Research Information
Review the following resources to further your understanding of a selected firm to use in your coursework. Use additional resources from the Capella University Library, Internet, your text case studies, or your own research, as needed, for completing the course assessments.Ford
Ford is a complex multinational organization that has recently focused on strategic initiatives to address production capacity, supply chain reliability, sustainability, and technological innovation in order to remain competitive in the rapidly changing automotive industry.
· Grant, R. M., and Jordan, J. (2012). Ford and the world automobile industry in 2012. Hoboken,NJ: Wiley and Sons.
· Currie, Antony., Larsen, Peter. (2011). Ambitiousgoals for ford. The New York Times. Retrieved from: http://www.nytimes.com/2011/06/08/business/08views.html?_r=0
· Daniels Fund Ethics Initiative. (n.d). Ford Motor Company Manages Ethics and SocialResponsibility. Retrieved from: https://danielsethics.mgt.unm.edu/pdf/ford-motor-case.pdf
· Henry, J. (2015). One Ford, Part Two; Tweaking The Master Plan. Retrieved from Forbes. Retrieved from: http://www.forbes.com/sites/jimhenry/2015/08/30/one-ford-part-two-tweaking-the-master-plan/#3d15b7147333
· Miller, D. (2016, April 9). Dispelling 3 Ford Motor Company Shareholder Concerns. The Motley Fool. Retrieved from: http://www.fool.com/investing/general/2016/04/09/dispelling-3-ford-motor-company-concerns.aspx
· Currie, Antony., Larsen, Peter. (2011). Ambitiousgoals for ford. The New York Times. Retrieved from: http://www.nytimes.com/2011/06/08/business/08views.html?_r=0Procter and Gamble
This is a huge multinational firm with products you probably buy every day. This business is interesting because the company is focusing on science and technology to help it revise many of its business strategies and contribute to overall company goals for sustainability and corporate social responsibility.
· Brown, B., & Anthony, S. D. (2011). How P&G tripled its innovation success rate. Harvard Business Review, 89(6), 64-72.
· Dillon, K. (2011). I think of my failures as a gift. Harvard Business Review, 89(4), 86-89.
· Lafley, A. G., Martin, R. L., Rivkin, J. W., & Siggelkow, N. (2012). Bringing science to the art of strategy. Harvard Business Review, 90(9), 56-66.
· Lafley, A. G., & Tichy, N. M. (2011). The art and science of finding the right CEO. Harvard Business Review, 89(10), 66-74.Virgin Group
A multinational conglomerate with more than two dozen Virgin-branded companies, Virgin operates in at least 13 regions around the globe, in seven industries (Virgin, n.d.).
It becomes apparent that Virgin’s corporate strategies include diversification and globalization, and some argue there are opportunities for Virgin to vertically integrate companies within certain market segments-travel and lifestyle markets, for example. Yet, however Virgin’s corporate strategies are labeled, the brand is the dominant resource that Richard Branson ...
Research Paper Essay 3Mehwish Elahi.docxby Mehwish Elahi.docxverad6
Research Paper Essay 3
Mehwish Elahi.docx
by Mehwish Elahi
Submission date: 13-Feb-2020 08:07PM (UTC-0800)
Submission ID: 1257231745
File name: Research_Paper_Essay_3_Mehwish_Elahi.docx (22.34K)
Word count: 2159
Character count: 12269
13%
SIMILARITY INDEX
6%
INTERNET SOURCES
6%
PUBLICATIONS
8%
STUDENT PAPERS
1 5%
2 1%
3 1%
4 1%
5 1%
6 1%
7 1%
8 1%
9
Research Paper Essay 3 Mehwish Elahi.docx
ORIGINALITY REPORT
PRIMARY SOURCES
www.tandfonline.com
Internet Source
Submitted to Southern Methodist University
Student Paper
Submitted to Georgia State University
Student Paper
Submitted to Colorado State University
Student Paper
Submitted to Xavier College Preparatory
Student Paper
Submitted to Rancho Santiago Community
College District
Student Paper
Submitted to University of Melbourne
Student Paper
Submitted to CSU, Fullerton
Student Paper
Mohamad Hamas Elmasry, Mohammed el-
1%
10 1%
11 <1%
12 <1%
13 <1%
14 <1%
15 <1%
Exclude quotes On
Exclude bibliography Off
Exclude matches Off
Nawawy. "Can a non-Muslim Mass Shooter be a
“Terrorist”?: A Comparative Content Analysis of
the Las Vegas and Orlando Shootings",
Journalism Practice, 2019
Publication
haasinstitute.berkeley.edu
Internet Source
Submitted to West Island School
Student Paper
Submitted to Unizin, LLC
Student Paper
Submitted to Southern New Hampshire
University - Continuing Education
Student Paper
Submitted to Guilford Technical Community
College
Student Paper
Submitted to Barton County Community College
Student Paper
FINAL GRADE
/200
Research Paper Essay 3 Mehwish Elahi.docx
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
PAGE 1
PAGE 2
PAGE 3
PAGE 4
PAGE 5
PAGE 6
PAGE 7
PAGE 8
PAGE 9
PAGE 10
Research Paper Essay 3 Mehwish Elahi.docxby Mehwish ElahiResearch Paper Essay 3 Mehwish Elahi.docxORIGINALITY REPORTPRIMARY SOURCESResearch Paper Essay 3 Mehwish Elahi.docxGRADEMARK REPORTFINAL GRADEGENERAL COMMENTSInstructor
Harley Davison Company Analysis
Strategic Analysis Worksheet
Executive SummaryMarket backgroundGlobal Economy/ Factors Affecting Global EconomyFinancial performance Motivations/ RisksMotivations for ExpansionRisks in ExpansionCompetitive Advantage in Global Markets
Entry Strategies for Global ExpansionInternet Approach/ StrategyHow the Internet adds valueInternet Business Models Competitive StrategiesLeverage E-Business Capabilities
Harley-Davidson is one of the most successful automobile company. It is the leading manufacture of heavyweight motorcycles in the globe.It commands a third of the global market and half of the US market.The company specialized in heavy motorcycle production and giving credit to its customers to acquire the products
The 2008 global financial crisis affected the company’s profits negativelyThe company reported losses for the two consecutive years of 2009 and 2010The global economy has been recovering slowly since the year 2010The company has taken advantage of the recove.
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.
Selection and Description of OrganizationBy Dawn Branzei.docxkenjordan97598
Selection and Description of Organization
By: Dawn Branzei
Business Tactics and Execution
Argosy University
April 24, 2013
Introduction
Fortune 500 is an annual list of the 500 largest companies in the United States as compiled by FORTUNE magazine. Collective performance of the Fortune 500 companies may be seen as one indicator of the country's overall economic performance. The list is put together using the most recent figures for revenue and includes both public and private companies with openly available income data. When a company is listed on the Fortune 500 it is a status symbol that proves the success of the business. The Fortune 500 list is made up entirely of U.S. companies. One of the companies that have made it on the list is General Motors (GM).
General Motors (GM)
Commonly known as GM, General Motors is an American international motorized corporation. It’s among the world’s largest automobile makers by vehicle unit sales (Gall R T, 2011). The company was founded on September 16, 1908 by William “Billy” Durant in Flint, Michigan. The inspiration that led to the creation of General Motors in 1908 was the decision by William C. Durant, "king" of the Flint carriage makers, to take control of the tiny and almost bankrupt Buick Motor Company in Flint on Nov. 1, 1904.At its beginning GM held only the Buick Motor Company, but in a matter of years it would acquire more than 20 companies. Currently, the corporation’s headquarters is based in Detroit, Michigan. The corporation is located in 157 countries worldwide. Their website (www.gm.com) offers a wide range of information about the company.
Organizational strategy
Organizational strategy is the discipline and knowledge that changes strategic intent into organizational capability, commitment and performance. Developing an organizational strategy for a business involves first comparing its present state to its targeted state to outline differences, and then stating what is required for the wanted changes to take place. At GM, their focus is on a single global vision which is to design, build and sell the world’s best vehicles. This powers the development of first-class world products that are winning in the marketplace, and helping to transform their business and strengthen their stability (Wisner, J. D., Tan, K. C. and Leong, G.K., 2011). Their strategy includes the following:
Designing, Building and Selling
They focus on core brands that have been there since its creation. They leveraged global resources to create the most fascinating vehicles and technologies, also leading in the research and development of advanced technologies to reinvent the future of transportation. By enhancing their global impression to efficiently develop the best vehicles they maximize the efficiency of operating their facilities in a globally and socially responsible way. To maximize their revenues they must do this with a focused product approach.in.
