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2015 Lexus RC F

I didn't get a chance to drive the Lexus IS F until 2009, two years after the car had gone on sale, but I still vividly remember the day it happened. Having piloted almost every other vehicle in the Lexus lineup at that point, I was stoked to finally get some wheel time in the V8-powered, flared-fender muscle sedan, but fully expected the car to offer a quick, sanitized and ultimately un-driverly experience. Lexus built well-screwed-together, comfortable, quiet, reliable luxury cars for the timid, right?
As it turned out, I was 100-percent incorrect. When the premium brand's lauded "skunkworks team" crammed that massive V8 into the innocent IS, and then tuned the thing for competent hot laps at Fuji Speedway (F = Fuji, if you haven't heard), they seemingly forgot every brand value that Lexus had curated over the previous 20 years. It was raw and loud, had fast-twitch reflexes and a penchant for power slides, and it went unyieldingly across the road surface like a racecar cut loose from the paddock.
As far as Ur- models and origin stories go, the IS F and Lexus F has a pretty compelling, if new, set. A backdrop against which the sequel, this 2015 RC F, must inevitably be viewed. Sure, the otherworldly LFA may have intervened as the second F model, but the RC carries forward an evolution of the 5.0-liter V8 thumper, some shared body and chassis constructions, similar in-your-face design and a ticket price that's squarely in the mix for premium buyers with a hankering to smoke tires.

2015 Lexus RC 350

Luxury coupes like this new, 2015 Lexus RC 350 have got, to my mind, a more challenging mission than their all-out-performance variants; in this case, the recently reviewed RC F.
That's not to say that I think actual owners and shoppers of cars like the RC F, BMW M4 and Cadillac CTS-V Coupe only care about output figures and lap times. In fact I'd say that those are outliers in terms of how they get used most often. But the story that we reviewers tell - and that shoppers in the ego-boosted segment tell themselves before they pull the trigger - have a lot to do with what the car is capable of on the edge of its envelope.
Mainstream coupes can't rely on that kind of irrational pull, however, at least outside of the emotional world of styling persuasion. For a buyer to drop more than $40,000 on the RC 350, he or she will want tons of features, comfort, good looks, and, yes, a dash of sportiness to spice of the pot. Reason and desire seem a lot more balanced here. That's great news for Lexus, with its history of creating sensible luxury cars and a pretty composed luxury coupe in this new RC.

Lexus in no hurry to be a big player in China

For a while now, China's spiraling wealth, population and development has had the world's luxury automakers in an expansionist fervor, with many executives exhibiting the sort of gleefully maniacal behavior historically reserved for gold-rush prospectors. Yet Toyota, of all companies, is exercising a surprising amount of caution in the Asian nation.
As The Wall Street Journal notes, Toyota's premium brand, Lexus, sold all of 64,000 vehicles in China last year, while BMW cleared its books of 326,000. In fact, it didn't even bother entering the market until 2005, while rival Audi built its first car in the market a decade and a half earlier. Even now, Lexus doesn't build any vehicles in China, and with the country's notoriously high tariffs on imports, that's a major disadvantage. Yet the business daily quotes Lexus executive vice president Mark Templin as saying that the brand is nowhere near ready to start building cars in the market. "We're not having those discussions about when we're going to go to China... We have a lot of work to do before we get to that point."
Part of that work includes establishing a more expansive dealer network - Lexus only had 99 stores as of 2012, while rival Mercedes-Benz had over two-and-a-half times as many, and it's still expanding. Adding a lot of dealers without having a goodly number of competitively priced offerings for them to sell may seem like an odd strategy, but Templin tells the WSJ that the goal is to "cultivate our image for quality and customer service and let the customers that we have go tell that story for us."