says.

"If you fastforward, and you think about the home of the future, you will have to have a hub, a media gateway, some form of device that's going to manage a suite of services."

On demand

Not everyone is quite so confident the set-top box will survive the change.

Suranga Chandratillake is the founder of blinkx, a video search engine and aggregator.

"Every device will have an internet connection as standard, that's increasingly the case already. I think set-top boxes are a temporary business at this stage," he says.

Despite this, Mr Chandratillake is not predicting the end of television as we know it.

"I think that the device will live on, I think that we'll continue to have large screen devices whether we call them TVs or not.

"But while linear will remain popular, I think you will see massive growth in on demand. I don't know to what extent these two things are cannibalistic."

The success of services like Netflix, he says, is proof consumers are willing to pay for reasonably priced services.

"I think partly we'll pay for it through small upgrades to our satellite, cable or broadband bills.

"The other way is through advertising - there'll be software or cloud services, you'll use a lot of them for free, but you'll be shown ads in the middle of them.

"I think though there are certain aspects of linear consumption that will remain with us. We'll all still watch the World Cup final at the same time."

Sports night

Irdeto's Christopher Schouten agrees.

"We've seen a new category and that's reality. People prefer to watch the X Factor as it's happening, rather than after the fact.

"There's still a lot of value in that kind of content, but I would argue it is diminishing."

Irdeto is a global software security and media technology company. It has over 500 customers, mainly in the pay TV area.

Mr Schouten says most consumers still fall into the "TV traditionalist" category, who are happy with cable or satellite.

But this is changing.

"We clearly see other groups starting to splinter off into becoming what we call digital dabblers, people with a casual interest in media, but when they're interested it has to be exactly what they want and it has to be on demand.

"And then there are the media die hards, it has to be on demand, flexible, personal and portable.

"I think the over the top experience has been very beneficial to the market, because it has stimulated traditional pay TV operators into waking up, and realising consumers want a more on demand experience, that meets the criteria of what we call media 3.0, this anytime, anywhere content experience."

All of this is also dependent on where you are in the world however.

"If we look at industry trends, there are many markets where broadband is not yet as advanced, where [the set-top box] will be the dominant model for some countries."

Illegal downloading remains a threat, according to Mr Schouten, but he encourages customers to see it in terms of a competitor. One they can learn from.

"For the advanced customer there are three major competitors. There's pay TV operators, over the top and piracy.

"When we as an industry give consumers a legitimate option that meets their requirements, many of them will pay for it. Giving people what they want is always the best way to get them to behave differently."

So it seems the future may be a bit of a mixed bag.

"There is still a groundswell of people that come home and turn on the TV to watch regular programmes at a regular time. A lot of people still build their home life around that sort of thing," says Paul O'Donovan, of technology research specialists Gartner.

"The pay TV market will change from the multiple channels we have today. Out of 300 channels most people only watch seven, but dip into others.

"Clearly people like on demand, and there's been a lot of uptake and interest.

"I think the future is more about video on demand, and watching content when you want to watch it."

TV TRANSFORMED

Average TV size in the US in 2009 is 46", will be 65" in 2015

Mobile has seen a 53% increase in video viewing over the past year

By 2015, some 463m TV sets worldwide will be capable of accessing video via the internet, 36% of those in the EU

Over 18m tablets shipped worldwide in 2010

Source: Christopher Schouten, Irdet

DANCING WITH SUKHOI @ SU-30/SU-37/SU-47

2011-05-20T09:10:00.000-07:00

SUKHOI SU-37

SU-47 Berkut

STEVE JOBS

2011-03-31T05:25:00.001-07:00

TESLA UPDATE

2009-07-21T12:36:00.000-07:00

TESLA ROADSTER ELECTRIC 0-100KM@4SEC!!

2009-06-26T14:14:00.000-07:00

ΚΑΛΠΑΖΟΥΝ ΤΑ ΠΡΑΣΙΝΑ ΑΛΟΓΑ ΤΗΣ TESLA MOTORS.
Teaser: Μία από τις πρώτες σοβαρές προσπάθειες στον χώρο του ηλεκτροκίνητου ΙΧ αυτοκινήτου, η TESLA Motors, προχωρά με το κεφάλι ψηλά κόντρα στην «κρίση» δείχνοντας τον δρόμο της πράσινης αλλαγής….