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
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 ...
InstructionsWrite a paper about the International Monetary Syste.docxvanesaburnand
Instructions
Write a paper about the International Monetary System that addresses each of the following issues:
· Define the International Monetary System and outline the history of the system.
· Describe and provide examples of what is meant by “currency regimes,” and define selected types of regimes and form an argument for selecting fixed exchange rate and arguments for selecting flexible exchange rates.
· Describe and define the creation of the Euro and discuss the benefits as well as the problems associated with the creation of this currency.
Support your paper with at least five (5) resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Your paper should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Length: 5-7 pages (not including title and reference pages).
Eiteman, D., Stonehill, M., & Moffett, M. (2016). Multinational business finance. Boston, MA: Prentice-Hall.
Read Chapters 1, 2
This is a major resource, however, I think the assignment can be accomplished without it. I can’t seem to be able to download the book.
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local busine.
Research Paper Essay 3Mehwish Elahi.docxby Mehwish Elahi.docxverad6
Research Paper Essay 3
Mehwish Elahi.docx
by Mehwish Elahi
Submission date: 13-Feb-2020 08:07PM (UTC-0800)
Submission ID: 1257231745
File name: Research_Paper_Essay_3_Mehwish_Elahi.docx (22.34K)
Word count: 2159
Character count: 12269
13%
SIMILARITY INDEX
6%
INTERNET SOURCES
6%
PUBLICATIONS
8%
STUDENT PAPERS
1 5%
2 1%
3 1%
4 1%
5 1%
6 1%
7 1%
8 1%
9
Research Paper Essay 3 Mehwish Elahi.docx
ORIGINALITY REPORT
PRIMARY SOURCES
www.tandfonline.com
Internet Source
Submitted to Southern Methodist University
Student Paper
Submitted to Georgia State University
Student Paper
Submitted to Colorado State University
Student Paper
Submitted to Xavier College Preparatory
Student Paper
Submitted to Rancho Santiago Community
College District
Student Paper
Submitted to University of Melbourne
Student Paper
Submitted to CSU, Fullerton
Student Paper
Mohamad Hamas Elmasry, Mohammed el-
1%
10 1%
11 <1%
12 <1%
13 <1%
14 <1%
15 <1%
Exclude quotes On
Exclude bibliography Off
Exclude matches Off
Nawawy. "Can a non-Muslim Mass Shooter be a
“Terrorist”?: A Comparative Content Analysis of
the Las Vegas and Orlando Shootings",
Journalism Practice, 2019
Publication
haasinstitute.berkeley.edu
Internet Source
Submitted to West Island School
Student Paper
Submitted to Unizin, LLC
Student Paper
Submitted to Southern New Hampshire
University - Continuing Education
Student Paper
Submitted to Guilford Technical Community
College
Student Paper
Submitted to Barton County Community College
Student Paper
FINAL GRADE
/200
Research Paper Essay 3 Mehwish Elahi.docx
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
PAGE 1
PAGE 2
PAGE 3
PAGE 4
PAGE 5
PAGE 6
PAGE 7
PAGE 8
PAGE 9
PAGE 10
Research Paper Essay 3 Mehwish Elahi.docxby Mehwish ElahiResearch Paper Essay 3 Mehwish Elahi.docxORIGINALITY REPORTPRIMARY SOURCESResearch Paper Essay 3 Mehwish Elahi.docxGRADEMARK REPORTFINAL GRADEGENERAL COMMENTSInstructor
Harley Davison Company Analysis
Strategic Analysis Worksheet
Executive SummaryMarket backgroundGlobal Economy/ Factors Affecting Global EconomyFinancial performance Motivations/ RisksMotivations for ExpansionRisks in ExpansionCompetitive Advantage in Global Markets
Entry Strategies for Global ExpansionInternet Approach/ StrategyHow the Internet adds valueInternet Business Models Competitive StrategiesLeverage E-Business Capabilities
Harley-Davidson is one of the most successful automobile company. It is the leading manufacture of heavyweight motorcycles in the globe.It commands a third of the global market and half of the US market.The company specialized in heavy motorcycle production and giving credit to its customers to acquire the products
The 2008 global financial crisis affected the company’s profits negativelyThe company reported losses for the two consecutive years of 2009 and 2010The global economy has been recovering slowly since the year 2010The company has taken advantage of the recove.
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.
Selection and Description of OrganizationBy Dawn Branzei.docxkenjordan97598
Selection and Description of Organization
By: Dawn Branzei
Business Tactics and Execution
Argosy University
April 24, 2013
Introduction
Fortune 500 is an annual list of the 500 largest companies in the United States as compiled by FORTUNE magazine. Collective performance of the Fortune 500 companies may be seen as one indicator of the country's overall economic performance. The list is put together using the most recent figures for revenue and includes both public and private companies with openly available income data. When a company is listed on the Fortune 500 it is a status symbol that proves the success of the business. The Fortune 500 list is made up entirely of U.S. companies. One of the companies that have made it on the list is General Motors (GM).
General Motors (GM)
Commonly known as GM, General Motors is an American international motorized corporation. It’s among the world’s largest automobile makers by vehicle unit sales (Gall R T, 2011). The company was founded on September 16, 1908 by William “Billy” Durant in Flint, Michigan. The inspiration that led to the creation of General Motors in 1908 was the decision by William C. Durant, "king" of the Flint carriage makers, to take control of the tiny and almost bankrupt Buick Motor Company in Flint on Nov. 1, 1904.At its beginning GM held only the Buick Motor Company, but in a matter of years it would acquire more than 20 companies. Currently, the corporation’s headquarters is based in Detroit, Michigan. The corporation is located in 157 countries worldwide. Their website (www.gm.com) offers a wide range of information about the company.
Organizational strategy
Organizational strategy is the discipline and knowledge that changes strategic intent into organizational capability, commitment and performance. Developing an organizational strategy for a business involves first comparing its present state to its targeted state to outline differences, and then stating what is required for the wanted changes to take place. At GM, their focus is on a single global vision which is to design, build and sell the world’s best vehicles. This powers the development of first-class world products that are winning in the marketplace, and helping to transform their business and strengthen their stability (Wisner, J. D., Tan, K. C. and Leong, G.K., 2011). Their strategy includes the following:
Designing, Building and Selling
They focus on core brands that have been there since its creation. They leveraged global resources to create the most fascinating vehicles and technologies, also leading in the research and development of advanced technologies to reinvent the future of transportation. By enhancing their global impression to efficiently develop the best vehicles they maximize the efficiency of operating their facilities in a globally and socially responsible way. To maximize their revenues they must do this with a focused product approach.in.
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
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 ...
InstructionsWrite a paper about the International Monetary Syste.docxvanesaburnand
Instructions
Write a paper about the International Monetary System that addresses each of the following issues:
· Define the International Monetary System and outline the history of the system.
· Describe and provide examples of what is meant by “currency regimes,” and define selected types of regimes and form an argument for selecting fixed exchange rate and arguments for selecting flexible exchange rates.
· Describe and define the creation of the Euro and discuss the benefits as well as the problems associated with the creation of this currency.
Support your paper with at least five (5) resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Your paper should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Length: 5-7 pages (not including title and reference pages).
Eiteman, D., Stonehill, M., & Moffett, M. (2016). Multinational business finance. Boston, MA: Prentice-Hall.
Read Chapters 1, 2
This is a major resource, however, I think the assignment can be accomplished without it. I can’t seem to be able to download the book.
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local busine.
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.
Ford Motor Company has seen success through constant innovation, adapting to changes in the market, environment, and consumer demands. The company fosters an organizational culture of open communication and employee involvement to generate new ideas. Ford focuses on product innovation through safety features, developing self-driving cars, and other technologies. It also pursues green innovations like electric vehicles and more efficient production processes. Through this innovation and ability to evolve incrementally, Ford has remained competitive against other automakers.
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 ...
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
# 109425 Cust Pearson Au Deresky Pg. No. 3 Title Int.docxmayank272369
# 109425 Cust: Pearson Au: Deresky Pg. No. 3
Title: International Management: Managing Across Borders and
Cultures, Text and Cases, Server:
C/M/Y/K
Short / Normal
DESIGN SERVICES OF
S4carliSle
Publishing Services
was debatable whether M&M would be able to sustain a diverse
product portfolio at the global level. They questioned whether
M&M could be successful in the overseas markets, particularly
the U.S., given that it was an emerging-market company.
