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.

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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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.

Significant challenges ahead for WPP: Advertising CEO
3:42 AM ET Tue, 4 Sept 2018 | 02:09

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.

Elon Musk mocks SEC as ‘Shortseller Enrichment Commission’ days after settling fraud charges

Musk trolls the SEC
2 Hours Ago | 05:31

Tesla CEO Elon Musk mocked the Securities and Exchange Commission in a tweet Thursday, calling the agency the “Shortseller Enrichment Commission,” days after settling fraud charges brought against him by the agency.

The tweet, which is missing a word and appears to take a sarcastic tone, says “the Shortseller Enrichment Commission is doing incredible work” and commends the SEC on a name change that did not occur.

Musk doubled down on the remark when another Twitter user said Musk needs a “a social team that can get attention without typos and without enraging the Shortseller Enrichment Committee.”

The Tesla CEO asked, “Why would they be upset about their mission? It's what they do.”

Shares of the automaker fell more than 2 percent after hours following the tweet. The stock was already down 4.4 percent during regular hours.

Late last week, Musk reached an agreement with the SEC to settle fraud charges in connection with an Aug. 7 tweet about taking the company private. Musk claimed at the time the necessary funding had been secured — a claim the SEC alleged was “false and misleading.”

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

That settlement hit a snag earlier Thursday when a federal judge ordered the agency and the billionaire CEO to justify the agreement as “fair and reasonable.”

Musk has often been outspoken about short sellers, investors who are betting against Tesla, accusing them of spreading “negative propaganda.” Last year he called them “jerks who want us to die.”

Later on Thursday, Musk responded to someone else's tweet suggesting that short selling should be illegal by agreeing and describing short sellers as “value destroyers.”

The SEC's complaint, filed last week, suggests Musk tweeted the take-private proposal, in part, to lift the company's stock and punish short sellers. Investors betting against Tesla lost about $1.3 billion immediately following that tweet.

The proposed settlement, should it be approved, would require Tesla to “establish a new committee of independent directors and put in place additional controls and procedures to oversee Musk's communications.” That oversight would only take effect 90 days after the settlement takes effect.

Elon Musk is bringing Trump-style tweeting to the corner office
4:11 PM ET Fri, 10 Aug 2018 | 04:39

Japan’s Toyota and SoftBank to form joint venture for new mobility services

Japanese automaker Toyota and tech giant SoftBank announced Thursday that they are forming a joint venture by April 2019 that will use data to optimize supply and demand in the transportation space.

The company, called Monet Technologies, will coordinate between Toyota's information infrastructure for connected vehicles and SoftBank's so-called Internet of Things platform that collects and analyses data from smartphones and sensors, the Japanese corporations said in a joint statement.

In the first phase, Monet plans to roll out just-in-time vehicle dispatch services for Japanese public agencies and private companies to meet user demand. Those services include on-demand transportation and corporate shuttles.

By the second half of the 2020s, the joint venture will roll out an on-demand mobility service that will use Toyota's self-driving, battery-operated electric vehicle called e-Palette for various purposes. They include meal deliveries, where the food is being prepared inside the vehicle, hospital shuttles that can conduct medical examinations on board and mobile offices.

Monet will roll out its mobility services in Japan before focusing on future expansion on the global market.

Toyota launched plans for the so-called e-Palette earlier this year and described the concept as a “fully-automated, next generation battery electric vehicle” that can be customized and scaled for various mobility services.

The companies said that the joint venture will start at 2 billion yen ($17.49 million), and will be increased to 10 billion yen in future. They did not specify a timeline.

SoftBank will own 50.25 percent of the joint venture while Toyota will take 49.75 percent. SoftBank Corp representative director and CTO, Junichi Miyakawa, will be president and CEO of the new joint venture.

That news came after Toyota's rival Honda said it was taking a stake in General Motors subsidiary Cruise Holdings as part of a plan for the two automakers to work together and build an autonomous vehicle. Honda will invest $2.75 billion over the next 12 years, which includes paying GM $750 million immediately as it takes a 5.7 percent stake in Cruise Holdings.

