DEARBORN, MI ‚Äď Looking out over southeast Michigan from atopMotor Co.‚Äôs headquarters here, CEO Alan Mulally keeps a laser-like focus on the plan he has laid out to turn around the ailing auto maker.
Nothing will veeroff course, not even an economic tsunami that has driven down automotive sales to levels not seen in decades ‚Äď a downturn that forced Mulally and the other leaders of the Detroit Three auto makers to seek financial assistance in Washington.
The hearings did not go well as Congress pressed for restructuring plans the auto makers failed to provide. Further hurting Detroit‚Äôs image at the hearing was Mulally‚Äôs refusal to accept a pay cut, in response to a congressman‚Äôs question.
‚ÄúI think I‚Äôm OK where I am,‚ÄĚ Mulally told Congress. Last year he made $21.7 million. Since joining Ford in 2006, his total compensation was $49.9 million.
The three auto makers have until Dec. 2 to submit detailed proposals to Congress, as well as a timeline for repaying the loans, before the executives are called to testify again Dec. 8.
True, Ford‚Äôs situation is not as dire as its crosstown rivals, but Mulally says Ford shares many of the same suppliers asCorp. and LLC. If one of those auto makers cannot pay its suppliers, Ford‚Äôs supply chain would be interrupted.
Mulally insists Ford is in far better shape than its two competitors due to a $23.4 billion line of credit the auto maker secured in 2006, which Mulally lightheartedly refers to as a ‚Äúsmall, home-improvement loan.‚ÄĚ
While Mulally has that ace up his sleeve, he played all of Ford‚Äôs cards to secure the cash, mortgaging factories, brand names and even the famed Blue Oval trademark.
Ford ended the third quarter with $18.9 billion in cash, down from $26.6 billion at the end of the second quarter. However, its overall liquidity totaled $29.6 billion, a much greater financial cushion than that of its domestic counterparts.
Prior to testifying in Washington, Mulally told Ward‚Äôs the decision to acquire the $23.4 billion before the credit markets dried up wasn‚Äôt due to some uncanny ability to read the future, although he maintains there was more than luck involved.
‚ÄúI wouldn‚Äôt say (I was being) conservative, but I think I‚Äôm known for looking at the world the way it really is and having a robust plan for dealing with it,‚ÄĚ he says. ‚ÄúThe U.S. was slowing down; and when you look at how interdependent we are with other economies and how funds flow around the world, there was more risk than not a year and a half ago that everything would continue to slow down.
‚ÄúThe key for us was going to the markets early and building up sufficient liquidity, so we could not only restructure but also keep investing in new products,‚ÄĚ he says, noting Ford is managing its cash reserves very carefully.
Despite the uncertainty surrounding the finances of the Detroit Three, Mulally maintains bankruptcy is not an option, although he admits contemplating what would happen if eitherCorp. or LLC should file.
‚ÄúYou have to step back and ask yourself if (bankruptcy) is really a viable option,‚ÄĚ he says. ‚ÄúIt gets back to selling cars. Are consumers going to buy from a company that went into bankruptcy with the promise they may come out some day? I can‚Äôt speak for my colleagues, but clearly none of us think that is the right way to go.‚ÄĚ
Mulally says it‚Äôs difficult to determine whether the economy and the industry have hit rock bottom, but insists only the return of consumer confidence will lead a recovery.
Like its two crosstown rivals, Ford was stuck with too many trucks and SUVs this year when consumers, alarmed by skyrocketing fuel prices, demanded more fuel-efficient cars.
Today, Ford‚Äôs long-term plan calls for a growing number of smaller vehicles. The first wave is set to hit U.S. shores in 2010, when the European-inspired Fiesta B-car and Focus C-car arrive.
Mulally predicts that 2009 could be worse than 2008, with a slight recovery coming in 2010, a timeline that plays out well for Ford.
‚ÄúWe‚Äôre in very good shape from a product strategy point of view,‚ÄĚ he says. ‚ÄúWe‚Äôre positioned very well through next year, and (we will) get a chance to grow going forward because of the new products.‚ÄĚ
But fuel prices have begun to subside, causing some observers to question whether Ford‚Äôs shift to smaller cars was a knee-jerk reaction that will come back to haunt the auto maker.
If Mulally is second-guessing his decision, he isn‚Äôt letting on. An unbridled optimist, he insists Ford is on the right track and that smaller, high-mileage vehicles are the way of the future.
‚ÄúWe believe longer term we‚Äôre all going to deal with the real cost of energy,‚ÄĚ he says. ‚ÄúThe demand is going to exceed the production capability for energy.‚ÄĚ
High fuel prices would accelerate implementation of Ford‚Äôs product plan by causing a fundamental shift in U.S. buying habits. Gradually, most American vehicles will resemble those in Europe, where the culture embraces small vehicles because of narrow streets and expensive fuel.