“EmErging-markEt” CompaniEs—
Changing global businEss sCEnario
Based on their economies, the countries of the world have been
categorized as developed and developing. While the developed
economies include various countries in Western Europe, the U.S.,
Canada, and Japan, the developing economies include Argentina,
Brazil, Chile, China, Egypt, Hungary, India, Indonesia, Malaysia,
Mexico, Poland, Russia, Thailand, and Turkey. The group of Brazil,
Russia, India, China, Mexico, and South Korea are commonly re-
ferred to as the Big Six (“B6”) by global management consulting
firm Accenture, as they are the leading developing economies.
Earlier, owing to their low-cost structures, the developing
economies served as mere outsourcing locations for the Multi-
National Companies (MNCs) of the West. However, the changing
global economic scenario had brought down trade and investment
barriers and integrated global supply chains, thereby paving the
way for the development of emerging markets. Some of the de-
veloping countries were witnessing rapid growth and thus the no-
menclature Rapidly Developing Economies (RDEs) was assigned
to them. The term “Rapidly Developing Economies” was used to
denote emerging markets such as China, India, Mexico, Brazil,
Russia, South Africa, Poland, Indonesia, Turkey, and South Korea.
Moreover, the importance of the emerging markets to the global
economy came into sharp focus as the world came out of the global
economic recession. Experts said that the importance of emerging
economies to world trade had been steadily increasing. Between
1990 and 2010, the annual growth rate of exports and imports from
emerging and developing economies averaged around 7.5% com-
pared to the figure of around 5% for developed economies.4
It was reported that the share of the RDEs in global trade
was growing significantly. Notably, RDEs were receiving high
Foreign Direct Investments (FDI). Between 2001 and 2006,
the growth rate of outward FDI (OFDI) from the B6 countries
in the form of Mergers & Acquisitions (M&A) was more than
50% annually.5 By 2006, the FDI outflows from the developing
economies stood at US$174 billion, equivalent to 14% of the
“I have been on record to say that my philosophy of going global is because if you don’t succeed abroad
or don’t have the capacity to succeed abroad and to carve out some turf abroad you are not going
to be safe at home [. . .]. If you want to compete with multinationals you have to ...
Innovation and Competitive Advantage on Changi.docxcarliotwaycave
This document discusses General Motors' competitive advantages and how it maintains them. It explores GM's organizational leadership philosophy on innovation, which emphasizes adapting to changing customer needs with unique, high-quality vehicles. The document also examines GM's efforts to improve its internal and external environments, such as ensuring good working conditions, supporting community projects, and interacting with consumers. Additionally, it reviews GM's research and development initiatives for gathering market intelligence and advising on new products and markets. Overall, the document analyzes how GM has embraced strategies like innovation, environmental improvements, and research to build and sustain competitive advantages against competition.
The document discusses the sustainable competitive advantage of the German automotive industry. It analyzes the industry using Michael Porter's model of competitive advantage. It finds that Germany's highly trained workforce, concentration of automotive manufacturing and R&D facilities, demanding domestic market, and network of supporting industries have contributed to the industry's competitive advantage both domestically and globally. The industry's large investments in innovation and ability to anticipate changing consumer demands have also allowed it to sustain its competitive advantage over time.
This document provides an analysis of the automotive industry submitted by a team of graduate students. It begins with a historical overview of the industry and an analysis using Porter's Five Forces model. It then analyzes 10 major automotive companies in terms of their market position, finances, and strategy. The conclusions identify attributes of successful companies and key trends in the industry. The recommendations predict each analyzed company's near-future success, concluding Toyota is best positioned while established European and American companies face challenges.
This document provides an analysis of the automotive industry. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. The analysis examines 10 representative automotive companies of varying sizes. It identifies attributes of successful companies, trends in the industry, and predicts the near-future success of each analyzed company. Toyota is predicted to be best positioned for success, while the outlook is not great for established Euro-American companies like Ford and GM. The analysis concludes by recommending how the industry will evolve to meet new challenges.
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 .
Assignment 2 LASA 1Business Unit AnalysisDirections Create a.docxrock73
Assignment 2: LASA 1
Business Unit Analysis
Directions: Create a Feasibility Study for Harley-Davidson using the following outline:
Part I: Differentiation Strategies
The analysis of current strategy and competitor analysis you conducted last module impressed the senior vice president. She now needs you to delve into the brands and analyze them by conducting a business unit analysis and presenting your findings in a three-part PowerPoint presentation.
Research the Harley-Davidson (H-D) Web site for each brand, and review the annual report for relevant details of the size, scope, target market, services and amenities, and other salient points of differentiation. Include these details in Part I of your PowerPoint presentation.
From the research and analysis of the business units, identify:
· A description of each brand that provides a clear picture of the brand and its place in the overall portfolio of Harley-Davidson.
· The target market of each brand.
· How the brands are alike and how they differ.
· A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to add to the brands.
· Your analysis of possible merger/acquisition/joint venture possibilities and what would be achieved or accomplished through the merger/acquisition/joint venture.
Part II: SWOT Analysis
Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint presentation.
· Based on the internal analyses of the SWOT analysis, assess the functional areas, resources, capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas in your assessment:
· Marketing: New product development, integrated marketing planning, marketing communications, and building customer loyalty.
· Operations: Quality, service, and consistent execution.
· Human Resources: Hiring, training, developing talent, and performance planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its HR practices.
· Executive Leadership: Industry knowledge and experience, vision about where the industry is heading, and strategy execution.
· Supply Chain Optimization: Strategic sourcing of input, vendor management, integrated IS, and joint forecasting with suppliers.
· Corporate Responsibility and Ethics: Concern for corporate citizenship and the environment. Present any potential ethical concerns as well.
· Safety and Quality: How the motorcycle industry is dealing with safety and quality issues.
Part III: Growth and Profitability Strategies
In addition, the executive board is interested in your ideas about bold strategies for the future. The strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual Report.
You will want to pay special attention to exploring vertical integration, strategic alliances, and the internal growth of new brands entering new geographic markets, and/or additional acquisitions.
Consider the following:
· Is ...
1
8Week 3 Assignment 1
Nicole Lynn Sowards
Strayer University
BUS499 Business Administration Capstone
Dr. Joseph Keller
April 20, 2020
Week 3 Assignment 1
Ford is an American multinational automobile company founded by Henry Ford in 1903. Firstly, the paper will also discuss the impact of globalization and technology on the Ford company. Secondly, it will further shed light on the industrial organization model and the resource-based model to assess the returns of the corporation. The paper will finally discuss the vision and mission of the company, including the impact of stakeholders on the success of the company.Globalization
According to Grant, the key element in changing an industry's profitability is in the evolution of an industry's structure. Industries around the world have changed due to globalization and maturity. Both components have contributed to competition. The competition has increased as globalization has bought firms together by shrinking the space between them and providing them with the same market (Grant, 2008). The same is true for the Ford company. Globalization means using and being a part of the world economy and profiting from it.
Companies in the global economy need ways to supply and produce automobiles that don't only cater to the needs of international clients but develop something that caters to the needs of locals. To overcome the problem of attending to local needs, Ford, for example, has created a global scale network to assemble plants to get access to the greater supply-base. Ford's partnership with Mazda, for example, has made it easy for Ford to get Mazda's well-established supply base in Thailand. Given the hassle of building local supply and the pressure, companies go through to create local content; such partnerships help companies like Ford in globalization ( (Sturgeon & Florida, 2002).
But before adjusting to the world global economy, Ford has to struggle to be a part of the globalization. The reduced restrictions in trade in the emerging market after globalization has led to a wave of investment across the globe. Before the 1970s, the companies of automobiles were dominating the market in the U.S., which was called "Big Three." But after globalization permitted foreign vehicles to enter the market, the U.S. market for automobiles changed. For example, Japanese cars that were high-quality cars and introducing new modes of manufacturing changed the industry. Ford's competition was threatened by globalization and the other two companies' restrictions in trade in the emerging market after globalization has led to a wave of investment across the globe. Before the 1970s, the companies of automobiles were dominating the market in the U.S., which was called "Big Three." But after globalization permitted foreign vehicles to enter the market, the U.S. market for automobiles changed. For example, Japanese cars that were high-quality cars and introducing new modes of manufacturing changed the indust.
This document analyzes the automotive industry and 10 major companies within it. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. Next, it examines DaimlerChrysler, Ford, GM, Honda, Hyundai, Maruti Udyog, Nissan, Shanghai Automotive, Toyota, and Volkswagen in terms of their market position, finances, and strategy. Major findings include attributes of successful companies and trends in industry consolidation, international expansion, and increased efficiency. The report concludes with recommendations on the near-future success of each company.
