Ford: a Good Investment

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Ford: a Good Investment

By | October 2012
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THIS PAPER HAS BEEN SUBMITTED FOR EXAMPLE
PURPOSES ONLY AND SHOULD NOT BE CITED OR USED IN WHOLE IN PLACE OF AN ASSIGNMENT YOU MAY BE COMPILING. THIS PAPER EARNED FULL CREDIT. THUS, SENTENCE STRUCTURE, SENTENCE VARIATION, GRAMMAR, FLOW, AND APA FORMATTING WILL SERVE THE “TUTOREE” WITH A SOLID EXAMPLE OF MASTERS LEVEL ACADEMIC WRITING.

Ford: A Good Investment?
The responsibility of managing investor funds can be a daunting task. Filtering through the infinite amount of information regarding investment opportunities can be an equally daunting endeavor. Ford Motor Company (“Ford”) is often near the top of the list for investors because it is one of the top three American automakers, with a business heritage over a century in length. This paper will assist mutual fund managers in their decision regarding whether investing in Ford provides a judicious location for investor funds. The analysis begins with an examination of the strengths, weaknesses, opportunities, and threats (“SWOT”) of Ford. The hierarchy of these elements in relation to the investment decision will be discussed. Finally, an identification of the internal and external stakeholders and their corresponding needs will yield additional insight into the viability of a potential Ford investment. SWOT Analysis

Strengths
One would be hard-pressed to find someone who does not recognize the brand name behind the silver-lined royal blue oval on the bumper of a car or truck. This brand recognition is a celebrated strength of Ford. Datamonitor (2011) asserts that “The company’s strong brand image gives it significant competitive advantage and helps the company to register higher sales growth in domestic, as well as in international markets” (p. 5). This positive image gained momentum throughout the TARP bailout process in 2009 because Ford was the only United States automaker that did not apply for and receive government funds to remain in the black. A defined presence in the global market is...
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