2014 Dodge Challenger R/t on 2040-cars

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Dongfeng and PSA extend Chinese joint venture

BEIJING/PARIS — China's Dongfeng and Peugeot maker PSA are extending their business cooperation, despite the Chinese company reducing its stake in PSA to help smooth the French carmaker's merger with Fiat Chrysler Automobiles (FCA). Dongfeng said on Thursday it had agreed with PSA to extend the duration of their joint venture Dongfeng Peugeot Citroen Automobiles (DPCA). Under the deal, the venture could get the rights to PSA's new brands in China and will benefit from new technologies and intellectual properties, the Chinese company said. PSA was not immediately available for comment. The announcement comes a day after the companies said Dongfeng would reduce its 12.2% stake in PSA by selling 30.7 million shares to the French company. Analysts said the move could smooth U.S. regulatory approval for PSA's roughly $50 billion (GBP38.97 billion) merger with Italian-American carmaker FCA. The sale of Dongfeng's shares in PSA, worth around 680 million euros ($757 million), will leave the Chinese group holding around 4.5% of the merged PSA-FCA, which is set to become the world's fourth-biggest carmaker by sales volumes. "As the cooperation between Dongfeng and PSA deepens, we expect the joint venture to continue making good progress in China," a Dongfeng representative said. On a conference call, Dongfeng said DPCA would have exclusive rights to PSA's Opel cars should the partners agree to bring the brand to China, and enjoy lower prices on car parts imported from PSA. Earlier this year, a document seen by Reuters showed Dongfeng and PSA plan to cut jobs at Wuhan-based DPCA and reduce its number of car plants to try to make the venture more profitable. Chrysler Dodge Fiat Jeep RAM Citroen Peugeot China FCA PSA Dongfeng

2016 Dodge Viper ACR First Drive [w/video]

The Dodge Viper is not a comfortable car. Livable, yes. The interior is covered in fine materials. But you still climb over a hot door sill to enter the tiny cabin. And the frequency range of the engine's noises seem specifically designed to cause headaches. What happens, then, if you remove all pretense of civility from a Viper and add equipment solely aimed at improving lap times? You would have the 2016 Dodge Viper ACR. In terms of achieving its purpose, this car is a absolute success. In many ways it's also the most honest Viper of the current generation. Prices start at $121,990 (including $2,100 gas-guzzler tax and $1,995 destination), or $32,900 more than the least expensive Viper. In ACR trim, the Viper loses the under-carpet padding, 9 of 12 speakers plus amplifier, carpet and trim from the cargo area, and sound deadening in front of the rear wheel wells. The parts of the interior still covered add healthy amounts of Alcantara or optional carbon fiber. That weight loss is compensated by the addition of go-fast bits like the giant rear wing (or the larger "x-wing" on the Extreme Aero Package), 10-way adjustable Bilstein Motorsports shocks, Brembo carbon-ceramic brakes, a rear diffuser, and a front splitter. Total claimed curb weight is 3,392 pounds in Aero trim (standard ACR trim is 18 pounds lighter), which is within a few stone of the rest of the Viper lineup. The diffuser strakes and leading edge of the splitter are removable, made to be replaced after rubbing on track tarmac and make street driving slightly more practical. Not that you'd want to drive the ACR on the street, with the lack of noise insulation and spring rates twice as stiff as the Viper TA, but it is street-legal. Dodge claims the DOT-approved Kumho Ecsta V720 tires on the ACR allow faster lap times than some race compound tires. Our test was limited to on-track shenanigans at Virginia International Raceway. Which is fitting because we wouldn't have anything good to say about driving the car on the street. The ACR is, essentially, a race car sold in the showroom, although with the Viper's 1 of 1 customization program, your custom build can include as many creature comforts as you like. Lined up in pit lane at VIR, the Viper ACRs for our evaluation blur the air with heat shimmer. All of the test cars have air conditioning, but that shuts off at full throttle with a six-second reset.

Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?