1981 Ford F-100 on 2040-cars

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Need for Speed movie casts Mustang in hero car role

Dreamworks Studios, Electronic Arts and Ford Motor Company announced today that the Ford Mustang will play the lead hero car role in the upcoming Need for Speed movie, slated to hit theaters next February. Of course, the Mustang didn't audition for the role like we imagine the film's star, Aaron Paul of Breaking Bad fame, might have. Rather, Ford and Dreamworks struck a partnership deal that meant the Mustang could skip the casting couch. The deal will also see the film's universe populated with other Ford products (gratuitously so, we're guessing), and the automaker will also help the studio promote the video-game-turned-movie next year.
The hero car in question is a special one-off Mustang created by Ford that is making its debut at the E3 video game trade show as we speak. Powered by a supercharged V8 and apparently based on the Shelby GT500, the car's been modified with a widebody kit, 22-inch wheels, larger air intakes and twin hood nostrils. Ford also provided the film's production with an F-450 truck that will be called "The Beast" in the film's story, and a second Mustang to be used during filming as a camera car.
The Mustang's movie career is really taking off, with news of its Need For Speed casting closely following last week's release of the trailer for Getaway, a movie coming out in August that stars Ethan Hawke, Selena Gomez and another Shelby GT500. In addition to Aaron Paul and a modified Mustang, the Need For Speed movie also stars Michael Keaton (cop, we're guessing) and Dominic Cooper (villain, we're guessing), and is directed by Scott Waugh, who directed the Navy SEAL film Act of Valor in 2012.

Preserving automotive history costs big bucks

$1.8 million is spent each year to maintain GM's fleet of 600 production and concept cars.
When at least two of the Detroit Three were on the verge of death a few years back, one of the tough questions that was asked of Ford, General Motors and Chrysler execs - outside of why execs were still taking private planes to meetings - was why each company maintained huge archives of old production and concept vehicles. GM, for example, had an 1,100-vehicle collection when talk of a federal bailout began.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.