Both Toyota and SoftBank are separately developing technologies that are used in self-driving cars and related services.

The two companies have also invested in major ride-hailing firms: Toyota is invested in Uber and Grab while SoftBank backs both firms as well as China's Didi Chuxing.

Automakers around the world are making multibillion-dollar investments and creating long-range plans for rolling out autonomous vehicles. Many of them are teaming up with other companies to share risks, technologies and expensesassociated with building self-driving cars since it will take time before those vehicles can be mass-produced and sold for a profit.

Many analysts think the widespread adoption of self-driving cars will start to pick up in 2021 or 2022.

— CNBC's Phil LeBeau contributed to this report.

GM Cruise and Honda deal show how automakers share risk and high costs to build self-driving cars

Elijah Nouvelage | Reuters
A woman gets in a self-driving Chevy Bolt EV car during a media event by Cruise, GM’s autonomous car unit, in San Francisco, California, U.S. November 28, 2017.

GM and Honda's deal to partner on developing an autonomous vehicle signals that the two companies don't want to take on all the risk, expense and engineering resources needed to develop a self-driving car.

Companies are finding ways to share the burden and keep costs down on what could be a long road to a true autonomous vehicle market — and an even longer haul before it's ready to sell to the masses at a profit.

“Our mission is to deploy this technology safely at massive scale,” GM president Dan Ammann said Wednesday on CNBC's “Squawk on the Street.” “That's going to require a lot of resources — not just financial resources but also engineering resources.”

Kyle Vogt, CEO of GM subsidiary Cruise Holdings, told CNBC the deal will be a three-way partnership among GM, Honda and Cruise. The plan is to assemble a team and build an autonomous vehicle, though he did not give details on a timeline for the project or further details on the specific roles of each organization.

“We have our existing plans in motion to bring self-driving car technology to market, and then ultimately to scale it up,” Vogt said in an interview. “We are going to start with the vehicle we have been working on for a long time, but this is really about what comes next when you remove the human driver sitting behind the wheel.”

Starting with a completely new vehicle will allow the companies to consider all the different possibilities for a self-driving car and design everything else around it, rather than building self-driving tech onto an existing vehicle. Cruise is the group that is adding automated driving technology to GM's electric vehicle, the Chevrolet Bolt.

GM shares jumped more than 5 percent on the news.

Honda will invest $2.8 billion over the next 12 years, beginning with an immediate $750 million investment, and will take a 5.7 percent stake in Cruise Holdings. It follows Japanese conglomerate SoftBank's decision to invest $2.25 billion in Cruise in May.

Honda and GM have had a history of partnering on a number of technologies, such as batteries, powertrains, fuel cells. So it makes sense they would partner again, said Jeff Schuster, senior vice president of global forecasting at LMC Automotive, which tracks the auto industry.

“It is not new that they might come together to co-develop or spread the costs around, which is what I really think this play is,” he said. “Everyone is racing to autonomy, but it is a marathon and it is going to take a lot of investment.”

Schuster added the partnership allows them to develop a cutting-edge autonomous car “without burying your current operations, because you still have to make cars today, and you still have to develop new products for today's market.”

It could also be a way for traditional automakers to stake out their territory in an area that has attracted a lot of investment from tech companies and “put them on notice,” he said.

Schuster added that he suspects there will be more of these types of partnerships ahead, given how much capital will be needed before companies see any sort of return.

A recent LMC Automotive report said the firm does not believe that there will be a significant volume of fully autonomous vehicles before 2030. It is so far away, it makes it difficult to predict winners, Schuster said.

“This is a trend we are going to be seeing more of going forward,” said Sam Abuelsamid, senior research analyst at Navigant Research, who studies the auto industry and mobility technologies. “There is going to be increasing consolidation as companies that may have been struggling with their own autonomous driving efforts look to partner with others that are having more success and leverage their resources.”

There are only so many ways to build an automated driving system, just as there have only been so many ways to build other systems on cars in the past, such as antilock braking systems, Abuelsamid said. Several companies tried developing their own systems in-house before realizing they were spending money on systems that did not give them any real competitive advantage over products already available from partners or suppliers.

