But he also wants to make the world safe for sports cars for generations to come.

“Being a car enthusiast and loving cars, to be quite honest, I could not imagine a life without a beautiful, fast sports car,” Fisker said. “I needed to do something to make sure that I could drive one of those nice cars, my children could drive one of those beautiful, fast cars.”

So what was Fisker’s inspiration? What was the epiphany when he realized that the world was ready for the upcoming Fisker Karma, a $90,000 plug-in hybrid with 50 miles of all-electric fun?

Leonardo DiCaprio…in a Prius.

“A couple of years ago it started, by people who were maybe a little ahead of their time. You saw some movie starts like Leonardo DiCaprio buying a Prius.

“He could have bought any car in the world, and I remember seeing that on television and thinking to myself, you know, when you’ve got a guy who could buy any Ferrari or Rolls Royce and he’s buying a Prius, you know something is changing dramatically.”

(Henrik Fisker photo by Rebecca Cook of Reuters; Leonardo DiCaprio photo by Mario Anzuoni of Reuters.)

Mendel, speaking to the Reuters Auto Summit in Detroit, said he is always concerned about the conventional competitors. But what he is really afraid of is a company that "changes the game."

"What keeps me up regarding new competition is someone significantly changing the game," Mendel said.

People mention an autoseller taking up dealers dropped by General Motors, Chrysler or Saturn.

"What if they didn't have a dealer network," Mendel said. "What if they used big-box retailers and contracted with Jiffy Lube to have your car fixed?

"That could be a really new metric, which suddenly changes the whole cost structure for distribution significantly," said the Honda executive.

That has been tried before, by Sears, in the 1950s, but was killed by the complex state franchise laws that protect dealership networks.

Would such an idea work if tried by the Walmarts or the Costcos of the world? Should the U.S. state franchise laws be changed to allow it?

Mendel was a featured guest at this year's Reuters Autos Summit, which runs through Thursday in Paris and Detroit.

A few years ago, there was a book out called “Tuesdays with Morrie.” At Reuters, though, we spend our Tuesday mornings during Auto Summits with Ron.

It wouldn’t be a Reuters Autos Summit without our yearly visit from United Auto Workers head Ron Gettelfinger … at the crack of dawn.

Gettelfinger is not one to loaf around and show up at our summit at a leisurely hour of, say, sometime after the sun rises. Oh no. Gettelfinger was scheduled to kick off our Tuesday slate of guests at 7:00 am. But by now we know better.

In fact, when coming into the building this morning sometime after 6:00 am, Gettelfinger was already in the lobby of the Detroit Chamber of Commerce building doing a radio call-in program on his cell phone.

The sun would rise shortly thereafter.

But despite the hour, Gettelfinger is always an interesting person to interview, as he has his eye on all parts of the autos industry. And he didn’t disappoint this year, either.

After a year like this has been, there is a tendency to want to sit back a little and let all of the seismic events sink in. But Gettelfinger sees the real challenges to the autos industry to be down the road.

 (Click here to hear Ron Gettelfinger’s comments)

New technologies, new hiring patterns and new financings will all be the order of the day for the next 10 years. So while this has been a rough-and-tumble year, the fun hasn’t ended yet, he suspects.

The Reuters Autos Summit runs through Thursday in Detroit and Paris and features a global slate of guests from the big manufacturers, dealers and suppliers.

Start-ups Fisker Automotive and Tesla Motors have won about $1 billion in combined funding, while longtime players Ford and Nissan have received substantially larger loans from Washington to work on vehicle electrification — a technology the White House and many in the industry hope will reduce the United States’ dependence on imported oil and lower emissions of carbon dioxide, a leading greenhouse gas. 

Funneling federal money to new entrants to the automaking world does not sit right with Tim Leuliette, chief executive of parts supplier Dura Automotive. 

“If there’s a real market for electric vehicles, the OEMs will do it,” Leuliette said, using industry jargon for automakers. “We don’t need to have people who have never built a car in their life take $1 billion of our tax money and say ‘I can do it too.’” 

Government funding muddles market signals, Leuliette argued at the Reuters Autos Summit in Detroit.

“When government writes a check, it says the smart money investors are hesitant to fund it,” Leuliette said. “When markets say it’s now wise enough … there’s more than enough money.” 

For his part, the founder of Fisker Automotive — which aims to build plug-in hybrid cars at a former GM plant in Wilmington, Delaware — said government funding is a logical way to kick start a technology that private U.S. companies have been slow to focus on. 