Assignment Questions1. What are the unique strategies that the e.docxssuser562afc1
Assignment Questions
1. What are the unique strategies that the emerging-market companies employ in pursuing globalization?
2. What strategies will M&M have to employ in the U.S. to be able to sell its SUVs?
3. What are the various alternatives in front of M&M in building its brand at the global level?
You will also integrate the questions throughout as part of your analysis. In addition, be sure to address the following:
• Provide a cultural profile of the company and it's historical background
• Discuss the communication issues as they move into emerging markets such as the United States
• Discuss the staffing policies and HR challenges that will be used
• Discuss leadership and motivation.
• Explain issues of concern that should be addressed
• Describe the organizational structure and changes necessary to facilitate expansion
Case 11 Mahindra & Mahindra (B): An Emerging Global Giant?
· “I have been on record to say that my philosophy of going global is because if you don’t succeed abroad or don’t have the capacity to succeed abroad and to carve out some turf abroad you are not going to be safe at home […]. If you want to compete with multinationals you have to be a multinational. So that is the logical rationale for going abroad.”1
–ANAND G. MAHINDRA, Vice Chairman and Managing Director, Mahindra & Mahindra Ltd., in 2010.
In 2011, India-based automotive giant Mahindra & Mahindra Ltd. (M&M) was featured on the Forbes Global 2000 list,2a ranking of the biggest and most powerful companies in the world. Besides M&M, some of the other Indian companies that figured on the list were Reliance Industries, State Bank of India, Oil & Natural Gas Corp., ICICI Bank, NTPC, Bharti Airtel, Larsen & Toubro, and Tata Motors. Emerging markets such as China and India, with 113 and 56 members respectively on the list, were growing steadily and gaining prominence at the global level, industry analysts said.
Based in Mumbai, India, M&M was one of the leading players in the Indian Multi Utility Vehicles (MUV) and tractor segments of the automotive industry as of 2011. Besides the automotive industry, the company has a presence in agribusiness, aerospace, components, consulting services, defense, energy, financial services, industrial equipment, logistics, real estate, retail, steel, and two-wheelers. The Group’s automotive sector, which manufactures and markets utility vehicles and light commercial vehicles, was the fourth-largest automaker in India as of 2010. As of 2011, M&M’s model range included more than 20 vehicles, including the Scorpio and the Xylo utility vehicles. After establishing its leadership in the Indian automotive market, M&M began to seek opportunities in global markets. The company stormed into the global limelight with the formidable success of its Sports Utility Vehicle (SUV)—the “Scorpio.”3 Going forward, M&M planned to expand its global reach by launching its vehicles in the international markets including North America, Europe, Africa, a ...
This slide I have made for those who are interested in starting a business. From the slide the new business comers will learn many more things about a business and also environment of business.
Why efficient Procurement and Production processes are essential.Wayne Harper
In this report I discuss the need for efficient Procurement & Production processes using the Holden & Ford (Australia) motor companies as recent examples that offer insights as to the pro's & con's. It also reviews any Information Technology used which gave either company a particular competitive advantage.
According to the textbook, the Federal Disaster Assistance Act of 19.docxronak56
According to the textbook, the Federal Disaster Assistance Act of 1950 (P.L. 81-875) defined the roles and responsibilities during natural disasters. Once the president issued a disaster declaration, federal relief resources could flow to the affected areas for response and recovery. The president would then delegate administrative control of relief efforts to the Housing and Home Finance Administration. This law also instituted the federal role in natural disasters as a supportive role, while instituting primary responsibility for disaster response and recovery with local and state governments. How had this changed by 1978? Why did it change? Do you agree with the change? Why, or why not?
300 WORDS
APA FORMAT
.
According to the Council on Social Work Education, Competency 5 Eng.docxronak56
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation. Social workers:
Identify social policy at the local, state, and federal level that impacts well-being, service delivery, and access to social services;
Assess how social welfare and economic policies impact the delivery of and access to social services;
Apply critical thinking to analyze, formulate, and advocate for policies that advance human rights and social, economic, and environmental justice.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare: Working with your field instructor, identify, evaluate, and discuss policies established by the local, state, and federal government (within the last five years) that affect the day to day operations of the field placement agency.
The Assignment (1-2 pages):
Describe the policies and their impact on the field agency.
Propose specific recommendations regarding how you, as a social work intern, and the agency can advocate for policies pertaining to advancing social justice for the agency and the clients it serves.
.
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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.
Ford Motor Company has seen success through constant innovation, adapting to changes in the market, environment, and consumer demands. The company fosters an organizational culture of open communication and employee involvement to generate new ideas. Ford focuses on product innovation through safety features, developing self-driving cars, and other technologies. It also pursues green innovations like electric vehicles and more efficient production processes. Through this innovation and ability to evolve incrementally, Ford has remained competitive against other automakers.
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 ...
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
# 109425 Cust Pearson Au Deresky Pg. No. 3 Title Int.docxmayank272369
# 109425 Cust: Pearson Au: Deresky Pg. No. 3
Title: International Management: Managing Across Borders and
Cultures, Text and Cases, Server:
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DESIGN SERVICES OF
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Publishing Services
was debatable whether M&M would be able to sustain a diverse
product portfolio at the global level. They questioned whether
M&M could be successful in the overseas markets, particularly
the U.S., given that it was an emerging-market company.
“EmErging-markEt” CompaniEs—
Changing global businEss sCEnario
Based on their economies, the countries of the world have been
categorized as developed and developing. While the developed
economies include various countries in Western Europe, the U.S.,
Canada, and Japan, the developing economies include Argentina,
Brazil, Chile, China, Egypt, Hungary, India, Indonesia, Malaysia,
Mexico, Poland, Russia, Thailand, and Turkey. The group of Brazil,
Russia, India, China, Mexico, and South Korea are commonly re-
ferred to as the Big Six (“B6”) by global management consulting
firm Accenture, as they are the leading developing economies.
Earlier, owing to their low-cost structures, the developing
economies served as mere outsourcing locations for the Multi-
National Companies (MNCs) of the West. However, the changing
global economic scenario had brought down trade and investment
barriers and integrated global supply chains, thereby paving the
way for the development of emerging markets. Some of the de-
veloping countries were witnessing rapid growth and thus the no-
menclature Rapidly Developing Economies (RDEs) was assigned
to them. The term “Rapidly Developing Economies” was used to
denote emerging markets such as China, India, Mexico, Brazil,
Russia, South Africa, Poland, Indonesia, Turkey, and South Korea.
Moreover, the importance of the emerging markets to the global
economy came into sharp focus as the world came out of the global
economic recession. Experts said that the importance of emerging
economies to world trade had been steadily increasing. Between
1990 and 2010, the annual growth rate of exports and imports from
emerging and developing economies averaged around 7.5% com-
pared to the figure of around 5% for developed economies.4
It was reported that the share of the RDEs in global trade
was growing significantly. Notably, RDEs were receiving high
Foreign Direct Investments (FDI). Between 2001 and 2006,
the growth rate of outward FDI (OFDI) from the B6 countries
in the form of Mergers & Acquisitions (M&A) was more than
50% annually.5 By 2006, the FDI outflows from the developing
economies stood at US$174 billion, equivalent to 14% of the
“I have been on record to say that my philosophy of going global is because if you don’t succeed abroad
or don’t have the capacity to succeed abroad and to carve out some turf abroad you are not going
to be safe at home [. . .]. If you want to compete with multinationals you have to ...
Innovation and Competitive Advantage on Changi.docxcarliotwaycave
This document discusses General Motors' competitive advantages and how it maintains them. It explores GM's organizational leadership philosophy on innovation, which emphasizes adapting to changing customer needs with unique, high-quality vehicles. The document also examines GM's efforts to improve its internal and external environments, such as ensuring good working conditions, supporting community projects, and interacting with consumers. Additionally, it reviews GM's research and development initiatives for gathering market intelligence and advising on new products and markets. Overall, the document analyzes how GM has embraced strategies like innovation, environmental improvements, and research to build and sustain competitive advantages against competition.
The document discusses the sustainable competitive advantage of the German automotive industry. It analyzes the industry using Michael Porter's model of competitive advantage. It finds that Germany's highly trained workforce, concentration of automotive manufacturing and R&D facilities, demanding domestic market, and network of supporting industries have contributed to the industry's competitive advantage both domestically and globally. The industry's large investments in innovation and ability to anticipate changing consumer demands have also allowed it to sustain its competitive advantage over time.
