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Ford family keeps special voting rights

Ford Motor Company has a dual-class stock structure of Class A and Class B shares. The roughly three billion Class A shares are for the general public like you and me, while the roughly 71 million Class B shares are all owned by the Ford family. Each Class A share gets the shareholder one vote, each Class B share is worth 16 votes, the result being that Common Stock holders control about 60 percent of the company while the Ford family controls 40 percent even though it holds far fewer shares. The only way that could ever change would be if the Fords sell their Class B shares, but even so, Class B shares revert to Class A when sold outside the family, so they'd have to sell a whole bunch of them.
A contingent of Class A shareholders think the dual-class system is unfair, and for the past few years a vote's been held during the annual shareholders meeting to end it. It has failed every time, as it just did again during the meeting held this week. A smidge over 33 percent voted to end the dual system, outvoted by the 67 percent who are happy with the way Ford is going - unsurprising in view of a corporate turnaround that will be part of business-class curricula for years to come.
On the sidelines, Ford elected Ellen R. Marram to the post of independent director, the first woman to hold the job. The former Tropicana CEO and 20-year Ford board member replaces retiring board member Irvine Hockaday who helped bring Alan Mulally to the CEO position.

XCAR stages epic drag race between Ford GT40, GT70 and GT

XCAR has put together what it believes is a first - a drag race between Ford's legendary, Le Mans-winning GT40, the more recent GT supercar it inspired and the little-known GT70 rally car. The three mid-engined monsters were all built for very different purposes, and not surprisingly, they come to battle with very different powertrains.
The GT40 is powered by a thumping, naturally aspirated V8. This example, which looks like a Mark IV model, is likely powered by a 7.0-liter engine, although it's not entirely clear how much power it's putting down. The GT70, meanwhile, was Ford's response to the Lancia Stratos. Considering that the Lancia is one of the greatest rally cars in history and many of you are probably just hearing of the GT70 for the first time, you can imagine how much success Ford had with it. Only six were produced before a change in regulations doomed this mid-engined rally car.
The Ford GT, meanwhile, doesn't really need an introduction. 550 horsepower is on offer from a 5.4-liter, supercharged V8, which keeps the GT competitive even against more modern supercars. 60 miles per hour arrives in well under four seconds while the top speed sits at 212 mph. Not bad for a car that went out of production in 2006.

What next for Alan Mulally?

Alan Mulally has emerged as a hero when it comes to American manufacturing. He came to Ford in 2006 after serving as head of Boeing's commercial aircraft division, streamlined operations, sold off the costly elements of its Premier Automotive Group and saved Ford from having to be bailed out by the federal government like its cross-town rivals Chrysler and General Motors did. But as we reported mere days ago, he's widely expected to step down from the chief executive's office at Ford shortly.
So what's next for one of the most successful executives in the business? Hard to say, but don't expect Mulally to disappear into retirement. Though he didn't ultimately take the top job at Microsoft, industry insiders expect to see him in another influential position - likely as a board director or even chairman of another company. (We say "another company" and not Ford because while Bill Ford may have stepped aside as CEO to bring Mulally on board in the first place, we don't see him giving up his chairmanship of the board also.)
Mulally has likely already lined up his next move, and could either announce what that move will be as soon as Ford confirms Mark Fields as his successor, or could wait awhile. Insiders speculate that he could leverage his transportation and aerospace experience into a position at General Electric or a major airline, his manufacturing expertise to benefit a company like Procter & Gamble or his management skills at a consultancy firm.