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Ford reports 58% drop in Q2 profits on European losses

Ford Motor Company announced Wednesday that it has posted a $1 billion profit for the second quarter of 2012. That sounds like good news for the Blue Oval, until you take into account that Ford posted a $2.4 billion profit for Q2 a year ago. That is a substantial 58 percent loss.
Ford also posted $465 million in international losses, with $404 million of those losses coming directly from Europe. The automaker also increased its European loss projections to $1 billion for 2012, due in large part to the economic crisis overseas, which has resulted in increased unemployment and decreased consumer confidence.

Ford recalls over 680,000 Ford Fusions, Mondeos, and Lincoln MKZs for seat belt pretensioners

Update: We spoke with a Ford representative who said that owners will be notified by mail during the week of January 16 . Dealers will also have the fix available at the same time. Owners can bring in their vehicles to dealers for an evaluation in the mean time. The main text has been updated to reflect this. The Basics: Ford is recalling 680,872 2013-2016 Ford Fusions, 2015-2016 Ford Mondeos, and 2013-2015 Lincoln MKZ s for an issue with front driver-side and passenger-side seat belt pretensioners. The Problem: The seat-belt pretensioners did not have sufficient insulation applied. When the pretensioners are activated, the heat generated can cause the cables connected to the belts to separate, which in turn can prevent the seat belts from effectively restraining the occupant. This can lead to injuries. Injuries/Deaths: Ford reports two accidents and two injuries have occurred that are related to this recall. The fix: A dealer technician will inject an insulation coating around the pretensioner. This should effectively keep the heat away from the cables, ensuring the seat belt will properly restrain the user in a collision. If you own one: Affected owners will be notified by mail on the week of January 16. Dealers will have the fix available that week, and owners will be able to bring in their vehicles for the fix to be implemented free of charge. Related Video:

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.