Ferrari stock target raised by nearly 40 percent as SocGen says firm now has a better plan

CNBC

Ferrari's renewed focus on high-end clients is a “game changer” for its valuation said Societe Generale on Wednesday, as the French bank raised its price target for the stock by almost 40 percent.

Italy's most famous supercar maker first listed on the New York Stock exchange in October 2015 with an Initial Public Offering (IPO) price of $52. At Tuesday's close the stock was worth $128.95.

After long questioning the stock's value, the bank said they have now changed their mind, upping their price target for the luxury car manufacturer of $130 from $94 and shifting their recommendation from “Sell” to “Hold”.

“The facts have changed and so we have changed our mind on Ferrari,” read the note penned by equity analyst Stephen Reitman.

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Reitman argued that Ferrari's initial plan to reach its 2022 sales target by turning to the SUV market would be difficult because of widespread competition. He added that any “dash for growth” could risk damaging the brand's exclusivity.

That strategy was put in place by former CEO Sergio Marchionne who died in July this year following surgery. His successor, Louis Camilleri, updated markets in September with a new earnings target range for 2022 of between 1.8 and 2 billion euros ($2.1 -2.3bn).

That represented a slight pull back from Marchionne's 2-billion-euro figure, but Reitman said that while the target numbers were largely unaltered, the company strategy has now changed.

“The new mid-term plan broadly repeats the key financial objectives laid out in February, but the way Ferrari plans to achieve them appears to have fundamentally altered,” he said.

Ferrari unveiled two new car models on September 18 2018. They are titled the Monza SP1 and Monza SP2.

The analyst said Ferrari has doubled-down on high end customers after it debuted two brand new road cars, the Ferrari Monza SP1 and SP2 last month.

Ferrari have said that the latest models are part of a limited series called “Icona.” The name has been chosen to reference the firms famous racing cars of the 1950's. The cars will retail at a starting price of 1.6 million euros.

Ferrari said the limited edition would run to a maximum of 499 cars but that there will be further model releases as part of the Icona range.

On plans for an SUV release, Ferrari have now pushed back the release date by two years to 2022. Reitman described the change of strategy as a “game-changer” for the firm.

Societe Generale added that Ferrrai's fundamentals ought now to be valued somewhere between the weighted average of the European luxury goods sector and the French high fashion luxury goods manufacturer, Hermes.

VW taps top Audi executive to run US operations

David Paul Morris | Bloomberg | Getty Images
Scott Keogh, in San Francisco, California, Sept. 18, 2018.

Volkswagen is hoping to replicate the success it has seen at Audi of America with the appointment of a new CEO at Volkswagen Group of America.

Scott Keogh, who has served as president of Audi's U.S. division since June of 2012, will become CEO of the Volkswagen Group of America starting Nov. 1. He will replace Hinrich Woebcken, who has overseen VW's North American operations for the last two and a half years.

For Volkswagen, the move is the latest effort to grow a brand that has struggled in the U.S. for a variety of reasons over the last 20 years. Between 2000 and 2014, the German automaker lagged in the U.S. due to a lack of sport utility and crossover models, which became more popular with American buyers. Sales plunged after 2014 when the company admitted to rigging the emissions on diesel vehicles.

The low point for the brand came in September 2015 when Volkswagen of America President Michael Horn took the stage at an event in New York and addressed the scandal saying, “We totally screwed up.” By early 2016, Horn had resigned and Woebcken replaced him as head of VW in the U.S.. While he and Volkswagen have stabilized the brand, it has a less than 2 percent market share in the U.S.

For Keogh, the challenge is pushing the German brand to do more in the world's second largest auto market. VW's U.S. sales were up 5.2 percent last year while the market overall was down 1.8 percent.

The brand is starting to roll out SUVs and crossovers, which should help sales, but Keogh knows VW can go further. Under his leadership, Audi's U.S. sales climbed 62 percent.

“Scott Keogh, who led Audi to excellence in the U.S., will build upon the momentum and implement the next stage in the growth strategy as we continue to develop Volkswagen into a more relevant player in North America,” said Dr. Herbert Diess, CEO of Volkswagen AG.

Woebcken will remain with Volkswagen as a consultant. Meanwhile, Mark Del Rosso, president and CEO of Bentley Motors, Inc. Americas will move into Keogh's position running Audi of America.

