The $100,000 electric truck market is here. A guide to pickups from Tesla, GM, Rivian and Ford

Fronts of the GMC Sierra Denali,Tesla Cybertruck and Ford F-150 Lightning EVs (left to right).

Michael Wayland / CNBC

DETROIT – Tesla, General Motors, Rivian Automotive and Ford Motor have created a new market in the U.S. automotive industry of pricey, powerful and precarious electric pickup trucks that sell for $100,000 or more.

Just five years ago, the idea of a customer paying six figures for a pickup truck — historically a work vehicle meant for hauling and towing — was cause for national headlines. But it has quickly become normal, as automakers attempt to increase profits on traditional trucks and simply make a profit on electric ones.

“Customers are willing to spend, so automakers are going to give it to them,” said Stephanie Brinley, principal automotive analyst at S&P Global Mobility. “In general, pickup trucks getting more equipment, better features and better materials really just reflects general consumer attitude of wanting more.”

But unlike $100,000 traditional pickup trucks with internal combustion engines that offer superior capabilities compared with their lower-priced counterparts, electric trucks have higher price tags in part because of their technologies, including the costly batteries needed to power the vehicles.

“If you think about who’s actually buying these new EVs, it’s definitely, for the [automakers], a different demographic,” said Stephanie Valdez Streaty, Cox Automotive director of industry insights. “These are very expensive, very niche vehicles.”

There are currently a handful of electric trucks for purchase in the U.S. market: the Tesla Cybertruck, Ford F-150 Lightning, Rivian R1T and General Motors’ GMC Hummer EV, GMC Sierra Denali and Chevrolet Silverado. The GMC Hummer and Rivian also have SUV versions, which feature similar functions as their pickup counterparts but in different forms.

All those vehicle can get close to or easily top $100,000, including Tesla’s “Cyberbeast” model for about $120,000 and a limited-edition GMC Hummer for more than $150,000. Kelley Blue Book reports both vehicles transacted for over $100,000 last month — and the Tesla Cybertruck became the best-selling vehicle in the U.S. priced at six figures or more.

That compares to the average price paid for a traditional full-size pickup of $65,713, including average discount incentives of 7%, according to Kelley Blue Book.

Overall, this electric “truck” market, including the SUVs, accounted for nearly 58,000 vehicles sold during the first half of this year, according to estimates from Motor Intelligence. That’s less than 1% of the roughly 7.9 million light-duty new vehicles sold during that time in the U.S., but a 35% quarterly increase from the first to the second quarter, according to the data.

The market is expected to keep growing, but for now I’ve driven each of those $100,000 vehicles for varying amounts of time. They all drive and handle well, but in varying ways. Here are some thoughts on each:

Tesla Cybertruck

The Tesla Cybertruck is in a league of its own when it comes to pretty much everything — design, function, polarization and features.

It is far more “cyber” than “truck.” It indeed has some truck capabilities, such as a pickup bed and other utilitarian features, but it is not a truck in any traditional sense of the word.

A Tesla Cybertruck near General Motors’ Renaissance Center world headquarters in Detroit.

Michael Wayland / CNBC

The Cybertruck features tight steering, including a yoke and “steer-by-wire” system; a stiff chassis similar to a sports car; and, while arbitrary, a design that is far more form than function, which is historically one of the top reasons to purchase a pickup truck.

The Cybertruck, like its GM competitors, also features “four-wheel steer” in which all the vehicle’s wheels assist in its turning. Compared with a traditional vehicle where two wheels turn the vehicle, it makes larger vehicles much easier to maneuver.

What the Tesla Cybertruck lacks in traditional “truck-ness,” it makes up for in technology, as well as the human-machine interface, or HMI, of the vehicle with the driver.

The vehicle is arguably an experiment for the company in many ways regarding its technologies.

  • Pros: Design, technology, software, weight (lowest in segment), four-wheel steer
  • Cons: Design, bed access, interior space and quality

GMC Hummer EVs

The GMC Hummer EV — the first electric truck to hit the market — is the most comparable to the Cybertuck in terms of performance, price and overall gaudiness.

Driving the vehicle, whether it’s on- or off-road, is an experience. GM has called it the world’s first “supertruck.” It is fast, large and the least efficient consumer EV on sale today, according to the U.S. Environmental Protection Agency. The SUV version is smaller and more manageable to drive than the pickup truck version.

Both Hummer variants carry the weight of GM’s rapid development of vehicles. They’re heavy — estimated at nearly 9,200 pounds for the pickup — compared with every other consumer vehicle on today’s market, including their all-electric truck counterparts.

GMC Hummer EV Edition 1

Michael Wayland / CNBC

While the Hummer EVs can achieve 0-60 miles per hour in 3.5 seconds or less and are extremely capable with their performance parts, the weight of the vehicles can easily be felt when driving them.

GM’s designers did a nice job of modernizing the Hummer’s exterior design for the new EVs, including the ability to remove roof panels. But the interior can feel, much like the vehicles themselves, very bulky.

  • Pros: Design, capability, durability, four-wheel steer, hands-free Super Cruise advanced driver-assistance system
  • Cons: Design, efficiency, bulky interior, range

Chevy Silverado and GMC Sierra

GM’s newest all-electric pickup trucks are the Chevrolet Silverado and GMC Sierra Denali, both offering high-end models that cost nearly $100,000.

While the GM design team did an exceptional job of separating the looks of the vehicles to appeal to their respective brands, the parts and functionalities of the vehicles are largely the same.

A Tesla Cybertruck and GMC Sierra Denali EV First Edition next to one another.

Michael Wayland / CNBC

Both vehicles have an EPA-rated range of 440 miles and offer up to 754 horsepower and 785 pound-feet of torque. Important for many truck customers, they also tow up to 10,000 pounds and can charge for 100 miles in roughly 10 minutes with a DC Fast Charger (as long as you can find a compatible charger).

The Sierra is more refined and luxurious than its Chevrolet counterpart: It has open pore wood, larger total screens, GMC’s “crab mode” with four-wheel steering — shared with the Hummer — and other features.

A unique standout feature of the Silverado and Sierra EVs compared with others is the capability of a “midgate,” in which the back seats of the vehicle fold down and the back glass can come out to create a nearly 11-foot-long truck bed and segment-leading cargo area.

Both the Silverado and Sierra EVs drive well and feel like a “truck” but also remain far heavier than their non-GM competitors.

  • Pros: Capability, charging speed, range, Super Cruise, midgate, four-wheel steer
  • Cons: Efficiency, interior (mainly Silverado), weight

Rivian R1T and R1S

Rivian’s flagship R1T pickup and R1S SUV remain standouts in the electric truck segment when it comes to outdoor adventure and lifestyle vehicles — emulating the likes of Jeep.

The second generation of the vehicles, which were released earlier this year, improved on the ride and quality of the trucks. The R1S driving experience was noticeably smoother than the first generation of the vehicles.

2025 Rivian R1T and R1S

Rivian

While the exterior designs of the vehicles were largely unchanged for the second generation, Rivian says they deliver 10 times more computing power than before. The company also has changed more than half the hardware components.

Where the R1T and R1S truly stand out are their interior designs. They’re minimalistic, much like Tesla products, but still have enough other controls to appease mainstream, traditional buyers. The functionality and HMI also are impressive.

  • Pros: Design, software, interior
  • Cons: Charging speed capability, no four-wheel steer, advanced driver-assistance system

Ford F-150 Lightning

The F-150 Lightning is the most approachable all-electric truck on the market. That includes its starting price of about $63,000, driving dynamics and functionality. It largely operates like a traditional F-150 — but it’s electric. That’s because it shares many parts with its internal combustion engine siblings.

When the F-150 Lightning hit the market, it was the first “mainstream” electric truck. It followed the Hummer “supertruck” and Rivian R1T, but it was the first true test of such an all-electric vehicle for traditional truck owners.

An electric Ford F-150 next to a Tesla Cybertruck in front of Ford’s world headquarters on Aug. 27, 2024 in Dearborn, Mich.

Michael Wayland / CNBC

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With the A’s leaving Oakland, the Pioneer League B’s want fan investment in Bay Area baseball

Paul Freedman, co-founder and CEO of the Oakland Ballers

Paul Freedman, a 45-year-old serial entrepreneur who has founded and sold five educational technology companies, decided last June he wanted a new type of venture: a baseball team.

When MLB’s A’s announced last year they planned to leave Oakland, California, for Las Vegas, Freedman was despondent. Freedman, born in neighboring Palo Alto, moved to Oakland when he was 15 after spending much of his early schooling in Chicago. Arriving as a new student during high school, Freedman had some initial trouble making friends, so he leaned on A’s games — particularly those on the Oakland Coliseum’s $2 Wednesdays — as a common activity to socialize with classmates.

“It helped me feel welcome,” Freedman said in an interview with CNBC. “Right field at the Coliseum made me feel part of a community again.”

