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Submit your questions for Autoblog Podcast #324 LIVE!

We're set to record Autoblog Podcast #324 tonight, and our friend Peter Leung (a.k.a. BaronVonClutch), who writes about racing for Richland F1 is going to teach us how to love the vroom-vroom. Drop us your questions and comments regarding the rest of the week's news via our Q&A module below. Subscribe to the Autoblog Podcast in iTunes if you haven't already done so, and if you want to take it all in live, tune in to our UStream (audio only) channel at 10:00 PM Eastern tonight.
Discussion Topics for Autoblog Podcast Episode #324
Geneva Motor Show highlights from Zach

Ford decides C-Max shoppers not interested in fuel economy

If you say a car – the Ford C-Max Hybrid, for example – is "fun to drive," can anyone really come up with some empirical evidence against your claim? What about calling it "versatile"? We wonder if Ford has been thinking along these lines when it talks about the green little hatch. Ford is refocusing its sales strategy for the C-Max Hybrid after the model took a sales hit on both sides of the Atlantic recently, Automotive News reports. That sales dropoff may stem from the fact that Ford has had to revise its fuel-economy figures downward for the C-Max twice since last year, most recently in June. That made the company's once-proud fuel-economy comparisons with the Toyota Prius kind of pointless. Ford is going a different route, calling the model versatile (which, to be fair it was also doing a year ago), technologically advanced and fun to drive. Since the C-Max has about 50 more horsepower than the Prius, that last part may be true. Ford representatives didn't immediately respond to a request for comment from AutoblogGreen about the mpg-mention-free advertising direction, but we will update this post if we hear back. Sales of the C-Max Hybrid have suffered in the US. Through September, Ford sold 15,245 C-Max Hybrids, down 36 percent from last year. We shall see if a new focus away from the car's lowered mpg numbers helps. At least Ford can be pleased with sales of the C-Max Energi Plug-in Hybrid, which are up 51 percent compared to 2013.

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.