Μέσα στον αγρίως δοκιμαζόμενο κλάδο της παγκόσμιας αυτοκινητοβιομηχανίας που θυμίζει βομβαρδισμένο τοπίο με απώλειες δεκάδων χιλιάδων εργαζομένων, η TESLA Motors, πιστή στον αεικίνητο μάγο της τεχνολογίας του 21ου αιώνα Νίκολα Τέσλα που τους «χάρισε» το όνομά του, οδηγεί το μέλλον της αυτοκινητοβιομηχανίας με περιβαλλοντικά άψογα πρωτοποριακά ηλεκτροκίνητα αυτοκίνητα για κάθε χρήση. Το πρώτο μοντέλο, το Tesla Roadster, ενα καμπριολέ συμπαραγωγής με την Lotus, με απίστευτες επιδόσεις και τεχνολογία και συγκριτικά καλή τιμή γιά την κατηγορία επιδόσεών του, βαδίζει στον δεύτερο χρόνο παραγωγής του με 6μηνη -τουλάχιστον-λίστα αναμονής. Χωρίς σοβαρά προβλήματα ποιότητας παραγωγής ενός τέτοιου πρωτότυπου αυτοκινήτου, και μία μόνη ανάκληση ελέγχου, το μέλλον διαγράφεται ανθηρό.

Μετά το πρώτο ΙΧ σπόρ μοντέλο που έσκασε σαν βόμβα μέσα στην παλαιολιθική ζούγκλα της βενζινοβόρας αυτοκίνησης, ήρθε το οικογενειακό μοντελο, το Τεσλα S, με υψηλότατες προδιαγραφές και προσιτή τιμή .

Test drives:

Στα επόμενα σχέδια της εταιρείας περιλαμβάνεται και μικροαυτοκίνητο πόλης...Καθώς η ηλεκτροκίνηση προβλέπεται να αντικαταστήση την βενζινοκίνηση, στο Λονδίνο ο δήμαρχος Boris Johnson σχεδιάζει ήδη ενα μητροπολιτικό δίκτυο για 25,000 πρατήρια "ανεφοδιασμού-φόρτισης" μέχρι το 2015.Σχετικό αρθρο στην ιστοσελίδα http://www.london.gov.uk/view_press_release.jsp?releaseid=22080

Τεχνικά χαρακτηριστικά κινητήρα

http://www.teslamotors.com/performance/acceleration_and_torque.php

2009 Tesla Roadster
Technical Specifications
Motor 375 volt AC induction air-cooled electric motor with variable frequency drive.

Max Net Power 248 HP (185 kW) @ 5000-8000 rpm
Max rpm 14,000
Efficiency 92% average, 85% at peak power
Torque 276 ft/lb (375 Nm) @ 0-4500 rpm

Transmission Single speed fixed gear with electrically-actuated parking lock mechanism and mechanical lubrication pump

Overall Final Drive 8.28:1
Reverse Reverse direction of motor, limited to 15 mph
Final Drive Ratio 3.12:1

Front Suspension Independent. Upper and lower unequal length wishbones. Co-axial coil spring/telescopic damper. Sway bar.
Rear Suspension Independent. Upper and lower unequal length wishbones. Co-axial coil spring/telescopic damper. Sway bar.
Brakes Hydraulically operated. Tandem master cylinder with vacuum servo and anti-lock braking system. Front and rear ventilated disc. Cable operated self adjusting hand brake on rear calipers.

Wheels Type Forged Light alloy
Size - front 6J x 16
Size - rear 7.5J x 17

Tires Type Yokohama Neova AD07 LTS
Size - front 175/55 R16
Size - rear 225/45 R17

Dimensions Overall length (in. / mm) 155.4 / 3946
Overall width - incl. mirrors (in. / mm) 72.9 / 1851
Overall height (mid-laden weight) (in. / mm) 44.35 / 1126.5
Wheelbase (in. / mm) 92.6 / 2351
Track - front (in. / mm) 57.7 / 1455.6
Track - rear (in. / mm) 59.0 / 1484.5
Curb weight (lbs/kgs) 2723/1238
Leg Room (in./mm) 42.0 / 1067
Front Head Room (in./mm) 36.7 / 932
Front Shoulder Room (in./mm) 26.0 / 660