“Do we just sit and wait for the Chinese and the Japanese or Europeans to develop this and then we join later? Or do we actually this time around, try to take the lead?” said Henrik Fisker, whose plug-in hybrids would be able to travel for short distances on just the electricity stored in their batteries, which can be charged off the electric grid. 

“This is a moment in time, we cannot let this pass. We already let the hybrid pass - Toyota in the consumer’s mind, invented the hybrid and owns the hybrid - the average consumer doesn’t know that GM has more hybrids than Toyota,” Fisker said. “If an American company comes first with a plug-in hybrid, and we will be followed closely by the Chevy Volt in another segment, I think that is where America then has a chance in the consumer’s mind to take the lead, and not only in the U.S., but worldwide.”

Arashima said he believes the Russian market will recover sooner than many think, after the west European markets but well before the rest of East Europe — in 2011 or 2012.

In West Europe he does not see signs yet of a return of consumer confidence leading people to buy more expensive items such as cars and the showrooms remain quiet.

Europe traditionally had a low priority for Toyota, which mainly focused on the big U.S. market, and Arashima still has problems convincing  headquarters in Toyota City that Europeans like diesel engines which are far from popular in Japan and the States.

It now produces cars in Britain and France and makes some 60 to 70 percent of its sales locally.

But the Lexus luxury brand is not really taking off in Europe as it competes with German rivals that have diesel, and has rather big engines that Europeans have started to dislike.

In the U.S. however, big is still beautiful. “Even though Americans drive slowly they still love big engines,” Arashima said.

Sales have fallen off, credit has been pretty much nonexistant and two of the major U.S. automakers were bankrupt. Other that all that, things were fine.

But Bill Diehl, chief executive of advisory firm BBK, said at the first day of this year’s Reuters Autos Summit, that one of the main concerns for 2010 (if it’s not THE main concern) is the industry’s overall exposure to commercial real estate.

We have been hearing about the problems with commercial real estate in many other sectors of the U.S. economy and Diehl gave the strongest statement so far about the auto side.

(To hear Diehl\’s comments, please click here)

The Reuters Autos Summit continues through Thursday in Detroit and Paris.

These are just a few of the glimmers of top Detroit auto executives’ lives that you get when you sit down with Ron Gettelfinger, head of the United Auto Workers union. 

Marchionne, the chief executive of Italian automaker Fiat — which pulled Chrysler out of bankruptcy this year, seems to be “extremely respectful” of his workforce, Gettelfinger told the Reuters Autos Summit in Detroit on Tuesday. 

“I know he’s went out into the facilities and one of the things that he did was walk into the restroom to inspect it. Now you don’t normally see that happen,” Gettelfinger said. “But he truly believes in the power of the people, the value they add to the process.” 

General Motors chairman Whitacre is also a fan of unannounced factory visits, a detail Gettelfinger may have picked up at one of their morning meetings. 

“There’s a little dive up the street that we go up here and have breakfast sometimes,” Gettelfinger said. 

He also recalled a call that came from then-Ford CEO Bill Ford three years ago, when the automaker was preparing a major debt offer — a move that helped it to be the only U.S. automaker to avoid bankruptcy this year. 

“I remember him very well calling me to say, ‘In case you hear anything, we think now is the time to go out into the market and build up some debt.’ And the term he used was ‘hock the blue oval,’” Gettelfinger recalled. 

That move, while painful at the time, was likely a major reason the company did not have to turn to Washington for a bailout as rivals GM and Chrysler did, Gettelfinger said.

“Ford went out and did it the hard way,” Gettelfinger said. “And I think that has resonated with the buying public.”

“They still see us as mainly a west European company,” chief executive Jacques Aschenbroich told the Reuters Auto Summit in Paris. But despite a decline in turnover, Valeo is keeping up its research and development spending and is continuing to forge forward countries in China, Thailand, India, Turkey or Brazil.

In China, where Valeo grows at a rate of 20 percent, it recently took full control of a joint-venture that makes compressors and the group is reviewing all its six joint ventures in China as it aims to keep on growing fast. It has 500 million euros of sales in China and employs 5,000 people there.

This may mean fewer jobs in France and the rest of Europe in the end. The group is competing a 500 million euro cost-cut drive and will soon start talks with unions to discuss a simplification of the company.

There was also good news for French employees as Aschenbroich said that there were no ‘bleeders’ in the firm that needed drastic action and he also said that for many activities of Valeo the wage costs were not the determining factor for the localisation of a plant.

He also put an end to his predecessor’s plan to sell assets in order to raise funds for acquisitions.

Firstly, he said disposals were not a stragegy in itself but could be the result of a strategic decision.

And secondly, this is not a good time to sell assets.