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Weekly Recap: Chevy and Alfa plot comeback strategies

Chevrolet and Alfa Romeo were two of the 20th Century's most iconic automotive brands. Chevy embodied America's post-war power and confidence. Alfa was the definition of the stylish Italian sports car. They reached halcyon heights in the 1950s and '60s, before declining precipitously amid new competition, changing consumer tastes, and uneven corporate management. Both say 2015 is the start of something better, and this week Chevy and Alfa laid out ambitious plans and showcased new cars that they hope will make them more relevant this year, and in the coming years. Each brand sits at its own crossroads, and their paths forward are as different as the Chevy Cruze and the Alfa Romeo Giulia. Chevy is still a sales beast, as evidenced by its volume of 4.8 million vehicles sold around the world last year. Chevy executives are fond of saying one of their cars is sold every seven seconds, which illustrates the strength and reach of a car brand that is the fourth largest in the world. "Make no mistake about it, we are a brand for the people," said General Motors North America president Alan Batey. But he wants consumers to want to buy a Chevy for its design and technology, not simply because it's affordable. That starts with all Chevys now featuring a distinctive a family look, with sporty cues from the Corvette or strong lines that riff on the Silverado pickup. "We want people to fall in lust with our cars," said Mike Pevovar, executive design director for Chevy passenger cars. "That initial emotional attraction has to be right on the exterior, and that's where form comes into play." Chevy is also loading up its cars, like the freshly unveiled 2016 Chevy Cruze, with technology to appeal to a younger crowd that prizes connectivity. The Cruze will offer Apple CarPlay and Android Auto with its MyLink infotainment system, and OnStar with 4G LTE and wifi. Seeking out younger buyers is also sound business practice: Millennials now outnumber Baby Boomers as the largest single age group in the United States. Younger buyers also can improve a brand's image, which is another area where Chevy would like to improve. Chevy ranks 82nd on Interbrand's Best Global Brand's list, behind 11 other automakers. Apple is No. 1. "We need our own variation of the Genius Bar," Batey said. 2016 Alfa Romeo Giulia View 3 Photos Meanwhile, Alfa is in different shape.

2015 Ford F-150 to get up to 26 miles per gallon

The 2015 Ford F-150 is one of the most important US vehicle debuts in years, be it in the pickup segment or the entire marketplace. While we've already known about the truck's engine lineup, its payload ratings and we've even learned a bit about how it drives, the truck's EPA-estimated fuel economy ratings have remained a mystery. The wait is finally over. Ford has announced numbers that put the latest F-150 as the mileage leader among gasoline-powered, full-size pickups in the US, with its new 2.7-liter EcoBoost V6 topping the charts. Starting with the entry-level naturally aspirated 3.5-liter V6, the rear-wheel-drive F-150 is rated at 18-miles-per-gallon city, 25-mpg highway and 20-mpg combined. Opting for four-wheel drive drops those numbers slightly to 17/23/19. If fuel economy is your absolute priority, then upgrading to the 2.7-liter EcoBoost V6 is the hot ticket. It improves things further to 19/26/22 in rear-wheel drive trim or 18/23/20 with four-wheel drive. The carryover naturally aspirated 5.0-liter V8 is rated at 15/22/18 as a 4X2 or 15/21/17 as a 4X4. Finally, the flagship 3.5-liter EcoBoost V6 tops the range in available torque and offers buyers 17/24/20 ratings with rear-wheel drive or 17/23/19 with four-wheel drive. "We are delivering with the toughest, smartest and most capable F-150 ever – and now the highest EPA-estimated fuel economy ratings of any full-size gas-powered pickup in America," said Raj Nair, Ford group vice president, Global Product Development, in the company's announcement. Depending on engine and drivetrain configuration, Ford contends that the 2.7-liter EcoBoost's top rating puts fuel economy up between 5 and 29 percent over the current generation, thanks in large part to the truck's lighter aluminum construction. Obviously, these are EPA estimates, and your mileage may vary – ours has. Recently, Autoblog team members have had real difficulty even approximating government mpg estimates on many EcoBoost models, including the new F-150. Scroll down to read Ford's full announcement, including comparisons to rival models.

It's Official: Ford Names Mark Fields Its Next CEO

Alan Mulally, the man who transformed Ford Motor Co. from a dysfunctional money-loser to a thriving company, will retire July 1 and be replaced by Mark Fields, the current chief operating officer. During his eight-year tenure at Ford, Mulally gambled all of the company's assets on a credit line that kept Ford out of bankruptcy, then used a simple "One Ford" plan to change the company's culture. He was hired away from aircraft maker Boeing Co. in 2006 by Bill Ford, who at the time was running the company. Fields, 53, has been in charge of Ford's daily operations since December of 2012 and was widely expected to one day ascend to the top job. The change in leadership is taking place about six months ahead of schedule, but Ford said that was based on Mulally's recommendation that the new leaders were ready. "Alan and I feel strongly that Mark and the entire leadership team are absolutely ready to lead Ford forward, and now is the time to begin the transition," Bill Ford said in a statement Thursday morning. Bill Ford, the company's executive chairman, is the great-grandson of company founder Henry Ford. Mulally, 68, was trained as an aeronautical engineer. He spent 36 years at Boeing - and was president of the company's commercial airplane division - when Bill Ford lured him to the struggling automaker eight years ago. Mulally overcame skepticism about being an outsider in the insular ranks of Detroit car guys by quickly pinpointing the reasons why Ford was losing billions each year. Mulally put a stop to the infighting that had paralyzed the company and instituted weekly management meetings where executives faced new levels of accountability and were encouraged to work together to solve problems. It took two years for Mulally to turn the company around, but since 2009, Ford has posted pretax profits of $34.5 billion and its shares have more than doubled. Fields was one of the executives passed over when Mulally got the top job in 2006. When he was named COO in 2012, Bill Ford said Fields' decision to stay at Ford and learn from Mulally showed a lot of fortitude and has made Fields a better leader. "There was a lot of speculation about whether he was capable. To his great credit, he stuck to it, he learned from it and showed tremendous fortitude in grinding through an incredibly difficult process," Bill Ford said. This marks the second change in leadership at the top of one of the Detroit automakers this year.