70 HEMI 'CUDA " THE MOST SAUGHT AFTER OF ALL !! "

From 1966-71, Dodge stuffed their massive Hemi into the small E-Body platform and the 1970 Hemi 'Cuda is widely accepted as one of the most saught after of these. Only 652 were built when new, including 14 rare convertibles, making an original Hemi 'Cuda a rare sight. The Hemi 'Cuda was forced in scarcity due to the extra $900 it cost to build one-nearly a third of the standard purchase price. At $250, the 390 bhp 440 V8 became the norm and made the Hemi Cuda an exception. Motor Trend tested the 426 Hemi ’Cuda in their May 1970 issue, reaching 0-60 in 5.8 seconds and the 1/4 mile in 14 seconds at 102 mph. The long list of options made available for 1970 Barracudas included such goodies as a Track Pak with a 3.54:1 differential ratio, Rallye wheels, a range of exciting colors including Plum Crazy, pistol grip shifters, hockey stick sport stripes, hood pins and a variety of creature comforts. Of all the options, the R-code steet Hemi 426 was the most legendary Mopar engine. It typically delivered 425 bhp through the solid 727 Torqueflight automatic and a 3.55:1 Sure Grip rear axle. That is, unless the car was one of the 284 that got a 4-speed manual. With their classic shape, tire-shredding American power, limited production and huge popularity a 1970 Hemi 'Cuda can easily fetch over $150 000 USD. This is a remarkable amount for a car with the same build quailty as a mass-produced Plymouth. However, the aggressive sound of Hemi combined with visual street cred and Barrett-Jackson publicity now make these Cudas more expensive than most Ferraris produced in the same era. Changes for 1971 were minimal and included a more complex 6 inlet grille design and fender gill louvers. Only 100 or so of these were built and the seven ultra-rare 1971 convertibles are the most expensive muscle cars money can buy. In 72, the government and EPA kicked the muscle car in the ass with emissions regulations. After that time, no more Hemi or more big block models could be ordered

Friday, August 27, 2010

The Origins of the Pontiac " GTO "

The GTO was the brainchild of Pontiac engineer Russell Gee, an engine specialist; Bill Collins, a chassis engineer; and Pontiac chief engineer John De Lorean. In early 1963, General Motors management issued an edict banning divisions from involvement in auto racing. At the time, Pontiac's advertising and marketing approach was heavily based on performance, and racing was an important component of that strategy. With GM's ban on factory-sponsored racing, Pontiac's young, visionary management turned its attention to emphasizing street performance.

In his autobiography “Glory Days,” Pontiac chief marketing manager Jim Wangers, who worked for the division’s contract advertising and public relations agency, states that John DeLorean, Bill Collins and Russ Gee were indeed responsible for the GTO's creation. It involved transforming the upcoming redesigned Tempest (which was set to revert to a conventional front-engine, front transmission, rear-wheel drive configuration) into a "Super Tempest" with the larger 389 CID (6.4 L) Pontiac V8 engine from the full-sized Pontiac Catalina and Bonneville in place of the standard 326CID (5.3 L) Tempest V8. By promoting the big-engine Tempest as a special high-performance model, they could appeal to the speed-minded youth market (which had also been recognized by Ford Motor Company's Lee Iacocca, who was at that time preparing the Ford Mustang).

The name, which was DeLorean's idea, was inspired by the Ferrari 250 GTO, the highly successful race car. It is an acronym for Gran Turismo Omologato, Italian for homologated for racing in the Grand tourer class. The name drew protest from purists, who considered it close to sacrilege.

The GTO was basically a violation of GM policy limiting the A-body intermediate line to a maximum engine displacement of 330 cu in (5.4 L). Since the GTO was an option package and not standard equipment, it could be considered to fall into a loophole in the policy. Pontiac General Manager Elliot "Pete" Estes approved the new model, although sales manager Frank Bridge, who did not believe it would find a market, insisted on limiting initial production to no more than 5,000 cars. Had the model been a failure, Estes likely would have been reprimanded. As it turned out, it was a great success.
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