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Weekly Recap: Ferrari looks to reclaim old success with new manager

Clearly, Ferrari doesn't race for fourth place, and this week, major changes continued at the Scuderia. It was a rough year for Ferrari, and the Scuderia conducted its season-ending tests in Abu Dhabi this week with a view toward a fresh start in 2015 with new leaders and a new ace driver. Though plenty of other Formula One teams were disappointed with their finishes in 2014, Ferrari was perhaps the most eager to put this season in its rear-view mirror. The Scuderia finished a distant fourth in the Constructors standings with 216 points, well behind No. 1 Mercedes (701 points), and Ferrari failed to win a single race as the Silver Arrows dominated the grid. It was an especially bitter pill for a team that claims 16 Constructors championships and 15 Drivers titles – the most in history – and is the only surviving team from F1's first season, 1950. Clearly, Ferrari doesn't race for fourth place, and this week, major changes continued at the Scuderia. Ferrari named Philip Morris executive Maurizio Arrivabene as team principal. He replaced Marco Mattiacci, who held the job for only seven months after taking over for Stefano Domenicali, who resigned in April amid the Scuderia's early-season struggles. Phillip Morris (through its Marlboro brand) is a key Ferrari sponsor, and that played a role in Arrivabene's ascension. Still, he's no stranger to F1, and has been intimately involved in the Ferrari-Marlboro partnership. He also has served as the sponsors' representative on the FIA's F1 Commission since 2010. In a statement, new Ferrari chairman Sergio Marchionne said: "We decided to appoint Maurizio Arrivabene because, at this historic moment in time for the Scuderia and for Formula One, we need a person with a thorough understanding not just of Ferrari, but also of the governance mechanisms and requirements of the sport." Arrivabene's background is primarily in marketing and communication, and most recently he held the title of vice president of consumer channel strategy and event marketing for Philip Morris. He has been with the company since 1997. Arrivabene now leads a team that's rife with change. Marchionne took over in October when longtime boss Luca di Montezemolo quit in a disagreement about Ferrari's future, and the company itself will be spun off from parent Fiat Chrysler Automobiles in 2015.

Trying the new Compass and other Jeeps on for size

If any brand has license to sell several like-sized SUVs, it's Jeep, which invented the concept in the first place. Yet, with the Cherokee, Renegade, and the redesigned 2017 Jeep Compass revealed at the LA Auto Show, just how like-sized is this trio of compact SUVs? Well, as it turns out, that answer is more complicated than just looking at various spreadsheets of specifications. After the cover was pulled off the new Compass, I managed to explore each back-to-back-to-back to see how their back seats and cargo areas compare. Perhaps obviously, the Renegade is the smallest of the trio no matter how you look it. Well, it actually has the most headroom, but rear legroom is cramped (a 6-footer can't sit behind another 6-footer) and it's quite obvious the cargo area is about nine cubic feet smaller with the rear seats raised. However, the Cherokee and Compass are surprisingly similar both on paper and in person – and even more surprisingly, the newer, smaller-on-the-outside Compass is actually a bit more spacious despite being nine inches shorter in overall length. View 14 Photos When seated in back, my knees were just touching the driver seat when it was motored most of the way back to accommodate my 6-foot-3 frame. However, the Cherokee's slightly chunkier seatback meant the Compass actually had a bit more rear legroom. I then set the passenger seat to a more average distance and again, the Compass had a slight advantage. The Cherokee did have a bit more under-thigh support, however, which indicates the seat is mounted a bit higher. But that creates a problem, as headroom is more significantly affected when the panoramic sunroof is specified. In the Cherokee, my head was into the sunroof cavity and resting against its rigid surround. In the Compass, there was just enough clearance. It should be a difference, both in terms of headroom and perceived roominess that those of average height should notice. As for their cargo areas, the Compass' is larger and more useable. With the rear seats raised, it has 27.2 cubic feet versus the Cherokee's 24.6. You can scoot its sliding seat forward to nearly equal the Compass, but of course doing so reduces its rear legroom. The main reason is width. The Cherokee is noticeably narrow and it gets worse when equipped with the optional subwoofer. In terms of maximum cargo volume with the rear seats lowered, the Compass has 59.8 cubic feet to the Cherokee's 54.9.

EV cost burden pushing automakers to their limits, says Stellantis' CEO Tavares

DETROIT — Stellantis CEO Carlos Tavares said external pressure on automakers to quickly shift to electric vehicles potentially threatens jobs and vehicle quality as producers struggle with EVs' higher costs. Governments and investors want car manufacturers to speed up the transition to electric vehicles, but the costs are "beyond the limits" of what the auto industry can sustain, Tavares said in an interview at the Reuters Next conference released Wednesday. "What has been decided is to impose on the automotive industry electrification that brings 50% additional costs against a conventional vehicle," he said. "There is no way we can transfer 50% of additional costs to the final consumer because most parts of the middle class will not be able to pay." Automakers could charge higher prices and sell fewer cars, or accept lower profit margins, Tavares said. Those paths both lead to cutbacks. Union leaders in Europe and North America have warned tens of thousands of jobs could be lost. Automakers need time for testing and ensuring that new technology will work, Tavares said. Pushing to speed that process up "is just going to be counter productive. It will lead to quality problems. It will lead to all sorts of problems," he said. Tavares said Stellantis is aiming to avoid cuts by boosting productivity at a pace far faster than industry norm. "Over the next five years we have to digest 10% productivity a year ... in an industry which is used to delivering 2 to 3% productivity" improvement, he said. "The future will tell us who is going to be able to digest this, and who will fail," Tavares said. "We are putting the industry on the limits." Electric vehicle costs are expected to fall, and analysts project that battery electric vehicles and combustion vehicles could reach cost parity during the second half of this decade. Like other automakers that earn profits from combustion vehicles, Stellantis is under pressure from both establishment automakers such as GM, Ford, VW and Hyundai, as well as start-ups such as Tesla and Rivian. The latter electric vehicle companies are far smaller in terms of vehicle sales and employment. But investors have given Tesla and Rivian higher market valuations than the owner of the highly profitable Jeep and Ram brands. That investor pressure is compounded by government policies aimed at cutting greenhouse gas emissions. The European Union, California and other jurisdictions have set goals to end sales of combustion vehicles by 2035.