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Lexus planning a hydrogen fuel-cell LS by 2017

Toyota's Fuel Cell System will certainly migrate to other vehicles in the carmaker's lineup, but Australian car site Motoring reports that one of the models at the head of the queue is the Lexus LS. According to its sources, the executive barge powered by hydrogen will be released by 2017 and take the top spot in the range, rolling in above the LS Hybrid. We're told that Toyota engineers will find a way to slide two hydrogen tanks into its bodywork with the same general setup as on the Mirai – one under the rear seats and another under the rear parcel shelf. The 150-kW fuel cell stack will be placed under the front seats. Motoring says the resulting sedan and its 220-kW electric motor would come in "at around 2,100 kg," which is 4,620 pounds; that's a ginormous 539 pounds less than the listed curb weight of the current LS Hybrid, and 387 pounds more than the standard LS. Assuming all goes as planned, it would have a range of roughly 238 miles, a few dozens less than the Mirai's range of about 300 miles. It would look slightly different, too, the front end getting larger intakes to cool the power unit. It wouldn't surprise us if Lexus does have a hydrogen LS planned – it would be a statement car, and the company likes making statements, even if few heed them; it has stuck with its LS 600h for the past seven years, yet of the 7,539 LS models sold through the end of November this year, only 61 of them were hybrids. The timing would be intriguing, however; by the time the LS hybrid came out, Lexus had already worked over its filet-and-potatoes models. And if the hydrogen version is going to come in above the $120,440 hybrid, well, that will be a statement indeed.

Toyota struggling in Latin American market, attempting recovery

With uncertainty in the US and Chinese markets, automakers are scrambling to rev up their efforts in what were traditionally secondary markets. Take Toyota's efforts in Latin America. A recent story from The Wall Street Journal highlights the Japanese brand's push in the southern hemisphere, particularly in Brazil, where it has expanded its operations and installed new executives with a greater range of powers, all in a bid to grab a bigger slice of the ever-growing South American pie.
South America is dominated by General Motors, Fiat and Volkswagen, which maintain a combined 60 percent of the market share - Toyota holds a mere 4.5 percent. The WSJ spoke with Steve St. Angelo, Toyota's boss in Latin America, who said, "We are playing catch up, but we're catching up fast. We now have the resources to give the region the attention it really needs and deserves."
That attention includes an all-new, locally produced small car called the Etios. As bewildering as it seems, Toyota wasn't competing in the low-cost economy car market in South America. With the Etios, which arrived in September of 2012, its sales in the first seven months of 2013 are up 75 percent.

Scion was slain by Toyota, not the Great Recession

Scion didn't have to go down like this. Through the magic of hindsight and hubris, it's easier to see what went wrong. And what might have been. What the industry should understand is this: Scion wasn't a losing proposition from the get-go. Its death is due to negligence and apathy. This is more than just the failure of a sub-brand. It's the failure of a company to deliver new and compelling products over an extended period of time. Toyota will point to the Great Recession as the reason it hedged its bets and withdrew funding for new vehicles, instead of using that as an opportunity to redouble efforts. This was as good as a death warrant, although myopically no one realized it at the time. Sadly, GM's Saturn experiment was a road map for this exact form of failure. No one at Toyota seemed to think the Saturn experience was worth protecting their experimental brand from. Or they weren't heard. Brands live and die on product. Somehow, Scion convinced itself that its real success metric was a youthful demographic of buyers. It seems like this was used to gauge the overall health of the brand. Look at the aging and uncompetitive tC, which Scion proudly noted had a 29-year-old average buyer. That fails to take into account its lack of curb appeal and flagging sales. Who cares if the declining number of people buying your cars are younger? Toyota is going to kill the tC thirteen years [And two indifferent generations ... - Ed.] after it was introduced. In that time, Honda has come out with three entirely new generations of the Civic. Scion wasn't a losing proposition from the get-go. Its death is due to negligence and apathy. At launch, the brand could have gone a few different ways. The xB was plucky, interesting, and useful – a tough mix of ephemeral characteristics – but the xA didn't offer much except a thin veneer of self-consciously applied attitude. That's ok; it was cute. Enter the tC, which managed to combine sporty pretensions with decent cost. It took on the Civic Coupe in the contest for coolness, and usually managed to win. More importantly, an explicit brand value early on was a desire to avoid second generations of any of its models, promising a continually evolving and fresh lineup. At this point, the road splits. Down one lane lies the Scion that could have been. After a short but reasonable product lifecycle, it would have renewed the entire lineup.