This proposal outlines a strategic communication plan from Vision Consulting for Ford Motor Company. It begins with an executive summary of Ford's history and current negative image situation. It then provides details on Vision Consulting's mission and values. The proposal analyzes Ford's current organizational structure, identity issues, and what they are doing correctly regarding technology. Vision Consulting proposes a year-long strategic plan with three main objectives: 1) Communicate Ford's positives to all constituencies, 2) Create individualized messages for each group, and 3) Communicate commitment to financial recovery, communities, and employees. The central event is a community BBQ called "Let Ford Feed You" to connect with local employees and residents. Subsequent advertising will spread the same positive
• PRODUCTIVIDAD
Alcanzar/mejorar los niveles de productividad de Toyota.
Aumentar la utilización de recursos.
Estandarizar las prácticas/procesos óptimos.
Sistema de producción Ford estandarizado.
• SATISFACCION DEL CLIENTE
Mayor sensibilidad hacia los clientes.
Decisiones rápidas e implementación ágil.”
Así, el objetivo que Ford Motor Company persigue es "producir mejores productos más rápidamente y a un precio más bajo para satisfacer a más clientes en todo el mundo". Para conseguirlo va a llevar a cabo un rediseño tanto de sus procesos como de su estructura, basando la misma en sus productos y no en las áreas geográficas, como venía actuando desde su creación.
• PRODUCTIVIDAD
Alcanzar/mejorar los niveles de productividad de Toyota.
Aumentar la utilización de recursos.
Estandarizar las prácticas/procesos óptimos.
Sistema de producción Ford estandarizado.
• SATISFACCION DEL CLIENTE
Mayor sensibilidad hacia los clientes.
Decisiones rápidas e implementación ágil.”
Así, el objetivo que Ford Motor Company persigue es "producir mejores productos más rápidamente y a un precio más bajo para satisfacer a más clientes en todo el mundo". Para conseguirlo va a llevar a cabo un rediseño tanto de sus procesos como de su estructura, basando la misma en sus productos y no en las áreas geográficas, como venía actuando desde su creación.
Porsche's current scenario as explained in the case and swot analysis and porter's five forces model and what all solutions could be drawn and their pros and cons are listed out.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
Porsche's current scenario as explained in the case and swot analysis and porter's five forces model and what all solutions could be drawn and their pros and cons are listed out.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
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STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT ASSESSMENT 1STRA.docxflorriezhamphrey3065
STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT ASSESSMENT 1
STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT ASSESSMENT5
Strategic Fit With the Industry Environment Assessment
Name:
Institution:
Submission Date:
STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT ASSESSMENT
Executive Summary
Ford Motor Company uses a strategic structure that closely monitors the needs of the business on different conditions of the market. The company manufactures several products that are intended to target a variety of consumers in the market. However, the firm faces several competition from Toyota, General Motors and others. Either way, the company has started a One Ford slogan that pushes it through these economic crisis.
Competitive Analysis
The motor industry is characterized by a rapid increase in innovation. These innovations are all fuelled by the rapid increase in the changes of technology. First, the design of the vehicles were based on “horseless carriages” that the people were used to in those times (Polk & Co, n.d). However with the rapid technological changes, new and fashionable designs are being developed every day. Moreover, there is also the advancement of technologies such as lean production, ERP and others being utilized in the industry.
Every day, the needs of consumers change. Their tastes and preferences are highly versatile which means that Ford Company is always on its toes to try to come up with a new model that will be liked by the consumers. Therefore, they need to incorporate technology in the design of their automobiles according to the consumers’ preferences and tastes. Additionally, legal political factors are also evidenced in the motor industry. Motor industries is viewed as an important aspect in economy of a country. Thus the governments would not want to lose this industry. As a result, the governments have been known to pump cash in the industry to ensure that they keep running.
The most intense competitive forces affecting Ford Company is the high threat of substitutes. There are other substitute’s fuels that consumers could easily switch to which will leave Ford at a disadvantage. Secondly, consumers may also use alternative means and modes of transport and finally, customer loyalty has immense influence on consumers.