This document provides an analysis of the automotive industry submitted by a team of graduate students. It begins with a historical overview of the industry and an analysis using Porter's Five Forces model. It then analyzes 10 major automotive companies in terms of their market position, finances, and strategy. The conclusions identify attributes of successful companies and key trends in the industry. The recommendations predict each analyzed company's near-future success, concluding Toyota is best positioned while established European and American companies face challenges.
This document provides an analysis of the automotive industry. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. The analysis examines 10 representative automotive companies of varying sizes. It identifies attributes of successful companies, trends in the industry, and predicts the near-future success of each analyzed company. Toyota is predicted to be best positioned for success, while the outlook is not great for established Euro-American companies like Ford and GM. The analysis concludes by recommending how the industry will evolve to meet new challenges.
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 .
Assignment 2 LASA 1Business Unit AnalysisDirections Create a.docxrock73
Assignment 2: LASA 1
Business Unit Analysis
Directions: Create a Feasibility Study for Harley-Davidson using the following outline:
Part I: Differentiation Strategies
The analysis of current strategy and competitor analysis you conducted last module impressed the senior vice president. She now needs you to delve into the brands and analyze them by conducting a business unit analysis and presenting your findings in a three-part PowerPoint presentation.
Research the Harley-Davidson (H-D) Web site for each brand, and review the annual report for relevant details of the size, scope, target market, services and amenities, and other salient points of differentiation. Include these details in Part I of your PowerPoint presentation.
From the research and analysis of the business units, identify:
· A description of each brand that provides a clear picture of the brand and its place in the overall portfolio of Harley-Davidson.
· The target market of each brand.
· How the brands are alike and how they differ.
· A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to add to the brands.
· Your analysis of possible merger/acquisition/joint venture possibilities and what would be achieved or accomplished through the merger/acquisition/joint venture.
Part II: SWOT Analysis
Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint presentation.
· Based on the internal analyses of the SWOT analysis, assess the functional areas, resources, capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas in your assessment:
· Marketing: New product development, integrated marketing planning, marketing communications, and building customer loyalty.
· Operations: Quality, service, and consistent execution.
· Human Resources: Hiring, training, developing talent, and performance planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its HR practices.
· Executive Leadership: Industry knowledge and experience, vision about where the industry is heading, and strategy execution.
· Supply Chain Optimization: Strategic sourcing of input, vendor management, integrated IS, and joint forecasting with suppliers.
· Corporate Responsibility and Ethics: Concern for corporate citizenship and the environment. Present any potential ethical concerns as well.
· Safety and Quality: How the motorcycle industry is dealing with safety and quality issues.
Part III: Growth and Profitability Strategies
In addition, the executive board is interested in your ideas about bold strategies for the future. The strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual Report.
You will want to pay special attention to exploring vertical integration, strategic alliances, and the internal growth of new brands entering new geographic markets, and/or additional acquisitions.
Consider the following:
· Is ...
1
8Week 3 Assignment 1
Nicole Lynn Sowards
Strayer University
BUS499 Business Administration Capstone
Dr. Joseph Keller
April 20, 2020
Week 3 Assignment 1
Ford is an American multinational automobile company founded by Henry Ford in 1903. Firstly, the paper will also discuss the impact of globalization and technology on the Ford company. Secondly, it will further shed light on the industrial organization model and the resource-based model to assess the returns of the corporation. The paper will finally discuss the vision and mission of the company, including the impact of stakeholders on the success of the company.Globalization
According to Grant, the key element in changing an industry's profitability is in the evolution of an industry's structure. Industries around the world have changed due to globalization and maturity. Both components have contributed to competition. The competition has increased as globalization has bought firms together by shrinking the space between them and providing them with the same market (Grant, 2008). The same is true for the Ford company. Globalization means using and being a part of the world economy and profiting from it.
Companies in the global economy need ways to supply and produce automobiles that don't only cater to the needs of international clients but develop something that caters to the needs of locals. To overcome the problem of attending to local needs, Ford, for example, has created a global scale network to assemble plants to get access to the greater supply-base. Ford's partnership with Mazda, for example, has made it easy for Ford to get Mazda's well-established supply base in Thailand. Given the hassle of building local supply and the pressure, companies go through to create local content; such partnerships help companies like Ford in globalization ( (Sturgeon & Florida, 2002).
But before adjusting to the world global economy, Ford has to struggle to be a part of the globalization. The reduced restrictions in trade in the emerging market after globalization has led to a wave of investment across the globe. Before the 1970s, the companies of automobiles were dominating the market in the U.S., which was called "Big Three." But after globalization permitted foreign vehicles to enter the market, the U.S. market for automobiles changed. For example, Japanese cars that were high-quality cars and introducing new modes of manufacturing changed the industry. Ford's competition was threatened by globalization and the other two companies' restrictions in trade in the emerging market after globalization has led to a wave of investment across the globe. Before the 1970s, the companies of automobiles were dominating the market in the U.S., which was called "Big Three." But after globalization permitted foreign vehicles to enter the market, the U.S. market for automobiles changed. For example, Japanese cars that were high-quality cars and introducing new modes of manufacturing changed the indust.
This document analyzes the automotive industry and 10 major companies within it. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. Next, it examines DaimlerChrysler, Ford, GM, Honda, Hyundai, Maruti Udyog, Nissan, Shanghai Automotive, Toyota, and Volkswagen in terms of their market position, finances, and strategy. Major findings include attributes of successful companies and trends in industry consolidation, international expansion, and increased efficiency. The report concludes with recommendations on the near-future success of each company.
Assignment Questions1. What are the unique strategies that the e.docxssuser562afc1
Assignment Questions
1. What are the unique strategies that the emerging-market companies employ in pursuing globalization?
2. What strategies will M&M have to employ in the U.S. to be able to sell its SUVs?
3. What are the various alternatives in front of M&M in building its brand at the global level?
You will also integrate the questions throughout as part of your analysis. In addition, be sure to address the following:
• Provide a cultural profile of the company and it's historical background
• Discuss the communication issues as they move into emerging markets such as the United States
• Discuss the staffing policies and HR challenges that will be used
• Discuss leadership and motivation.
• Explain issues of concern that should be addressed
• Describe the organizational structure and changes necessary to facilitate expansion
Case 11 Mahindra & Mahindra (B): An Emerging Global Giant?
· “I have been on record to say that my philosophy of going global is because if you don’t succeed abroad or don’t have the capacity to succeed abroad and to carve out some turf abroad you are not going to be safe at home […]. If you want to compete with multinationals you have to be a multinational. So that is the logical rationale for going abroad.”1
–ANAND G. MAHINDRA, Vice Chairman and Managing Director, Mahindra & Mahindra Ltd., in 2010.
In 2011, India-based automotive giant Mahindra & Mahindra Ltd. (M&M) was featured on the Forbes Global 2000 list,2a ranking of the biggest and most powerful companies in the world. Besides M&M, some of the other Indian companies that figured on the list were Reliance Industries, State Bank of India, Oil & Natural Gas Corp., ICICI Bank, NTPC, Bharti Airtel, Larsen & Toubro, and Tata Motors. Emerging markets such as China and India, with 113 and 56 members respectively on the list, were growing steadily and gaining prominence at the global level, industry analysts said.
Based in Mumbai, India, M&M was one of the leading players in the Indian Multi Utility Vehicles (MUV) and tractor segments of the automotive industry as of 2011. Besides the automotive industry, the company has a presence in agribusiness, aerospace, components, consulting services, defense, energy, financial services, industrial equipment, logistics, real estate, retail, steel, and two-wheelers. The Group’s automotive sector, which manufactures and markets utility vehicles and light commercial vehicles, was the fourth-largest automaker in India as of 2010. As of 2011, M&M’s model range included more than 20 vehicles, including the Scorpio and the Xylo utility vehicles. After establishing its leadership in the Indian automotive market, M&M began to seek opportunities in global markets. The company stormed into the global limelight with the formidable success of its Sports Utility Vehicle (SUV)—the “Scorpio.”3 Going forward, M&M planned to expand its global reach by launching its vehicles in the international markets including North America, Europe, Africa, a ...
This slide I have made for those who are interested in starting a business. From the slide the new business comers will learn many more things about a business and also environment of business.
Why efficient Procurement and Production processes are essential.Wayne Harper
In this report I discuss the need for efficient Procurement & Production processes using the Holden & Ford (Australia) motor companies as recent examples that offer insights as to the pro's & con's. It also reviews any Information Technology used which gave either company a particular competitive advantage.
