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Radical RXC is a Mustang-hearted racecar for the road

Radical has been building fantastic open-cockpit racers and roadcars for years, for the track day enthusiast who wants a vehicle that looks like it could show up for a start at the 24 Hours of Le Mans. The company's latest creation is the RXC, and while this coupe looks like a prototype racer, it's road legal in the UK and in some parts of the US. When testing a car this, um, radical, the first thought is likely to get it to the track for some big slides and wide open acceleration, but XCar Films takes the opposite approach in its latest video to learn how this racer fares on public roads. The version tested here is the standard RXC with the 3.7-liter V6 out of the Ford Mustang tuned to 350 horsepower with a seven-speed sequential gearbox; but Radical also offers the same engine with 380-hp, a 454-hp Ford EcoBoost 3.5-liter twin-turbo V6, or even a 500-hp V8. Even in the most basic guise, it's a handful to control in the wet, if this video is any indication. The cliche of a road-legal racecar is bandied around a lot in the motoring world, but it truly applies to the RXC. The only problem with seeing the RXC exclusively on the road is that it can never really open up and show its full potential. This racer is indeed chomping at the bit to rocket off into the horizon, but all those pesky road safety laws hold it back. Still, the video is a chance to get a better impression about this thoroughbred sports car. Scroll down to check it out. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Ford Q3 pretax profits drop to $1.18B

Following positive third quarter financial results recently from General Motors, rival Ford took a tumble in Q3. The automaker posted pre-tax profits of $1.18 billion, compared to about $2.59 billion in Q3 2013, a drop of around 54 percent. Net income also suffered with $835 million made in the quarter, versus $1.272 billion last year, a decline of about 34 percent. The Blue Oval blamed the gloomy figures on three reasons in its release: "lower volume, higher warranty costs and adverse balance sheet exchange effects."
There were problems of one kind or another in practically every region. North America experienced higher warranty costs than expected, partially due to recalls. The sales volume for the quarter was 665,000 units, versus 725,000 in Q3 2013, and pre-tax results amounted to $1.41 billion versus $2.296 billion last year.
South America and Europe both posted worse pre-tax results than last year. On the bright side, European volume was up slightly to 321,000 vehicles, from 303,000 in Q3 2013. The Middle East and Africa also lost $15 million, but that was an improvement compared to the $25 million loss previously experienced in this region.

It's Official: Ford Names Mark Fields Its Next CEO

Alan Mulally, the man who transformed Ford Motor Co. from a dysfunctional money-loser to a thriving company, will retire July 1 and be replaced by Mark Fields, the current chief operating officer. During his eight-year tenure at Ford, Mulally gambled all of the company's assets on a credit line that kept Ford out of bankruptcy, then used a simple "One Ford" plan to change the company's culture. He was hired away from aircraft maker Boeing Co. in 2006 by Bill Ford, who at the time was running the company. Fields, 53, has been in charge of Ford's daily operations since December of 2012 and was widely expected to one day ascend to the top job. The change in leadership is taking place about six months ahead of schedule, but Ford said that was based on Mulally's recommendation that the new leaders were ready. "Alan and I feel strongly that Mark and the entire leadership team are absolutely ready to lead Ford forward, and now is the time to begin the transition," Bill Ford said in a statement Thursday morning. Bill Ford, the company's executive chairman, is the great-grandson of company founder Henry Ford. Mulally, 68, was trained as an aeronautical engineer. He spent 36 years at Boeing - and was president of the company's commercial airplane division - when Bill Ford lured him to the struggling automaker eight years ago. Mulally overcame skepticism about being an outsider in the insular ranks of Detroit car guys by quickly pinpointing the reasons why Ford was losing billions each year. Mulally put a stop to the infighting that had paralyzed the company and instituted weekly management meetings where executives faced new levels of accountability and were encouraged to work together to solve problems. It took two years for Mulally to turn the company around, but since 2009, Ford has posted pretax profits of $34.5 billion and its shares have more than doubled. Fields was one of the executives passed over when Mulally got the top job in 2006. When he was named COO in 2012, Bill Ford said Fields' decision to stay at Ford and learn from Mulally showed a lot of fortitude and has made Fields a better leader. "There was a lot of speculation about whether he was capable. To his great credit, he stuck to it, he learned from it and showed tremendous fortitude in grinding through an incredibly difficult process," Bill Ford said. This marks the second change in leadership at the top of one of the Detroit automakers this year.