“And that's supported by two things: getting to 60% mix on our connected vehicles and a threefold increase in our attach rates for those paid subscriptions that I mentioned, which are only at about 12% today.”

In context

“ors to see but this is really significant. Every one of our landscapers, plumbers, electricians, they all upfit their Transits and Super Duties and Rangers specific to their vocation. So these upfitters being really important. We now have already developed a digital upfit integration system, and we share engineering specs with all those upfitters. We've been working with them for decades and they really trust Ford. They're even able to move their upfit equipment from old Fords to new Fords. The third big moat is a growing one. It's software and our physical repair business. Example of that is last year, we already have 0.5 million active software paid subscriptions at Pro. It's up 46% and the margins are over 50%. In two years, we expect software and services to drive 20% of the Pro EBIT. And that's supported by two things: getting to 60% mix on our connected vehicles and a threefold increase in our attach rates for those paid subscriptions that I mentioned, which are only at about 12% today. One of the biggest advantages we have in Pro that's hard for people to see is our physical repair network. It costs a lot of money to create, costs decades of time and there's a lot of expertise. In the U.S., we have 23,000 service bays that are busy seven days a week, 24 hours a day, and we're pressing on that advantage. Every day, we have new, very large service elite repair centers launching in the U.S. We haven't waited for brick-and-mortar. We now have 1,200 vans and Super Duties that are outfitted for remote service to our fleet customers. The Net Promoter Score is 10 points higher because they don't have to come on with the dealership. And this has effectively added 10% more capacity for our service. The bottom line is, we have these amazing vehicles. We have a leading market share”