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Game on as Formula One fields teams for virtual eSports competition

HORLEY, England — Grand prix teams could be racing each other in the virtual world as well as the real one next season, and fighting to sign up the hottest gamer talent, as Formula One wakes to the power of eSports. Darren Cox, the man behind McLaren's "World's Fastest Gamer" competition who also saw one of his drivers win Formula One's first eSports series in Abu Dhabi last month, feels a tipping point has been reached this year. The former Nissan motorsport boss, who runs the eSPORTS+CARS virtual team, can also see the day dawning — in maybe three to five years' time — when top gamers are earning more than the lowest paid drivers on the real F1 starting grid. In a wide-ranging interview at a simulator center where his drivers train near London's Gatwick airport, Cox told Reuters that he expected Formula One teams to become involved in next year's eSports series. "If you look at what the NBA (basketball) has done ... they engaged the teams right at the beginning. So 17 of the NBA teams have got franchises for the virtual side of the sport, and there's a draft like in the real world. "So expect something like that to come out of (Formula One owners) Liberty," added Cox. "It's happening now. Those conversations are being had. "This absolutely will be a big priority for them (Liberty), and I believe they have made it clear to the teams that they will be involved, in some way. "And then I guess it's down to the teams about how involved they want to be." Kitchen porter turns champion Formula One's first eSports series was won by Brendon Leigh, an 18-year-old kitchen porter who had never previously been out of Britain. Leigh, who drives for Cox's team and emerged triumphant from 63,000 initial hopefuls, is likely to go professional. Some gamers in other arenas are already earning more than $1 million a year, and Cox said the rewards in motorsport were growing all the time. "If you go back 18 months, these guys were winning an X-box and a free subscription, not any cash. The cash has suddenly come, and I think that will ramp up," said the man who has been dubbed the "Godfather of virtual racing." Cox dismissed as irrelevant the debate about whether eSport is a sport. "It's here, it's got millions of viewers, it's got a commercial backbone that is strong. It doesn't matter if someone in sport thinks it's a sport or not. eSports don't care." He expected all the big F1 teams to end up partnering with outfits like his.

Weekly Recap: The cost of Tesla's ambitious plans for growth

Tesla has ambitious plans for growth, and they won't come cheap. The electric-car maker said this week it plans to spend $1.5 billion in 2015 to expand production capacity, launch the Model X crossover and continue work on its Gigafactory, which is being built outside of Reno, NV. The company is also investing in its stores, service centers and charging network, which is expected to grow by more than 50 percent this year. Plus, it's still working on the Model 3, which is scheduled to arrive in 2017. "We're going to spend staggering amounts of money on [capital expenditures]," Tesla chairman and CEO Elon Musk said on an investor call. He then added: "For a good reason. And with a great ROI [return on investment]." They're bold plans, and Musk is clearly willing to put Tesla's money where his mouth is. That's why the company is projecting a whopping 70-percent increase in deliveries this year, for a total of 55,000 cars. A large chunk of that growth will come from the addition of the Model X crossover to Tesla's portfolio, and the company already has nearly 20,000 reservations for it. More than 30 Model X prototypes have been built, and it is expected to begin shipping to customers this summer. Musk said he's "highly confident" the vehicle, which has experienced delays, will arrive on time. The company also had more than 10,000 orders for the Model S at the start of the year. The big spending plans caused a stir, even though Tesla spent $369 million on capital expenditures in the fourth quarter alone. In a note to investors, Morgan Stanley analysts called the costs required to keep pace with Tesla's demand "eye-wateringly high," and said the $1.5-billion figure was nearly double their expectations. Still, Musk is not thinking small and suggested that his company could be as big in 10 years as Apple is now if Tesla's growth continues. His optimism comes as the company actually reported a $294-million net loss in 2014, more than its $74-million loss in 2013. The money, however, continues to roll in, and total revenues increased to $3.2 billion in 2014, up from $2 billion in 2013 and a dramatic surge from $413 million in 2012. More of the same is expected this year, and the company could reach $6 billion in revenue. As Morgan Stanley noted, it "seems Tesla is preparing to be a much larger company than we have forecasted." It's certainly spending that way.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.