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Ford and the World Automobile Industry<br />Presented By:<br />ShallyRathi<br />Vijay Sangtani<br />Anuj Jain<br />PoojaAr...
About The Company<br />Founded June 16, 1903<br />Founder – Henry Ford<br />Headquarters Dearborn, Michigan, United States...
Crisis in Automobile Industry<br />Effect of 2008 oil price shock <br />Crash of the credit markets<br />Pressure to produ...
 Issues of Ford<br />1) Internal Issues:<br />Lack of Dialogue<br />Inadequate Cooperation<br />Weak accountability<br />C...
SWOT<br />Strengths:<br />Strong Ford Asia, Africa and Ford Mazda operations<br />Growing Ford Europe and PAG<br />Profita...
Opportunities:<br />Innovations<br />Hybrid vehicles<br />Continuing to expand globally   <br />Threats:<br />Rising fuel ...
PURCHASE DECISION MAP<br />FIRM /BUSINESS UNIT<br />FORD<br />INFLUENCER<br />Car magazine, reviews<br />Car TV and radio ...
FIVE FORCE ANALYSIS OF AUTOMOBILE INDUSTRY<br />
SUPPLIER POWER :<br /><ul><li> Differentiation of inputs
 Presence of substitute inputs
 Supplier concentration
THREAT OF THREAT OF SUBSTITUTESSwitching costs Buyer inclination to substitute Price-performance trade-off of substitutes ...
 Economies of scale
 Brand Identity</li></ul>DEGREE OF RIVALRY<br />Product differences -Switching costs -Brand identity <br />BUYER POWER<br ...
Automotive Segments<br />
Competitive Analysis<br />
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Ford - Analysis

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Transcript of "Ford - Analysis"

  1. 1. Ford and the World Automobile Industry<br />Presented By:<br />ShallyRathi<br />Vijay Sangtani<br />Anuj Jain<br />PoojaArora<br />
  2. 2. About The Company<br />Founded June 16, 1903<br />Founder – Henry Ford<br />Headquarters Dearborn, Michigan, United States<br />Products-Mainstream/Performance vehiclesAutomotive parts<br />Ford is currently the world&apos;s fourth largest automaker<br />
  3. 3.
  4. 4. Crisis in Automobile Industry<br />Effect of 2008 oil price shock <br />Crash of the credit markets<br />Pressure to produce fuel efficient model<br />Overburdened Health insurance cost<br />
  5. 5. Issues of Ford<br />1) Internal Issues:<br />Lack of Dialogue<br />Inadequate Cooperation<br />Weak accountability<br />Cross functional Conflicts<br />2) Excess Capacity<br />3) Inflexible Work Practices<br />4) Slow New Product Development<br />5) Erratic Decision Making<br />
  6. 6. SWOT<br />Strengths:<br />Strong Ford Asia, Africa and Ford Mazda operations<br />Growing Ford Europe and PAG<br />Profitable Financial services division <br />Weakness:<br />Weakening North American automotive operations<br />Tarnished brand image<br />Large unfunded pension and other obligations<br />
  7. 7. Opportunities:<br />Innovations<br />Hybrid vehicles<br />Continuing to expand globally <br />Threats:<br />Rising fuel prices<br />Growth of competitors<br />Rising supply cost<br />
  8. 8. PURCHASE DECISION MAP<br />FIRM /BUSINESS UNIT<br />FORD<br />INFLUENCER<br />Car magazine, reviews<br />Car TV and radio shows<br />Environmental Activist<br />Groups, Calcars.org<br />Governments and<br />government agencies<br />DIRECT CUSTOMER<br />DEALERSHIP, FLEET AND CAR RENTAL COMPANIES<br />DEALERSHIP, FLEET AND CAR RENTAL COMAPNIES<br />OTHER FIRM /BUSINESS UNITS<br />GM, TOYOTA. CRYSLER,HONDA<br />ENDUSERS<br />CUSTOMERS/DRIVERS<br />
  9. 9. FIVE FORCE ANALYSIS OF AUTOMOBILE INDUSTRY<br />
  10. 10. SUPPLIER POWER :<br /><ul><li> Differentiation of inputs
  11. 11. Presence of substitute inputs
  12. 12. Supplier concentration
  13. 13. THREAT OF THREAT OF SUBSTITUTESSwitching costs Buyer inclination to substitute Price-performance trade-off of substitutes </li></ul>Rivalry<br />BARRIERS TO ENTRY<br /><ul><li> Absolute cost advantages
  14. 14. Economies of scale
  15. 15. Brand Identity</li></ul>DEGREE OF RIVALRY<br />Product differences -Switching costs -Brand identity <br />BUYER POWER<br />Buyer information Brand identity Price sensitivity <br />
  16. 16. Automotive Segments<br />
  17. 17.
  18. 18. Competitive Analysis<br />
  19. 19. TQM<br />Japan <br />West<br />deals with quality of people <br />customer-oriented <br />upstream <br />process-oriented, aimed at improving  the total performance <br />company-wide, everybody&apos;s responsibility<br />deals with quality of products <br />manufacturer-oriented <br />downstream <br />product-oriented, aimed at detecting and eliminating defective parts <br />responsibility of quality control managers<br />
  20. 20. Measures for Revival<br />Restructuring<br />Cancellation of bonuses for management employees<br />America first<br />Going green for real at a realistic price<br />80% funding for hybrid or full electrical vehicle<br />Slimming and trimming<br />
  21. 21. Current Outlook<br />Early signs of stabilizing in the US market share<br /> Uses cash from its global automotive operations<br /> Enough liquidity without additional funding<br />S&P gives CCC+ credit rating<br /> Tender offer to reduce its debt by 38%<br /> contract with UAW leading to insourcing<br />Ford FOCUS and ESCAPE - two of the top eight in Cash for Clunkers program<br />Competitive access to capital at Ford Capital<br /> <br />
  22. 22. Recommendations<br />Continued salaries cut<br />Steady execution of company’s product introductions<br />Continued discipline in the company’s production/inventory strategy<br />Outsourcing<br />
  23. 23. THANK YOU<br />
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