Strategic Position and Direction
Ford Company has garnered so much attention with its One Ford campaign. Moreover, with the government interferences, the company is doing so much better. However, their main issue is the uncertainties in the economic direction of the globe. The company uses differentiated strategy in order to target various consumers. The companies produces economy cars, sports cars, trucks and others (Ford Motor Company, 2015). The different variety of products the company offers its consumers gives them wider choices which attracts loyal customers.
The economic standards of countries keep changing as days go by. Therefore, I would recommend that the company changes its geographical sco.
MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docxannandleola
MGT 521 Week 6 Final Exam
MGT/521
Write a paper of no more than 3,500 words reviewing the strategic
initiatives taken by the company relative to organizational and
operational adaptation to changing markets.
Explain the following in your paper:
How recent economic trends are influencing the business
Strategies the company has used or could use for adapting
to changing markets, such as an economic downturn or
recession
Tactics the company has implemented or could implement
to achieve their strategic goals
The role human resource management plays in helping the
company achieve its business goals
If you would be willing to invest in this company as a mutual
fund manager
Write a conclusion for your overall business analysis. Be sure to
support your conclusion with information you have gathered from
parts one and two of your business analysis.
Format your paper consistent with APA guidelines.
Week 6 Business Analysis Part III
Ford Motor Company was founded by Henry Ford and incorporated in 1903, the great depression and now the recession we are in the company has survived and found ways to become stronger. The company has rebounded in the past few years and right now the company is booming and generating a great profit which is pleasing for the company and its stakeholders. As numbers tell no lies, in 2008 Ford suffered its worst year in history with a $14.6 billion dollar loss (Starner, 2010), and by 2010 reported a $2.7 billion dollar gain. With a turn around like that one must assume Ford has figured out what they need to change to survive. A few ways that the company has turned around the business is by downsizing and changing company values, to introduce a new, “Battery Electric Vehicle(BEV)” ("Media.ford.com", 2011), and also they have incorporated robotics into their Quality Control(Robotic Trends Staff, 2011). Ford has a very strong human resource department and a woman by the name of Felicia Fields (Starner, 2010), has been a major player for the company. Ford is now as a company who is striving and achieving great success that once again has made them a top performer in the auto industry.
In 2008 the company hit rock bottom, with record losses and the companies stock falling to about a dollar, the company has had to regroup and focus. It has done just that and become a rock in the auto industry once again. In 2008 with such a hard financial year the company was forced to sell some of other car companies that they had stake in, Jaguar, Land Rover, Volvo and Ashton Martin were some of those names. Their CEO Alan Mulally had a vision and his vision was, “ONE Ford: ONE Team, ONE Plan, ONE Goal.” (Starner, 2010) The plan is a lot like it sounds, the company would regroup and become one, become more efficient and operate in a way that it had never done so before. The company then soon downsized and went from a company of 213,000 employees in 2008 and now it operates with around 176,000, which is a sizeable difference. Ford is now ...
Type Discussion BoardResearch Design and AnalysisTue, 6.docxcandycemidgley
Type: Discussion Board
Research Design and Analysis
Tue, 6/12/17
Assignment Details
Assignment Description
Course Comprehensive Project
Collaboration in a business environment is a best practice that leverages the collective knowledge of the team assembled. Peer evaluation and support, provided in the spirit of continuous improvement and organizational success, result in higher quality deliverables than generally possible by the efforts of an individual. Please describe the process you plan to use to conduct research, identify findings, and develop the Comprehensive Project due in Unit 5 and present a preliminary outline indicating how you intend to organize the project deliverable.
Unit 5 project located below:
Comprehensive Analysis of Ford Motor Company
Name
American InterContinental University
Abstract
Since its beginning in 1903, the Ford Motor company has gone through some phases to enable it to reach its current market position. The Ford Motor Company possesses a good supply chain management status that enables it to receive raw materials and sell its products to the domestic and international market. Its possession of 90 plants and more than 213,000 employees in three major regions of the world makes it manufacture $5 million vehicles yearly, generating approximately $100 billion. The market is highly demanding and possesses dynamic changes that affect automobile companies such as Ford Motor. The market also comprises of some challenging factors such as fluctuating prices of oil and petroleum, competition, and political instability among others that affect the operations of Ford Motor Company. The SWOT Analysis of Ford Motor Company influences the company to adapt effective strategies that save it from falling in the market. Developing the right approaches in the company’s operations makes it easy for the company to beat the competition and remain relevant.