Ford investors ‘want some comfort’ from CEO Jim Hackett as shares drop to six-year low

Rebecca Cook | Reuters
Ford Motor Company president and CEO James Hackett

The selloff at Ford is gaining momentum.

The automaker's shares fell 3.4 percent Tuesday to close at $8.95, finishing the day under $9 for the first time since August of 2012. The stock is down more than 28 percent so far this year.

While analysts give a host of reasons for Ford's slide, the single biggest factor is the uncertainty surround CEO Jim Hackett's plan to restructure the Detroit company. Hackett and his management team have yet to disclose exactly how they will re-shape the automaker, though it will clearly be a leaner and more focused company.

“There's still a lot of uncertainty about Hackett's plan and vision,” said Dave Whiston, an auto analyst with Morningstar.

Pressure has been building on Ford ever since the company reported lackluster earnings for the second quarter and announced it would postpone an analyst meeting in September. That meeting is when Hackett was widely expected to roll out details about the restructuring.

Meanwhile, Ford is telling employees it will be cutting its salaried workforce of roughly 70,000 people worldwide. Exactly how many white collar employees will be let go is unclear.

“We are in the early stages of reorganizing our global salaried workforce to support the company's strategic objectives, create a more dynamic and empowering work environment, and become more fit as a business,” Ford said in a statement to CNBC. “The reorganization will result in headcount reduction over time and this will vary based on team and location.”

Garrett Nelson, auto analyst with CFRA Research said he's frustrated by the lack of information. “There's really no visibility about their strategy,” said Nelson, who has a hold rating on Ford with a $9 price target. “There are also no real catalysts on the horizon.”

Instead there are a host of questions which cloud how analysts and investors view the automaker. Will the company be forced to cut its dividend? Ford's CFO Bob Shanks has repeatedly said that is not in consideration.

What will happen with Ford's overseas operations which are struggling? Can Ford show earnings growth and improved cash flow even though the auto industry appears to be late in this current sales cycle?

Whiston summed up the situation saying, “Investors want some comfort Ford is going in the right direction.”

Questions? Comments? BehindTheWheel@cnbc.com.

Amateur sleuths say parking lots full of Tesla cars hint at sales problems

Source: Machine Planet
An industrial site in Lathrop, Calif., east of San Francisco, where the self-appointed Shorty Air Force has identified a large collection of Tesla cars. This view was shot in late July.

Elon Musk's settlement of a securities-fraud case has removed a cloud over the company and its leader. But another remains: how its electric-car production is measuring up against Mr. Musk's ambitious forecasts, a matter that a federal regulator is still investigating.

One group of internet sleuths thinks it has found clues in plain sight, pointing to lots and garages in California, New Jersey, Arizona and other states where Tesla cars have been found parked in large numbers.

The group's efforts to document those sites could shed light on the delivery troubles that the Tesla chief has acknowledged, and reveal whether demand for the company's cars is as high as he has suggested.

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Since July, Tesla has been parking anywhere from a couple of dozen to a few hundred cars at a lot in Burbank, Calif. In Lathrop, 70 miles east of San Francisco, Tesla has as many as 400 cars at an industrial site. A similar number turned up outside an industrial building nearby. At times cars have been seen entering and leaving the building, suggesting it may be a collection point or repair center.

Hundreds more have been found in Antioch, northeast of San Francisco. On Thursday, a batch of about 100 Model 3s turned up in Bellevue, Wash. Smaller collections have surfaced in Chicago, Dallas, Las Vegas and Salt Lake City.

How have the clues been collected?

The parked vehicles were discovered over the last two months by the amateur detectives, who in at least some cases are also investors betting that Tesla's share price will fall. Some have flown drones over the parking lots to take pictures of the cars. At least one has access to a plane and shoots high-resolution photographs from the air. They post the photos on Twitter and have taken to calling themselves the Shorty Air Force.

The sleuths — including three interviewed for this article, who asked not to be identified — say they feel Mr. Musk has not been candid about the company's situation, particularly its sales.

A Tesla spokesman, Dave Arnold, said by email that the large lots of vehicles were “logistics transit hubs” and added, “Anyone observing those lots will see a change from one day to the next.” (He said Monday that the cars in Bellevue were awaiting delivery. Photos posted online on Sunday show hoods open, possibly indicating maintenance work.)

As the sightings continue, here are some of the things worth watching.

Do the cars simply reflect a delivery problem?

Mr. Musk recently acknowledged that the company was having difficulty shipping cars to customers, saying Tesla was in “delivery logistics hell.”

