2010 - Ford F-150 on 2040-cars

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From Expedition to Navigator: our predictions for Lincoln's SUV

In the midst of all the buzz surrounding the new aluminum Ford Expedition and Expedition Max, we remembered the other large SUV the Ford Motor Company showed last year, the Lincoln Navigator concept. And since the Navigator has historically been built on the Expedition platform, we figured there's no better time to focus some of our predictions for the big Lincoln. First off, let's take a look at design. Having seen the new Expedition, we're fairly confident that the Navigator will look almost exactly like its concept. The strong similarities between two mean the Expedition serves as a preview of what a production Navigator will look like. For example, both vehicles' greenhouses we can see that the shape of the C-pillars are nearly identical. The only difference is that the Expedition's are painted body color, while the Navigator's are painted black. Additionally, the character line running along the top of the doors on both vehicles is roughly the same height. The same goes for the more subtle crease near the bottom of the doors. We also see no reason why Lincoln wouldn't use the full width taillights, fender vent, and grille treatment it used on the concept. Those are all easy design changes to create differentiation, and they're all right inline with the cues set by the Continental. View 15 Photos For powertrain, we're pretty certain the 400-horsepower 3.5-liter EcoBoost V6 previewed on the concept is a certainty now. The Expedition and Expedition Max will be offered with a 3.5-liter EcoBoost as well, so we know it will fit. We expect the Expedition's engine will produce 375 horsepower and 470 lb-ft of torque as it does in the F-150. That's less power than the Navigator concept, but it would be reasonable to make the production Navigator a bit more powerful than its lowly Ford brethren to help justify the increased price tag. Towing capacity will probably be about the same between the Ford and Lincoln, which should be something over 9,000 pounds. The Navigator will probably use the same two-wheel-drive and all-wheel-drive drivetrains, too. Inside is where the Expedition and Navigator will likely differ the most, particularly in seating. The Expedition offers seating for up to eight with an available second-row bench seat, and the Navigator concept had captain's chairs for every row. We're expecting the Navigator will only offer second-row captain's chairs since the cramped third row would be a waste of nice buckets.

Ford books $2.6B pretax quarterly profit

While its crosstown competitors at General Motors are smarting over a drastic drop in net income to $200 million in the second quarter, Ford has reason to celebrate. The Blue Oval has announced its own Q2 financial results, including a growing net income of $1.3 billion, a $78 million increase over last year. Pretax profits for the company reached $2.6 billion, up $44 million from 2013, but total revenue dropped slightly to $37.4 billion, down from $37.9 billion. Profits per share before one-time charges totaled 40 cents per share, beating Wall Street analysts' expectations of 36 cents a share.
Regionally, the Blue Oval performed strongly, as well. North America posted a record quarterly pre-tax profit of $2.4 billion, a $119 million increase. Europe also showed signs of turn around with its first profit in three years of $14 million after a loss of $306 million in Q2 2013. Ford is actually predicting profitability in the troubled region in 2015. Asia Pacific operations also performed well with $159 million in profits, up $29 million from last year. The only region where the business posted a loss was South America.
According to Automotive News, Ford also announced more precise plans about the changeover to build the aluminum-intensive 2015 F-150. In August, the Dearborn plant will shutdown for eight weeks to retool and its Kansas City plant will do the same next year.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.