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2015 Lexus RC F

I didn't get a chance to drive the Lexus IS F until 2009, two years after the car had gone on sale, but I still vividly remember the day it happened. Having piloted almost every other vehicle in the Lexus lineup at that point, I was stoked to finally get some wheel time in the V8-powered, flared-fender muscle sedan, but fully expected the car to offer a quick, sanitized and ultimately un-driverly experience. Lexus built well-screwed-together, comfortable, quiet, reliable luxury cars for the timid, right?
As it turned out, I was 100-percent incorrect. When the premium brand's lauded "skunkworks team" crammed that massive V8 into the innocent IS, and then tuned the thing for competent hot laps at Fuji Speedway (F = Fuji, if you haven't heard), they seemingly forgot every brand value that Lexus had curated over the previous 20 years. It was raw and loud, had fast-twitch reflexes and a penchant for power slides, and it went unyieldingly across the road surface like a racecar cut loose from the paddock.
As far as Ur- models and origin stories go, the IS F and Lexus F has a pretty compelling, if new, set. A backdrop against which the sequel, this 2015 RC F, must inevitably be viewed. Sure, the otherworldly LFA may have intervened as the second F model, but the RC carries forward an evolution of the 5.0-liter V8 thumper, some shared body and chassis constructions, similar in-your-face design and a ticket price that's squarely in the mix for premium buyers with a hankering to smoke tires.

TMG still developing Lexus LS Sports 650 [w/video]

If you're going to make a super sedan, you'd better do it in Germany. That's where Audi, BMW and Mercedes-Benz do it, along with third parties like Alpina, Brabus and G-Power, among others. Deutschland is the epicenter of the movement, regularly churning out the most powerful four-door rockets in the world. It's also where one of the racing divisions for Toyota has been hard at work on the TMG Sports 650.
Toyota Motorsport GmbH started with a Lexus LS and turned it into a 641-horsepower, twin-turbocharged super sedan it revealed late last year at the Essen Motor Show. But though we haven't heard much about it since then, the team behind Toyota's F1 and Le Mans efforts are apparently still hard at work on the project.
Speaking with Lexus' own UK blog, TMG chief Alastair Moffitt revealed that the project started way back in 2010, shortly after Toyota shut down its F1 program and left the racing team with nothing to do. The 5.0-liter twin-turbo V8 was initially producing as much as 800 horsepower, but has since been refined to 650 so that it could theoretically be put into production and onto the road.

Lexus in no hurry to be a big player in China

For a while now, China's spiraling wealth, population and development has had the world's luxury automakers in an expansionist fervor, with many executives exhibiting the sort of gleefully maniacal behavior historically reserved for gold-rush prospectors. Yet Toyota, of all companies, is exercising a surprising amount of caution in the Asian nation.
As The Wall Street Journal notes, Toyota's premium brand, Lexus, sold all of 64,000 vehicles in China last year, while BMW cleared its books of 326,000. In fact, it didn't even bother entering the market until 2005, while rival Audi built its first car in the market a decade and a half earlier. Even now, Lexus doesn't build any vehicles in China, and with the country's notoriously high tariffs on imports, that's a major disadvantage. Yet the business daily quotes Lexus executive vice president Mark Templin as saying that the brand is nowhere near ready to start building cars in the market. "We're not having those discussions about when we're going to go to China... We have a lot of work to do before we get to that point."
Part of that work includes establishing a more expansive dealer network - Lexus only had 99 stores as of 2012, while rival Mercedes-Benz had over two-and-a-half times as many, and it's still expanding. Adding a lot of dealers without having a goodly number of competitively priced offerings for them to sell may seem like an odd strategy, but Templin tells the WSJ that the goal is to "cultivate our image for quality and customer service and let the customers that we have go tell that story for us."