Comprehensive Analysis of Ford Motor Company
Introduction
The paper discusses the Ford Motor Company through an extensive and conclusive research. It uses the available public information about the company and its operations. It carries out an analysis of its products and services, and how it relates to the market. The paper discusses the relationship between Ford’s operations and the stakeholders found in its market (external and internal stakeholders). The stakeholders have a significant status in its operations as they affect the business operations launched by the company on them. Ford Motor Company is also affected by both its internal and external operational environment. The paper discusses the external and internal factors that affect its performance through SWOT (Strength, weakness, opportunities, and threats) Analysis.
The paper also has a key focuses on the corporate strategy provided by Ford Motor Company to survive in the market. Ford Motor Company has come through a period of financial challenges to reach where it ...
Part 1 Ethical ChallengeFord Motor Company Responds to Ethical C.docxPOLY33
Part 1 Ethical Challenge
Ford Motor Company Responds to Ethical Challenges
Ford Motor Company was founded by Henry Ford, an inventor and entrepreneur, on June 16, 1903, in Detroit, Michigan. The Model-T became one of the most popular vehicles because it was inexpensive. During this era, he opened a factory in Canada, making the
company a global transportation leader. His moving assembly line for manufacturing was to revolutionize the auto industry.
In July 1919, the Ford family bought out all nonfamily shareholders, making them the sole owners of the company. Ever since, all Ford Company Chairmen/CEOs have been direct descendants of Henry Ford. It is the fifth largest family-owned business in the world. Today, Ford remains one the world’s top automobile companies. In 1927, Chevrolet surpassed Ford in the number of cars sold, and a rivalry continued for the next 100 years. The Ford Focus was the world’s bestselling automobile in 2013.
The Ford Company mission also known as the vision statement is “People working together as a lean, global enterprise to make people’s lives better through automotive and
mobility leadership.” Today, Bill Ford is Executive Chairman; under his leadership, the company was named the Best Global Green Brand among all companies in the world in 2014, and one of the World’s Most Ethical Companies for the eighth year in a row in March 2017.
In 2017, Mark Fields was forced out as CEO, after a 40 percent drop in share price over the past three years. Chairman Bill Ford immediately appointed Jim Hackett to replace him. Prior to this appointment, Hackett served as Chairman of the Ford Smart Mobility LLC subsidiary. Hackett’s growth strategy is to take the carmaker from conventional production to new kinds of vehicles and new advanced manufacturing processes that include ridesharing and
autonomous vehicles. His strategy is to move from a traditional car company to a more flexible and technologically advanced mobility company.
Hackett’s management strategy is to cut costs, focus on trucks and SUVs, and move some manufacturing, including the Ford Focus, to China. Ford will cut internal combustion
engine spending by one-third while moving these resources toward electrical technology with a goal to add 13 new electric cars by 2020. Ford has pledged to redesign its factories and add 3D printing, robotics, and virtual reality tools to speed up design for development and production of all product offerings.
Ford will explore emerging markets as they seek new ways to address urban congestion and park and ride desires of the driving public. Recently, the company acquired Chariot, a crowdsourced shuttle service, and opened the company’s Smart Mobility Innovation Office in London, which will target near-term development of smart mobility technologies while focusing on the specific requirements of European cities. Hackett plans to push Internet connectivity and promises that 100 percent of new U.S. vehicles will have the capabi.
MODULE 05 PROJECT - FINANCIAL STATEMENTS
1
Financial Statements
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/18/17
The illustration of the Ford’s balance sheet is an illustration on the company’s financial health. It also indicates and expounds on the company’s financial transactions, income, cash and financial flows from its investments plans and activities. The sales of the company’s products and services as listed in the balance sheet is an essential consideration on the how the company can increase its sales based on the different financial restrictions and investments. Production is another issue that is essential and critical in managing and understanding the performance of the company from the financial and expenses issues. To use such information will help the company and its stakeholders to understand how the company’s expenditure in production affects its income and profitability.
