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Alonso can do full WEC season after date changed to avoid F1 race

McLaren Formula One driver Fernando Alonso can compete for Toyota in every round of the World Endurance Championship this season after organizers moved the Japanese event to avoid a U.S. Grand Prix clash. They announced at a presentation in Paris on Friday that the Six Hours of Fuji had been brought forward to Oct. 14, ensuring that the Spaniard can feature for Toyota at the manufacturer's home track. Alonso wants to win the Le Mans 24 Hours endurance race in France as part of the "triple crown of motorsport" achieved only by the late Briton Graham Hill. Hill, like Alonso a two-times Formula One world champion, won Le Mans, the Monaco Grand Prix and the Indianapolis 500 in the 1960s and early 1970s. Toyota announced last month that Alonso, whose main focus remains Formula One, would be racing all the rounds of the endurance season that did not clash with his McLaren commitments. The Fuji race had originally been pushed back a week to Oct. 21 to avoid a clash with the IMSA Petit Le Mans round at Road Atlanta in the United States. The eight round 2018-19 WEC "super season" includes two editions of Le Mans as a move towards a championship that will start in the European summer and end with the French endurance classic. The top LMP1 category will have 10 cars, with Toyota the only factory team following the departure of reigning champions Porsche. Alonso will share a car with Switzerland's Sebastien Buemi and Japanese Kazuki Nakajima, both former F1 drivers. Reporting by Alan Baldwin Related Video:

Toyota Mirai, Lexus LS show off Advanced Drive assists with OTA updates, AI

TOKYO — Toyota Motor Corp unveiled on Thursday new models of Lexus and Mirai in Japan, equipped with advanced driver assistance, as competition heats up to develop more self-driving and connected cars. Toyota's latest launch comes as automakers, electric car startups and tech giants invest heavily in so-called active safety features. The Japanese carmaker's new driving assist technology, or Advanced Drive, features a level 2 autonomous system that helps driving, such as limiting the car in its lane, maintaining the distance from other vehicles and changing lanes under the driver's supervision on expressways or other motor-vehicle-only roads. The system can even handle lane merges, and when passing trucks its lane system will move the car further to the opposite side of its lane. The car will recommend a course of action to a driver before executing it. The system also features a camera to monitor the driver's actions and level of attentiveness, and if the driver seems unresponsive or incapacitated, the car will pull itself over. The luxury sedan Lexus LS will be on sale from Thursday, costing between about 16.3 million yen ($148,600) and 17.9 million yen ($164,000), while the second-generation Mirai hydrogen fuel cell car will be offered on April 12 at between 8.4 million ($76,900) and 8.6 million yen ($78,750). This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. The new models are Toyota's first products brought to the market that provide over-the-air updates and utilize AI technology centered on deep learning, said Toyota executive James Kuffner, who is also the head of Toyota's research unit Woven Planet. "This is really an important first step in our journey towards software-first development," he said at an online briefing on Thursday, adding that the company has tried to design the software to be truly global and to provide re-usability. In the future, software features on cars will be "upgradable" and "more customizable" much like how people personalize their smartphones, Kuffner added. Fully self-driven cars are still likely to be years away, but rival General Motors early this year made a splash at the virtual Consumer Electronics Show with a fully-autonomous all-electric flying Cadillac concept, while Chinese search engine operator Baidu unveiled a partnership with local car brand Geely.

Scion was slain by Toyota, not the Great Recession

Scion didn't have to go down like this. Through the magic of hindsight and hubris, it's easier to see what went wrong. And what might have been. What the industry should understand is this: Scion wasn't a losing proposition from the get-go. Its death is due to negligence and apathy. This is more than just the failure of a sub-brand. It's the failure of a company to deliver new and compelling products over an extended period of time. Toyota will point to the Great Recession as the reason it hedged its bets and withdrew funding for new vehicles, instead of using that as an opportunity to redouble efforts. This was as good as a death warrant, although myopically no one realized it at the time. Sadly, GM's Saturn experiment was a road map for this exact form of failure. No one at Toyota seemed to think the Saturn experience was worth protecting their experimental brand from. Or they weren't heard. Brands live and die on product. Somehow, Scion convinced itself that its real success metric was a youthful demographic of buyers. It seems like this was used to gauge the overall health of the brand. Look at the aging and uncompetitive tC, which Scion proudly noted had a 29-year-old average buyer. That fails to take into account its lack of curb appeal and flagging sales. Who cares if the declining number of people buying your cars are younger? Toyota is going to kill the tC thirteen years [And two indifferent generations ... - Ed.] after it was introduced. In that time, Honda has come out with three entirely new generations of the Civic. Scion wasn't a losing proposition from the get-go. Its death is due to negligence and apathy. At launch, the brand could have gone a few different ways. The xB was plucky, interesting, and useful – a tough mix of ephemeral characteristics – but the xA didn't offer much except a thin veneer of self-consciously applied attitude. That's ok; it was cute. Enter the tC, which managed to combine sporty pretensions with decent cost. It took on the Civic Coupe in the contest for coolness, and usually managed to win. More importantly, an explicit brand value early on was a desire to avoid second generations of any of its models, promising a continually evolving and fresh lineup. At this point, the road splits. Down one lane lies the Scion that could have been. After a short but reasonable product lifecycle, it would have renewed the entire lineup.