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Chrysler banks $507 million in Q2, trims 2013 earnings forecast

Chrysler has some good news and some bad news. First, profits were up 16 percent over the second quarter of 2012, bringing the Auburn Hills, Michigan-based manufacturer $507 million on the back of strong demand for trucks and SUVs (a recurring theme this quarter, particularly in the US). Q2 revenue was up as well, from $16.8 billion in 2012 to $18 billion in 2013. The bad news is that the Pentastar's overall earnings forecast for net income in 2013 has been trimmed from $2.2 billion to between $1.7 and $2.2 billion, according to Automotive News.
In addition to the adjusted net income forecast, Chrysler tweaked its operating profit from $3.8 billion to between $3.3 and $3.8 billion. This has gone largely unexplained by Chrysler, perhaps hoping the news of a three-percent increase in its transaction prices for Q2 will allow it to sweep this adjustment under the rug.
The star of the show for Chrysler has been its US sales, which saw a 10-percent jump, both bettering the industry average of eight percent and improving over the same stretch of 2012. As with the increase in transaction prices, Chrysler has the new Ram pickup and Jeep Grand Cherokee to thank. Perhaps most worrying from this report, though, is that every brand in the automaker's stable saw an increase in sales... except for the Chrysler brand itself.

Daily Driver: 2015 Ram ProMaster Cargo

Daily Driver videos are micro-reviews of vehicles in the Autoblog press fleet, reviewed by the staffers who drive them every day. Today's Daily Driver features the 2015 Ram ProMaster Cargo, reviewed by Seyth Miersma. You can watch the video above or read a transcript below. Watch more Autoblog videos at /videos. Show full video transcript text [00:00:00:00] I'm in a vehicle that really kind of belies the name of this video series, Daily Driver. This is the 2015 Ram Promaster Cargo Van. I'm in the high roof extended length version of it. You can see that it's got an empty cargo bay behind me. It's a little strange because what I'm doing right now is commuting in it, which is definitely not what this van is made to do. The single strongest attribute of the Promaster [00:00:30:00] package that I found was its maneuverability at low speeds in and around town. That wasn't really something that I expected. I knew from driving the rest of the big vans in this segment. I've been in various Sprinters over the years, although not the brand new one, and I put a lot of miles actually on a Nissan NV. They're all meant to be more nimble than they would seem from their exterior, but the Ram just feels kind of a class above. It turns on a dime. It's really, really easy to [00:01:00:00] pull up close to a curb or another car and be able to just get in and out of a space with very little room around you. I had no problem getting up to speed with the rest of traffic. Merging and passing aren't really an issue. Sometimes you'll hear her struggle a little bit if you really put your foot in and you're trying to get around somebody, but that's just wind resistance and curb weight man, that's too be expected. Another aspect that I was really impressed with with the Promaster is the 3.6 [00:01:30:00] liter V6 engine, both in terms of its performance and its economy. It's putting out out 280 horsepower, 258 pound-feet of torque. It's a huge van. It's not quick. The cargo area back there is really nice. Not only is it tall enough that I can stand up in it. I mean, this vehicle is close to nine feet overall from the exterior dimensions. Access to the cargo area is just as easy as you would hope for too. You got a big, big sliding door over here. The rear doors open completely [00:02:00:00] flat so that it's easy to both maneuver and to get stuff in and out, obviously. The load floor is pretty low. Easily accessible. You've got the Uconnect screen with the nicer head unit.

Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?