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Android Auto to add vehicle-integrated EV route planner for Google Maps

Google just dropped all of its CES news, and there are a whole lot of new features for Android Auto and vehicles with Google Built-In infotainment systems to parse through. Starting with Android Auto, electric vehicles will have much deeper integration with Google Maps when you’re navigating. Google Maps will know your current state of charge, predict a state of charge level for your destination, suggest charging stops along the way for the most efficient route and even tell you how long each charge stop will take depending on your vehicle. ThatÂ’s a level of integration we havenÂ’t seen before from using Android Auto in an EV and should make route planning a much more streamlined process. Of course, the caveat here is that Google will need to work with the manufacturers to have access to the kind of vehicle data required to make such a holistic EV navigation system work without hiccups. Google says that the feature will be rolling out to both the Ford Mustang Mach-E and F-150 Lightning “in the coming months, with others to follow.” WeÂ’ll be impatiently waiting to try it out. As for Google Built-In news, Google says that as of today, youÂ’ll be able to send a trip that youÂ’ve planned on your phone to your car via the Google Maps app. Despite Google Maps being the native navigation system for many cars these days, itÂ’s still easier to plan a multi-destination route on your phone than tapping through the motions on the carÂ’s screen, but should no longer be an issue with this update. Additional apps are coming online in the Google Play Store that you can download to your car, too. Volvo and Polestar cars will be able to download the Google Chrome browser later this year so you can browse the web directly from your infotainment system. Both PBS Kids and Crunchyroll are being added for your streaming convenience (while charging or parked), and The Weather Channel app is available, too. ThatÂ’s all Google revealed today, but it also hinted that Digital car key support will be expanding support to more vehicles and more Android phones in the future. Plus, it says even more OEMs will continue to launch infotainment systems with Google Built-In. Related video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Green CES Ford Volvo Technology Infotainment Smartphone Truck Crossover Electric Luxury Performance Polestar

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.