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Question of the Day: Most heinous act of badge engineering?

Badge engineering, in which one company slaps its emblems on another company's product and sells it, has a long history in the automotive industry. When Sears wanted to sell cars, a deal was made with Kaiser-Frazer and the Sears Allstate was born. Iranians wanted new cars in the 1960s, and the Rootes Group was happy to offer Hillman Hunters for sale as Iran Khodro Paykans. Sometimes, though, certain badge-engineered vehicles made sense only in the 26th hour of negotiations between companies. The Suzuki Equator, say, which was a puzzling rebadge job of the Nissan Frontier. How did that happen? My personal favorite what-the-heck-were-they-thinking example of badge engineering is the 1971-1973 Plymouth Cricket. Chrysler Europe, through its ownership of the Rootes Group, was able to ship over Hillman Avanger subcompacts for sale in the US market. This would have made sense... if Chrysler hadn't already been selling rebadged Mitsubishi Colt Galants (as Dodge Colts) and Simca 1100s as (Simca 1204s) in its American showrooms. Few bought the Cricket, despite its cheery ad campaign. So, what's the badge-engineered car you find most confounding? Chrysler Dodge Automakers Mitsubishi Nissan Suzuki Automotive History question of the day badge engineering question

Legacy Classic Power Wagon First Drive

Shortly before the US entered World War II, Dodge supplied the military with a line of pickups internally codenamed WC, those letters designating the year 1941 and the half-ton payload rating. From 1941 to 1945 Dodge built more than a quarter million of them, and even though "WC" came to refer to the Weapons Carrier body style, the WC range served in 38 different configurations from pickup trucks to ambulances to six-wheeled personnel and weapons haulers. The story is that soldiers returning from active duty badgered Dodge for a civilian version of that indefatigable warhorse, so Dodge responded with the Power Wagon in 1946. Even for those no-nonsense times the truck was so austere that the first three names Dodge gave it were "Farm Utility Truck," "WDX General Purpose Truck," and "General Purpose, One Ton Truck." "Power Wagon" was the fourth choice, not finalized until just before it went on sale. Nothing like today's Power Wagon, the original could be seen as either a glorified tractor or a slightly less uncouth military vehicle – hell-for-leather meant going 50 miles per hour. But it would go nearly anywhere. The civilian version was still built like it had to survive, well, a world war; power take-offs (PTOs) ran all manner of ancillaries; multiplicative gear ratios helped it produce enough torque to make an earthquake envious. Said to be the first civilian 4x4 truck made in America, any organization that needed a simple, sturdy mechanized draught animal knew it needed a Power Wagon. If history, the aura of war, and ruthless functionality attract you but mean comforts and 70-year-old manners don't, then you need to get in touch with Legacy Classic Trucks. If that history, the aura of war, and the ruthless functionality attract you but the mean comforts and 70-year-old manners don't, then you need to get in touch with Legacy Classic Trucks. The Jackson Hole, WY, restorer retains every ounce of the Power Wagon's orchard-work aptitude, decorated with present-day amenities and the best components. Each job starts with having to find a usable donor. The city of Breckenridge, CO, bought the red truck in our gallery in 1947 and used it as a snowplow for the next 30 years. In 1977 a log-home builder bought it from the city and used it for another decade as a company hauler. That's the kind of grueling longevity that lets Ram put a five-figure premium on the 2500 Power Wagon pickup it sells today. Legacy Classics founder Winslow S.

Stellantis ready to kill brands and fix U.S. problems, CEO Tavares says

  MILAN — Stellantis is taking steps to fix weak margins and high inventory at its U.S. operations and will not hesitate to axe underperforming brands in its sprawling portfolio, its chief executive Carlos Tavares said on Thursday. The warning for lossmaking brands is a turnaround for Tavares, who has maintained since Stellantis was created in 2021 from the merger of Italian-American automaker Fiat Chrysler and France's PSA that all of its 14 brands including Maserati, Fiat, Peugeot and Jeep have a future. "If they don't make money, we'll shut them down," Carlos Tavares told reporters after the world's No. 4 automaker delivered worse-than-expected first-half results, sending its shares down as much as 10%. "We cannot afford to have brands that do not make money." The automaker now also considers China's Leapmotor as its 15th brand, after it agreed to a broad cooperation with the group. Stellantis does not release figures for individual brands, except for Maserati which reported an 82 million euro adjusted operating loss in the first half. Some analysts say Maserati could possibly be a target for a sale by Stellantis, while other brands such as Lancia or DS might be at risk of being scrapped given their marginal contribution to the group's overall sales. Stellantis' Milan-listed shares were down as much as 12.5% on Thursday, hitting their lowest since August 2023. That brings the loss for the year so far to 22%, making them the worst performer among the major European automakers. Few automotive brands have been killed off since General Motors ditched the unprofitable Saturn and Pontiac during a U.S. government-led bankruptcy in the global financial crisis in 2008. Tavares is under pressure to revive flagging margins and sales and cut inventory in the United States as Stellantis bets on the launch of 20 new models this year which it hopes will boost profitability. Recent poor results from global carmakers have heightened worries about a weakening outlook for sales across major markets such as the U.S., whilst they also juggle an expensive transition to electric vehicles and growing competition from cheaper Chinese rivals. Japan's Nissan Motor saw first-quarter profit almost completely wiped out on Thursday and slashed its annual outlook, as deep discounting in the United States shredded its margins. Tavares said he would be working through the summer with his U.S. team on how to improve performance and cut inventory.