Freedman has lived in Oakland for the past 30 years and in that time has witnessed one professional sports team after another depart the city. The NBA’s Golden State Warriors ditched what was then Oakland’s Oracle Arena in 2019. The NFL’s Raiders moved from Oakland to Las Vegas in 2020. And after this season, MLB’s Oakland A’s will pack up and move to Sacramento before eventually settling in Las Vegas in 2028.

Feeling discouraged for his city, Freedman sent a text last June to Bryan Carmel, a friend from those high school-era A’s games, with a provocative preamble: “I have a crazy idea.”

Freedman proceeded to brainstorm ways to keep baseball in Oakland. That gave birth to the Oakland Ballers, or the B’s — the Pioneer League team that debuted earlier this year, co-founded by Freedman and Carmel. The team, just getting off the ground with initial seed funding, faces an uphill battle to strike a successful business model in Oakland — a city with daunting crime challenges and nearly abandoned by professional sports.

Oakland Ballers stadium. 

Courtesy: Oakland Ballers

The Pioneer League, an MLB partner league whose teams aren’t affiliated with the pro teams like those in minor league baseball, instantly appealed to Freedman’s tech sensibilities because it’s a testing ground for baseball evolution. Oakland, too, has been earned a reputation for cutting edge thinking in baseball, first in the 1960s and 1970s under owner Charlie Finley and later in the 2000s’ “Moneyball” era, which ushered in an era of analytics that have been adopted in all almost all sports.

In lieu of extra innings, tied games after nine innings in the Pioneer League end with a five-pitch home run derby. The league allows players to challenge balls and strikes in real time using a computerized system. The B’s also boast having the league’s first female player, pitcher Kelsie Whitmore.

Now, Freedman has another innovation in mind: a new investment model.

B shares

Freedman has invested $1 million in the Oakland B’s and loaned the team an additional $5 million. Freedman and Carmel have also raised $3 million in outside financing from about 60 individual investors.

Freedman and Carmel are about to set a new valuation for their investment with the debut of a crowdfunded financing round for up to $1.235 million, the legal limit allowable under Securities and Exchange Commission regulations for an entity with finances that have been reviewed by a public accountant but not formally audited.

The new financing round will give fans direct equity in the team. While a market doesn’t yet exist for shares in the team to one day trade and operate as an actual investment, Freedman and Carmel hope that could someday be the reality. That differentiates the concept from common stock in the publicly owned Green Bay Packers, for example, which are purposefully designed as a nonprofit.

“We’re testing the waters here,” said Freedman. “There could be a dividend. There could be a secondary market. Shares will come with voting rights.”

A liquid secondary market would allow for monetization of team shares beyond major transactions such as a team sale.

DealMaker, the platform the B’s are using to crowdsource the funds, has received an expression of interest from more than 3,500 people who say they would like to invest in the team, with pledges for a combined total of nearly $8 million.

Of the hundreds of campaigns DealMaker has facilitated that begin with early expressions of interest, this is the highest number of potential investors the platform has ever seen, said Jon Stidd, DealMaker’s chief marketing officer.

“It’s a testament to the B’s fans and what they’re doing for the community in general,” Stidd said in an interview.

Oakland Ballers stadium. 

Courtesy: Oakland Ballers

The fundraising campaign is expected to officially kick off in the coming days. Potential investors will be able to buy their shares on a first-come, first-serve basis “just like you’re buying sneakers from the Oakland B’s,” said Stidd.

The early interest has inspired inquiries from other local baseball and soccer teams looking to raise money on DealMaker, Stidd said.

“It’s been a rising tide. The Oakland Ballers are getting the message out there,” he said.

Local challenges

Freedman plans to use the crowdsourced money for general baseball operations with a particular emphasis on marketing. In its first year, the B’s have done about $1 million in merchandise sales, according to the team, and has signed up 47 sponsors, including San Francisco’s BART transit system and AAA Insurance.

Working with Oakland city officials, the team used $1.6 million of the team’s initial funding to refurbish Raimondi Field in West Oakland, a historic baseball stadium site where Oakland’s all-Black A-26 Boilermakers played before racial integration. The field sat abandoned and fell into such disrepair that it had become unusable even for Little League games, Freedman said.

Freedman said in workshopping how to keep baseball in Oakland, he ruled out simply buying and relocating a minor league team, fearing that bringing one to Oakland would solidify the city’s reputation as a second-rate location, unfit to support A-list sports teams.

But he’ll have to make sure the B’s flourish as a feel-good story, rather than a dreary reminder of what Oakland once had.

“We don’t think we are replacing the Oakland A’s,” Freedman said. “We mourn the loss of the A’s as much as anyone else.”

One of Freedman’s top challenges is convincing locals that Raimondi Park is a fun — and safe — place to visit. Last month, The San Francisco Chronicle reported agent Lonnie Murray, who is married to former A’s star and Oakland native Dave Stewart, recently expressed player concerns to Freedman about substandard housing in an area where players’ cars were vandalized or stolen. The B’s responded by moving the team to a hotel in a safer area.

Oakland Ballers stadium. 

Courtesy: Oakland Ballers

It wasn’t long ago that Raimondi Park abutted a homeless encampment in West Oakland. Revitalizing the area is important to both Freedman and Oakland, but it’s also a potential obstacle for fan recruitment. Raimondi Park seats about 4,100 people. Thus far, most home games have drawn about 2,000 fans — slightly below average for Pioneer League attendance.

Even among locals, there’s a misperception for how dangerous the area is, Freedman said. He likened the neighborhood to Chicago’s Wrigleyville, where the Chicago Cubs play. Freedman said he is developing partnerships and relationships with local businesses to promote the team and hopefully expand entertainment and eating experiences outside the ballpark.

“We are definitely facing headwinds,” said Freedman. “Oakland hasn’t gotten good press lately in terms of crime. What turns the perception is people having safe experiences. That’s what we are providing.”

Alerting locals to the team’s existence will be especially important next season, when the A’s are no longer around. Green Day singer Billie Joe Armstrong recently gave the team some free publicity by spray painting a B’s logo over an Oakland A’s logo in Toronto’s Rogers Centre.

Winning will also help. The B’s have had an impressive first season. The Pioneer League season is 96 games long, split into two halves, and wraps up Sept. 8. The top two teams from the first half of the season and the second half make the playoffs, which begin Sept. 10. The B’s are currently at 42-30 overall and 15-9 in the second half, putting themselves in playoff contention.

“There’s value in having baseball in a town,” said Freedman. “Oakland deserves to have baseball if it wants to have baseball.”

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E.l.f. Beauty sales jump 50% on gains in color cosmetics and skin care, launch of Bronzing Drops serum

E.l.f. Beauty‘s growth story is still going.

The cosmetics retailer on Thursday blew past quarterly estimates again, posting a 50% gain in sales. 

The company’s sales soared to $324.5 million in its fiscal first quarter, leading it to raise its full-year guidance. That increase follows a staggering 76% jump in the year-ago quarter.

CEO Tarang Amin told CNBC the company saw growth across its categories. He added that its Bronzing Drops serum quickly became a best seller on the company’s website after its launch during the quarter.

Here’s how the cosmetics company performed compared with what Wall Street was expecting, based on a survey of analysts by LSEG:

  • Earnings per share: $1.10 adjusted vs. 84 cents expected
  • Revenue: $324 million vs. $305 million expected

The company’s reported net income for the three-month period that ended June 30 was $47.6 million, or 81 cents per share, compared with $53 million, or 93 cents per share, a year earlier.  

Sales rose to $324.5 million, up about 50% from $216.3 million a year earlier. 

Following quarter after quarter of outsized growth, Wall Street has come to expect a lot from E.l.f. Beauty. Though it raised its guidance Thursday, the outlook still fell flat after such a big first-quarter beat. 

For fiscal 2025, E.l.f. now expects sales of between $1.28 billion and $1.3 billion, compared with its previous outlook of $1.23 billion and $1.25 billion. Analysts had expected sales guidance of $1.3 billion, according to LSEG.

The company now anticipates its adjusted net income will be between $198 million and $201 million, compared with a previous outlook of between $187 million and $191 million. E.l.f. expects adjusted earnings per share to be between $3.36 and $3.41, compared with previous guidance of $3.20 to $3.25. Analysts had expected earnings of $3.42 per share, according to LSEG. 

Shares fell about 6% in extended trading.

When it reported fiscal 2024 results in May, E.l.f. disappointed investors with an outlook that came in below expectations. Sentiment later turned around after its finance chief, Mandy Fields, suggested that the company tends to issue conservative guidance. 

“Last year, we started our guidance at 22% to 24% range, ended the year at 77%,” Fields told analysts at the time. “I’m not saying that we’re promising 77% this year for sure. But what I will say is that gives you a little bit of insight into our guidance philosophy.” 

On Thursday, Amin told CNBC that Fields takes a “balanced” approach to guidance and prefers to take things one quarter at a time. 

