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Maserati returns to Indianapolis to commemorate historic win

This past weekend was Memorial Day weekend, folks, and you know what that means: racing. There was the Monaco Grand Prix for Formula One fans, and back Stateside there was the Indianapolis 500. You might expect to see a name like Maserati pop up at the former more than the latter, but that wasn't always the case.
These days its all about Dallara chassis powered by Chevy or Honda, but over the course of a century there have been plenty of foreign automakers that have won the Greatest Spectacle in Racing. McLaren won it twice in the 1970s, Mercedes and Peugoet won during the race's pre-WWI infancy, and in between them Boyle Racing won it two years in a row with a Maserati chassis and engine.
The car was the Maserati 8CTF "Boyle Special," and its first win came 75 years ago. So to mark the occasion (as well as Maserati's 100th anniversary), the car was brought back to the Indianapolis Motor Speedway for a revival lap. Unfortunately Wilbur Shaw, who won the Indy 500 three times (twice in the Maserati) and went on to be president of the speedway, died in a plane crash the day before his 52nd birthday in 1954. So in his place fellow three-time winner Johnny Rutherford took the wheel of the 8CTF in front of the gathered crowds.

Mid-engined, 621-horsepower MC20 inaugurates a new era for Maserati

No longer embedded in the gap separating Alfa Romeo and Ferrari, Maserati is preparing to give its range of models an overhaul that's so comprehensive it merits its own chapter in the firm's history. The first car in this installment isn't a volume-generating crossover or a politically correct electric car (though, fear not, both are coming soon). It's a mid-engined, 621-horsepower coupe designed with an unabashed focus on performance. Called MC20, it will join a segment dominated by Lamborghini, McLaren, and former sister company Ferrari. Maserati explained developing the MC20 took about two years thanks in part to software-based simulation testing that saves the firm a significant amount of time and money. 97% of dynamic tests were performed using simulator designed in-house, and engineers then fine-tuned the car by testing it in real-world road and track conditions around the world. Lap times were extremely important, because the MC20 was built to race. We'll need to wait to find out where it will compete, and what it will look like in full racing regalia. Maserati has only unveiled the street-legal variant, which wears a low-mounted oval grille, swept-back headlights, and triangle-shaped rear lights. All of the brand's defining characteristics are accounted for, and stylists intentionally weaved a handful of subtle references to the MC12 built in 2004 and 2005 into the design. Viewed from the side, it wears the typical proportions we expect from a mid-engined supercar. It upholds Italy's well-earned reputation for creating poster-worthy supercars that blur the line between transportation and art Da Vinci would be proud of. Slightly bigger in person than in photos, the 3,306-pound MC20 stretches 184 inches from end to end, 77 inches wide and 48 inches tall. Its cargo capacity checks in at 1.8 cubic feet in the frunk and 3.5 cubes in the trunk. For context, the 3,423-pound Lamborghini Huracan measures 176, 76 and 46, respectively. And, for another mid-engined point of reference, the 2,943-pound Porsche 718 Cayman measures 172, 71 and 51, respectively.  Maserati chose not to give the MC20 active aerodynamic components, though the coupe depends on a small, neatly integrated rear spoiler for downforce, and it relied extensively on carbon fiber to keep weight in check. It also installed butterfly doors, but they're more functional than their made-for-Instagram flair suggests.

Maserati reorganizes, tries to sharpen the trident

When's the last time we posted on a run of comprehensive success at Alfa Romeo or Maserati? True, Maserati nearly tripled its U.S. sales from 4,768 in 2013 to 12,942 in 2014. However, the brand's been stuck around that number ever since, selling 13,711 units in 2017. Worse, those figures highlight how far Maserati has fallen behind its own goals. In the last five-year plan, the brand targeted 75,000 global sales this year — then downgraded the target to 50,000 in June this year. At 26,400 units through the first nine months of 2018, short of Poseidon surfacing to work some deus ex machina, even that reduced goal won't be met. New Fiat Chrysler CEO Mike Manley is working to give Maserati the leaders and support it needs to point the trident in the right direction. On an analyst call at the end of October, Manley said, "With hindsight, when we put Maserati and Alfa together, it did two things. Firstly, it reduced the focus on Maserati the brand. Secondly, Maserati was treated for a period of time almost as if it were a mass market brand, which it isn't and shouldn't be treated that way." In October 2016, FCA named Reid Bigland to head Alfa Romeo and Maserati; this was back when Alfa Romeo dreamed of selling 400,000 cars annually by 2018. When Manley named his new executive teams last month, after assuming the CEO post following Sergio Marchionne's death in July, Manley separated Alfa Romeo and Maserati. Tim Kuniskis, who had taken over from Bigland, now heads Alfa Romeo and Jeep. Manley then restored Harald Wester to the head of Maserati. Wester ran Maserati from 2008 to 2016, after which he became FCA's chief technology officer, a role he maintains in the latest shuffle. Wester poached Jean-Philippe Leloup from Ferrari. LeLoup ran Ferrari's Central and Eastern European business operations; he now heads a concern called Maserati Commercial. Al Gardner, head of Maserati's North American dealer network since 2015, keeps that role and takes over as head of Maserati North America. Maserati has favorable brand value, but the leadership will confront almost every other problem a brand can have. Half the automaker's sales come from China, and the economic slowdown there is a serious drain on the numbers. In Europe, the WLTP emissions protocol, bloated inventories, and the need for incentives have dulled the edge. Sales worldwide are down 26 percent this year.