Saab’s ambitious goal of selling 80,000 cars globally this year has been questioned by its partner, Vladimir Antonov. Antonov, who recently agreed to buy the Spyker luxury sports car business, expressed doubts about Saab’s ability to meet this target. He stated that if the goal is not reached, Saab could face capital problems. Antonov also mentioned the possibility of providing €50-70 million ($69-97 million) to Saab if the European Investment Bank allows it.

However, Saab’s Chief Optimism Officer, Victor Muller, dismissed Antonov’s remarks as “complete nonsense.” Muller affirmed that Saab is sticking to all its sales targets. He believes that Antonov’s comments are overly pessimistic and that Saab will not face bankruptcy even if the EIB loan falls through.

To gain some third-party perspective on the conflict, Patrick Beijersbergen of Dutch shareholders’ group VEB commented that Muller’s optimism is beneficial for business but Antonov may be more realistic. Beijersbergen also mentioned that Spyker may need to do a big share issue if one of the financiers reclaims their money.

In addition to the sales target controversy, Saabsunited.com confirms that Saab’s much-hyped “Phoenix platform” is actually a development of a GM platform. Antonov clarified that Saab, being a niche company, cannot be compared to corporations like Volkswagen that work towards unifying models between brands. The Phoenix platform will allow Saab to build multiple models ranging from 4.3 to 5.4 meters in length, including an SUV. This platform will be the foundation for Saab’s entire new model range.

Despite the differing opinions and concerns raised by Antonov, Muller remains confident in Saab’s ability to achieve its sales targets. He believes that Saab’s unique position as a niche company sets it apart from larger corporations and allows for more flexibility in its approach to production.

While Antonov’s doubts about Saab’s sales goals may be valid, Muller’s optimism and determination to stick to the plan should not be dismissed. It is not uncommon for partners in a business to have differing opinions and approaches. It is through open dialogue and collaboration that the best decisions can be made.

Saab’s future success will depend on its ability to navigate through these challenges and adapt to changing market conditions. The company must continue to innovate and offer unique products that resonate with consumers. By leveraging its strengths as a niche brand and capitalizing on the potential of the Phoenix platform, Saab can position itself for long-term growth and sustainability.

In conclusion, while there may be some uncertainty surrounding Saab’s sales targets and the viability of its plans, it is important to remember that business is often a balancing act between optimism and realism. Both Antonov and Muller bring valuable perspectives to the table, and it is through their collaboration that Saab can find the best path forward. Only time will tell if Saab can overcome these challenges and achieve its ambitious goals.