On the hand, knowing and understanding the health of a company from the assets side, will help in the acquisition of direct materials either for production and investment. It is important to use the different financial assessments to understand the value of the company’s financial position. Essentially, it is a way of focusing on the financials of the company such as cash flows and income statements to help in understanding the resources being pulled into manufacturing. More essentially is to project and estimate the next cycle of manufacturing services and operations in which the company will be involved. Expenditure on sales and how the company uses financial resources such as cash and non-cash resources is critical. For instance, Ford should focus on the role of its financial plans and accessibility of investment information for its stakeholders. This will offer confidence and trust for the investors on the performance of the company and it’s administrative. Administration faces the challenge of accountability and responsibility of its decisions and focusing on financial growth and awareness.
References
Johnson, P. F. (2014). Purchasing and supply management. McGraw-Hill Higher Education.
Running head: PRODUCTION COST METHODS
1
PRODUCTION COST METHODS
1
Production Cost Methods
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/11/17
Introduction
Since its conception in 1903, Ford Motor Company has seen its share of highs and lows regarding market share and stock prices, but recently things have been going downhill for the company (Acharya, V., Schaefer, S., & Zhang, Y., 2015). The company’s market value is currently not doing better than Tesla’s or General Motors’s. Stock prices have dropped by over 40% since 2014.
Cost production methods
In a move to reduce product costs, Ford has come recently announced that they are going to cut up to 10% of the company’s workforce in North America a ...
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docxtodd581
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docxglendar3
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
3Implementing ChangeConstruction workers on scaffolding..docxBHANU281672
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio.
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
I need a paragraph of information added in the appropriate place to .docxursabrooks36447
I need a paragraph of information added in the appropriate place to my paper with in-text citing along with citing the source. The source has to be from Securities Exchange Commission (SEC). The PAPER is located below.
Comprehensive Analysis of Ford Motor Company
Bigfella15
Institution
Abstract
Since its beginning in 1903, the Ford Motor company has gone through some phases to enable it to reach its current market position. The Ford Motor Company possesses a good supply chain management status that enables it to receive raw materials and sell its products to the domestic and international market. Its possession of 90 plants and more than 213,000 employees in three major regions of the world makes it manufacture $5 million vehicles yearly, generating approximately $100 billion. The market is highly demanding and possesses dynamic changes that affect automobile companies such as Ford Motor. The market also comprises of some challenging factors such as fluctuating prices of oil and petroleum, competition, and political instability among others that affect the operations of Ford Motor Company. The SWOT Analysis of Ford Motor Company influences the company to adapt effective strategies that save it from falling in the market. Developing the right approaches in the company’s operations makes it easy for the company to beat the competition and remain relevant.
Comprehensive Analysis of Ford Motor Company
Introduction
The paper discusses the Ford Motor Company through an extensive and conclusive research. It uses the available public information about the company and its operations. It carries out an analysis of its products and services, and how it relates to the market. The paper discusses the relationship between Ford’s operations and the stakeholders found in its market (external and internal stakeholders). The stakeholders have a significant status in its operations as they affect the business operations launched by the company on them. Ford Motor Company is also affected by both its internal and external operational environment. The paper discusses the external and internal factors that affect its performance through SWOT (Strength, weakness, opportunities, and threats) Analysis.
The paper also has a key focuses on the corporate strategy provided by Ford Motor Company to survive in the market. Ford Motor Company has come through a period of financial challenges to reach where it is today. The company has employed some strategies that have influenced continuous survival in the market about the competitors. The paper focuses on the corporate strategies that the managers employ to beat the competition and remain relevant in the market. The conclusion session develops a summary of the content of study and gives recommendations to create a clear understanding of the topic of study.
Background Information on Ford Motor Company
Henry Ford, a prolific engineer, born by immigrant farmers, established Ford Motor Company in .