“If you look at our history over the last five years, these 22 quarters, we typically guide lower than where we eventually come out,” said Amin. “We never want to get ahead of ourselves, and overall the strategy has worked just great … we’re going to take you through what we’re seeing quarter by quarter, and hopefully we continue to kind of beat that.” 

He added that he isn’t concerned about a consumer pullback in the beauty category and remains “bullish” on the broader environment.

“We are hearing kind of in the macro, ‘Hey, is the consumer being choosier?’ I’d say if they are, they’re choosing E.l.f.,” said Amin. “So we’re perhaps differently positioned, and if you look over the last 22 quarters, it didn’t matter what was happening in the category, whether it was the pandemic, whether it was inflationary pressures … you name it, we’ve performed well throughout that, and I think it really comes down to our fundamental business model and how we’re different.” 

E.l.f., a digitally native beauty retailer that was founded in 2004, has gained a newfound relevance among Gen Z and Gen Alpha consumers through marketing that lands with those younger shoppers and meets them where they are on places such as TikTok and Roblox. 

It’s known for creating value versions of prestige favorites, such as its new Bronzing Drops, which customers compare to Drunk Elephant’s product Sunshine Drops. The prestige skin care line offers its product for $38, while E.l.f.’s retails for just $12.

“These bronzing drops were the No. 1 requested item from our community, and our community comes to us and says, ‘Hey, there’s a prestige item there. We love them, but E.l.f., help us out. We can’t afford 38 bucks for bronzing drops,'” said Amin. “So we’ll study it. We’ll put our own E.l.f. twist on it and we’ll introduce ours at $12. Went to No. 1 right away on Elfcosmetics.com.”

The company doesn’t compare its products to any specific brands and instead lets its fan base fill in the blanks.

“Even though we don’t make the comparison ourselves, there’s like a thousand TikTok videos after we launch this product where people are doing side-by-sides or comparing it,” said Amin. “They’re like, it’s $12 versus the $38 item and actually, I like the E.l.f. one better, the quality’s better.'”

In July, the company expanded its collaboration with Roblox that enabled users ages 13 and up to buy limited edition products such as its “e.l.f. UP! Pets Hoodie” and mainstays such as its lip and SPF products. 

During the Olympics, it had splashy marketing campaigns with gymnast Gabby Douglas, a three-time gold medalist, and blind swimmer Anastasia “Tas” Pagonis. It also collaborated with actress Jameela Jamil on the launch of its new Bronzing Drops.

However, all that marketing doesn’t come cheap and has weighed on E.l.f.’s bottom line. During the quarter, selling, general and administrative expenses increased by roughly $88.6 million to $180.6 million, representing 56% of net sales. The spike in marketing spending contributed to a 10% drop in E.l.f.’s net income. 

Amin said the company is spending more on marketing this year than last but that was more a result of timing. He added E.l.f. is working to get marketing spend “more consistent” throughout the year as a percentage of sales. 

“We continue to invest more in marketing because it’s working,” said Amin. “Our marketing ROIs are multiples ahead of the category benchmarks, we’re growing very strong top line. We’re building awareness.”

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Boeing’s new outsider CEO Ortberg takes the helm, this time from the factory floor

Robert K. “Kelly” Ortberg is the Boeing’s new president and chief executive officer, effective August 8, 2024. Ortberg will also serve on Boeing’s Board of Directors.

Courtesy: Boeing

Aerospace veteran Robert “Kelly” Ortberg becomes Boeing‘s new CEO on Thursday with a singular mission: restoring the reputation of a U.S. manufacturing icon.

That enormous goal will involve thousands of daily decisions that will determine whether Boeing can earn back the trust of regulators, airlines and the public; end persistent production defects; deliver aircraft on time and consistently to customers large and small; and stop burning cash.

That cash burn is running about $8 billion so far this year and counting. Meanwhile, Boeing shares are down some 37% so far in 2024, as of Wednesday.

Ortberg’s Day 1 activity is walking the floor of Boeing’s factory in Renton, Washington, where it builds its bestselling but problematic 737 Max. He plans to talk with employees and review safety and quality plans, with similar visits ahead at other Boeing plants.

“I can’t tell you how proud and excited I am to be a member of the Boeing team,” he said in a note to staff on Thursday. “While we clearly have a lot of work to do in restoring trust, I’m confident that working together, we will return the company to be the industry leader we all expect.”

Analysts and industry insiders are cautiously upbeat, painting the 64-year-old Ortberg — a more than three-decade veteran of the industry who spent years atop commercial and defense supplier Rockwell Collins after working up the ranks there — as a good listener with an engineering background (he has a mechanical engineering degree). Perhaps most importantly, he is a Boeing outsider.

“This guy has a fantastic reputation and level of experience in the industry,” said Richard Aboulafia, managing director at AeroDynamic Advisory. “He has a reputation for listening and for letting people push back.”

Trouble across businesses

Those skills will be key as Boeing tries to stabilize its production and eliminate manufacturing flaws.

Boeing’s top safety executive for commercial aerospace told a National Transportation Safety Board hearing earlier this week that the company is working on a design fix so the near-catastrophic door plug blowout it faced at the beginning of the year never happens again.

The hearing was part of the NTSB’s probe of the midair blowout of a door plug from a packed, monthsold Boeing 737 Max 9 as it climbed out of Portland, Oregon. While no one was seriously injured in the accident, it put Boeing back into crisis mode just as it was trying to move on from two fatal crashes of its bestselling 737 Max planes in 2018 and 2019.

Worker testimony at the NTSB hearing also showed manufacturing pressure and frequent fixes on planes, putting a spotlight on Boeing’s factories.

“I will be transparent with you every step of the way, sharing news on progress as well as where we must do things better,” Ortberg said in the memo. He vowed to share reports to staff, “giving you timely updates of what I’m seeing and hearing on the ground from our teammates and our stakeholders.”

Boeing last month agreed to plead guilty to defrauding the U.S. government during the Max certification, a deal that will require an independent corporate monitor at the company for three years.

But Ortberg will have to address issues not only in the commercial jet business, including the delayed certification of new 737 and 777 models, but also in its defense unit.

That segment of the business is facing issues with two 747s that will serve as the next Air Force One aircraft but are years behind schedule. Meanwhile, Boeing’s misfiring Starliner capsule, which launched in early June, has NASA debating whether to use SpaceX instead to bring astronauts Butch Wilmore and Suni Williams back from the International Space Station.

And on Thursday, NASA’s Inspector General released an audit of the agency’s Space Launch System rocket program, which is being built for moon missions and counts Boeing as a leading contractor. The NASA watchdog slammed Boeing for its “ineffective quality management and inexperienced workforce, continued cost increases and schedule delays, and the delayed establishment of a cost and schedule baseline.”

A decision is also looming over whether to launch a new aircraft as Boeing loses ground to rival Airbus.

The first 100 days of Ortberg’s time as CEO will be crucial, said Bank of America aerospace analyst Ron Epstein.

“The decisions made early in his tenure will have generational impacts on the company,” he said in a note Monday.

Ortberg and his team will need to ensure Boeing’s workforce is trained, with thousands of new workers in factories after more experienced staff members took buyouts or were laid off in the pandemic. A union representing some 30,000 Boeing factory workers in Washington state and Oregon is seeking more than 40% raises and, last month, members authorized a strike if a deal isn’t reached this September.

“The principles of safety and quality should be equally important as the manufacturing rates,” Jon Holden, local president of the International Association of Machinists and Aerospace Workers, said in a statement last week. “This potential collaboration with the new CEO could be a prime opportunity for Boeing to prove its dedication to its workforce and acknowledge the exceptional manufacturing capability and capacity of skilled IAM Members on the shop floor.”

Last week, alongside another quarterly loss, Boeing announced Ortberg would succeed Dave Calhoun, who had said in March he would step down by year’s end.

That was part of a larger executive shake-up after the door plug blowout. Calhoun himself took over a Boeing in crisis in early 2020, replacing Dennis Muilenburg, who was ousted for his handling of the two Max crashes.

While Boeing is still based in Arlington, Virginia — where it announced it would move its headquarters in 2022 from Chicago — Ortberg will be based in the Seattle area, giving him a close eye on where the majority of Boeing’s commercial jetliner production is based.

“In speaking with our customers and industry partners leading up to today, I can tell you that without exception, everyone wants us to succeed,” Otberg said in his Day 1 note to employees. “In many cases, they NEED us to succeed. This is a great foundation for us to build upon.”

Read more CNBC airline news

Getting off on the right foot with customers and the hundreds of suppliers that are struggling from pandemic-demand whiplash is important for Ortberg and the company. Boeing’s relationships with its bread-and-butter customers has suffered recently, and its leadership shake-up came after airline CEOs sought a meeting with the company’s board as delays of aircraft piled up in the wake of the door plug blowout.

Southwest Airlines is among Boeing’s biggest customers and, like other carriers, has scaled back its growth plans, citing delivery delays of new, more fuel-efficient jets from Boeing. The airline’s CEO hinted at the big feat Ortberg has ahead of him.

