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How and why Ford is rolling out Vignale in Europe

We know that Ford is positioning the new, upscale Vignale brand in Europe to fill a niche market of customers who want a bit more luxury, a lot more service and the same reliability and dependability that a non-Vignale Ford offers. But so far, we've been in the dark regarding how the Blue Oval will sell Vignale vehicles, how many of them will be created, and what the new sub-brand has in store for the future.
Gaetano Thorel, Ford's European marketing head, recently was interviewed by Automotive News and shared details about Ford Vignale. Thorel says, "The Vignale trim line will be priced like an ST model but attract a completely different type of customer." Specifically, he says it will attract customers in the upper 15 percent of the price band who don't want a performance-oriented ST model. He adds that Vignale cars will be about 10 percent more expensive than Titanium-trim cars. About 500 of Ford's European dealers will sell Vignale Fords, Thorel says, "in areas that make sense." The automaker expects 10 percent of its European sales to be Vignale cars, which equates to about 5 percent of its global sales. When asked if there are any other Vignale models planned beyond the Mondeo, Thorel said, "There is nothing written in stone yet."

Ford looks to space robots to improve car-to-car communications [w/video]

Ford has partnered with St. Petersburg Polytechnic University for three years to research various kinds of connected vehicle communications. The university tie-up is part of its study of space robots, NASA systems created to enable space-to-Earth communication, and the university's own development of systems that enable communication between the International Space State and Earth.
The objective is for Ford to engineer layers of robust networks and redundancy systems that will allow your car to speak to other cars, to emergency vehicles, to infrastructure like traffic lights and buildings, and to the cloud. Benefits would come in just about every area of transit, from avoiding accidents, to getting medical workers to an accident more quickly, to improving the flow of traffic during rush hour.
Check out the press release below for details on what Ford wants to learn from the JUSTIN Humanoid and NASA Robonaut R2, and a video of technical leader Oleg Gusikhin discussing his interest in the project.

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.