1. Proposal To:
Ford Motor Company
P.O. Box 6248
Dearborn, MI 48126
Submitted By:
Patricia Langenau Heather Mueller
plangen1@ithaca.edu hmuelle1@ithaca.edu
845.242.1921 240.506.3733
Scott Vollmin
svollmi1@ithaca.edu
201.739.8731
Title: Vision Consulting: A Strategic Communication Plan For Ford Motor Company
Date Submitted: March 23, 2009
Principle Investigators: Patricia Langenau, Heather Mueller, Scott Vollmin
Signed:
Principle Investigators: Authorizing Official:
_________________________
Amy Becker-George
Ithaca College
__________________________
376 Roy H. Park School of Communications
Patricia Langenau Ithaca, NY 14950
Director of Public Relations abecker@ithaca.edu
___________________________
Heather Mueller
Financial Manager
___________________________
Scott Vollmin
Director of Corporate Advertising
___________________________
2. Vision Consulting: Ford Motor Company 2
TABLE OF CONTENTS
Executive Summary.........................................................................1
Vision Consulting ............................................................................1
Ford Motor Company’s Current Situation ...................................2
Ford Motor Company’s Organizational Structure ......................6
Ford Motor Company’s Identity ....................................................7
What Ford Motor Company Is Doing Correctly ..........................8
Vision Consulting’s Strategic Plan For Ford Motor Company...10
Vision Consulting Team ..................................................................12
Budget Description...........................................................................14
Conclusion ........................................................................................14
3. Vision Consulting: Ford Motor Company 3
EXECUTIVE SUMMARY
Ford Motor Company began with Henry Ford in October, 1908 with the introduction of
the Model T (Ford Motor Company, 2009). In 1913, the famous Ford assembly line began mass
producing the popular vehicle. The Model T is still recognized today as having a major impact
on human history because it changed the way people viewed transportation (Ford Motor
Company, 2009). Today, Ford is the second-largest automobile company in the world,
representing a $164 billion multinational business empire (Ford Motor Company, 2009). Known
primarily as an automobile manufacturer, Ford also has Ford Credit, which generates more than
$3 billion in income, as well as owning The Hertz Corporation, the largest automobile rental
company in the world (Ford Motor Company, 2009). The company manufactures vehicles under
the names Ford, Lincoln, Mercury, Jaguar, Volvo, Land Rover, and Aston Martin (Ford Motor
Company, 2009). Although a major component of American history, Ford Motor Company’s
image is experiencing a downfall. The purpose of this proposal is to explain how working
collaboratively with Vision Consulting to successfully adopt and implement our strategic plan,
will result in Ford’s image being saved and rejuvenated.
VISION CONSULTING
Mission:
Vision Consulting is an independent communications consulting company that provides
expert communications consulting services to businesses worldwide. We provide our customers
with leading, innovative, and revolutionary solutions, strategies and guidance to enhance their
performance in marketing and advertising. To accomplish this, we have assembled a team of
professionals to address clients’ issues accurately, responsively, and comprehensively.
4. Vision Consulting: Ford Motor Company 4
Vision:
To become the most successful and respected communication consulting company
worldwide.
Values:
Above all, we value our customers. In order to serve them effectively, we uphold to the
following values:
Taking responsibility for one’s own work
Using appropriate business conduct
Treating business partners and other stakeholders with respect
By promoting a pleasant, challenging and open environment and calling upon the capabilities,
creativity, drive and dedication of all involved, we hope to create a rewarding and productive
synergetic eco-system from which all stakeholders can benefit. These values guide our decisions
as we create strategic plans to help our clients reach their goals.
FORD MOTOR COMPANY’S CURRENT SITUATION
Our research has illustrated that members of all of Ford’s constituencies are currently
unhappy with Ford. Consequently, the Ford image has suffered. Image is how a company is
viewed by its constituencies and it can vary between each (Argenti, 2007, p. 66) . These
constituencies include:
• Investors
• Customers
• Employees
• Communities
5. Vision Consulting: Ford Motor Company 5
There are many causes to Ford’s image problem. One cause is that Americans have
communicated that they prefer foreign cars, in particular, cars made of Asian and German auto
makers (Amend, 2008, p. 1). As stated by journalist James Amend, “Rising gasoline Prices
[have] sparked a market shift away from trucks and SUVs, to smaller, thriftier cars and
cross/utility vehicles” (Amend, 2008, p. 1). Although Ford has tried to communicate a
commitment to the environment, this message is not effective when twelve of its eighteen
vehicles are either trucks or SUVs. Overall, research has found that Americans actually, “want
Detroit’s car companies to suffer for the mistakes they made,” ( Halliday, 2009, p. 2).