“We look forward to working with Kelly Ortberg in his efforts to return Boeing to its place as the leading American aerospace company,” CEO Bob Jordan said in a written statement. “A strong Boeing is great for Southwest Airlines and it’s great for our industry.”

— CNBC’s Michael Sheetz contributed to this article.

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Ford turns ‘dirty’ business into a profit driver. GM and Stellantis are taking notice

2023 Ford Super Duty F-350 Limited

Ford

DETROIT — A once “dirty” word, and business, in the automotive industry has become a multibillion-dollar battleground for U.S. automakers, led by Ford Motor.

The Dearborn, Michigan-based automaker has turned its fleet business, which includes sales to commercial, government and rental customers, into an earnings powerhouse. And Ford’s crosstown rivals General Motors and Chrysler parent Stellantis have taken notice, restructuring their operations as well.

“There’s much more of an emphasis now on profitability and how fleet can help that,” said Mark Hazel, S&P Global Mobility associate director of commercial vehicle reporting. “[Automakers] are looking at how they strategically go about this. It’s been a very targeted approach with how they deal with fleets.”

Many fleet sales, especially daily rentals, have historically been viewed as a negative for auto companies. They are traditionally less profitable than sales to retail customers and are used by automakers at times as a dumping ground to unload excess vehicle inventories and boost sales.

But Ford has proven that’s not always the case by breaking out financial results for its “Ford Pro” fleet business. The operations have raked in about $18.7 billion in adjusted earnings and $184.5 billion in revenue since 2021.

Such results have led Wall Street to praise the business, as analysts have called it a “hidden gem” and Ford’s “Ferrari,” referring to the highly profitable Italian sports car manufacturer.

“No other company has Ford Pro. We intend to fully press that advantage,” Ford CEO Jim Farley said July 24 during the company’s second-quarter earnings call, in which Ford Pro was the dominant performer.

Fleet sales typically account for 18% to 20% of annual industrywide U.S. light-duty vehicle sales, which exclude some larger trucks and vans, according to J.D. Power.

Part of the opportunity in fleet sales comes from the aging vehicles on U.S. roadways. The average age of the 25 million fleet and commercial vehicles on American roads was 17.5 years last year, according to S&P. That compares with light-duty passenger vehicles at 12.4 years in 2023.

While commercial sales, which are viewed as the best fleet sales, are estimated to be slightly lower this year compared with 2023, both GM and Stellantis have recently redesigned and doubled down on such operations. However, neither reports such results out separately.

“Breaking apart the fleet channel, we see that Commercial sales have been the weakest. And zooming in further, there are just two [original equipment manufacturers] that appear especially challenged: STLA and, to a lesser extent, GM,” Wolfe Research said in an investor note Wednesday.

Meanwhile, Ford’s commercial volumes have increased a “strong” 7% this year compared with 2023, Wolfe said.

While fleet sales data isn’t as available as retail, Wolfe Research estimates Ford is by far the leader in such earnings at a forecast of $9.5 billion this year. That compares with North American operations at GM at $5.5 billion and Stellantis around $3.5 billion, Wolfe estimates.

S&P Global Mobility reports Ford has been the fleet leader for some time. Since 2021, Ford’s market share of new fleet vehicle registrations (categorized by businesses with 10 or more vehicles weighing under 26,000 pounds) has been about 30%. GM, meanwhile, had around 21%-22% during that time, and Stellantis about 9%.

GM, citing third-party data, claims it outsold Ford last year in a segment of fleet sales: commercial vehicles sold exclusively to businesses (with five or more vehicles) and not individual buyers.

Ford, meanwhile, said it counts “all customers who register their full-size, Class 1-7 truck or van under their business,” not just those with five or more vehicles.

Ford claims to lead sales of commercial vehicles, categorized as Class 1-7 trucks and vans, with a roughly 43% share of U.S. registrations through May of this year. That’s up 2.3 percentage points compared with a year earlier, the company said.

Ford Pro

The Ford Pro business is led by sales of the automaker’s Super Duty trucks, which are part of its F-Series truck lineup with the Ford F-150, and range from large pickups to commercial trucks and chassis cabs.

It also covers sales of Transit vans in North America and Europe, all sales of the Ranger midsize pickup in Europe, and service parts, accessories and services for commercial, government and rental customers.

Ford Super Duty trucks are seen at the Kentucky Truck assembly plant in Louisville, Kentucky, on April 27, 2023.

Joe White | Reuters

But automakers, including Ford, also see fleet operations as a key driver in other ways, including for electric vehicle sales, as well as reoccurring revenue options such as software and logistical services.

“This revenue has gross margins of 50-plus-percent which drives significant operating leverage and improved capital efficiency,” Farley said during the quarterly call. “The major part of this new software business is actually Ford Pro.”

Ford is aiming to achieve $1 billion in sales of software and services in 2025, led by its fleet and commercial business.

“Ford Pro is core to Ford, and there is potential upside on volumes as well as in software and service,” BofA’s John Murphy said Thursday in an investor note. “On software, Ford Pro accounts for ~80% of Ford’s software subscriptions with an attach rate of only 12%, which is projected to grow to 35%+ over the next few years.”

Ram, GM retool

As Ford touts its fleet business, its closest rivals have amped up their operations.

Chrysler parent Stellantis is relaunching its “Ram Professional” unit this year with goals of achieving record profitability in 2025 and, eventually, becoming the No. 1 seller of light-duty commercial vehicles, which exclude some larger vehicles.

Christine Feuell, CEO of Stellantis’ Ram brand, declined to disclose a time frame for achieving that target but said the automaker believes it can do so after completely revamping its operations to focus on better mainstreaming operations for customers and earnings growth through sales and new services.

“It’s a highly profitable business. Not only on the product side, but on the services side,” she told CNBC during a media event last week. “Software and connected services are really a significant growth opportunity for us as well.

“We’re a little bit behind Ford in launching those services, but we definitely expect to see similar kinds of growth and revenues generated from those connected services.”

Ram makes up about 80% of Stellantis’ U.S. fleet and commercial business. It has a new or revamped lineup of trucks and vans coming to market, plus a host of connected and telematics products to assist fleet customers. It also increased the availability of financing and lending for commercial customers.

“This year truly begins our commercial offensive,” Ken Kayser, vice president of Stellantis North American commercial vehicle operations, said during the media event. “2024 is a foundational year for our brand, as we look to build momentum into 2025.”

GM isn’t sitting idle either. It has revamped its fleet and commercial business. It launched “GM Envolve” last year, its overhauled fleet and commercial business focused on fleet sales, digital telematics and logistics for commercial customers.

Sandor Piszar, vice president of GM Envolve in North America, said the Detroit automaker views the business as a competitive advantage not just to sell vehicles but to create reoccurring revenue and relationships with businesses.

2021 GMC Sierra HD pickup

GM

GM Envolve, formerly known as GM Fleet, reorganized the automaker’s business to be a one-stop shop for fleet customers — from sales and financing to fleet management, logistics and maintenance.

“GM Envolve is a critically important piece of General Motors business. It’s a profitable business,” he told CNBC earlier this year. “We think it is a competitive advantage in the approach we’re taking in this consultative approach of a single point of contact and coordinating the full portfolio that General Motors has to offer.”

GM and Stellantis declined to disclose the earnings and profitability of their fleet businesses.

EV goals

GM Envolve includes the company’s EV commercial business BrightDrop, which was folded back into the automaker last year instead of it acting as a subsidiary. It didn’t accomplish the growth GM had expected, but EVs have an opening for automakers’ fleet and commercial sales.

“BrightDrop is a great opportunity for General Motors and for GM Envolve,” Piszar said, citing all-electric vans specifically for last-mile deliveries as well as small local businesses. “There’s a lot of use cases and as we ramp up production and get customers to try the vehicle that’s a key piece of our model.”

Unlike retail customers, many fleet and commercial customers have predefined routes or schedules that could accommodate EVs well because they drive locally in a region and could charge overnight when electricity costs are lower.

Brightdrop EV600 van

Source: Brightdrop

S&P Global reports EV startup Rivian Automotive led the U.S. in all-electric cargo van registrations last year, roughly doubling Ford, its closest competitor, at No. 2.

While the upfront investment is high, automakers have argued the eventual payback could be worthwhile for some businesses.

All three of the legacy Detroit automakers are touting such advantages to their fleet customers, while still offering traditional vehicles with internal combustion engines.

Stellantis and Ford also have started highlighting their portfolios of different powertrains such as hybrids and plug-in hybrid electric vehicles as adoption of EVs has not occurred as quickly as many had expected.

Ford last month announced plans valued at about $3 billion to expand Super Duty production, including to “electrify” Super Duty trucks.

“We’ve gone to, on all of our commercial vehicles, a multi-energy platform so we will offer customers the choice that we think no other competitor will have,” Farley said during the earnings call. “We believe we will be a first mover, if not the first mover, in multi-energy Super Duty.”

