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2016 Bentley Bentayga First Drive [w/video]

There was once a barrier that separated our Arcadian, four-dimensional space from an uncanny cosmos where a $229,100 SUV makes irrefutable business sense. That wall is gone, and the Bentley Bentayga broke it. We're accustomed to powerful SUVs. The Mercedes-Benz G65 AMG makes the Earth weep on account of its 621 horsepower and 738 pound-feet of torque. The Bentayga is shy of those figures, with 21 fewer horses and 74 fewer pound-feet. We're also accustomed to quick SUVs; the Porsche Cayenne Turbo S hits 60 miles per hour in just 3.8 seconds. The Bentayga runs that race 0.2 seconds slower. And of course, we are accustomed to luxurious SUVs that fear no obstacle or load. The Range Rover Autobiography can swim its leathers and veneers through 35.4 inches of water, surmount nearly 12 inches when toiling off-road, and tow 7,716 pounds. The Bentayga can 'only' manage 19.6 inches of water, 'only' gets to 9.64 inches on its tippy toes, and is 'only' rated to tow 7,714 pounds. None of these facts are listed to harp on the Bentayga. It isn't Bentley's way to make rank by being the best in every category. Instead, the Crewe brand brings all the boys to the yard by merely being excellent across the board. The Continental GT isn't superlative at any one thing, but no other vehicle that can carry four people is as fast and as capable and as dynamic, and only Phantom-level Rolls-Royces can touch it for luxury. The Bentayga is not the Continental GT of SUVs, it is "the Bentley of SUVs." But here's an important clarification: The Bentayga is not the Continental GT of SUVs, it is "the Bentley of SUVs." The automaker describes the mission as, "driving, luxury, performance." The interior advances the current design language with a two-piece instrument panel – an upper portion that slides through the center console in a "U" shape, and a lower portion that connects the console to the center tunnel. Bentley poses this as a riff on its flying wing badge, but it actually comes from interior designer Darren Day's wish to fit an IP with a steeper rake. The size of an instrument panel is limited by the width of the door openings because the dashboard doesn't go in until after the body is welded together. Day wanted passengers to be able to rest their legs on the buttresses tying the IP to the center tunnel, but his one-piece design was too large to fit through the doors.

New Bentley boss nixes any new sports cars in its money-losing lineup

Adrian Hallmark took over the helm at Bentley on February 1 this year. Volkswagen poached him from Jaguar, where he headed the brand's global strategy. Or perhaps we should say re-poached him, since Hallmark served as Bentley's board member in charge of sales and marketing from 1999 to 2005, and helped guide the original Continental GT to market. He's now responsible getting Bentley in better shape financially and sales-wise, and positioning it for growth. Among the products necessary to do that, Hallmark recently told Autocar that flashy coupes won't cut it. "I'll tell you what we won't be building," he said, "and that's sports cars." That means we can forget about the gorgeous EXP 10 Speed 6 coupe that had a rumored place in the lineup after a sub-Bentayga CUV, and the EXP 12 Speed 6e battery-electric convertible. Hallmark cited a few issues with the segment, the first being that the segment hasn't yet recovered from the recession, and the buyer demographic that's left goes up in age every year, clearly a losing game. The kinds of younger buyers who would buy Bentleys, athletes and entertainers, are deterred from the purchase by contractual limitations like injury clauses or aversion to paparazzi photos. As well, in China, wealthy buyers get SUVs or limousines, but Hallmark believes Bentley hasn't adopted the the proper strategy there to take advantage. This is far more than about sports cars for Bentley, though; a recent article in German newspaper Handelsblatt outlined a number of situations the carmaker needs to rectify, including the finding that Bentley's "losing money hand over fist instead of racking up the hefty margins more typical of the class." A German study claimed that whereas Ferrari makes around $80,000 on every car it sells, and Porsche makes a little more than $19,000 on each car (last year it was a little more than $17,000) Bentley loses a little more than $19,000 on each unit. The English manufacturer has posted an operating loss of roughly $92 million through the first six months of 2018, the latest figures in a decline that began in 2014. That financial timeline, however, coincides with Bentley's $1.1B investment in new technologies, which the carmaker cites as the reason for profitability woes.

Volkswagen Group's Vision 2030 strategy could bring revolution to the brands

One would expect a corporate plan called "Vision 2030," looking 11 years ahead through wildly tumultuous times, to involve great change and numerous forks in numerous roads. According to Automobile's breakdown of Volkswagen's path forward, though, the plans contain some lurid potential surprises. The ultimate aim is return on investment, and that means ruthless reorganization of a conglomerate with eight primary car brands, two car sub-brands, and Ducati motorcycles. The first two Vision 2030 cornerstones Automobile mentions are near boilerplate: Production network restructuring, and "streamlining of key technologies." The latter two are the ones that could upend what we know as the Volkswagen Group: focusing on the Group's core brands — meaning Audi, Porsche, and VW — and transitioning to EVs, autonomy, and other mobility solutions. Based on the report, a quote from Audi's CTO referring to the Audi brand could cover how the Group plans to handle all of its brands: "We need to find a sustainable solution for the indefinite transition period until EVs eventually take over." The boutique divisions adjacent to carmaking, Ducati and Italdesign, look likely to be spun off. For the halo car brands — Bentley, Bugatti, and Lamborghini — apparently shareholders want double-digit returns on investment, and the trio doesn't have long to hit the target. One eyebrow raiser is when the report states, "Bugatti is tipped to be gifted to [ex-VW Group Chairman] Ferdinand Piech." Piech fathered the Veyron during his tenure at VW, and it was thought he commissioned the La Voiture Noire, but he's lately stepped so far back from VW that he sold all his shares in the Group. Automobile quoted a senior strategist as saying of money-losing Bentley, "Why invest on a backward-looking enterprise when you can support a trendsetter? A proud history and excellent craftmanship alone don't cut it anymore." We guess no one at Ferrari, McLaren, or even Porsche got that memo. Bentley is reportedly close to being put in time out, and if brand CEO Adrian Hallmark can't right the Crewe ship, the hush-hush Plan B is to prop the Flying B up enough to lure a buyer. As for Lamborghini, caught between two masters at Audi and Porsche, even record-breaking numbers at the Italian supercar maker barely staved off sacrilege. It's said that VW brand CEO Herbert Diess considered putting a 5.0-liter Porsche V8 into the Aventador successor.