According to the textbook, the Federal Disaster Assistance Act of 19.docxronak56
According to the textbook, the Federal Disaster Assistance Act of 1950 (P.L. 81-875) defined the roles and responsibilities during natural disasters. Once the president issued a disaster declaration, federal relief resources could flow to the affected areas for response and recovery. The president would then delegate administrative control of relief efforts to the Housing and Home Finance Administration. This law also instituted the federal role in natural disasters as a supportive role, while instituting primary responsibility for disaster response and recovery with local and state governments. How had this changed by 1978? Why did it change? Do you agree with the change? Why, or why not?
300 WORDS
APA FORMAT
.
According to the Council on Social Work Education, Competency 5 Eng.docxronak56
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation. Social workers:
Identify social policy at the local, state, and federal level that impacts well-being, service delivery, and access to social services;
Assess how social welfare and economic policies impact the delivery of and access to social services;
Apply critical thinking to analyze, formulate, and advocate for policies that advance human rights and social, economic, and environmental justice.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare: Working with your field instructor, identify, evaluate, and discuss policies established by the local, state, and federal government (within the last five years) that affect the day to day operations of the field placement agency.
The Assignment (1-2 pages):
Describe the policies and their impact on the field agency.
Propose specific recommendations regarding how you, as a social work intern, and the agency can advocate for policies pertaining to advancing social justice for the agency and the clients it serves.
.
According to the text, economic outcomes measured by economic gr.docxronak56
According to the text, economic outcomes measured by economic growth is affected by a number of factors. Also, hundreds of empirical studies on economic growth across countries have highlighted the correlation between economic growth and a variety of variables.
Claims regarding the determinants of economic growth are conditional, and the findings depend on the variables used. However, the availability of physical capital or infrastructure, government consumption, terms of trade, macroeconomic stability, the rule of law, regulatory quality, government effectiveness, foreign direct investments, population size, and natural resource availability are the most consistent findings of empirical studies on economic growth.
Review the literature on economic growth and provide a summary of how:
Population affects economic growth
Natural Resource Abundance affects economic growth
Note: The answers you provide to each of these sub-questions should not be more than 15 sentences.
Also note that because this is a literature review you must cite credible sources; avoid using news articles.
The examples below should serve as a guide
Example 1: The example below shows how inflation affects investment in a study of the effect of inflation on investment.
The destabilizing effect of inflation on investment has been a major source of debate in economic and business literature. Generally, inflation is often considered a sign of macroeconomic instability and the inability of government to control macroeconomic policy, both of which contribute to an adverse investment climate (Fischer, 2013; Greene & Villanueva, 1991). However, the empirical evidence is still far from convincing. While some authors claim positive effects of inflation on investment, others hold that inflation poses a “stealth” threat to investments. For example, Greene and Villanueva (1991) argue that high rate of inflation adversely affects private investment activity by increasing the riskiness of long-term investment projects. Also, Fischer (2013) observed that inflation uncertainty is associated with substantial reduction in total investment. On the contrary, McClain and Nicholes (1993) found that investment and inflation are positively related to each other.
Example 2: The example below shows how natural resource endowments affects income inequality in a study of the determinants of income inequality.
The nexus between natural resource endowments and income inequality has also been widely debated and has inspired a long history of research in both economics and political science (see, for example, Fum and Hodler, 2010; Goderis and Malone, 2011; Leamer, Maul, Rodriguez, and Schott, 1999; Carmignani, 2013; Parcero and Papyrakis, 2016; Bourguignon and Morrisson, 1998). For example, Anderson et al., (2004) argue that natural resources endowment provide a plausible explanation as to why the observed levels of inequality are significantly higher in both sub-Saharan Africa and Latin America.
According to the Council on Social Work Education, Competency 5.docxronak56
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation. Social workers:
Identify social policy at the local, state, and federal level that impacts well-being, service delivery, and access to social services;
Assess how social welfare and economic policies impact the delivery of and access to social services;
Apply critical thinking to analyze, formulate, and advocate for policies that advance human rights and social, economic, and environmental justice.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare: Working with your field instructor, identify, evaluate, and discuss policies established by the local, state, and federal government (within the last five years) that affect the day to day operations of the field placement agency (
Georgia Department of Family and Children Services
).
The Assignment (1-2 pages):
Describe the policies and their impact on the field agency.
Propose specific recommendations regarding how you, as a social work intern, and the agency can advocate for policies pertaining to advancing social justice for the agency and the clients it serves.
.
According to the Council for Exceptional Children (CEC), part of.docxronak56
According to the Council for Exceptional Children (CEC), part of being a well-prepared special educator includes “developing relationships with families based on mutual respect and actively involving families and individuals with exceptionalities in educational decision making” (Council for Exceptional Children, 2015, Special Education Professional Ethical Principles, E). This includes advocating for parental involvement by providing information on educational rights and safeguards in a way that creates accessibility and transparent IEP meeting procedures (Council for Exceptional Children, 2015).
Hammond, Ingalls and Trussell (2008) investigated the experiences of those family members who attended an initial IEP meeting and then subsequent meetings over the next four years. Their findings indicated that the overwhelming majority of the 212 family participants agreed that the child needed special education services but had negative emotional responses to the initial team meeting. Some of the most beneficial information collected included acknowledging the emotions tied to having a child initial diagnosed with a disability; stronger communication skills by education professionals during the team meeting; and additional measures to better prepare parents for the team meetings (Hammond, Ingalls, & Trussell, 2008). Similarly, the article,
Building Parent Trust in the Special Education Setting (Links to an external site.)
(Wellner, 2012) was written to emphasize the importance of trust building strategies to avoid costly due process hearings and to maximize relationships with all involved in making decisions on behalf of the student with special needs.
Initial Post:
After reading the article, After reading the article,
The 5-Point Plan
, reviewing the Council for Exceptional Children’s (CEC) , reviewing the Council for Exceptional Children’s (CEC)
Special Education and Professional Ethical Principles and Practice Standards (Links to an external site.)
, and reading
Building Parent Trust in the Special Education Setting (Links to an external site.)
you will create an initial response depending on the first letter of your last name.
If your last name begins with the letters A – M:
You will respond as one of the parent participants in this the Hammond, Ingalls and Trussell study. Begin by explaining how you felt attending your child’s first IEP meeting, using the article and the Instructor Guidance as a foundation for your narrative. Then, describe how future IEP meeting experiences changed (improved or declined) and why. Finally, using the
CEC Professional Practice Standards for Parents and Families (Links to an external site.)
and
Building Parent Trust in the Special Education Setting (Links to an external site.)
, provide at least three suggestions to the special education team leader for how to improve this experience for parents of newly diagnosed children with disabilities.
.
According to the article, Answer these two questions. Why did Ma.docxronak56
According to the article, Answer these two questions.
Why did Marx believe that capitalism would fall on its own? Why did his predictions not come true? (hint: how has the economy changed since Marx’s time?
Describe Robert Owen’s “New Lanark” community? What were his innovations? Did he suspend either private property or market economics? Are there people today who follow a similar business model?
.
According to Neuman’s theory, a human being is a total person as a c.docxronak56
According to Neuman’s theory, a human being is a total person as a client system and the person is a layered, multidimensional being. Each layer consists of a five-person variable or subsystem: (1) physiological, (2) psychological, (3) sociocultural, (4) developmental, and (5) spiritual.
Considering the 'spiritual' variable- Do you feel this variable exists at all? Does it have as wide-ranging results as Neuman claims? Is it appropriate for an APRN to participate in or work with the patient’s spiritual dimension?
.
According to Rolando et al. (2012), alcohol socialization is the pr.docxronak56
According to Rolando et al. (2012), “alcohol socialization is the process by which a person approaches and familiarizes with alcohol learns about the values connected to its use and about how, when and where s/he can or cannot drink.”
Based on the focus group findings, describe what the first drink means in both Italy and Finland, and what types of attitudes are connected with different types of socialization processes.
.
According to your readings, cloud computing represents one of th.docxronak56
According to your readings, cloud computing represents one of the most significant paradigms shifts in information technology (IT) history, due to an extension of sharing an application-hosting provider that has been around for many years, and was common in highly regulated vertical industries like banks and health care institutions. The author’s knowledge from their research continue to assert that, the impetus behind cloud computing lies on the idea that it provides economies of scale by spreading costs across many client organizations and pooling computing resources while matching client computing needs to consumption in a flexible, real-time version.
Identify the issues and risks that pose concern to organizations storing data in the cloud - briefly support your discussion.
.
According to this idea that gender is socially constructed, answer.docxronak56
According to this idea that gender is socially constructed, answer the following questions:
1. What does it mean to be a man in the U.S.? What does it mean to be a woman?
2. From what institutions do we learn these gender roles?
3. How do these clips demonstrate the ways in which gender is socially constructed in the U.S.? Do the concepts discussed in the clips resonate with you? Why or why not?