CNBC’s Michael Bloom contributed to this report.

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Kohl’s bets on Babies R Us as it tries to attract younger families, higher sales

Kohl’s plans to have 200 Babies R Us shops in its stores by the end of September. The retailer will sell a wide variety of baby gear, including strollers, car seats and cribs.

Courtesy: Kohl’s

WOODLAND PARK, N.J. — Kohl’s is thinking small to rev up its sales.

The retailer is opening Babies R Us shops in its existing stores across the country starting this week, and plans to have 200 by the end of September. The shops will carry a variety of baby merchandise that the company hasn’t offered before, including shampoo, strollers and car seats. Kohl’s previously sold only baby clothing.

With the move, the Wisconsin-based retailer aims to cater more to young families, whether they’re decorating their homes, getting ready for back-to-school or preparing for a new addition. Most of the retailer’s approximately 1,170 stores are in strip malls in the suburbs, a short drive for busy parents who are running errands or shopping for groceries.

Along with the baby category, Kohl’s is also bulking up its assortment of home decor, gifting and impulse items. CEO Tom Kingsbury estimated in late May that those expanded categories, including Babies R Us, are “a $2 billion-plus sales opportunity” in the coming years.

Yet U.S. demographics aren’t tipped in Kohl’s favor. Births in the U.S. totaled 3.59 million last year, according to provisional data from the U.S. National Center for Health Statistics. That’s the lowest number of births in more than 40 years.

On a store tour in New Jersey on Wednesday, Chief Merchandising Officer Nick Jones showed off the first Babies R Us shop. Customers who walk through the location can see and feel many pricier items, such as strollers, cribs, and high chairs, outside of the cardboard box. The shops include many prominent baby brands, including Hatch, Frida, Graco and Baby Bjorn.

Over the past few weeks, online shoppers have also seen Babies R Us on Kohl’s website. Its website has twice as much merchandise as the approximately 800 to 1,000 items available in most shops, the company said. Kohl’s will also launch a baby registry in the fall.

Each shop will range in size, but will be set up next to the baby and kid’s clothing that’s currently in all stores. Jones said more merchandise is on the way for expecting families, too, including baby apparel from Nike. It is introducing maternity clothing from Motherhood, a direct-to-consumer brand, which will be exclusive to Kohl’s stores.

The retailer is rolling out Babies R Us shops at a time when it needs growth drivers. Kohl’s net sales totaled $16.6 billion in the most recent fiscal year, which ended in early February. That’s a nearly 14% drop from five years ago.

Kohl’s expects current full-year net sales to decline between 2% and 4%. It posted a surprise net loss of $27 million for the fiscal first quarter and lowered its full-year forecast in late May.

Kohl’s shares are down 24% this year, trailing the S&P 500’s nearly 16% gains during the same period.

Like other retailers, Kohl’s has contended with shoppers who are putting off discretionary purchases while spending more on everyday expenses like groceries and housing. Yet Kohl’s challenges go beyond that, according to Dana Telsey, CEO and chief research officer of Telsey Advisory Group. She said it needs to sharpen its merchandise to grab the attention of new and existing customers.

“There’s been so much competition from others out there,” she said. “A brand has to stand for something and matter.”

Inside of Kohl’s Babies R Us shops, customers can touch and feel some of the pricier items that may be on their shopping list or registry.

Courtesy: Kohl’s

Lower births, but more premium products

Kohl’s is betting on the baby category as innovative products and higher-end items like fancy strollers drive spending.

Baby gear sales totaled $7.5 billion for the 12-month period that ended in May, up 4% from the same time period in 2020, according to Circana, a market research firm that tracks the space. It includes a wide range of items like car seats, strollers, bottles, bassinets, high chairs, cribs and breast feeding systems.

Stephen Hinz, an industry advisor at Circana who tracks sales of baby products, said customers’ willingness to pay for premium baby gear has fueled spending.

He noted the U.S. Census Bureau has found that the median age of U.S. women giving birth is 30 years old.

“People are in a much different life stage at that point,” he said. “They’re older. They’re more established in their careers. They’re more likely to own a home. They have more disposable income. And those have greater influence on the things that they might choose to bring into those homes.”

Hinz said the market has remained stable, despite the lower birth rate, as parents spring for fancier items like natural wood cribs and car seats that rotate to make it easier to get a baby in and out. And families will stretch their budgets to support a child’s health and safety even during tougher economic times, he said.

Plus, new parents have more retailers and brands to choose from and new ways of registering for baby items. Big-box chains Target and Walmart have expanded their baby departments. Macy’s launched its own baby registry in late April. And universal registries, such as Zola and Babylist, have gained popularity by allowing customers to choose items across retailers’ and brands’ websites.

In an interview with CNBC in March, Kingsbury said there’s market share up for grabs in the category. He referred to the bankruptcy and store closures of Bed Bath and Beyond, the parent of Buy Buy Baby.

And, he said, customers who shop at Babies R Us will also buy items in other departments.

Kohl’s is making a similar move to what it’s done with Sephora beauty shops, which it is opening in all of its stores. On earnings calls, Kohl’s leaders have said the shops are drawing younger and more diverse customers.

Jones said Kohl’s will decide whether to open Babies R Us in more stores after learning from the first 200 shops.

Kohl’s will put Babies R Us shops next to its existing baby apparel. It is also adding related merchandise, such as baby clothing from Nike and maternity clothes from Motherhood.

Courtesy: Kohl’s

Is Babies R Us still relevant?

As it relaunches Babies R Us, Kohl’s will test whether the brand has remained relevant or grown stale.

The brands of Babies R Us and its former parent Toys R Us are now owned by WHP Global, a New York City-based brand management company. The firm has bought and tried to rebuild other brands including Bonobos, Rag & Bone and Isaac Mizrahi. Toys R Us shuttered its stores after filing for bankruptcy in 2017.

Kohl’s and WHP Global, which announced the deal in March, have not disclosed the financial terms of the agreement.

Along with the Kohl’s deal, WHP Global also struck an agreement with Macy’s, which has opened Toys R Us shops in many of its department stores.

Kohl’s move is risky since tastes have changed since the brand’s heyday in the ’80s and ’90s, said Natalie Gordon, founder and CEO of Babylist.

She said many retailers have fallen short on their customer experience with little chance to test products hands-on. And she recalled her frustrations with retailers when she got ready to have her first child about 13 years ago, which sparked the idea for Babylist.

“I felt infantilized by the brands that were out there,” she said. “Things were pink and blue with little cartoon characters. And I’m a woman having a baby. It really didn’t resonate at all.”

The latest version of Babies R Us at Kohl’s features the familiar brand font, but Kohl’s and WHP gave the brand a more contemporary look, said Christie Raymond, Kohl’s chief marketing officer.

“There’s a lot of credibility,” she said. “But we did need to modernize.”

The shops are decorated with sleek baby photos rather than pastels or cartoon mascots, such as Toys R Us’ Geoffrey the giraffe.

And Kohl’s will use a marketing tool that didn’t exist during Babies R Us’ peak: it plans to partner with influencers who can spread the word about the shops on Instagram and TikTok.

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Sales of $100 million homes set to double this year as trophy properties recover

A view of the Central Park Tower at 217 West 57th St. in New York City.

Source: Cody Boone, SERHANT Studios

A version of this article first appeared in CNBC’s Inside Wealth newsletter with Robert Frank, a weekly guide to the high net worth investor and consumer. Sign up to receive future editions, straight to your inbox.

Sales of $100 million homes are on track to double this year, as surging financial markets and hopes for rate cuts fuel a recovery in the ultra-luxury real estate market, according to new reports.

As of July 15, six homes in the U.S. have sold for more than $100 million, according to data from Miller Samuel and Douglas Elliman. If the sales pace continues, it would more than double last year’s total and likely eclipse the record of nine homes sold for over $100 million in 2021.

Granted, the nine-figure club is a tiny group. But sales of homes priced at $50 million, $20 million and even $10 million are all signaling a strong rebound for the ultra-luxury real estate market after its decline in 2023. The comeback marks a stark contrast with the national housing market, which is still feeling the pressure of high mortgage rates and a lack of supply. 

“It’s a substantial uptick it the pace of sales, something we’re not seeing at all in the broader housing market,” said Jonathan Miller, CEO of Miller Samuel, the appraisal and research firm. 

Manhattan saw two blockbuster deals in roughly the past month. A penthouse at Central Park Tower — the tallest residential building in the world — closed for $115 million to an unknown buyer. And the penthouse of the Aman New York sold for a reported $135 million to Russian-born billionaire Vladislav Doronin, who founded the development company that built the building — effectively buying it from his own company.

Palm Beach, Florida’s only private island, Tarpon Island, sold for $150 million in May, and Oakley founder James Jannard just sold his Malibu mansion for $210 million, making it the most expensive home ever sold in California.