He attributed the problem to a shortage of trucks to haul cars around the country.

“That's total nonsense,” said Mark B. Spiegel, a managing partner at Stanphyl Capital, which has a large position shorting Tesla. He is a vocal critic of the company and Mr. Musk on Twitter. “A quick search would reveal plenty of car hauler capacity. Perhaps Tesla doesn't have the cash to pay for them.”

The Auto Haulers Association of America is not aware of any shortage of car haulers, nor of any other automakers that are having trouble shipping new vehicles. “There's quite a few carrier companies in California,” said Guy Young, the association's general manager.

Mr. Musk also said last week that Tesla had started producing its own trailers to transport cars to customers. Tesla has declined to say where the trailers are being made and whether the design has been approved by the Federal Motor Carrier Safety Administration, which regulates buses and transport vehicles.

Mike Ramsey, an auto analyst at Gartner, said he surmised that Tesla, in some cases, was simply gathering cars together before shipping them to customers, or bringing cars with defects together to repair them before delivery.

If so, that suggests Tesla failed in a critical task: It didn't set up an efficient way of delivering hundreds of cars a day as it was scrambling to produce 5,000 a week. “How can you not have this in place beforehand?” Mr. Ramsey said. “It's not like this is unexpected demand. They should have had logistics in place in advance.”

Is demand softer than it looks?

A more worrisome problem would be if Tesla built these cars and now doesn't have customers willing to take them. Mr. Musk had long promised that the Model 3 would be available for as little as $35,000. But the least costly version available now starts at $49,000, and the price nears $60,000 if a customer wants the Autopilot driver-assistance software and other options.

The company has said that more than 400,000 customers are waiting to buy Model 3 sedans, and that each paid a $1,000 deposit. Many who put down deposits may be waiting for the more affordable base model.

Holding inventory is itself an issue for Tesla. The company has reported that it is selling almost all of the cars it is making. Each quarter, the number produced was close to the number delivered or in transit.

Brian Johnson, an analyst at Barclays Capital who follows Tesla, said he suspected that the company had a mismatch between inventory and demand — that it had built more rear-wheel drive Model 3s than it could sell. He noted that Tesla was telling customers that it could deliver rear-wheel drive models in four weeks but that all-wheel-drive and pricier versions require waits of four to 12 months.

“That suggests there is unmatched rear-wheel-drive inventory,” he said.

At the same time, Tesla has been offering sales enticements to lure buyers. In July it offered free lifetime use of its network of fast-charging stations to customers who bought the “performance” version of the Model 3, which starts at $64,000. The company extended the program several times before ending it on Sept. 18. Mr. Musk acknowledged in a tweet that the offer was not economically “sustainable.”

The company also held a “sales event” in early September at its factory in Fremont, Calif., where potential customers could browse among a few hundred Model 3s and pick one to buy. Later in the month the company sent emails offering free overnight test drives of its Model S luxury sedan and its Model X sport-utility vehicle, another move that suggests Tesla is trying to stimulate demand.

Are there quality or parts issues?

In some cases, cars have been marked — with a bar-coded sticker or with grease pencil on the windshield — to indicate that they are inventory vehicles, meaning they have no customers awaiting them. Some markings indicate repairs required before the cars can be sold, like scratches, dents or components that don't work.

That was the case with cars in a lot in Scottsdale, Ariz., that was photographed in mid-September by The New York Times.

Mr. Arnold, the Tesla spokesman, declined to explain why those cars were being stockpiled and how they figured into the company's production numbers.

In the rush to ramp up Model 3 production, Tesla has faced growing issues with vehicle quality. Some customers have complained that cars arrived with scratches, loose parts and other manufacturing defects.

Over the summer, Tesla advertised online for technicians to repair vehicles coming off the assembly line, suggesting that a significant number needed reworking.

That may dovetail with a new headache that has cropped up: severe shortages of replacement parts. Some owners needing collision repairs have complained of waiting a month or longer for new bumpers, centers, door panels and taillights to arrive.

Tesla said recently that a solution was on the way: a chain of proprietary body shops to speed repairs.

Gabe Hoffman, general partner at Accipiter Capital Management, a hedge fund that has shorted Tesla stock, said he was skeptical that the company would follow through. “It would be spending money they don't have,” he said.

The long wait for parts suggests that Tesla has none or very few on hand. “To me, that shows a company in financial crisis,” Mr. Hoffman said.

