1995 Ferrari 355 Spider Red With Tan Tubi Exhaust Only 14700 Miles on 2040-cars

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Ferrari production to increase under Marchionne

The head of any company has to juggle the relationship between supply and demand. Of course, that applies to automakers too, even ones as high-end as Ferrari. And as with many other decisions, the way Ferrari has addressed supply and demand has come down principally to the principal.
Enzo Ferrari may have only wanted to sell as many vehicles as he needed in order to fund his company's racing department, but with the F40 - the last model made under his watch - Ferrari ended up increasing supply to meet growing demand. However, after Luca di Montezemolo took over in the wake of Enzo's passing, he started constricting supply. He figured Ferrari could sell 400 units of the F50, for example, so he built 399. More recently, Montezemolo undertook a course of action that spread Ferrari into more markets, while simultaneously constricting supply to increase demand and thereby profitability.
It's been a winning formula for Ferrari. Just days ago, the company announced record earnings up by 14.5 percent in the first half of 2014 over the same period last year, which itself had seen a 7.1-percent increase over the year before. Clearly the strategy has worked, but Montezemolo's successor is already eying a different approach.

Ferrari posts record profits on restricted volume

Most automakers are after one thing and one thing only: selling more cars. Because, after all, selling more cars means making more money. Right? Well that's usually the case, but Ferrari has taken a different approach. Rather than try and sell more cars, Ferrari intentionally sold fewer models in 2013, yet it made more money.
The move was implemented after 2012 emerged as the strongest year in the company's history. Instead of pushing to sell even more cars, it opted to maintain a level of exclusivity by selling fewer - 5.4 percent fewer than the year before, to be specific - thereby ensuring that those it did sell were worth more. As a result, in 2013, Ferrari logged record turnover, profits and finances: on 2.3-billion euros of revenue (up 5 percent from the previous year), Ferrari recorded 363.5 million euros in profit last year - that's roughly $500M USD.
Before you go jumping to conclusions, though, bear a few factors in mind. For one, Ferrari's stakeholders aren't pocketing all that cash - they're reinvesting it into the company: over the course of the same year, Ferrari invested some 337 million euros - 464 million dollars - in research and development. And while the company's extensive merchandizing efforts continue to bring in more cash, at 54 million euros ($74M) raised last year, the branding operation still doesn't account for a sixth of overall revenues. Still, it's little wonder that the experts at Brand Finance have named Ferrari the world's most powerful brand for the second year running.

1964 Ferrari 250 LM expected to net $12-15 million at RM's NY auction

If you're one of the very fortunate souls that has $12 to $15 million burning a very large hole in your pocket, we've found the perfect way to liberate yourself from the burden of so much money - buy this Ferrari, which is being put up for auction. It's a supremely rare Ferrari 250 LM, the 24th member of a 32-car run, that rolled off the assembly line on what we imagine was a brilliant, sunny Italian summer's day in July of 1964.
Officially known as Chassis 6107, this 250 LM is rare because unlike its brothers, it wasn't originally bought to be a race car. Its first owner used it more or less as a toy, both around town and on the infamous Mulholland Drive, in California. After a pair of owners, it found its way into the hands of an Ecuadorian pair, who kicked off its racing career. Its best result was at the 1968 24 Hours of Daytona, where it finished eighth overall and first in class, although subsequent runs at Daytona and Sebring were less successful. Its most recent owner was a Japanese collector, who purchased the car in 1983 and has had it on display ever since.