“So collaborating on this stuff and using the same technology where it makes sense will save everybody a lot of money,” Abuelsamid said.

BMW says the German government’s diesel fix ‘doesn’t make sense for us’

Thomas Lohnes | Getty Images News | Getty Images
Harald Krueger, CEO of German carmaker BMW shows the German Chancellor Angela Merkel an 'i Vision Dynamic' all-electric concept car at the 2017 Frankfurt Auto Show.

Auto giant BMW has said a proposal by the German government to make car companies retrofit polluting diesel cars “doesn't make sense for us.”

Millions of diesel drivers in Germany woke up Tuesday to find that their coalition government had agreed on a package of measures designed to prevent diesel driving bans starting up around the country.

The “Concept for Clean Air and Ensuring Individual Mobility in our Cities” proposal was subsequently presented during the mid-morning by Transport Minister Andreas Scheuer (CSU) and Minister of the Environment Svenja Schulze (SPD).

Drivers were told they should be able to trade their cars in at a favorable discount for emissions-compliant models, or that their cars could be return to be retrofitted with hardware that could curb the emissions.

However, Germany's powerful motor manufacturers have offered a lukewarm response to that policy.

BMW Group said in an emailed statement to CNBC that it would reject the hardware retrofit option as it “does not make sense for us in this case.” The car company said hardware measures would only be available to customers from 2021 and would have a “negative impact on quality, weight, consumption/CO2 emissions and performance in the vehicles.”

BMW said it did welcome, however, the government's “concept plan” as a good way to ensure the continued use of diesel.

The firm added that from October anyone leasing or buying new BMW cars in Germany would get an environmental bonus of 6,000 euros ($6,925). For nearly new vehicles, or demonstration vehicles, the figure drops to 4,500 euros.

China Daily | Reuters
Employees assemble vehicles at a plant of SAIC Volkswagen in Urumqi, Xinjiang Uighur Autonomous Region, China September 4, 2018.

Volkswagen Group, whose “dieselgate scandal” in 2015 triggered much of the awareness about pollution, has said it will offer diesel trade-ins in 14 German cities where pollution is considered high.

VW said 'Euro 5' class cars will get a trade-in boost of about 5,000 euros, while older vehicles will get up to 4,000 euros as an incentive.

In 1992 the 'Euro 1' was introduced as a standard class to denote the fitting of catalytic converters to gasoline cars to reduce carbon monoxide emissions. The latest standard is the 'Euro 6', which applies to all new cars from September 2015 and reduces some pollutants by 96 percent compared to the 1992 limits.

Volkswagen also shied away from the retrofit proposal, telling Reuters: “For retrofits, we assume that the federal government will ensure that all manufacturers take part in such measures.”

Daimler, the company that makes Mercedes-branded cars, has said it too would prefer to offer incentives rather than recalling cars to retrofit hardware.

In a statement provided to CNBC on Tuesday, Daimler said it would now look at the government's proposal in detail before issuing any further comment.

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A court in Germany ruled earlier this year that cities could ban 'Euro 4' and 'Euro 5' class diesel cars from streets in order to tackle air pollution. That ruling had given German lawmakers a headache over how to deal with the nearly 9 million cars on German roads that fall into those categories.

Hamburg has already banned such cars from two of its streets where pollution was found to be extremely high and it is thought other cities could soon follow.

Harry Hoster, an energy and pollution expert at Lancaster University, said in an email Tuesday that given the extreme level of the pollution problem and the long-term planning horizons of the auto industry, it was now time for the public to get behind a compromise solution.

“I find it appropriate for the public to support them in the transition instead of just yelling 'you should have known better.'”

European car registrations slowed dramatically in September after a new EU-wide emission-testing regime was put in to practice from the beginning of the month. Year-on-year, German and French registrations were down 31 percent and 13 percent respectively.

August sales were strong as car companies and showrooms slashed prices to offload stock that would not have complied with the new rules.