Some answers may be on the way. In the coming days Tesla is expected to report production and delivery data for the last three months. A closer look at the c..

Elon Musk’s ultimatum to Tesla: Fight the SEC, or I quit

21st Century Fox CEO James Murdoch would make a good Tesla chairman, says NY Times' Stewart
10:36 AM ET Wed, 3 Oct 2018 | 04:47

Securities and Exchange Commission officials were understandably taken aback on Thursday morning when Tesla's board — and its chairman, Elon Musk — abruptly pulled out of a carefully crafted settlement.

After the S.E.C. responded by accusing Mr. Musk, but not the company that he had co-founded, of securities fraud, the board further defied regulators, issuing a provocative statement saying that the directors were “fully confident in Elon, his integrity, and his leadership of the company.”

It was a stunning reversal: The board had rejected a settlement that was extraordinarily generous — it would have allowed Mr. Musk to remain as chief executive, and required him to step down as chairman for only two years. Now, the company was at risk of losing Mr. Musk as chairman and chief executive if regulators prevailed in court.

More from The New York Times:

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Elon Musk Settled With the S.E.C., but Tesla's Troubles Aren't Over

“What it tells us is this board, as a strategic plan, must be using the Jim Jones-Jonestown suicide pact,” Jeffrey Sonnenfeld, a professor at the Yale School of Management, said Friday on CNBC. “They are drinking the Kool-Aid of the founder. It is completely as self-destructive as Musk is.”

But Mr. Musk had given the board little choice: In a phone call with directors before their lawyers went back to federal regulators with a final decision, Mr. Musk threatened to resign on the spot if the board insisted that he and the company enter into the settlement. Not only that, he demanded the board publicly extol his integrity.

Threatened with the abrupt departure of the man who is arguably Tesla's single most important asset, the board caved to his demands, according to three people familiar with the board's decision.

The next day, Tesla's lawyers were back at the S.E.C., all but groveling for a second chance — this time with Mr. Musk's grudging approval.

One factor in Mr. Musk's change of heart: Tesla's stock plunged Friday morning as investors absorbed news of the rejected settlement and the possibility that the S.E.C. would force Mr. Musk to step down. It would finish down almost 14 percent on Friday.

Patrick T. Fallon | Bloomberg | Getty Images
Elon Musk, co-founder and chief executive officer of Tesla Inc.

On Saturday, the company and Mr. Musk finally agreed to settle the matter, ending a crisis that began with Mr. Musk's now-infamous Twitter post saying that he had “funding secured” for a buyout at $420 a share.

Mr. Musk's 48 hours of obstinance came at a significant price to him and the company. They had passed on Thursday's generous offer, and the S.E.C. felt compelled to extract greater concessions. The ban on Mr. Musk's serving as chairman went from two years to three, and his fine doubled to $20 million. Tesla will also pay a $20 million fine, and Mr. Musk agreed to personally buy the same amount in Tesla stock.

The S.E.C. is also requiring the company to add two independent directors and to elect an independent director as chairman.

“Rejecting such a favorable settlement is proof that he needs monitoring,” said John C. Coffee Jr., a professor at Columbia Law School. “He didn't have a legal leg to stand on, and I'm sure his lawyer told him that. But he got very touchy about not being able to proclaim his innocence.”

From Mr. Musk's view, that had been a crucial problem with a settlement from the beginning. Mr. Musk neither admitted nor denied guilt as part of the agreement, and he cannot publicly contest the S.E.C.'s allegations. He cannot say, as he did on Thursday, that “I have always taken action in the best interests of truth, transparency and investors” and “the facts will show I never compromised this in any way.”

Tesla's stock has rebounded this week, reflecting investors' relief that Mr. Musk will remain as chief executive while the company puts mechanisms in place to curb his increasingly impulsive behavior. The board will closely watch Mr. Musk's communications with investors, and establish a permanent committee responsible for, among other things, monitoring disclosures.

But it remains to be seen how effective the board can be, given Mr. Musk's erratic temperament and his dominant role in the company.

Tesla's made positive progress since turning down SEC settlement, says former Nasdaq chairman
2:38 PM ET Wed, 3 Oct 2018 | 02:59

People involved in the board's deliberations this week told me that some directors have proposed their fellow director, James Murdoch — the chief executive of 21st Century Fox, most of which is being sold to the Walt Disney Company — as chairman. But Mr. Murdoch hasn't volunteered for the post nor has he discussed it with any other director. And another person close to the selection process said the board hadn't yet engaged in any “serious” discussions of who should be chairman. The people spoke on the condition of anonymity because the board discussions were private.