Investors are also unhappy with Ford. Shares have fallen more than fifty percent since the
start of 2005 illustrating that investors do not have confidence in the company (Richardson,
2006). The company has been experiencing financial losses since 1999. In 2006 the company
was worth half of what it was in 2001: $14 billion (Kiley & Welch, 2006, p. 1). Like employees,
investors are not impressed with Ford’s constant management turnaround and are frustrated with
its monstrous debt.
Lastly, communities and employees are frustrated with Ford. As stated by one employee
in 2006, “We’re four years unto fixing it already, and it be three more years til we see daylight.
Who ever heard of a seven-year turnaround plan?” (Kiley & Welch, 2006, p. 2). Employees feel
that Ford continuously presents plans to fix its situation but never follows through. While these
plans are in action, and things are supposed to be getting better, employees are being laid-off. As
stated by Kiley and Welch, “What outsiders can’t detect is the depth of employee despair, much
of which stems from internal problems such as managerial churn and constant strategy changes.”
(Kiley & Welch, 2006, p. 2). Having four different heads of North American operations in four
years is evidence of this statement (Kiley & Welch, 2006, p. 2). Not only does the cycle of
6. Vision Consulting: Ford Motor Company 6
executives convey a message of disvalue to employees, it has also cost the company money and
slowed its turnaround. Employees are expressing extreme distaste for the Ford working
environment. A 20-year employee was quoted stating, “I like the atmosphere here better than I
like work these days,” in reference to a hamburger restaurant where he liked to eat (Kiley &
Welch, 2006, p. 1).
Overall, Ford’s constituencies have determined a negative image for the company and it
is imperative that the image be repaired if the company is to recover from its current situation.
FORD MOTOR COMPANY’S ORGANIZATIONAL STRUCTURE
Ford Motor Company has a formal organizational structure that is centralized since all
the departments are “under one senior officer at headquarters” (Argenti, 2007, p. 44). The
structure of the company directs all communication to the upper management, Chairman William
Ford and President and CEO Alan Mulally. The functions within the company are media
relations, marketing communications, internal communications, investor relations, government
relations and corporate social responsibility (Appendix A). Some key functions are missing from
the structure, or have been combined with other functions. The important functions that do not
have a department are reputation management, corporate advertising and advocacy, and crisis
management. These functions are key to clear and organized communication and Ford should
create new departments for the missing functions. In addition, Ford should form direct
connections between functions to allow for better internal communication.
Ford’s current structure potentially allows for direct and consistent communication, however
this is not the case since the structure is unorganized. Employees lower down on the organization
never speak directly with Mr. Ford or Mr. Mulally, so they feel neglected and angry. There
should be a direct line to William Ford and Alan Mulally to allow for open communication. Ford
7. Vision Consulting: Ford Motor Company 7
should decentralize its’ structure because it would “assure quality, consistency, and coordination
of messages across the board” as well as improve employee’s image of the company, as well as
other constituencies images of the company (Argenti , 2007, p. 45). Decentralized
communication is better for larger global companies that are involved in many activities because
it allows for flexible communication and constant interaction with senior management to keep
communication clear. Decentralization is also useful in times of economic uncertainty because it
forces the “communications department to handle activities they would generally outsource to a
full-time PR agency” which keeps Ford employees focused on their communication functions
(Argenti, 2007, p. 45). If Ford changed the organizational structure of the company to a more
decentralized structure, it would help to improve all internal and external communication.
Overall, Ford is trying to communicate to each constituency through specific departments
but these departments are not united under a corporate communication leader who has access to
the CEO (Appendix B). Furthermore, some vital functions are missing resulting in some
constituencies receiving little or no communication. In order for its constituencies to be reached
effectively, structural change must occur and key functions must be added.
