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Xcar asks why the W in the Bentley Continental GT

There aren't a lot of automakers producing V12 engines these days: There's BMW and Mercedes, of course, and the Rolls-Royces and Paganis they power. There's Ferrari, Lamborghini and Aston Martin. But the largest producer of twelve-cylinder engines doesn't make them in a V. That'd be Bentley, and it produces more dozen-piston engines than anyone else, but arranges them in a W configuration. It's a compelling story of innovation, one as interesting as the history of the marque itself. And Xcar tells the tale in its latest video installment, tracing it back to the development of the compact VR6 engine and the autocratic mastermind at the helm of the Volkswagen Group who made the W12 a reality. By this point it would be all too easy to consign the W12 to the dustbin of history as the smaller, more efficient and nearly as powerful V8 has slotted in below to push the W12 to the margins of relevance. But it's still the more refined option, and the more innovative one. Little wonder it's the only type of twelve-cylinder engine (the Aventador's notwithstanding) that the Volkswagen Group still makes.

Volkswagen Group's Vision 2030 strategy could bring revolution to the brands

One would expect a corporate plan called "Vision 2030," looking 11 years ahead through wildly tumultuous times, to involve great change and numerous forks in numerous roads. According to Automobile's breakdown of Volkswagen's path forward, though, the plans contain some lurid potential surprises. The ultimate aim is return on investment, and that means ruthless reorganization of a conglomerate with eight primary car brands, two car sub-brands, and Ducati motorcycles. The first two Vision 2030 cornerstones Automobile mentions are near boilerplate: Production network restructuring, and "streamlining of key technologies." The latter two are the ones that could upend what we know as the Volkswagen Group: focusing on the Group's core brands — meaning Audi, Porsche, and VW — and transitioning to EVs, autonomy, and other mobility solutions. Based on the report, a quote from Audi's CTO referring to the Audi brand could cover how the Group plans to handle all of its brands: "We need to find a sustainable solution for the indefinite transition period until EVs eventually take over." The boutique divisions adjacent to carmaking, Ducati and Italdesign, look likely to be spun off. For the halo car brands — Bentley, Bugatti, and Lamborghini — apparently shareholders want double-digit returns on investment, and the trio doesn't have long to hit the target. One eyebrow raiser is when the report states, "Bugatti is tipped to be gifted to [ex-VW Group Chairman] Ferdinand Piech." Piech fathered the Veyron during his tenure at VW, and it was thought he commissioned the La Voiture Noire, but he's lately stepped so far back from VW that he sold all his shares in the Group. Automobile quoted a senior strategist as saying of money-losing Bentley, "Why invest on a backward-looking enterprise when you can support a trendsetter? A proud history and excellent craftmanship alone don't cut it anymore." We guess no one at Ferrari, McLaren, or even Porsche got that memo. Bentley is reportedly close to being put in time out, and if brand CEO Adrian Hallmark can't right the Crewe ship, the hush-hush Plan B is to prop the Flying B up enough to lure a buyer. As for Lamborghini, caught between two masters at Audi and Porsche, even record-breaking numbers at the Italian supercar maker barely staved off sacrilege. It's said that VW brand CEO Herbert Diess considered putting a 5.0-liter Porsche V8 into the Aventador successor.

Average Bugatti owner has 84 cars, 3 jets, 1 yacht

Between Audi, Porsche, Lamborghini, Bentley and Bugatti, the Volkswagen Group has no lack of prestige marques under its umbrella. And while some of these marques may produce models that compete against each other, each seems to be profitable enough in its own right to justify its existence. But what about Bentley and Bugatti? Surely these marques cater to the same customers, right?
Not according to their shared CEO. "The clientele between Bentley and Bugatti is remarkably different," said Wolfgang Dürheimer in an interview with Bloomberg. "The Bentley customer on average owns 8 cars. The average Bugatti customer has about 84 cars, 3 jets and 1 yacht."
That may be a slight exaggeration (we'd have expected three yachts and one jet), but it puts things into perspective: Bentleys are for the one percent. Bugattis are for the one percent of that one percent. Which only goes to show why it's taken Bugatti over eight years to sell 450 Veyrons - a number of units it would take Bentley about two weeks to move, albeit at about one tenth the price.