Mint Condition 1972ford F 100 on 2040-cars

Auto blog

Ford Shelby GT350 Mustang to cost $52,995?

The 2015 Ford Shelby GT350 Mustang was one of the shining stars of this year's Los Angeles Auto Show. And the Blue Oval's latest muscle car might even have reason to burn a little brighter if a recent rumor about its price proves true. Best of all are rumors that an even more potent version of the Shelby is potentially on the way. According to Horsepower Kings citing unnamed Ford sources at the LA Auto Show, the 2015 GT350 carries a starting price of $52,995, and the Tech package adds a further $2,995 on top of that. There's also the claim of a Track package for an undisclosed price. However, it doesn't look like LA is the last we'll see of the newest Shelby because the source also alleges that a top-rung GT350R is under development with bigger brakes, modified aerodynamics and sportier tires. This rubber-burner is reported to be unveiled at the North American International Auto Show in Detroit in January. Assuming these claims are correct, it puts the Shelby in fighting form against its two Chevrolet Camaro rivals. Ford reports that the GT350's 5.2-liter V8 pumps out over 500 horsepower and more than 400 pound-feet of torque. At $52,995, it would undercut by a couple of grand the $55,505 (before destination) base price of the 580-hp 2015 ZL1. The super 'Stang might also beat the 505-hp Z/28 with its power rating, while being vastly cheaper than the track-focused Camaro's $72,305 price. This could be quite the performance shoot-out.

Ford owns Automotive Loyalty Awards, Audi and Subaru are king of conquests

Customers are a commodity in the automotive industry, and like any other commodity, automakers trade them back and forth. Only nobody wants to give up their customers - just to keep the ones they have and try to attract others.
That's what the Polk Automotive Loyalty Awards are all about. Every year the industry research body names the automakers, brands and models that manage to keep their customers coming back for more - and attract buyers to switch from other makes. Ford usually does pretty well, but this year it rose above even its own track record.
Not only did Dearborn win the Overall Loyalty to Manufacturer award, but also the Overall Loyalty to Make. Ford also took the African American category, and the F-150 was named the top full-size half-ton pickup in customer loyalty. Ford COO Mark Fields (pictured above) accepted the awards and gave the keynote address at the awards ceremony.

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.