Tarpon Isle, a private island in Palm Beach, Florida, is on sale for $218 million.

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Even San Francisco is getting in on the ultra-lux boom. Laurene Powell Jobs, the billionaire widow of Steve Jobs, just bought the most expensive home ever sold in San Francisco. She paid $70 million for a 17,000-square-foot manse in Pacific Heights, wedged between neighbor Larry Ellison on one side and Apple design guru Jony Ive on the other.

Signs of strength are also showing up further down the luxury ladder. According to Redfin, sales of homes priced at $5 million or more through June topped 4,000, up 13% compared with the same period last year. 

“It was a much stronger and more robust start to the year than anyone expected,” said Mike Golden, co-founder of Chicago-based @properties and of Christie’s International Real Estate.  

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According to the 2024 Mid-Year Luxury Outlook from Christie’s, high-end markets around the country are seeing strong demand. In Naples, Florida, home sales over $10 million jumped 14% in the first quarter, according to the report. In Montana, sales over $4 million surged 50% through early May, according to PureWest Christie’s International Real Estate.

The artificial intelligence boom has sparked a resurgence in sales in the San Francisco Bay area.

“My biggest surprise thus far in 2024 has been just how many qualified buyers have the capacity and willingness to pay premium prices for ultra-elite properties, which speaks to the tremendous liquidity at the highest ends of the market,” said Nathalie de Saint Andrieu, a broker in the Bay Area.

The diverging paths of ultra-luxury and the broader housing market highlight the vastly different forces driving the high-end economy from the rest of the country. The national real estate market rises and falls with mortgage rates, with affordability at all-time lows and many Americans locked in their homes with low-rate mortgages. The ultra-wealthy can use cash to buy their homes, especially when rates are high. In Manhattan, two-thirds of deals this spring were in cash, with the share even higher for the luxury segment, according to Miller Samuel.

What’s more, the confidence (and cash) of wealthy homebuyers is largely driven by the stock market, which continues to shatter records this summer. With trillions of dollars in stock wealth being created, the ultra-wealthy are now looking to buy.

“The ultra-luxury segment is almost entirely disconnected from the typical housing market,” Miller said. “It’s a more global than local market. And it’s more of a barometer for the health of global financial markets.”

The surge in inheritances from the $80 trillion Great Wealth Transfer is also helping sales. Daniel de la Vega, president of One Sotheby’s International Realty, said he’s seeing a big surge in South Florida of millennial and Gen Z buyers who are purchasing condos with family trusts.

“They want new development, and some of them are coming in and buying sight unseen,” he said. “They especially like branded residences.”

De la Vega said another trend driving up ultra-luxury sales is demand for ever-larger homes. After Covid, he said, wealthy buyers want all their favorite lifestyle amenities in their homes — from gyms and spas to offices, entertainment spaces, and displays for their art and car collections.

The price per square foot for luxury condos in South Florida is up 33% this year, to $3,451. Per-square-foot prices for single-family homes are up 11% to $2,485. 

“It used to be that price per square foot went down as the property got bigger,” de la Vega said. “Now it’s the opposite. We’ve never seen numbers like this. It’s astronomical.”

Typically, the high-end real estate market takes a pause before presidential elections, as buyers wait for more certainty. So far, strong financial markets are outweighing any election concerns. Yet that’s far from a done deal in the second half.

“At least by the actions we’re seeing this year, the election doesn’t seem to be weighing heavy on the super-luxury landscape,” Miller said. 

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Will EU’s lithium deal with Serbia be a boost for Europe’s green tech?

Serbia’s “lithium deal” is coming back as part of an initiative that officials in Brussels, Belgrade and Berlin hope will be a huge green boon for the continent.

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A rather sudden and under-the-radar meeting took place in Serbia’s capital last week.

A delegation of high-ranking European officials and business leaders made their way to Belgrade for the inconspicuously named “Summit on Strategic Raw Materials”, organised by the Serbian government, which produced a single memorandum of understanding.

But this event had some A-list guests: Serbia rolled out the red carpet for German Chancellor Olaf Scholz, European Commission Vice-President for the European Green Deal Maroš Šefčovič, and the chief executives of major European banks such as the European Bank for Reconstruction and Development, KFW and the Italian Development Bank.

The chief executive of German car giant Mercedes-Benz was also in attendance.

But what were these big guns of European politics and business doing in Belgrade?

It turns out that the memorandum that Šefčovič signed with the Serbian Minister for Energy and Mining Dubravka Đedović Handanović may end up being one of the most important developments for Europe’s green industry and, quite certainly, for Serbia’s economy as it marches on in its attempts to join the EU. 

In Serbia, the memorandum is known colloquially as “the lithium deal”.

Global mining giant Rio Tinto has explored the Serbian mountains for more than 20 years in pursuit of iron and other metals. Eventually, in 2004, it found more than they bargained for: a huge deposit of lithium.

With an estimated 158 million tonnes of ore containing 1.8% lithium-oxide in the newly discovered mineral, jadarite (named after the Jadar region of Serbia it was found in), this deposit, if excavated from deep underneath the mountain, could see enough batteries made to power 30% of Europe’s election car production.

The Serbian government said it aims to meet at least 20% of Europe’s lithium demand.

Earlier mining attempts stopped by protests

For Europe’s green transformation, the prospect of a huge lithium supply in the heart of the continent would be a huge relief.

Most of the lithium Europe uses currently comes from Asia and South America. The COVID-19 pandemic, Russia’s full-scale invasion of Ukraine and other disruptions to global supply chains have made it clear that dependency on long-distance supplies is fraught with uncertainty.

Faced with these challenges, Europe scrambled to find strategic resources closer to home, and while there are other mining prospects in countries like Germany, Finland, Spain, Portugal and the UK, the one in Serbia, having started two decades ago, is way ahead of the pack: Rio Tinto has allocated $450 million (€415m) to it so far.

But, as often happens with mining projects, there have been setbacks. There was a huge public uproar when Rio Tinto purchased the land and got the green light to start building the mine.

Politicians, environmentalists, and activists alike sounded the alarm about the mine’s possible pollution, arguing that the unfamiliar processes used in the project could poison the waterways and soil of the beautiful and fertile, albeit scarcely populated, region.

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Massive demonstrations and road blockades that ensued caught Rio Tinto, which was ill-prepared, and the government, which was facing an already scheduled early election, off guard.

So, in January 2022, the licences were revoked, and the government declared the project effectively dead.

But the memorandum of understanding signed in Belgrade last week has given it a new breath of life.

‘A quantum leap into the future’

Both the host, Serbian President Aleksandar Vučić, whose government secured a new four-year mandate in recent elections, and his European guests spared no praise in emphasising the economic potential of the project.

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Vučić said there is still a long way to go before the mine will be opened, but that the process will be transparent with “no secrets”.

“This is crème de la crème of the European industry and it is clear that we have brought Europe to Serbia,” he said after the signing ceremony.

“This day fills me with hope for our country,” he continued. “It is important for Europe, for Germany but, above all, for Serbia. It will mark a turning point, a great change, a quantum leap into the future.”

The vast amount of players bidding for the opportunity to quench Europe’s thirst for lithium was demonstrated during the last leg of Chinese President Xi Jinping’s recent European tour.

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During his visit to Hungary, the Guangdong-based Eve Energy company announced it was buying land in the Hungarian city of Debrecen to construct a battery factory.

The Chinese company supplies batteries to car manufacturers such as Daimler, Jaguar Land Rover, and BMW, which is building a plant in Debrecen that is solely for electric cars.

What’s in it for Serbia?

Being a hub for European green transformation may bring the country closer to its goal of becoming an EU member.

Scholz implied as much when he hailed the initiative as a good way to help Serbia assimilate with Europe.

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“I have to add that this is indeed a European project,” he said at the summit. “We need European spirit and that is something very important for the future. I would connect my presence here with the clear support for the European integration of the Western Balkan countries.”

The mine itself, when opened presumably by 2028, will employ 2,100 workers directly. But would the creation of jobs be worth the pollution risk?

The summit’s participants did their best to address the fears of the Serbian public, including concerns that Serbia would risk its environment for the sake of poorly paid mining jobs and some petty cash from the mining fee — at just 5% for the metals.

A post that went viral on social media in Serbia shows a photo of an extremely skinny child in rags kneeling in the mud, allegedly in a diamond mine somewhere in Africa. Its caption says: “The kind of prosperity that mining for the Europeans brings.”

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Meanwhile, Austrian Der Standard newspaper published an opinion article claiming that a new Western colony was born in the Balkans and blasting Scholz for striking a deal with Vučić.

The EU itself has criticised Vučić and his government in recent times over concerns about the rule of law in the EU candidate country and reports that the most recent general elections in the country were marred by irregularities.

To reassure the public, Vučić has promised to ban the export of lithium from Serbia, meaning that all those who want to use Serbian lithium will have to open factories in the Balkan country. European guests at the summit appeared to have no objection, with the phrase “value chain” becoming the leitmotif of the event.

