1913 Ford Model T on 2040-cars

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Recharge Wrap-up: Ford 1.0L EcoBoost a hit in Europe; Build a tiny inverter, win $1 million

In Europe, Ford's 1.0-liter EcoBoost engine is the best-selling turbocharged gasoline engine. The three-cylinder motor powers 20 percent of new Fords sold in Europe. Earlier this year, it won its third International Engine of the Year award, and between January and June, it was sold in about 120,000 cars. So far this year, 38 percent of Fords sold in the Netherlands, 35 percent in Denmark and 32 percent in Switzerland have been powered by the 1.0-liter EcoBoost. The engine's turbocharger spins at 248,000 rpm, and provides 24 psi of pressure. The engine produces up to 138 horsepower, depending on the version. Read more in the press release below. When lithium-ion battery packs are retired from the road, remanufacturing, repurposing, and recycling are worthwhile options, according to a study by Mineta Transportation Institute. The study included a cost-benefit analysis of those three options, and found remanufacturing to be the best route. To get the most out of them, batteries should be tested and have their damaged cells replaced then put back to use. Repurposing is the second best option, using the remaining available charge for something besides cars. Recycling on its own isn't profitable, but it could make economic sense with "increased technological breakthroughs." Learn more at Recycling International or download the report here. A smaller inverter for EVs can win you $1 million. The Little Box Challenge is an open competition to build a power inverter with a density of at least 50 watts per cubic inch. Google and the Institute of Electrical and Electronics Engineers (IEEE) are offering the hefty prize to the team that builds the inverter with the highest power density within an enclosed volume of 40 cubic inches. Teams must register by September 30. Read more at Green Car Congress or learn more at the Little Box Challenge website.

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.

Dodge Challenger outsold Mustang, Camaro in third quarter of 2019

The Dodge Challenger is nearly old enough to start driver's ed in some states, and it doesn't have a firm grasp on the increasingly crucial concept of downsizing, yet it beat the odds to become the most popular American two-door model during the third quarter of 2019. Its ballooning sales figures suggest buyers don't always want the latest, most advanced car they can get their hands on. Dodge sold 18,031 examples of the Challenger during the third quarter of 2019, a shocking 21% increase over the same period in 2018. It's a true muscle car, normally sardined in the same can as the Chevrolet Camaro and the Ford Mustang, a pair of smaller, nimbler two-doors that are much closer to the historic definition of a pony car. Semantics aside, the Mustang finished on the second spot of the sales podium with 16,823 sales, a 12.3% drop compared to the third quarter of 2018, and the Camaro took third with 12,275 sales, a 15% dip that alarmingly comes in the wake of two redesigns. More specific sales figures aren't available. We don't know what percentage of the sales mix V8s represent, or whether buyers prefer manual or automatic transmissions. The scoreboard looks different when we examine 2019's year-to-date figures. The Mustang takes first place with 55,365 sales, followed by the Challenger at 46,699, and the Camaro at 36,791. While the Challenger's recent ascent is encouraging, it can't mask the fact that two-door models no longer enjoy a favorable tailwind, and the entire segment — not just the American entries — is declining. The aforementioned year-to-date figures are down by 10.1, 11, and 7.6 percent, respectively. The third-quarter statistics revealed a handful of other surprises unrelated to the world of performance. Dodge notably sold three examples of the Dart, a sedan it hasn't built since 2016. That's a 93% drop compared to the 45 units that found a home during the third quarter of 2018.