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What's in a trademark? Sometimes, the next iconic car name

The United States Patent and Trademark Office is a treasure trove for auto enthusiasts, especially those who double as conspiracy theorists.
Why has Toyota applied to trademark "Supra," the name of one of its legendary sports cars, even though it hasn't sold one in the United States in 16 years? Why would General Motors continue to register "Chevelle" long after one of the most famous American muscle cars hit the end of the road? And what could Chrysler possibly do with the rights to "313," the area code for Detroit?

Nearly 700,000 Toyotas and Lexuses named in fuel pump recall

In an announcement posted to its corporate press room, Toyota made known a voluntary safety recall on select 2018 and 2019 Toyota and Lexus models. The recall includes roughly 696,000 vehicles and deals with a fuel pump that might stop working. An internal investigation into the issue is under way.  Affected rides include the Toyota 4Runner, Camry, Highlander, Land Cruiser, Sequoia, Sienna, Tacoma, Avalon, Corolla, and Tundra, as well as the Lexus LS 500, LC 500, RC 350, RC 300, GS 350, IS 300, ES 350, LX 570, GX 460, RX 350 NX 300, RX 350L, and GS 300. The Avalon, Corolla, NX 300, RX 350L, and GS 300 are restricted to 2019 model years, while the others are 2018 and 2019 model years. The potential danger in this issue is pretty obvious. Should the fuel pump stop, the vehicles could sputter, stall, and come to a stop, likely without the ability to restart the cars. Toyota notes warning lights and messages would display should this occur, but by then, it'd be too late. Although Toyota made the announcement this week, the investigation is not yet complete, and therefore, a fix has not yet been specified. The resolution, when determined, will come free of charge to affected customers. Toyota plans to send out notifications for affected vehicles in mid-March. 

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.