“This project creates a new potential value chain, and secures the possibility to create new jobs, not only in mining but in the other steps of processing,” Scholz said. “It connects Serbia to the future of mobility which must be carbon-free. So, we are talking about the turning point for the mobility of the future.”

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Vučić echoed similar views, noting that the project will bring “at least €6 billion of new investment to Serbia”.

“Mr Sholtz said he would do his best to form a value chain here in Serbia so that we have factories here instead of shipping raw materials abroad,” he said. “We shall fight for the producer of the final product — electric car. We already have Stellantis but we’ll bring others as well.”

The UK ambassador to Serbia, Edward Ferguson, speaking to Euronews Serbia after the summit, said he was convinced that the deal would be fair and would turn Serbia into a green tech hub.

“We help Serbia to get more than just lithium,” Ferguson said. “More precisely, we are considering how to build the value chain so that, after the lithium that will come out of the land, we have the processing of lithium: turning lithium into cathodes that will then go into the batteries which will eventually power the new generation of electric cars.”

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Another event in Serbia, just a couple of days after the summit in Belgrade, gave a glimpse of the value chain’s potential.

In Kragujevac, also known as “Serbian Detroit” for its ever-present car industry, automobile giant Stellantis opened a new production line and launched the first electric car made in Serbia, a new Fiat Grande Panda. The line will employ 2,000 workers.

Speaking at the event, Stellantis’ executive director Carlos Tavares said that the company would look into the new lithium deal between Serbia and the EU.   

“The biggest weakness of electric cars is their affordability,” he said. “So, I think this is a good move, and we are, of course, part of the story. We shall seek to have a good proposal for the procurement from this (memorandum) initiative.”

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“I think it makes perfect sense,” Tavares added.

Can lithium exploitation really be green?

However, the shadow of the major worry that drove the people of Serbia out onto the streets two years ago still looms large: can mining for lithium be done without disastrous environmental consequences?

During the summit in Belgrade, all eyes were on any guarantees that Europe could give Serbia to ensure ecologically responsible mining. And the participants knew it.

Šefčovič told the event that the EU’s “clear intention” is to respect the “highest environmental standards”.

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“We have the most comprehensive regulatory framework,” he said. “Each battery will have a passport — a QR code which provides access to information, what is the carbon print, recycling guarantee, whether the people in the value chain were treated fairly. This will be the seal of the highest standards.”

Scholz added that the EU’s involvement should go beyond providing a regulatory framework.

“We are not here to merely incentivise, but to be present as partners in applying environmentally acceptable solutions using the expertise of our mining engineers,” he explained.

“We are going to do it, share the expertise our experts accumulated over the centuries that is among the best in the world. We will do it in order to make sure that our joint project succeeds.”

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The chancellor added that he told Rio Tinto executives that the project would be allowed to proceed only if it adhered to the highest standards and that he had assurances to that effect.

While environmentalists and local organisations in Jadar remain unconvinced and maintain that water and food are, in fact, Serbia’s strategic resources for the future, the Serbian government has issued dozens of exploration licenses to mining companies, so the project appears to be progressing at a pace.

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Concerns grow over gambling addiction in the military

In the wake of 9/11 on an American military base in South Korea, then-Army Staff Sergeant Dave Yeager sat down at a slot machine operated by the Defense Department and made what he now calls the biggest mistake a budding problem gambler can make: He won.

“All that stress, all that tension, all the things that I was carrying with me in that moment went away,” Yeager told CNBC.

What was supposed to be entertainment, a way for servicemembers to relax, instead for Yeager grew into a disorder that would cost him his career, his financial security and his family.

“It went from, I was have fun doing this, to, I have to do this. It became an obsession for me,” he said.

In his book, “Fall In: A Veteran with a Gambling Addiction,” Yeager wrote about how he borrowed from subordinates, stole from petty cash and left his family in a lurch financially. Such vulnerability in a servicemember affects individual readiness and potentially even national security, if enemies were to exploit it, he pointed out.

Dave Yeager got hooked on slot machines when he was deployed to South Korea. Today, he counsels others about gambling disorder.

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Yet, when Yeager said he confessed of that vulnerability to his commanders and his counselors, no one pointed the finger at his gambling, or helped him to help himself.

“The chaplain told me to go to bingo night on Sunday. That would give me something to do,” Yeager said. “And I’m like, ‘I think you’re missing the point here.'”

As of 2017, the Department of Defense operated more than 3,100 slot machines on U.S. military installations in a dozen foreign countries, according to a report from the Government Accountability Office. The machines produce more than $100 million annually in revenue and is seen as a morale booster for the welfare and recreation for servicemembers akin to activities like golf, libraries and other entertainment.

Overseas, servicemembers as young as 18 may be permitted to gamble.

Domestically, slot machines are prohibited on military bases, though casinos are frequently located nearby. There are seven local casinos located within 20 minutes from Joint Base Lewis-McChord in Washington state, one of the country’s largest military installations.

In 2018, when a Supreme Court decision paved the way for states to legalize sports betting, the opportunities for wagering exploded. Now, more broadly, all but four states permit gambling in some form.

“All of a sudden, we started to see a lot of people with gambling problems calling and asking for some help, usually within a year or two from the time that it expanded,” said Heather Chapman, a clinical psychologist and director of the national gambling treatment program for the Department of Veterans Affairs.

Diagnoses of pathological gambling disorders among servicemembers and veterans is soaring, with more patients receiving a diagnosis in the first half of 2024 as in all of 2022, according to VA research. Twenty percent of those referrals are women.

“It’s not terribly surprising, because with accessibility and availability increases, we tend to see a rise in unhealthy engagement,” said Dominick DePhilippis, deputy national mental health director for substance abuse disorders for the VA.

Servicemembers are more vulnerable than civilians to gambling disorders and may be hesitant to self-report, fearing they could lose their security clearance or to avoid the stigma attached to gambling problems, the VA research found.

Studies have found the prevalence of problem gambling and gambling disorder among veterans to be as high as 10.7% in some parts of the U.S., the department said, though those studies have been smaller and typically regional, which leads to a wide variance among results.

To address the growing concern, the VA operates two residential treatment facilities for gambling addiction and has a myriad partnerships with civilian facilities throughout the country, Chapman said.

“We are sort of the mecca of gambling treatment,” she said.

The VA began treating gambling disorders in the late 1960s, about nine years after Congress banned slot machines from domestic bases.

The Department of Defense declined CNBC’s request for an interview, but said in a statement there hasn’t been any systemwide increases in resources to address problem gambling. It said a Health Related Behavior survey from 2018 — before the boom in sports betting — indicated that rates of problem gambling among servicemembers of 1.6% to 1.7% was in line with the incidence in the civilian population.

“DoD researchers are aware of changes in gambling availability due to new mobile and sports gambling options and will consider these variables in future military gambling research,” a department spokesperson said in an email.

The military is conducting a new survey, with results expected in the fall, the spokesperson added

The Department of Defense operates slot machines on military bases abroad.

Courtesy: Brianne Doura-Schawohl

Servicemembers are now screened for gambling disorders every year during their health physical after a provision signed into the National Defense Authorization Act by then-President Trump. And the Department of Defense said that servicemembers with a gambling problem will not be penalized for obtaining treatment after being screened.

Policies around education are largely decided by individual commanders and vary widely from base to base.

Brianne Doura-Schawohl, the wife of a Coast Guard officer and a lobbyist for responsible gaming, wants the Defense Department to implement gambling education and treatment policies that apply across the entire military.

“These policy manuals need to be updated to address this addiction, the way they address things like alcohol. We need to be doing more to prevent and treat this disorder,” Doura-Schawohl said.

“I believe that the men and women who put on that uniform every day are willing to sacrifice it all. I think the least we can do is have the government tell them we’ve got your back,” she said.

Unlike U.S.-based casinos, the DOD is not required to provide educational materials or resources on how to get help for a gambling problem, according to a spokeswoman for the the National Council on Problem Gambling.

“NCPG believes that those who profit from gambling – including DOD – have an ethical and economic obligation to utilize some of those profits to mitigate gambling-related harm,” the organization said in a statement.

Sens. Elizabeth Warren, D-Mass., and Steve Daines, R-Mont., introduced legislation in 2018 called the Gambling Addiction Prevention Act (GAP) that sought to require the Department of Defense to track gambling disorders as well as implement policies and programs to treat gambling problems among servicemembers. It failed to gain traction.

More recently, Rep. Paul Tonko, D-N.Y., proposed an amendment to the most recent National Defense Authorization Act to curb all gambling on military bases, though it was not included in the final legislation.

“Our brave service men and women sacrifice everything to protect our nation and its freedoms. We must do all we can to support them by confronting problem gambling head on and ensuring this known addictive product is treated with the seriousness and precaution that we do with other addictions,” Tonko said in a statement to CNBC.

Around patriotic holidays like the Fourth of July, many casinos and sportsbooks send targeted promotions to servicemembers and veterans.

