1966 Ford Galaxie 500 Xl 6.4l on 2040-cars

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Ford shares falling on news of lower-than-expected profits next year

Ford has released projections for its 2013 profits, along with predictions of its 2014 earnings, and the news has forced the company's stock to stumble, falling over seven percent as of this writing. The Blue Oval is expecting earnings of $8.34 billion for 2013, although the bulk of that is coming largely from its North American operations, as troubles abroad continue to take a toll.
Calling 2013 an "outstanding" year, Ford expects its revenue to be up about 10 percent, thanks to gains in market share everywhere but Europe. But it's 2014 predictions that are causing stock prices to fall, as the Dearborn-based manufacturer expects pre-tax profits to fall to $7 to $8 billion, because of troubles in both Europe and South America, according to a report from Reuters. This is despite an expansion plan that will see it open an additional factory in the southern hemisphere, as well as two plants in China, all in a bid to launch 23 new or refreshed products next year.
The issues in South America aren't so much related to a fall in sales - Ford expects improved profits in Brazil and Argentina - but because of currency devaluations in Venezuela that are projected to cost it around $350 million. While that would still allow it to break even with 2013, Ford cites continued economic risks that could push losses even higher.

Why the Detroit Three should merge their engine operations

GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. Fiat-Chrysler CEO Sergio Marchionne would love to see his company merge with General Motors. But GM's board of directors essentially told him to go pound sand. So now what? The boardroom battle started when Mr. Marchionne published a study called Confessions of a Capital Junkie. In it, Sergio detailed the amount of capital the auto industry wastes every year with duplicate investments. And he documented how other industries provide superior returns. He's right, of course. Other industries earn much better returns on their invested capital. And there's a danger that one day the investors will turn their backs on the auto industry and look to other business sectors where they can make more money. But even with powerful arguments Marchionne couldn't convince GM to take over FCA. And while that fight may now be over, GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. No doubt this suggestion will send purists into convulsions, but so be it. The Detroit Three should seriously consider merging their powertrain operations, even though that's a sacrilege in an industry that still considers the engine the "heart" of the car. These automakers have built up considerable brand equity in some of their engines. But the vast majority of American car buyers could not tell you what kind of engine they have under the hood. More importantly, most car buyers really don't care what kind of engine or transmission they have as long as it's reliable, durable, and efficient. Combining that production would give the Detroit Three the kind of scale that no one else could match. There are exceptions, of course. Hardcore enthusiasts care deeply about the powertrains in their cars. So do most diesel, plug-in, and hybrid owners. But all of them account for maybe 15 percent of the car-buying public. So that means about 85 percent of car buyers don't care where their engine and transmission came from, just as they don't know or care who supplied the steel, who made the headlamps, or who delivered the seats on a just-in-time basis. It's immaterial to them. And that presents the automakers with an opportunity to achieve a staggering level of manufacturing scale. In the NAFTA market alone, GM, Ford, and FCA will build nearly nine million engines and nine million transmissions this year.

How privacy fears are driving automakers in the age of the connected car [w/poll]

A recent GAO report concluded car companies don't adequately disclose how and why they share location data. As cars collect and store more and more data about the whereabouts of their drivers, automakers are responding to critics who say they should be more transparent about how those details are used. Ford is hiring a global privacy policy attorney to craft the company's customer privacy policies in the era of connected and autonomous cars. "In this emerging space, there is an important need to address customer privacy policies," reads a job description posted on the "people and careers" portion of the company's website. "As part of our compliance and ethics organization at Ford, this person will have an immediate and direct impact in shaping existing and future policy and corporate thinking in this area." Ford is creating the new position, based at its Dearborn headquarters, at a time technology advances are outpacing privacy protections. Earlier this year, a report from the federal government concluded car companies don't adequately disclose to motorists how and why they share location data. That report, from the Government Accountability Office, found many car companies did not describe how they shared location data, did not allow consumers to request their data be deleted and that there was a "wide variation" in how car companies retained vehicle-specific or identifiable location data. It noted there is increased risk of location data being used in ways "consumers did not intend." Ford was one of 10 companies the GAO surveyed while compiling its report. Customers are opting to share that data largely by using features like maps and turn-by-turn direction that are run by a vehicle's telematics unit. Depending on the company, it can be unclear how that data is collected, retained or shared. At the time the GAO report was issued, AAA, the nation's largest motoring club, urged carmakers to be more transparent in how they handle data and to offer stronger security protections. Shaping Autonomous Car Regulations At Ford, the new hire could change how the company handles that data. According to the job description, the successful applicant will, "demonstrate visionary thinking around privacy strategy – imagine how consumer and employee expectations around privacy may evolve and how business should adapt, develop approaches that maximize the benefit of data sharing for consumers and business, etc." (Emphasis from Ford).