CNH Plan Drivers - 2007-2010 Branding-Regain Market Share Loss: Internal Targets to re-conquer historical positions in global markets Improve capacity utilization Quality-Improve Quality & Reliability to "Best-in-Class" levels Dealer & Customer Support-Added resources & training Grow Parts Business-Emphasis on parts availability, service and after-sales excellence Leveraging CNH Capital with increased training and extended warranty programs Emerging markets expansion / leveraging alliances |
Additional CNH Plan Drivers - 2007-2010 Corporate Structure Costs: Align business to meet market demands -SG&A efficiency Reduce excess capacity and working capital utilization, supply chain initiatives Leverage group sourcing Realign logistics Product cost reduction -Design cost and complexity reductions, de-contenting to meet customer demands with appropriate product features and cost levels Maintain positive recovery of economics and currency cost increases |
CNH Financial Targets Compound Average Annual Revenues Growth = 6.5% Compound Average Annual Trading Profit Growth = 20.6% ($bn) |
CNH Financial Targets Compound Average Annual Revenues Growth = 5.5% Compound Average Annual Trading Profit Growth = 19% (bn) |
CNH Industrial Capex/Depreciation Ratio Next Generation Harvesting APL Tractor CIH Cash Crop CVT Transmission Tractor Loader Backhoe Skid Steer Loader TIER III / TIER IV Emissions |
Appendix |
CNH Financial Targets US GAAP Compound Average Annual Revenues Growth = 6.4% Compound Average Annual Operating margin Growth = 12.1% Equipments Operations ($bn) |
CNH Global N.V. |
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By: | /s/ Roberto Miotto | |||
Roberto Miotto, | ||||
Senior Vice President, General Counsel and Secretary | ||||