At Pahrump Nugget and Lakeside Casino in Nevada, Golden Casino Group offers “Military Mondays,” where veterans and active duty military can win free slot play just by swiping their card.

Some casinos offer veterans their own military-themed membership card based on their service. For example, Penn’s Heroes program offers rewards and promotions “for those that have given more.”

Caesars’ Rewards Salute Card “shows their appreciation” to active-duty military members and veterans by rewarding them with credits and free play offers, though the company said every rewards member is able to convert rewards into free play.

“We are not giving veterans easier access to or any additional free play offers,” a company spokeswoman said.

MGM Resorts has decided only to offer non-gambling promotions targeted to the military and veterans. It is also helping to fund clinical research about gambling disorders among the military community.

BetMGM, a joint venture with Entain that has a veteran heading up its responsible gambling initiatives, has opted not to target military members or veterans with any promotions.

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‘Inside Out 2’ arrives in theaters and could hit a 100-day run. Here’s why that’s increasingly rare

In Disney and Pixar’s “Inside Out 2,” Joy, Sadness, Anger, Fear and Disgust meet new emotions.

Disney | Pixar

Disney is looking to bring a little joy to theaters with its upcoming release of Pixar’s “Inside Out 2.”

Current expectations see the animated sequel easily topping $85 million during its domestic opening this weekend, which would make it the highest debut of any film released in the United States and Canada in 2024. Some are even forecasting the film could secure more than $100 million in ticket sales, a feat not seen since July 2023 when Warner Bros.’ “Barbie” waltzed into cinemas.

Already “Inside Out 2” has tallied $13 million from Thursday night preview showings in North America. For comparison, 2019’s “Toy Story 4” generated $12 million on its Thursday previews and snared $120.9 million for its opening weekend.

Any opening figure north of $50 million would be a boon for Pixar, which has struggled to regain its foothold at the box office in the wake of the pandemic. However, Disney seems confident in “Inside Out 2,” as the film is expected to have a 100-day theatrical run, a nearly unheard-of stint nowadays for animated features and non-blockbuster action flicks.

While most consumers are agnostic about theatrical release windows — the period of weeks or months that a film is shown exclusively in theaters before it hits streaming or other on-demand options — for cinema operators and box office analysts, a commitment to more than three months of exclusivity on the big screen is a big deal.

Before the pandemic, industry standard was what’s known as the 90-day theatrical window (though the average was actually closer to about 75 days in reality, according to market research firm The Numbers).

Only a rare few films would extend beyond that date — usually massive franchise films or blockbuster hits. After that time frame, a film could move into the home video space, which included digital downloads, DVD and Blu-Ray discs and availability on streaming sites. Films would still play in theaters after that date, but would then compete with home-market sales.

When the pandemic hit, and theaters were forced to close, studios had to decide if they were going to hold off on releasing their films until cinemas reopened or place them on streaming or video-on-demand during the interim.

Disney was one of the companies that opted to make a number of its animated offerings available in the at-home market during that time.

As theaters began to reopen, studios renegotiated the amount of time that films were required to remain on the big screen before they could go to the home market. After all, new Covid variants and a not-yet widely available vaccine had led many moviegoers to stay home. The result has been a widely variable time frame of exclusivity, as each studio negotiated its own deal with the major cinema chains.

For example, Universal and Focus Features inked a deal in which movies had to play in cinemas for at least three weekends, or 17 days, before those films could transition to the premium video on-demand platforms.

“Ninety-day windows were always going to be unsustainable,” said Jeff Kaufman, senior vice president of film and marketing at Malco Theaters. “The pandemic sort of accelerated that.”

The shifting theatrical windows has left studios and cinemas with a complex equation.

A shorter window

Studios had been pushing to slim down the window prior to the pandemic in order to cut down on marketing expenses, explained Daniel Loria, senior vice president of content strategy and editorial director at the Box Office Company.

Studios were paying a significant amount to market films for their theatrical release and then months later had to drum up buzz again for a film’s transition to the home market. With shorter windows, studios don’t need to spend as much to refamiliarize audiences with a film as it’s likely still fresh in their minds from its debut.

“My impression of films going to [premium video on-demand] early is usually a decision to not double dip on the marketing spend,” Loria said.

Last year, the average run of a widely released film was 39 days, according to The Numbers. So far in 2024, the average run is 29 days. Of course, as bigger blockbuster titles roll out in the summer months, that figure is expected to grow.

Average theatrical window by major Hollywood studio in 2023

  • Focus Features — 28 days
  • Lionsgate — 30 days
  • Universal — 30.8 days
  • Warner Bros. — 30.9 days
  • Paramount — 42.5 days
  • Sony — 47.75 days
  • 20th Century Fox — 60 days
  • Searchlight — 60 days
  • Disney — 62 days

Source: The Numbers

There are cases where studios have extended their runs well beyond the typical theatrical window. In 2022, for example, Paramount and Skydance’s “Top Gun: Maverick” played for more than 200 days in cinemas before heading to the home market.

And, these figures only refer to when a film becomes available in the home market for rent. Typically, the wait before films are available as part of subscription streaming services, often considered “free” by those subscribers, is much longer.

The Numbers reported the average time span between theatrical release and streaming subscription launch was 108 days in 2023.

Early on there were experiments with day-and-date releases, meaning films would hit cinemas and streaming at the same time. But that faded as studios realized these simultaneous releases cannibalized sales and led to increased piracy rates.

There’s also the consideration that many actors and directors have contract stipulations that award them a percentage of theatrical gains. In 2021, actress Scarlet Johannson sued Disney for releasing the 2020 Marvel film “Black Widow” on streaming and in theaters at the same time. She claimed that her agreement with the company guaranteed an exclusive theatrical release for her solo film, and her salary was based, in large part, on the box office performance. Johannson and Disney later settled for an undisclosed monetary sum.

Still, Universal has dabbled with the day-and-date model for horror movie fare around Halloween, opting most recently to release “Five Nights at Freddy’s” in theaters and on streamer Peacock at the same time. While the film had a stellar opening weekend, topping $80 million at the domestic box office, ticket sales shrunk more than 76% in the second weekend, reaching just $19 million.

Of course, shorter exclusivity and lower ticket sales can be bad for theater chains, which are still struggling to rebound operations after Covid. But some argue that getting the window wrong can be bad for the movie, too.

“A sufficient window is important not only to exhibitors, but also to our studio partners, as it’s necessary to deliver the full promotional and financial benefits of a film’s theatrical release, which continue to meaningfully enhance a film’s lifetime value across all distribution channels, including streaming,” said Sean Gamble, president and CEO of Cinemark.

Disney’s dilemma

It’s a lesson that Disney learned in the wake of the pandemic.

Both Walt Disney Animation and Pixar struggled to regain a foothold at the box office after pandemic restrictions lessened and audiences returned to theaters. Much of this was due to the fact that Disney opted to debut a handful of animated features directly on streaming service Disney+ during theatrical closures and even once cinemas had reopened.

The company sought to pad the company’s fledgling streaming service with content, stretching its creative teams thin and sending theatrical movies straight to digital.

That dynamic trained parents to seek out new Disney titles on streaming, not in theaters, even when Disney opted to return its films to the big screen.

As a result of that and other challenges, no Disney animated feature from Pixar or Walt Disney Animation has generated more than $480 million at the global box office since 2019. For comparison, just before the pandemic, “Coco” generated $796 million globally, while “Incredibles 2″ tallied $1.24 billion globally, and “Toy Story 4” snared $1.07 billion globally.

Box office experts are looking to “Inside Out 2” as a barometer for the health of Pixar and its future. If the film can capture attention from audiences and perform well over its opening weekend and beyond, the animation studios will regain goodwill from audiences and the industry.

Recent Pixar domestic opening weekend results

  • “Elemental” (2023) — $29.6 million
  • “Lightyear” (2022) — $50.5 million
  • “Turning Red” (2022) — streaming release
  • “Luca” (2021) — streaming release
  • “Soul” (2020) — streaming release
  • “Onward” (2020)* — $39.1 million
  • “Toy Story 4” (2019) — $120.9 million
  • “The Incredibles 2” (2018) — $182.6 million

* “Onward” was released just as Covid cases spiked in the U.S. and theaters began closing.

Source: The Numbers

A 100-day window for “Inside Out 2” may be the key.

Disney is one of the only studios that doesn’t have a traditional premium video on-demand window, according to Sebastian Gomez, a research and data analyst at The Numbers. Meaning, that once that theatrical window is up it will go to Disney+ where subscribers can watch it for free, rather than an intermediate rental option.

By delaying its at-home release, Disney is signaling to audiences that its latest Pixar release is a “must see” on the big screen.

The first “Inside Out” film, which hit theaters in 2015, generated $90.4 million during its opening weekend and tallied more than $850 million at the global box office.

Disclosure: Comcast is the parent company of NBCUniversal and CNBC.

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