CNH's new Strategic Business Plan set to enhance product leadership and expand margins

Core Viewpoint - CNH's new Strategic Business Plan (SBP) aims to enhance product leadership and expand margins, targeting a 16-17% Agriculture mid-cycle adjusted EBIT margin by 2030 while consolidating its position as a leading player in major markets [2][9]. Group 1: Strategic Goals - The SBP includes a commitment to strong growth alongside cost efficiency targets, with a focus on delivering steady margin improvements [3]. - CNH aims to solidify its position as the first or second agriculture player in all major markets during the plan period [4]. - The company plans to execute over $550 million in run-rate operational and quality cost improvements by 2030 [9]. Group 2: Product Development and Technology - CNH will enhance product leadership through new launches and updates across its agricultural equipment, including tractors and harvesters [5]. - The new generation of twin and single rotor combines launched in 2024 offers a 15% lower total cost of ownership for farmers [5]. - By 2030, 90% of Precision Tech systems will be developed in-house, with sales expected to nearly double as a percentage of total Agriculture Net Sales [7]. Group 3: Market Strategy - A new go-to-market strategy will focus on an integrated dealer network and brand strategy to improve farmer engagement and customer service [8]. - The company will invest approximately 100 basis points of annual margin over the next five years in growth-oriented dealers [12]. - The strategy includes a dual-brand dealer approach to strengthen brand identities and customer segments [11]. Group 4: Financial Performance - CNH targets a 16-17% mid-cycle adjusted EBIT margin for Agriculture by 2030, driven by commercial growth, operational efficiency, and quality improvements [13][14]. - For the Construction segment, a target of 7-8% mid-cycle adjusted EBIT margin by 2030 is set, focusing on commercial actions and manufacturing improvements [15][16]. - The company plans to increase through-cycle Industrial cash generation by 25%, returning substantial Industrial Free Cash Flow to shareholders through dividends and share buybacks [19].