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Question of the Day: Most heinous act of badge engineering?

Badge engineering, in which one company slaps its emblems on another company's product and sells it, has a long history in the automotive industry. When Sears wanted to sell cars, a deal was made with Kaiser-Frazer and the Sears Allstate was born. Iranians wanted new cars in the 1960s, and the Rootes Group was happy to offer Hillman Hunters for sale as Iran Khodro Paykans. Sometimes, though, certain badge-engineered vehicles made sense only in the 26th hour of negotiations between companies. The Suzuki Equator, say, which was a puzzling rebadge job of the Nissan Frontier. How did that happen? My personal favorite what-the-heck-were-they-thinking example of badge engineering is the 1971-1973 Plymouth Cricket. Chrysler Europe, through its ownership of the Rootes Group, was able to ship over Hillman Avanger subcompacts for sale in the US market. This would have made sense... if Chrysler hadn't already been selling rebadged Mitsubishi Colt Galants (as Dodge Colts) and Simca 1100s as (Simca 1204s) in its American showrooms. Few bought the Cricket, despite its cheery ad campaign. So, what's the badge-engineered car you find most confounding? Chrysler Dodge Automakers Mitsubishi Nissan Suzuki Automotive History question of the day badge engineering question

Highway To Hellcat: Dallas to Vegas with 2,000 HP

Fort Davis, TX. Early November. Late Sunday afternoon. The 1,200 residents of this small town are using their day of rest to quietly enjoy the breeze rolling off the hills. There's an older couple walking down the street, holding hands. A young lady working at a general store, where milkshakes and antacids are purchased at the same counter. It's a peaceful, quaint scene, right down to the tumbleweed rolling across the street and the rickety wooden porches outside the old storefronts. I hit the throttle of the 2015 Dodge Charger SRT Hellcat while turning left onto the road leading toward the town square, sending the sedan's rear end swinging to the right with a few puffs of rubbery smoke. I coast down to the 25-mile-per-hour speed limit and spot the line of Challengers, Chargers, and Vipers in my rear-view mirror, the drivers all mimicking my quick jolt of enthusiasm before pulling up the reigns on their V8s and V10s and idling into Fort Davis. Our posse would roll some 5,000 horsepower of pure American muscle into that small Texas town that day. It was only the first stop on an epic journey that would take us from Dallas to Las Vegas, on a winding route down toward El Paso, up through New Mexico, Arizona, and finally north into Nevada, ending at the ritzy Palazzo casino and hotel on the Vegas strip. It was an opportunity to see parts of America I never knew existed, and a chance to bond with some American cars that until recently, I sort of failed to understand. And most importantly it was an opportunity to drive really, really hard. Charging Through Texas Unless you've driven across it, it's hard to understand the massive space that is Texas. In places, scanning 360 degrees of horizon reveals absolutely nothing. Nothing. On its own, driving from Dallas to El Paso covers some 630 miles. Veer south to Fort Davis and you'll add another 70 onto that, not including the 75-mile Davis Mountain Scenic Loop where I found bliss behind the wheel of this insanely powerful sedan. I always expected to like the Charger Hellcat – comfortable seating for four (five in a pinch), equipped with the latest tech, wrapped in a stylish yet muscular body, like a quarterback in a tux. And it moves. The supercharged 6.2-liter Hellcat V8 pumps out 707 horsepower and 650 pound-feet of torque, which makes for one quick sedan, especially considering its heft.

Stellantis announces ‘Circular Economy’ business to drive revenue, decarbonization

Stellantis has already announced its plans to reach net-zero carbon emissions by 2038. Today, the automaker has announced a new business unit to help it reach that goal while generating 2 billion euros per year in revenue by 2030. The “Circular Economy” business will help make revenue less dependent on finite, rare and ecologically problematic materials. The Circular Economy model features what Stellantis calls a “4R” strategy, comprising remanufacturing, repair, reuse and recycling. The goal is to make materials last as long as they can, reducing reliance on the acquisition of those precious new materials in the future by returning them to the business loop when theyÂ’ve reached the end of their first life. Through these processes, Stellantis says it can save up to 80% raw material and 50% energy compared to manufacturing a new part. Remanufacturing, or “reman” in Stellantis shorthand, means dismantling, cleaning and rebuilding parts to OEM spec. Nearly 12,000 remanufactured parts are available for customers to purchase. Some remanufacturing is done in-house, and some with partners and through joint ventures. Repair is pretty obvious — fixing parts to put back into vehicles. This also consists of reconditioning, to make a vehicle feel like new. Stellantis boasts 21 “e-repair” centers for repairing electric vehicle batteries.  Reuse refers to parts still in good condition from end-of-life vehicles sold as-is. Stellantis says it has 4.5 million multi-brand parts in inventory. These are sold in 155 countries through the B-Parts e-commerce platform. Reuse also refers second-life options, such as using batteries outside of automotive purposes. Recycling involves dismantling parts and scraps back into raw material form that is then looped back into the manufacturing process. Stellantis says it has collected 1 million parts for recycling in the past six months. Recycling doesnÂ’t get counted in that aforementioned 2 billion euros of revenue, but it does save the company money on acquisition of raw materials. As for batteries, specifically, Stellantis expects this recycling business to ramp up after 2030, when the packs currently in service begin to reach the end of their lifecycle. Stellantis will use its new “SUSTAINera” label to denote parts that are offered as part of its Circular Economy business.