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  • And we apply standardization it to the enterprise through the ONE FORD
    ONE Ford, which provides a single definition not only of what we need to deliver but how we need to deliver it to achieve success globally. 
    ONE Ford optimizes our collective strength by aligning our efforts toward a common definition of success, with a clear focus on the skills and behaviors we must develop to accomplish One Team, One Plan, One Goal.
    We will know we have achieved this by measuring the satisfaction of our stakeholders including customers, employees, dealers, investors, suppliers, union/councils and our communities.
    We must balance our cost structure with our revenue and market share.
    New and exciting products will allow us to grow and be profitable.
    We have secured the capital to fund our plan and ensure a healthy balance sheet.
    It is only by working together as a unified team that we can succeed.
    Working together as One Team, to deliver One Plan, will ensure that we achieve our goal.
    Foster Functional and Technical Excellence
    Keep abreast of industry trends and customer preferences.
    Discuss with your supervisor opportunities to build functional and technical depth.
    .Develop a strong professional network inside and outside of the Company.
    Identify tools and techniques for ensuring adherence to process standards.
    Approach your work with an eye toward continuous improvement. Make process changes in a disciplined way.
    Own Working Together
    Identify who will be affected by a decision and include them in the process.
    Value and incorporate diverse perspectives.
    Treat people with respect and appreciation. Foster teamwork and relationships in your group.
    When problems or mistakes occur, focus on how to resolve the issue rather than placing blame.
    Schedule a development discussion with your supervisor and/or employees to identify strengths, opportunities, and actions to address them.
    Be open and honest in your communications. Test the clarity of your message by asking questions, paraphrasing, and summarizing.
    Role Model Ford Values: Role modeling Ford values ensures that we act in the best interests of the Company.
    Propose ideas or plans of action that will benefit the Company and your organization.
    Challenge the status quo; speak up about poor behaviors or business practices.
    Uphold Company values and standards of corporate conduct.
    Visit the sustainability learning community to find out how you can contribute to sustainability efforts.
    Familiarize yourself with and follow Company safety policies; encourage others to do so as well.
    Use tools and processes (e.g., 6-Sigma) to ensure quality.
    Find ways to make your work and working with your colleagues enjoyable and rewarding.
    Deliver Results: How do we measure ourselves?
    Understand our business situation. Be clear about how your work contributes to our Company’s priorities and objectives.
    Set high expectations for yourself and others. Aim to deliver the best results for the Company.
    Take action to resolve problems and maximize opportunities. Find a way to successfully address them.
    Gather the facts and data (who, what, when, where, why, and how) before making decisions.
    Define clear performance goals and measures – hold yourself and others accountable for meeting commitments.
  • Ford

    2. 2. History of Ford Henry Ford invented Ford in 1903. The company started making the Model-T in 1903. Ford started in Dearborn, Michigan
    3. 3. Ford’s Main Locations Dearborn, Michigan Hiroshima Plant Headquarter District Japan Taubate Transmission Taubate,São Paulo Brazil Geelong Engine Geelong, Victoria  Australia
    4. 4. Ford World Headquarters in Dearborn, Michigan, USA, known as the  Glass House . The Ford Research Center in  Aachen, Germany Ford's Dunton Technical Centre inLaindon , United Kingdom The Ford India plant in Chennai, Tamil Nadu
    6. 6. Ford Vehicles
    7. 7. • As we all know that Ford Motor Company manufactures Cars they also manufactures Tractors, Trucks, School Buses too.
    8. 8. Slogan & Logo • Built Ford Tough is • one of Ford’s most well known logo There other popular slogan is “have you driven a Ford lately if not, think again.”
    9. 9. Organizational structure
    10. 10. Key people- William Clay Ford, Jr. Executive Chairman
    11. 11. Ford Motor Company Careers - Hiring Process Overview •  Students and Recent Graduates  • Experienced candidates  Initial interview Onsite Interview  It has about 171,000 Employees (2012).
    12. 12. B.C.G -Analysis star – Cash cow – Low Market Growth Rate Market Growth Rate High Figo fiesta High Question mark – Eco sport Dog – Low Relative Market Share Ikon
    13. 13. Factors That Influence Ford Motors Operational Planning • Competition Ford faces both domestic and international competition, which greatly influences its motor operational planning. Domestically, Ford faces competition mainly from General Motors and Toyota while internationally its main competitors are from China and Japan. Competitors' lowering their cost and raising their quality forces Ford to do the same to stay competitive in the markets. • Politics Political factors also influence the strategic planning of Ford motor since government laws and regulations are concerned with the production of more eco-friendly automobiles. These regulations also drive Ford to manufacture environmentally friendly and fuel-efficient cars.