However, Mulally says the U.S. truck market will remain viable for years to come, and that Ford will defend its truck leadership at all costs.
‚ÄúThe U.S. is still very unique,‚ÄĚ he says. ‚ÄúIt‚Äôs large and construction is a big deal, as is outdoor lifestyles. It‚Äôs just a different environment.‚ÄĚ
The differences between the U.S. and Europe are among the reasons Ford will keep its Mercury brand, which many observers have said should be killed off due to a weak product lineup and slumping sales. Instead, Mulally says there are plans for Mercury and the Lincoln luxury division.
‚ÄúWe‚Äôre going to position Mercury to be more (focused) on the smaller-sized vehicles, while Lincoln will be more of a volume brand with larger vehicles,‚ÄĚ he says.
Mulally balks at suggestions Ford should merge with another auto maker, a move many pundits say would place it on stronger footing. Unlike some of its competitors, he says Ford is a truly global company, operating in nearly every region of the world.
‚ÄúDo we need to merge with someone? Yes, we have to merge with Ford,‚ÄĚ he says, referring to his ‚ÄúOne-Ford‚ÄĚ strategy, which calls for leveraging the auto maker‚Äôs global resources and aligning production capacity with actual demand for its products.
‚ÄúOur single most important strategy is to continue to integrate Ford around the world,‚ÄĚ Mulally says.
Although a partnership is not in Ford‚Äôs game plan, he admits the auto industry ‚Äď from OEMs to suppliers to dealers ‚Äď must be right-sized for the current market conditions. Overcapacity is causing all players to reevaluate their businesses.
He credits suppliers with ‚Äúdoing a good job‚ÄĚ in downsizing their operations and says Ford must continue adjusting production to meet current demand. ‚ÄúWe‚Äôve been at this for a few years and so have suppliers,‚ÄĚ Mulally says.
Dealer consolidation is on track, too, he says, noting Ford continues to work with dealers individually to draw down the number of U.S. showrooms.
‚ÄúThey‚Äôre our partners, so we work with them and make sure they have knowledge on the dealers that are close to them and where there are opportunities to consolidate,‚ÄĚ he says. ‚ÄúWe use our knowledge of the industry and the (dealer) network to help facilitate that.‚ÄĚ
As the domestic auto makers have lost share in the U.S. over the past decade, they also have seen gains in emerging markets, especially Brazil, Russia, India and China, referred to as the ‚ÄúBRIC‚ÄĚ countries.
But since the economic turmoil engulfing the U.S. has spread around the globe, the BRIC nations now are experiencing declines in automotive sales, as well.
When asked if Ford is reevaluating its investment in the BRICs, Mulally answers with a resounding, ‚ÄúNo.‚ÄĚ
‚ÄúThey‚Äôre just slowing down,‚ÄĚ he says. ‚ÄúWe‚Äôre well positioned in those markets, and they‚Äôre going to be a clear part of our plan going forward.‚ÄĚ
Also key to Ford‚Äôs future are alternative powertrains, although Mulally is skeptical of plans by some rivals to bring next-generation hybrids and pure electric-vehicles to market in the future.
Mulally and his top engineer, Derrick Kuzak, are looking toward Ford‚Äôs upcoming line of EcoBoost engines as a way to bring fuel-efficient, clean vehicles to the masses.
EcoBoost combines turbocharging with direct-injection gasoline, delivering the power and performance of a larger engine with up to a 20% increase in fuel economy and a 15% reduction in carbon-dioxide emissions, they say.
The first application of EcoBoost ‚Äď paired with Ford‚Äôs Duratec 3.5L V-6 ‚Äď is set to debut next year on the Lincoln MKS flagship sedan, after which 4-cyl. and other 6-cyl. versions will be available in nearly every model in Ford‚Äôs lineup.
EcoBoost ‚Äúis not just a one-off technology demonstrator,‚ÄĚ Mulally says, adding it represents ‚Äúa tremendous improvement in fuel efficiency.‚ÄĚ
Longer term, Ford intends to create more hybrids, as well as more advanced technologies, such as plug-in hybrids and hydrogen fuel-cell vehicles, as battery technology advances, a strategy Mulally refers to as a ‚Äúroad map to the electrification‚ÄĚ of vehicles.
Despite Ford‚Äôs problems and those of the industry at large, Mulally remains confident his plan is the right one and that he has the full support of employees.
‚Äú(Employees) think we‚Äôre going in the right direction, and we‚Äôre not sacrificing the long term for the short term. They feel we‚Äôre working together, and they‚Äôre respected and needed,‚ÄĚ he says. ‚ÄúThe emotional resilience of Ford and the love of the Blue Oval is incredible.‚ÄĚ