Under terms of the settlement, the board has 45 days before Mr. Musk must resign. Whether it is Mr. Murdoch or another similarly qualified candidate who takes over as chairman, managing Mr. Musk will be no easy challenge.

Independent directors frequently face difficulty asserting themselves in any company with an outsize figure like Mr. Musk, whether it be a founder, controlling shareholder or powerful chief executive, said Lucian Bebchuk, a professor at Harvard Law School and an expert in corporate governance. Such people can often replace any director who crosses them, he said.

“Adding two independent directors can be expected to help, but its impact is likely to be limited,” Professor Bebchuk said. “As courts and governance researchers have long recognized, the presence of a dominant shareholder is likely to reduce the effectiveness of independent directors as overseers of the C.E.O.'s decisions and behavior.”

In the end, it took legal action by the S.E.C. to accomplish what had been increasingly obvious to most Tesla observers, including many of Tesla's own directors: For all his brilliance, Mr. Musk's reckless impulses must be kept in check.

Foremost among those should be threats to quit if he doesn't get his way.

WATCH: Three experts on the future of Tesla after Elon Musk settled with SEC

Three experts on the future of Tesla after Elon Musk settled with SEC
5:55 PM ET Mon, 1 Oct 2018 | 01:35

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Ford hires US firm as its lead ad agency in a major blow to WPP

Ford hired advertising agency BBDO as its lead creative shop in a move that the auto company calls a new global marketing approach.

After a five-month process, Ford announced that WPP — the largest ad agency in the world — will continue to run “activation,” or functions such as in-store advertising, website development and marketing for its dealerships. It will also retain media planning and buying.

But BBDO, part of rival group Omnicom, will run brand advertising, which means it will create overarching big ideas for Ford and its vehicles. Brand advertising is often seen by creative agencies as more prestigious than promotional or retail-focused campaigns, and it means that WPP's agencies will now have to follow BBDO's creative lead. Andrew Robertson, CEO of BBDO Worldwide said in an emailed statement: “Today is a big big day. We have a wonderful new brand to help build.”

Ad agency Wieden + Kennedy will also work with Ford as an “innovation partner” on specific projects, Ford said in an online statement.

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WPP-associated agencies have worked on Ford's advertising for decades, starting with J. Walter Thompson (JWT) in 1943, according to industry website Ad Age. WPP bought JWT in 1987 for $566 million and has since created Global Team Blue, a collection of agencies within WPP that solely worked on Ford's ad business.

In an online statement, Ford said the new setup will reduce costs, representing “$150 million in annual efficiencies” and that it would use more technology to personalize its ad campaigns. Ford hired Jim Hackett as CEO in May 2017, tasked with restructuring the automaker, but is yet to give details of his turnaround plan.

“Ford already is one of the most recognized and respected brands in the world,” said Joy Falotico, Ford group vice president and chief marketing officer, in an online statement. “In this pivotal moment of reinvention and transformation, we're excited to partner with world-class creative agencies to unlock the full potential of the iconic blue oval.”

Andrew Harrer | Bloomberg | Getty Images
Jim Hackett, president and chief executive officer of Ford Motor Co., speaks during a discussion at the Automotive News World Congress event in Detroit, Michigan, U.S., on Tuesday, Jan. 16, 2018.

Brian Wieser, a senior research analyst at Pivotal Research, said in an analyst note emailed to CNBC that Ford's account was likely worth $500 million to $600 million a year, and that less than half the business would be leaving WPP. For BBDO parent company Omnicom, this might mean a 2 percent increase in organic revenue from November, Wieser added.

In a note seen by Ad Age, WPP's Satish Korde, who is CEO of Global Team Blue, said: “WPP is assessing the impact and implications of this decision, which cannot be fully determined until more detail is known.”

“As you all know, we gave this review everything we had: It was an extraordinary effort by the entire global team over many, many months. We accept this difficult decision with our heads held high and thank everyone for their contributions,” Korde added.

WPP, which recently appointed Mark Read as CEO, said in an online statement: “WPP agencies will continue to handle activation, including media planning and buying, digital and production. These responsibilities also include tier two advertising work in the U.S., the China advertising operations with its joint venture partner, all Lincoln advertising, and all the Ford public relations business.”