    14. 14. • Consumer Preferences Consumer needs and tastes largely affect the operational planning of Ford Motors. Customers continually demand safer, better-quality vehicles at lower prices, which forces Ford Company to search for cheaper ways and means of production including outsourcing parts of its productions. The company constantly needs to adopt new methods and approaches to create unique, attractive automobiles that appeal to consumers. • Technology: Technological changes occurring worldwide call for technological changes within the Ford Motor Company. The effect of automation increases the production rate and lowers the cost of production. • Fuel Prices: Increased fuel prices in the United States have largely affected all automotive manufacturers, including Ford. Ford’s SVU customers seem to struggle with these prices, which encourages Ford to manufacture smaller cars that use less fuel. To gain more customers, Ford has manufactured hybrid vehicles such as the Mercury Milan and the Ford Escape.
    15. 15. Swot analysis: In 2013 Strengths 1.Strong position in US market 2.ECOnetic initiative 3.Sound financial performance 4.‘One Ford’ approach 5.Significant growth in China Opportunities 1.Positive attitude towards “green” vehicles 2.Increasing fuel prices 3.New emission standards 4.Growth through acquisitions Weaknesses 1.Poor environmental record 2.High cost structure 3.Unprofitable Europe operations Threats 1.Decreasing fuel prices 2.Rising raw material prices 3.Intense competition 4.Fluctuating exchange rates
    16. 16. Financial analysis • • • • • • Revenue is US$134.3 billion (2012) Operating income US$7.720 billion (2012) Net income is US$5.664 billion (2012) Total assets are US$190.6 billion (2012) Total equity US$15.99 billion (2012) Sales $134,252 million (2012).
    17. 17. Corporate social responsibility • We define corporate social responsibility as being willing • • to help others, being environmentally conscious and socially tolerant. Through our Ford Britain Trust, we provide grants to fund local education and other not-for-profit projects.  Our Skills for Life strategy aims to develop a skilled workforce committed to improving the business whilst maintaining employment opportunities now and for the future.
    18. 18. World's Car Market: Top 50 Brands ranking. Ford is the fast growing. Rank May Rank Ytd Brand May YTD 2013 Q3 2012 Q4 2012 Q1 2013 Apr 2013 May 2013 Ytd   2013 1 1 Toyota 561.531 3.119.390 10,3% 9,2% 9,5% 8,9% 7,9% 9,1% 2 2 Volkswagen 526.357 2.624.869 8,0% 7,6% 7,6% 7,8% 7,4% 7,6% 3 3 Ford 516.293 2.285.511 6,4% 6,4% 6,3% 6,8% 7,3% 7,0% 4 4 Chevrolet 393.839 1.943.534 6,3% 5,9% 5,6% 5,9% 5,6% 5,9% 5 5 Hyundai 353.460 1.781.566 5,3% 5,4% 5,1% 5,4% 5,0% 5,1% 6 6 Nissan 326.109 1.731.762 5,3% 4,6% 5,4% 4,4% 4,6% 5,0% 7 7 Honda 312.666 1.577.856 4,8% 4,2% 4,6% 4,6% 4,4% 4,7% 8 8 Kia 212.499 1.031.538 3,3% 3,2% 2,9% 3,2% 3,0% 3,0% 9 9 Fiat 164.074 747.170 2,3% 2,2% 2,1% 2,3% 2,3% 2,3% 10 10 Renault 144.168 724.406 2,1% 2,2% 2,0% 2,3% 2,0% 2,3% 11 13 Audi 136.312 642.615 1,8% 1,7% 1,8% 2,1% 1,9% 1,9% 12 11 BMW 136.014 652.509 1,9% 2,0% 1,9% 1,9% 1,9% 2,0% 13 12 Peugeot 127.916 643.622 1,8% 1,8% 1,9% 1,9% 1,8% 1,9% 14 15 Wuling 122.924 681.691 1,6% 1,7% 2,1% 1,8% 1,7% 1,8% 15 14 Mercedes 121.285 588.950 1,7% 1,8% 1,7% 1,7% 1,7% 1,8%