In Persepolis, the main character Marji struggles to define her identity as an Iranian woman in a changing society.
· What roles are depicted for women in Iranian society in the film? How do they change over time?
· How does Persepolis demonstrate the ways in which gender and identity are influenced in many ways, by different processes across cultures? How are gender roles in Iran similar, or different to gender in the U.S.?
· What are some of the stereotypes that exist about Muslim women and how does Abu-Lughod in “Do Muslim Women Need Saving” and Persepolis complicate these stereotypes?
Answer the following questions 2 full pages
Running head: MAJOR HEALTH CARE PROBLEMS IN THE U.S. 1
Major Health Care Problems in the U.S.
Jane Doe
ID: 1212121
MAJOR HEALTH CARE PROBLEMS IN THE U.S. 2
Major Health Care Problems in the US
Problem statement: High and continuously rising cost of health care has been and still is one of
the biggest challenges affecting the Health Care system in United States.
Methods of Examining the Problem
Both qualitative and quantitative research methods should be used to fully understand the
issue of high cost of care in the US. Quantitative methods like surveys and experimentations will
aid in estimating the prevalence, magnitude and frequency of the problem in different regions.
On the other hand, qualitative methods like case studies and observation will help describe the
extent and complexity of the issue. The two approaches need to work in complementation to
obtain a clear understanding of this menace.
Surveys, as a quantitative research method, is one of the most effective in the social
research and present a more viable method of examining the cost of health in the country. They
involve asking of questions in the form of questionnaires and interviews. Questionnaires are
written questions to which the response can be open ended or multiple-choice format. This
would be used to gain information about cost within determinants that are of
disagree/neutral/agree nature. An example is if patients are contented with the cost of services
they get or they deem the cost of cover worthy. Interviews, the researcher discussing issues with
the respondents, are to be used to gain more details on already known aspects of the system. This
may include gathering information to inform policies, administration and use of technology to
minimize the cost of care.
Since health cost in the US is not a new challenge and there have been studies about it,
qualitative methods like .
According to Thiel (2015, p. 40), CSR literature lacks consensus fo.docxronak56
According to Thiel (2015, p. 40), “CSR literature lacks consensus for a standard definition. Typically, many people who are familiar with the concept will initially define CSR within the three domains of the social, economic and natural environments.”
Come up with your own definition of what you believe is a good definition of CSR that you would like your company to follow.
Afterward, explain each part of your definition and why you believe it is best.
.
According to recent surveys, China, India, and the Philippines are t.docxronak56
According to recent surveys, China, India, and the Philippines are the three most popular countries for IT outsourcing. Write a short paper (2-4 paragraphs) explaining what the appeal would be for US companies to outsource IT functions to these countries. You may discuss cost, labor pool, language, or possibly government support as your reasons. There are many other reasons you may choose to highlight in your paper.
.
According to Rolando et al. (2012), alcohol socialization is th.docxronak56
According to Rolando et al. (2012), “alcohol socialization is the process by which a person approaches and familiarizes with alcohol learns about the values connected to its use and about how, when and where s/he can or cannot drink.”
Based on the focus group findings, describe what the first drink means in both Italy and Finland, and what types of attitudes are connected with different types of socialization processes. Respond to two posts identifying how positive values can be connected to first memories of drinking.
.
According to the author, Social Security is an essential program, .docxronak56
According to the author, Social Security is an essential program, but its future is looking unpromising unless we start by eliminating the payroll tax cap.
In the author’s proposal to keep the funding open, the author proposes the acceptance of Bernie Sanders’ “Keeping Our Social Security Promises Act,” which the author suggests would removes the payroll tax cap. To elaborate further, the author stated that the reason for the cap on the social security is because of the uneven amount of participation during elections which makes the rich influential in governance. The author stated that, research have found that the rich who made over $125,000 contributed 35% in campaigns. According to the author, this act causes a major problem regarding the shaping of the social security because people with lower income would not be able to contribute that amount of money towards campaigns. The author also states that it causes greater income equality, since those who contribute are rich and as a matter of fact get more benefits from political power in the form of payroll tax cap. This in the authors words, compromises the state of social welfare in the United States because those active in politics don’t have the same views as the poor who are focused on housing, poverty, and health. Congressional Research Service was used to predicts that, if tax cap is not removed, there will be a permanent increase of tax rate from 12.4% to 15.1% which would hurt people making less than the current tax cap currently at $132,900 or, cutting benefits by 20% in 2035 and continuously rising every year.
In as much as the author makes a good point on the percentage of rich people that donated to campaign, the author failed to state how much the rich get in payroll tax cap since that is a major part of the authors argument. The authors failed to indicate how an increase in tax rate would affect people making less than the current tax cap which is $132,900. To sum it up, the author failed to expand and give more numeric evidence to support the argument.
In addition, to provide a guideline in eliminating payroll tax cap, the author suggested a bill introduced by Bernie Sanders called, Keeping Our Social Security Promises Act. The bill according to the author seeks to remove the cap placed on payroll taxes. The author further stated the bill will help Solvency to expand for 75 years without increasing taxes for those who earn less than $250,000, the only people who will see a change are those earn more than $250,000. According to the Congressional Research Service as stated by the author, removing the cap would eliminate 84% of the projected shortfall. The author stated that, the top 200 CEOs would have to contributed $341,291,106 towards Social Security when the tax cap is removed. In addition, the author stated that, removing the cap would eliminate 84% of the projected shortfall. The author proposes an increase in the taxable payroll from 12.40% to 12.83% to keep it solvent.
According to Morrish, the blame for the ever-growing problem of disc.docxronak56
According to Morrish, the blame for the ever-growing problem of discipline in schools rests at least in part on popular discipline theories, which he believes have gone to excess in allowing students to make choices concerning how they will conduct themselves in school. What are your thoughts about Morrish’s ideas?
.
According to DuBrin (2015), Cultural intelligence is an outsiders .docxronak56
According to DuBrin (2015), "Cultural intelligence is an outsider's ability to interpret someone's unfamiliar and ambiguous behavior the same way that person's compatriots would" (p. 177). In this case, how would you incorporate cultural intelligence within a team setting? Please explain.
Your journal entry must be at least 200 words
.
According to Edgar Schein, organizational culture are the shared.docxronak56
According to Edgar Schein, organizational culture are the shared beliefs and values among a group of people which influences how they perceive, think, and react in the organization. There are four types of organizational culture:
Clan-Internal focus that values flexibility
Adhocracy-A risk taking culture with an external focus on flexibility
Market-A competitive culture with an external focus on profits over employee satisfaction
Hierarchy-A structured culture valuing stability and effectiveness internally
How would you describe the organizational culture of a pr
evious or current place of employment? And why?
Do you think this type of culture is best suited to help the company achieve its strategic goals? Explain.
.
According to DuBrin (2015), the following strategies or tactics are .docxronak56
According to DuBrin (2015), the following strategies or tactics are identified for enhancing your career:
develop career goals,
capitalize on your strengths and build your personal brand,
be passionate about and proud of your work,
develop a code of professional ethics and prosocial motivation,
develop a proactive personality,
keep growing through continuous learning and self-development,
document your accomplishments,
project a professional image, and
perceive yourself as a provider of services. (p. 430)
Identify and explain three career-enhancing techniques or tactics in advancing your career.
Your essay should be at least two pages and should include an introduction, a body of supported material (paragraphs), and a conclusion. Be sure to include two references (on a reference page), and follow all other APA formatting requirements. The reference page does not count toward the total page requirement.
Be sure to apply the proper APA format for the content and references provided.
.
According to DuBrin (2015), the following strategies or tactics .docxronak56
According to DuBrin (2015), the following strategies or tactics are identified for enhancing your career:
develop career goals,
capitalize on your strengths and build your personal brand,
be passionate about and proud of your work,
develop a code of professional ethics and prosocial motivation,
develop a proactive personality,
keep growing through continuous learning and self-development,
document your accomplishments,
project a professional image, and
perceive yourself as a provider of services. (p. 430)
Identify and explain three career-enhancing techniques or tactics in advancing your career.
Your essay should be at least two pages and should include an introduction, a body of supported material (paragraphs), and a conclusion. Be sure to include two references (on a reference page), and follow all other APA formatting requirements.
.
Access the Mental Measurements Yearbook, located in the Univer.docxronak56
Access
the Mental Measurements Yearbook, located in the University Library.
Select
two assessments of intelligence and two achievement tests.
