Ford Motor Company Written Case Analysis
TABLE OF CONTENTS
1. INTRODUCTION 2
2. Case Question 2-8
2.1
Define and discuss Ford's business-level strategy. How can the company's value-chain activities be better linked to create value for the company?
2.2
How can Ford successfully position itself in terms of the five forces of competition?
2.3
In what ways can the company effectively manage customer relationships to increase strategic competitiveness?
2.4
What conditions and tools can facilitate Ford's efforts to produce differentiated products at relatively low costs? Outline a rough competitor analysis. What can be learned about expected competitor behaviour by using the model of competitive rivalry to understand Ford's situation?
2.5
What role will strategic leadership play in helping Mulally and the organisation meet its strategic objectives?
6. CONCLUSION 8
8. REFERENCE LIST 9-10
1. Introduction
Henry Ford was the founder of Ford Motor automaker started on 1903. Ford Motor Company is an international automotive industry leader established in Dearbon, Michigan. The company consists of eight automotive brands which include Ford, Lincoln, Mercury, Mazda, Volvo, Jaguar, Land Rover and Aston Martin. Alan Mulally has been appointed as Ford Motor Company’s CEO. Mulally is already faced with a devastatingly complex circumstance. He has challenging the task of enhancing Ford’s brand image and returning the company to probability due to diverse global dynamics brazen out the company and competitive pressures to build. I have been invited by Mulally to provide advice to his management team on improving the company’s reputation and capability. I have been assigned to the project and asked to assess Ford’s circumstance to present my suggested course of action for Ford.
2.1 Ford business level strategy is cost leadership as the company strategy is to manufacture, develop, design and service cars and trucks globally that meets customers’ satisfaction. A
1. INTRODUCTION 2
2. Case Question 2-8
2.1
Define and discuss Ford's business-level strategy. How can the company's value-chain activities be better linked to create value for the company?
2.2
How can Ford successfully position itself in terms of the five forces of competition?
2.3
In what ways can the company effectively manage customer relationships to increase strategic competitiveness?
2.4
What conditions and tools can facilitate Ford's efforts to produce differentiated products at relatively low costs? Outline a rough competitor analysis. What can be learned about expected competitor behaviour by using the model of competitive rivalry to understand Ford's situation?
2.5
What role will strategic leadership play in helping Mulally and the organisation meet its strategic objectives?
6. CONCLUSION 8
8. REFERENCE LIST 9-10
1. Introduction
Henry Ford was the founder of Ford Motor automaker started on 1903. Ford Motor Company is an international automotive industry leader established in Dearbon, Michigan. The company consists of eight automotive brands which include Ford, Lincoln, Mercury, Mazda, Volvo, Jaguar, Land Rover and Aston Martin. Alan Mulally has been appointed as Ford Motor Company’s CEO. Mulally is already faced with a devastatingly complex circumstance. He has challenging the task of enhancing Ford’s brand image and returning the company to probability due to diverse global dynamics brazen out the company and competitive pressures to build. I have been invited by Mulally to provide advice to his management team on improving the company’s reputation and capability. I have been assigned to the project and asked to assess Ford’s circumstance to present my suggested course of action for Ford.
2.1 Ford business level strategy is cost leadership as the company strategy is to manufacture, develop, design and service cars and trucks globally that meets customers’ satisfaction. A
References: * Andress, J., Horton, D., Kleven, C., McCullar, M., Stevens, H., & Chapman, R., Case 10, Ford Motor Company, Strategic Management, 2010 Custom Edition, 123-138. * Bernard, J. (2003). “Cost leadership strategy”, Ecole Hôtelière de Lausanne, Switzerland. * Bowman,R.,(2004), “Aftermarket Is No Longer an Afterthought”, Supply Chain Brain. * Fallah,A.,(2009), “Ford Fiesta Econetic – Australia Most Fuel Efficient Car”, Car Advice. * Gold, A. (2010),” Our Ten Favorite Fuel-Efficient Cars” About.com Guide. * Highfill, M., Baki, M., Copus, S., Green, M., Smith, J., & Whineland, M.,(2004), “Automotive Industry Analysis – GM, DiamlerChrysler, Toyota, Ford, Honda”, Academic Mind. * Hitt, M, Ireland, R, & Hoskisson, R. (2009).” Strategic management: competitiveness and globalization, concepts and cases”, Mason, Oh: Cengage Learning. * Kiechel,W.,(1981), “The Decline of The Experience Curve”, Fortune, pg * Nasr, M. (2010). “Strategic Management Case Analysis”, MMU University.