Running Head: ford author note



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Human Resources
As the company works on a workforce reduction plan, it is important to keep diversity in the front-runner position. It is also necessary that human resources play a key role in the selection, transition, and retraining of the individuals that stay and the ones that are separated from the company. Moreover, adopting of a continuous learning program will go longways in the company’s search for increase efficiencies. Key Words Ford, PESTEL, VRIO, Strategy

FORD
2 TABLE OF CONTENTS Executive Summary ....................................................................................................................................................... Introduction ................................................................................................................................................................... A. Unit of Analysis ...................................................................................................................................................... Strategic Problem ...................................................................................................................................................... Mature Industry ..................................................................................................................................................... New Competitors ................................................................................................................................................... Financial Position ...................................................................................................................................................... Reasoning .................................................................................................................................................................. A. Market Share ..................................................................................................................................................... B. Questionable Strategy ..................................................................................................................................... C. Profitability & Innovation ............................................................................................................................... D. Organizational Changes .................................................................................................................................. Potential Solutions ................................................................................................................................................... A. Strategic Audit ...................................................................................................................................................... Strategic Problem - Current Situation ...................................................................................................................... Increased Competition ......................................................................................................................................... Loss of Market Share ........................................................................................................................................... Profit Erosion ....................................................................................................................................................... B. Mission and Vision statements. C. PESTEL Analysis ............................................................................................................................................... Political. ............................................................................................................................................................... Economic. ............................................................................................................................................................ 15
Sociocultural. ....................................................................................................................................................... Technological. ..................................................................................................................................................... Environmental. .................................................................................................................................................... Legal. ................................................................................................................................................................... D. Stakeholders Analysis (Figure 6) ........................................................................................................................ ii. Business Sustainability ........................................................................................................................................ Porter 5 Forces & Key Success factors ................................................................................................................ The threat of New Entrants. ................................................................................................................................. Power of Buyers. ................................................................................................................................................. Power of Suppliers. .............................................................................................................................................. The threat of Substitutes. ..................................................................................................................................... Competitive Rivalry. ........................................................................................................................................... B. Financial Analysis ........................................................................................................................................... Cash Flow & Profitability. ................................................................................................................................... Leverage. ............................................................................................................................................................. Efficiency & Growth. .......................................................................................................................................... 28

FORD
3 Other. ................................................................................................................................................................... C. Competitive Analysis ...................................................................................................................................... Pricing. Product Lines. ...................................................................................................................................................... Internal Analysis - Value Chain. Primary Activities. ............................................................................................................................................... Support Activities. ............................................................................................................................................... Capabilities & Core Competencies. ..................................................................................................................... 36
VRIO. .................................................................................................................................................................. iii. SWOT ............................................................................................................................................................ Strengths .............................................................................................................................................................. Weaknesses .......................................................................................................................................................... Threats ................................................................................................................................................................. Opportunities ....................................................................................................................................................... iii. Identify and evaluate the company's current strategy ......................................................................................... Strategic Position & Generic Corporate and Business Strategy .......................................................................... Review of Mission and Objectives ...................................................................................................................... TOWS ...................................................................................................................................................................... Recommended Generic Strategy for Future Growth ............................................................................................... Risks and advantages of the proposed strategy .................................................................................................... Role of globalization. A. Country Report & Diamond Analysis .................................................................................................................. Firm Strategy, Structure, and Rivalry ...................................................................................................................... Demand Conditions ................................................................................................................................................. Related and Supporting Industries ........................................................................................................................... Business. .............................................................................................................................................................. Manufacturing. .................................................................................................................................................... 50
OEM. ................................................................................................................................................................... Factor Conditions .................................................................................................................................................... Labor. Research. ............................................................................................................................................................. Natural Resources. ............................................................................................................................................... Capital. Culture ..................................................................................................................................................................... Caveats .................................................................................................................................................................... Summary .................................................................................................................................................................. A World Strategy ...................................................................................................................................................... Market Development vs Product Development ................................................................................................... Transnational Strategy ......................................................................................................................................... 56

FORD
4 Growth Plan ......................................................................................................................................................... Caveats ................................................................................................................................................................ Organizational Design ............................................................................................................................................. Competition Approach. Alliances .............................................................................................................................................................. Franchising .......................................................................................................................................................... Section Summary ..................................................................................................................................................... A Human Resources ................................................................................................................................................. Background .............................................................................................................................................................. HR Functions ........................................................................................................................................................... Strategy .................................................................................................................................................................... Choices ................................................................................................................................................................ Talent Retention Considerations .............................................................................................................................. Retention .............................................................................................................................................................. Diversity .............................................................................................................................................................. Geocentric Approach ........................................................................................................................................... Cultural Differences & Ethics. Unions & New Economy ..................................................................................................................................... Section Summary ..................................................................................................................................................... Conclusion ................................................................................................................................................................... References ................................................................................................................................................................... 73

FORD
5 Introduction "A merchant is accustomed to employ his money chiefly in profitable projects whereas a mere country gentleman is accustomed to employ it chiefly in expense, said Adam Smith. This statement echoes Henry Ford’s sentiment when he was able to introduce the famous Model Tat a price that the masses could afford by using technology and mass production. Today, his legacy leaves on, although on a grander scale. Ford is a global company with millions of customers spanning the globe. Still, globalization has upended the game and with it, increasing challenges for Ford, its competitors, and the industry. Undoubtedly, profitability for the company is slipping, and as gas prices increase the company wants to focus on trucks and sports utility vehicles that are not the most efficient vehicles, which means that they tend to lose market appeal with higher fuel prices, albeit the company has made efforts to improve efficiencies. This dichotomy can be a treacherous game for the company, an adequate alternative could be a recommitting to its roots of building cars that the masses can afford while continuing to satisfy the market’s temporary appetitive for trucks. A. Unit of Analysis This paper presents the potential strategic problems that stem from the symptoms shown by Ford Motor Company, a global automotive producer with millions of customers scattered allover the world. The company pioneered the concept of mass production, and in the process ushered automotive transportation to the masses. True to its origins, Ford has historically followed abroad approach to the market. Moreover, the company was chosen for this analysis because previous experience with some of its affiliates provides valuable insight into the company and the industry. In addition, as

FORD
6 one of the largest automobile manufacturers in the United States and the globe, its direction provides early indications of the industry and world economy.


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