FORD MOTOR COMAPANY’S IDENTITY
Ford does not see itself as its constituencies see it. Ford Motor Company’s mission
statement states that Ford is, “a global family with a proud heritage, passionately committed to
providing personal mobility for people around the world, [and] anticipates consumer needs and
delivers outstanding products and services that improve people's lives” (Marister, 2009).
The company has additional values that are an important part of its strategy and identity. Ford,
“business is driven by [its] consumer focus, creativity, resourcefulness, and entrepreneurial
spirit. [It is] an inspired, diverse team. [Ford] respect(s) and value(s) everyone's contribution.
10. Vision Consulting: Ford Motor Company 10
In order for Ford to recover from its current situation, it is imperative that the company
highlights what it is doing correctly and communicates this to each constituency.
VISION CONSULTING’S STRATEGIC PLAN FOR FORD MOTOR COMPANY
Visions Consulting’s plan for Ford Motor Company encompasses a variety of strategic
communication endeavors aimed at bringing consistency between Ford’s identity and image.
Transparency is vital to communications resulting in positive response. With this in mind, the
plan has three main objectives:
1. Communicate the positive things Ford is doing to all constituencies
2. Create and communicate individualized messages to each constituency
3. Communicate a dedication to financial recovery, its communities, and its employees
We have established a one-year campaign to achieve the objectives above (Appendix C).
The first part of the campaign is a kick-off event titled, “Let Ford Feed You”. This event invites
local community members, Ford owners, and employees to a weekend celebration where food
will be provided for free. One may argue that providing free food will not help Ford’s ever-
growing debt. However, Vision Consulting believes that the messages this event will
communicate will result in greater sales. Thus, curbing the debt with greater profits and
community loyalty.
The event targets employees, community members, and Ford customers because they are
primary constituents. Employees and community members are frustrated due to layoffs and they
feel that Ford is abandoning them during a hard economic time. “Let Ford Feed You” is intended
to communicate a commitment to these constituents. In essence, these constituents make up the
“Ford Family” that Ford speaks to in its mission statement. In hard economic times, Ford needs
to communicate that it does not want its “family members” to suffer. Holding an event such as
11. Vision Consulting: Ford Motor Company 11
this allows people to celebrate Ford. Not only will the event shine a positive light on the
company, but it will also bring an exclusive, family-like feel to the organization since it is an
invite-only event. Lastly, one-third of Detroit’s 918, 849 citizens live below the poverty line
(Walsh, 2005). This fact allows us to assume that “Let Ford Feed You” would have a high
attendance rate and be appreciated.
This event will be advertised in local newspapers through press releases, and on through
the blogs and the website we plan to establish (Appendixes D & E). Personal invitations will also
be sent out. The event and campaign progress will also be communicated through the employee
newsletter (Appendix F). These channels have been chosen because they are local and personal
in matching the feel of the event. Vision Consulting will work with Ford to ensure that the event
is cost effective, well organized, and fun for attendees. We believe that a casual, barbeque style
event would be the most effective. However, we are willing to discuss ideas, concerns, and
options.
The second stage of our campaign is advertising. The same messages communicated at
the “Let Ford Feed You” event will be communicated in the ad campaign. The ad messages will
target both current and prospective customers and investors. These advertisements will stress a
commitment to affordable and sustainable vehicles, technological advancements and innovation,
and to employees and community. The ads focusing on sustainable vehicles will communicate
quality and care for the environment. It is important that sustainability does not sacrifice the
current identity of Ford vehicles. For example, trucks should still be “Ford Tough” and Lincolns
should still be luxurious (Appendix G).
The other message we want to focus on is Ford’s commitment to, and innovations in the
field of technology. One reason customers have expressed a greater interest in foreign cars, such
12. Vision Consulting: Ford Motor Company 12
as Toyota, is that they feel foreign vehicles are more reliable and innovative. Ford needs to
communicate the technologies that it has not only embraced but that it has created (See
Appendix H). Although indirectly, both of these ads will communicate to investors that there is
investment-value in Ford.
