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Auto blog

Why the Detroit Three should merge their engine operations

GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. Fiat-Chrysler CEO Sergio Marchionne would love to see his company merge with General Motors. But GM's board of directors essentially told him to go pound sand. So now what? The boardroom battle started when Mr. Marchionne published a study called Confessions of a Capital Junkie. In it, Sergio detailed the amount of capital the auto industry wastes every year with duplicate investments. And he documented how other industries provide superior returns. He's right, of course. Other industries earn much better returns on their invested capital. And there's a danger that one day the investors will turn their backs on the auto industry and look to other business sectors where they can make more money. But even with powerful arguments Marchionne couldn't convince GM to take over FCA. And while that fight may now be over, GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. No doubt this suggestion will send purists into convulsions, but so be it. The Detroit Three should seriously consider merging their powertrain operations, even though that's a sacrilege in an industry that still considers the engine the "heart" of the car. These automakers have built up considerable brand equity in some of their engines. But the vast majority of American car buyers could not tell you what kind of engine they have under the hood. More importantly, most car buyers really don't care what kind of engine or transmission they have as long as it's reliable, durable, and efficient. Combining that production would give the Detroit Three the kind of scale that no one else could match. There are exceptions, of course. Hardcore enthusiasts care deeply about the powertrains in their cars. So do most diesel, plug-in, and hybrid owners. But all of them account for maybe 15 percent of the car-buying public. So that means about 85 percent of car buyers don't care where their engine and transmission came from, just as they don't know or care who supplied the steel, who made the headlamps, or who delivered the seats on a just-in-time basis. It's immaterial to them. And that presents the automakers with an opportunity to achieve a staggering level of manufacturing scale. In the NAFTA market alone, GM, Ford, and FCA will build nearly nine million engines and nine million transmissions this year.

Social media star Scott Monty leaves Ford

It seems weird to think that an automaker could have a social media star, but Ford does. Or at least it did. Scott Monty, its Global Digital Communications Manager, led the company's team for almost six years and forged a reputation as being one of the most talented people in corporate social media. But the guru recently announced that he would be leaving the automaker for an undisclosed job elsewhere.
"I just decided the time was right. I am going to take a little time with my family, and I am going to start on a new adventure pretty soon," said Monty in an interview with AdWeek. He also explained a little about his theory of how companies should use social media. In his opinion, it should be a chance to go beyond standard marketing and build a relationship with people. Businesses need to have a broad focus for its online message, and using just one service isn't enough to be successful.
Under his guidance, Ford expanded its Facebook presence significantly. According to AdWeek, it launched the 2010 Explorer on the popular site. Also, when the company wanted to investigate selling electric models, it initially gauged the public's reaction on Facebook and then advertised them there first. Monty has been a major supporter of Twitter as well to broaden the company's communication with the public.

Moon landing anniversary: How Detroit automakers won the space race

America's industrial might — automakers included — determined the outcome of the 20th centuryÂ’s biggest events. The “Arsenal of Democracy” won World War II, and then the Cold War. And our factories flew us to the moon. Apollo was a Cold War program. You can draw a direct line from Nazi V-2 rockets to ICBMs to the Saturn V. The space race was a proxy war — which beats a real war. It was a healthy outlet for technology and testosterone that would otherwise be used for darker purposes. (People protested, and still do, that money for space should go to problems here on Earth, but more likely the military-industrial complex would've just bought more bombs with it.) As long as we and the Soviet Union were launching rockets into space, we were not lobbing them at each other. JFKÂ’s challenge to “go to the moon in this decade and do the other things, not because they are easy, but because they are hard,” put American industry back on a war footing. We were galvanized to beat the Russians, to demonstrate technological dominance. (A lack of similar unifying purpose is why we havenÂ’t been to the moon since, or Mars.) NASA says more than 400,000 Americans, from scientists to seamstresses, toiled on the moon program, working for government or for 20,000 contractors. Antagonism was diverted into something inspirational. The Big Three automakers were some of the biggest companies in the moon program, which might surprise a lot of people today. Note to a new generation who marveled when SpaceX launched a Tesla Roadster out into the solar system: Sure, that was neat, but just know that Detroit beat Elon Musk to space by more than half a century. This high point in human history was brought to you by Ford ItÂ’s hard to imagine in this era of Sony-LG-Samsung, but Ford used to make TVs. And other consumer appliances. Or rather Philco, the radio, TV and transistor pioneer that Ford bought in 1961 — the year Gagarin and Alan Shepard flew in space. Ted Ryan, FordÂ’s archives and heritage brand manager, just wrote a Medium article on the central role Philco-Ford played in manned spaceflight. And nothingÂ’s more central than Mission Control in Houston, the famous console-filled room we all know from TV and movies. What we didn't know was, that was Ford. Ford built that. In 1953, Ryan notes, Philco invented a transistor that was key to the development of (what were then regarded as) high-speed computers, so naturally Philco became a contractor for NASA and the military.