“WPP will work closely with Ford on the shape of its future relationship and the impact on its people,” it added.

GM tops Tesla in ranking of automated driving systems

GM beats Tesla in Consumer Reports ranking of automated driving systems
5:51 PM ET Thu, 4 Oct 2018 | 01:45

As more automakers develop automated driving systems that allow drivers to take their hands off the steering wheels for short periods of time, a new report says General Motors has developed the best system.
Consumer Reports tested four of the most popular systems and says Cadillac's Super Cruise does the best job of ensuring the vehicle is driven safely while making sure drivers pay attention when they take their hands off the steering wheels.

“Super Cruise has a camera that looks at the drivers' eyes and warns them if they look away for too long or fall asleep, and that's a game changer,” said Jake Fisher, director of auto testing at Consumer Reports.

“This is definitely a shot across the bow of Tesla, which already has Autopilot,” said Michelle Krebs, analyst for AutoTrader said.

Consumer Reports ranks Tesla's Autopilot as the second-most effective automated driving system, criticizing it for not doing enough to keep the driver engaged when the vehicle is in Autopilot mode.

“Autopilot is a strong system, but it doesn't have enough safeguards,” said Fisher.

GM Super Cruise tops Tesla in Consumer Reports' automated driving tech tests
8:23 AM ET Thu, 4 Oct 2018 | 03:52

Consumer Reports rated Nissan's ProPILOT Assist as the third-best system and Volvo's Pilot Assist as the least effective of the four it tested. Nissan says ProPILOT Assist is a “hands-on” driver-assist system rather than a “self-driving” feature. Volvo echoed that response.

“Pilot Assist is not an autonomous driving system. It is a driver assistance system designed to keep the driver in the loop at all times with hands on the wheel, eyes on the road and the mind on driving,” said Johan Larsson, a Volvo spokesman.

The systems were evaluated at Consumer Reports' test track and on public and highways. The reviews are based on five criteria: capability and performance, ease of use, if the systems made it clear when it was safe to use, whether they kept the driver engaged, and how they alerted or handled an unresponsive driver.

Consumer Reports is not warning people to avoid using any of the automated driving systems it tested, but it wants drivers to better understand the limits of the technology.

Ever since Tesla unveiled Autopilot in 2015, it's been controversial technology. When it first came out in “beta” mode, Tesla CEO Elon Musk said, “It is important to exercise great caution at this early stage.”

Not everyone got the message. Within months of rolling out, Tesla owners posted videos on YouTube showing themselves driving hands free and not always paying attention.

In 2016, a Tesla driver was killed when his Model S in Autopilot mode crashed into a semi-truck in Williston, Florida. The National Transportation Safety Board concluded limitations in Tesla's Autopilot system played a major role in the crash. NTSB Chairman Robert Sumwalt bluntly summarized the case saying, “System safeguards were lacking.”

Two years later, as more vehicles and more automakers develop automated driving systems, Consumer Reports is worried drivers will become too complacent and not be ready to grab the steering wheel if their car or truck steers itself into trouble.

“The big concern is putting too much trust in these systems,” said Fisher of Consumer Reports. “Drivers are not always paying attention when these systems are in use.”

WATCH: GM demonstrates its hands-free 'Super Cruise' system

General Motors shows off new hands-free ’Super Cruise’ system in highway demo
12:08 PM ET Wed, 28 June 2017 | 05:10

Ford is planning cuts to its salaried workforce

Rebecca Cook | Reuters
Ford Motor Company president and CEO James Hackett

Ford said Friday that it is planning cut to its salaried workforce in an effort to make the company more efficient.

The news was reported Friday in both the Detroit News and Detroit Free Press, but confirmed with CNBC.

The company does not yet know how many jobs it plans to cut, the company said. But it expects to have more details by the second quarter of 2019. Ford said it employs 70,000 salaried workers.

CEO Jim Hackett has said the second-largest U.S. automaker needs to improve its financial health.

Shares of Ford ended the day down less than 1 percent at $9.12. The stock has fallen about 27 percent since the beginning of the year.

Ford hired Hackett in early 2017 after seeing its stock languish under previous management, despite delivering several profitable quarters. However, since then some investors have grown frustrated with what they say is a lack of a specific plans to improve the company's outlook. The shares have fallen from a 52-week high of $13.33 set on Jan. 16 to a 52-week low of $9.09 on Thursday.