Standard Interior features

1. Heated sport seats with inflatable lumbar support
2. Three-spoke leather-wrapped MOMO sport steering wheel
3. Leather seats and trim in black, dark gray, light gray, or beige
4. Stereo sound system with single-disc CD player, iPod interface, and MP3 playback
5. Cruise Control
6. Homelink universal transmitter to operate compatible garage, gate, and home lighting/home security systems
7. Power windows and locks
8. Air conditioning
9. Retractable cup holder

Standard Exterior Features

1. Double-insulated black soft top
2. Halogen low and high-beam headlamp assemblies
3. LED tail lights
4. Forged uni-directional seven-spoke wheels in silver finish: 16" front, 17" rear
5. Locking wheel lugs
6. Battery heater for cold weather charging to -20 degrees Celsius
7. High Power Connector with integral safety features for 3.5 hour charge

Standard Safety and Security Features

1. Four-sensor, four-channel anti-lock braking system (ABS)
2. Traction control
3. Tire pressure monitoring system
4. Front and rear crumple zones
5. Driver and passenger front airbags
6. Rigid occupant safety cell
7. Side impact door beams
8. Seatbelt pretensioners
9. Integrated headrests
10. Emergency tire Inflator/sealant
11. Vehicle theft-deterrent and motor immobilizer system
12. PIN code prevents unauthorized vehicle operation
13. Valet Mode restricts vehicle speed, acceleration, and distance

Factory-installed options and accessories

1. Premium leather seats available in nine colors or combination of colors with embroidered Tesla Motors logo
2. Premium audio package. Includes satellite radio, navigation and 7 speaker sound system with subwoofer
3. Microfiber cloth seats in black
4. Bluetooth cellular phone integration
5. Matching body-colored carbon fiber hardtop with full headliner
6. Metallic and premium paint
7. Tesla Motors custom floor mats
8. Mobile Connector for travel charging

Επιδόσεις
Τύπος αμαξώματος 2-θέσιο, καμπριολέ, με πίσω κίνηση
Σύστημα μετάδοσης Single speed fixed gear with electrically actuated parking lock mechanism and mechanical lubrication pump
Κινητήρας 375 volt AC induction air-cooled electric motor with variable frequency drive. Output 248 peak horsepower (185kW) and 276 ft/lbs (375 nm) of torque. Redline 14,000 rpm.
Chassis Resin-bonded and riveted extruded aluminum monoquoque. Four-wheel independent suspension featuring upper and lower unequal length wishbones and co-axial coil spring telescopic dampers.
Brakes Hydraulically operated. Tandem master cylinder with vacuum servo and anti-lock braking system.
Acceleration 0 to 100 km/h in under 4 seconds
Top Speed 200 km/h (electronically limited)
Range About 350 km
(based on EPA combined city/highway cycle)
Battery Life Five years or 100,000 miles
Battery Custom microprocessor-controlled lithium-ion battery with 6,831 individual cells. Weight 992 lbs.
Full Charge About 3.5 hours using the Tesla Motors High Power Connector

CHRYSLER 300C - THE LAST MUSCLE SALOON?

2009-06-26T13:13:00.000-07:00

Φοβερή Αμερικάνα η Chrysler 300C ΗΕΜΙ, φθηνή και ιδανική πλατφόρμα γιά τρέλλες και customising. Δυστυχώς στην Ελλάδα η 300C HEMI ακριβή. Ακόμα και σήμερα η κυβέρνηση εξοντώνει οτιδήποτε εχει ρόδες και διαφέρει στα κυβικά με αβάσταχτους φόρους και άλλα εναλλασόμενα ανά εποχή κόλπα (τεκμήρια, ειδικούς φόρους επι φόρων, πανάκριβα καύσιμα κλπ.)
Μιάς και φαίνεται πως είμαστε αυτοκινητιστικά φορομπασμένοι και πρέπει όλοι (εκτός υπουργών, βολευτών, και λίγων άλλων) να κυκλοφορούμε αιωνίως με μικρομεσαία κουβαδάκια, ας απολαύσουμε την 300C HEMI εκτός Ελλάδας σε χέρια που μπορούν να οδηγούν τέτοια αυτοκίνητα άφοβα και χωρίς τον καραδοκούντα έφορα κρυμμένο στο πορτ-μπαγκάζ...