Lastly, we have created a website to support this campaign (Appendix I). The purpose of
the website is to reinforce the transparent nature of Fords communications during its recovery.
Essentially, the website would be added to Ford’s current website, as an augmentation to the
current structure and content. In order to communicate effectively to each constituency, each
constituency needs its own Blog. These Blogs will be updated bi-weekly by the CEO with
updates, facts, and honesty. The website will also help advertise the “Let Ford Feed You” event
as well as its new advertisements and its low-cost sustainable vehicles. A timeline and/or list of
goals and objectives may also be present for viewers. This would allow constituents to see how
and when goals are being met. As a result, they may feel content when a goal is accomplished
and a positive feeling will be associated with the company.
VISION CONSULTING TEAM
Vision Consulting is comprised of well-trained, experienced, creative, and motivated
individuals that want to help companies see financial advances as a result of strategic
communication. A special team has been established for Ford Motor Company based on what the
company needs.
Patricia Langenau: Public Relations Director
With Bachelor’s Degree in Communication Management, and Design from
the Roy H. Park School of Communications at Ithaca College, Trish has
studied and honed her communication skills. She is a strategist who works
tirelessly to help her clients reach her goals. While working for State Farm
Insurance Trish created a training guide to help other employees master
computer programs. This experience illustrates her ability to understand an
13. Vision Consulting: Ford Motor Company 13
audience and communicate to them effectively. In her spare time Trish enjoys boating, listening
to music, and running.
Heather Muller: Financial Manager/Public Relations Co-Director
Heather handles the budgets for the clients of Vision
Consulting. She evaluates the clients’ funds and decides how to
divide the budget, as well as handling Vision Consulting
financial concerns. She helps to manage the flow of information
between the clients company and the public as well.
Heather obtained her bachelors degree in Communication,
Management and Design with a concentration in Strategic
Communication from Ithaca College. She was the treasurer for
a student run organization called Created Equal, which focuses on social justice and equality.
She was responsible for managing budgets, requesting funds, and organizing receipts. This
position strengthened her time efficiency skills, and the ability to pay attention to details while
handling funds. She has strong skills in communication, organization, and leadership because she
worked collaboratively with many clubs to integrate Created Equal into the Ithaca Campus. This
allows her to work independently a well as with a team, and to efficiently interact with clients.
She was previously employed at McGinn IP Law firm as a secretary/paralegal. She was
responsible for writing several documents in the process of each patents, trademarks and
copyrights. This taught her to be conscious of the fast-paced environment of the corporate world,
and improved her writing skills.
Scott Vollin: Director of Corporate Advertising
Scott Vollmin is responsible for creating various advertisements
for Vision's clients. He earned a bachelor's degree in
Communications from Ithaca College and went on to graduate
school at New York University, where he earned a master's degree
in communications. Scott has been working with Vision for five
years and has quickly ascended to an executive position, working
closely with the Corporate Advertising team and its various
clienteles.
14. Vision Consulting: Ford Motor Company 14
BUDGET DESCRIPTION
The budget for Ford Motor Company is divided into two major operating areas: Labor
($157,570) and Advertising ($814,759); resulting in a total fee of $972,259. $814,759 was spent
on advertising on print ads in magazines and newspapers, television commercials, and Internet
banners. The mediums for the advertisements for Ford Motor Company were chosen based on
Mediamark Research & Intelligence Plus, a database of consumer demographics and
psychographics for products and brands, as well as what we choose as new mediums to expand
to. The results of the advertising will bring in greater profits for Ford Motor Company,
concluding in greater success.
$157,500 will be charged for labor costs because Vision Consulting employees are
professional communication consultants who helped to improve Ford Motor Company. The total
hours of labor was 300 hours. This fee includes all overhead charges of accounting fees,
depreciation, insurance, interest, legal fees, rent, repairs, supplies, taxes, telephone bills, travel
and utilities costs.
CONCLUSION
Vision Consulting believes that with its strategic plan and Ford Motor
Company’s commitment, Ford will recover from its current situation. Strategic communication is
vital to success and results in congruency between image and identity.
26. Vision Consulting: Ford Motor Company 26
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