Prepare
a 13 slide presentation about your selected instruments. In your analysis, address the following:
Critique the major definitions of intelligence. Determine which theory of intelligence best fits your selected instruments. Explain how the definition and the measures are related.
Evaluate the measures of intelligence you selected for reliability, validity, normative procedures, and bias.
Your selected intelligence and achievement assessments. How are the goals of the tests similar and different? How are the tests used? What are the purposes of giving these differing tests?
.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
South African Journal of Science: Writing with integrity workshop (2024)
Research InformationReview the following resources to furthe.docx
1. Research Information
Review the following resources to further your understanding of
a selected firm to use in your coursework. Use additional
resources from the Capella University Library, Internet, your
text case studies, or your own research, as needed, for
completing the course assessments.Ford
Ford is a complex multinational organization that has recently
focused on strategic initiatives to address production capacity,
supply chain reliability, sustainability, and technological
innovation in order to remain competitive in the rapidly
changing automotive industry.
· Grant, R. M., and Jordan, J. (2012). Ford and the world
automobile industry in 2012. Hoboken,NJ: Wiley and Sons.
· Currie, Antony., Larsen, Peter. (2011). Ambitiousgoals for
ford. The New York Times. Retrieved from:
http://www.nytimes.com/2011/06/08/business/08views.html?_r=
0
· Daniels Fund Ethics Initiative. (n.d). Ford Motor Company
Manages Ethics and SocialResponsibility. Retrieved from:
https://danielsethics.mgt.unm.edu/pdf/ford-motor-case.pdf
· Henry, J. (2015). One Ford, Part Two; Tweaking The Master
Plan. Retrieved from Forbes. Retrieved from:
http://www.forbes.com/sites/jimhenry/2015/08/30/one-ford-
part-two-tweaking-the-master-plan/#3d15b7147333
· Miller, D. (2016, April 9). Dispelling 3 Ford Motor Company
Shareholder Concerns. The Motley Fool. Retrieved from:
http://www.fool.com/investing/general/2016/04/09/dispelling-3-
ford-motor-company-concerns.aspx
· Currie, Antony., Larsen, Peter. (2011). Ambitiousgoals for
ford. The New York Times. Retrieved from:
http://www.nytimes.com/2011/06/08/business/08views.html?_r=
0Procter and Gamble
2. This is a huge multinational firm with products you probably
buy every day. This business is interesting because the company
is focusing on science and technology to help it revise many of
its business strategies and contribute to overall company goals
for sustainability and corporate social responsibility.
· Brown, B., & Anthony, S. D. (2011). How P&G tripled its
innovation success rate. Harvard Business Review, 89(6), 64-
72.
· Dillon, K. (2011). I think of my failures as a gift. Harvard
Business Review, 89(4), 86-89.
· Lafley, A. G., Martin, R. L., Rivkin, J. W., & Siggelkow, N.
(2012). Bringing science to the art of strategy. Harvard
Business Review, 90(9), 56-66.
· Lafley, A. G., & Tichy, N. M. (2011). The art and science of
finding the right CEO. Harvard Business Review, 89(10), 66-
74.Virgin Group
A multinational conglomerate with more than two dozen Virgin-
branded companies, Virgin operates in at least 13 regions
around the globe, in seven industries (Virgin, n.d.).
It becomes apparent that Virgin’s corporate strategies include
diversification and globalization, and some argue there are
opportunities for Virgin to vertically integrate companies within
certain market segments-travel and lifestyle markets, for
example. Yet, however Virgin’s corporate strategies are labeled,
the brand is the dominant resource that Richard Branson
leverages to acquire and develop new business that
differentiates Virgin from the competition (Ankeny, 2012).
Branson’s philosophy toward management of Virgin companies
includes keeping intact the entrepreneurial spirit of firms
acquired or merged. He defends his approach to keeping a
multitude of individual entrepreneurial companies with the
Virgin brand as follows: “Often, owning a number of individual
stand-alone companies run by different people can be more
3. effective than having one giant company with lots of people
working together” (Maxwell, 2014, And what about making the
difficult decisions concerning people heading, para. 2).
A strategic assessment of Virgin is an assessment of how well
an individual Virgin company fits the Virgin business model.
Prahalad and Bettis (1986) might define the business model of
Virgin as the dominant logic that describes the rationale for
Virgin’s diversification strategy.
Choose one of the following Virgin companies to conduct a
comprehensive organizational strategic assessment:
· Virgin Atlantic.
· Virgin Galactic.
· Virgin Media.
· Virgin Records.
References
Ankeny, J. (2012, June). The good sir Richard. Entrepreneur,
40(6), 30–38.
Maxwell, C. (2014). Sir Richard Branson. Retrieved from
http://www.director.co.uk/sir-richard-branson/
Prahalad, C. K., & Bettis, A. (1986). The dominant logic: A new
linkage between diversity and performance. Strategic
Management Journal, 7(6), 485–501.
Virgin.com. (n.d.). Retrieved from
http://www.virgin.com/company
Additional Resources
· Hunter, M. (2013). Typologies and sources of entrepreneurial
4. opportunity (II). Economics, Management &Financial Markets,
8(4), 69–141.
· Altman, W. (2009). Branson: The global brand builder.
Engineering & Technology, 4(2), 80–81.
· Rubin, E. N. (2013). Assessing your leadership style to
achieve organizational objectives. Global Business &
Organizational Excellence, 32(6), 55–66.
1
3
Due NO later than May 26,2017 Friday @ 11 PM Pacific
Standard Time Zone
2 pages long and need to include References & Citations.
Included is a document that contains resources and must use two
of those resources to obtain information from. Also included is
the case study to draw information from. Please use info from
these two somewhere in the paper
PLEASE READ ALL ATTACHED DIRECTIONS
Assignment
Give a short analysis of each bullet point below.Use the
Internet, or case study attached or the links from the attached
word document.
· Explain & Analyze the generic business strategies, including
cost, differentiation, and focus or hybrid information, for the
selected firm.
5. · Analyze what business strategies the firm is using in their
marketplace approach. Provide examples of how they use the
strategy to position itself in a competitive environment. Include
an analysis of key elements of the overall business strategies
that ford is using in their marketplace approach and summarize
the findings.
Ford and the world
automobile industry
in 2012
www.foundationsofstrategy.com
At the beginning of 2012, the Chief Financial Offi cer of Ford
Motor Company, Lewis Booth,
was reviewing his fi nancial forecasts for 2012-16. Ford’s
turnaround since the crisis of
2007-8 had been remarkable. After a loss of $14.7 billion in
2008, Ford earned net profi ts
of $6.6 billion in 2010, and it looked as though Ford’s profi t
for 2011 would exceed this.
The recovery had been much more rapid than Booth had
expected. Ford’s business plan of
December 2008 projected that it would not break even until
2011.1 Booth attributed the
speed of the turnaround to three factors: fi rst government
measures in North America and
6. Europe to stimulate demand through incentives for scrapping
old cars and subsidies for
purchasing new, fuel-effi cient models; second, the recovery of
demand in several major
markets including China, India, Brazil and the US; third, Ford’s
own restructuring. The “One
Ford” transformation plan introduced in 2006 had closed plants,
cut Ford’s workforce from
295 000 at the beginning of 2006 to 148 000 at the end of 2011,
sold Jaguar, Land Rover
and Volvo and a large chunk of Mazda; integrated Ford’s global
activities; and accelerated
product development including an increasing emphasis on
smaller cars.
Despite these successes, Booth looked to the future with much
trepidation. Ford’s
performance over the next fi ve years would depend on three
main factors: Ford’s ability
to continuing success with its One Ford strategy, the state of the
world economy, and
developments in the global automobile industry. On the fi rst of
these, Booth had few
doubts. On the second, he realized that, for all the uncertainty,
there was little that Ford
could do other than closely monitor the unfolding economic
situation and be prepared
to adapt to unforeseeable events. On developments in the global
automobile industry,
Booth was perplexed.
The collapse in industry profi tability in 2007-9 and descent
into bankruptcy of General
Motors and Chrysler was not simply a consequence of the fi
nancial crisis. It also refl ected
8. www.foundationsofstrategy.com
[I]nstead of natural selection, something else happened:
governments around
the world, from Canada and Brazil to Russia and South Korea,
stepped in with
prodigious amounts of cash to keep car plants open and
assembly lines running.
All told, automakers have benefi ted from well in excess of
$100 billion of direct
bail-out funds or indirect state aid . . . the biggest ever short-
term intervention in
manufacturing . . . (T)he money has prevented a necessary
shake-out in an industry
that has long had too many producers. Consultants at PwC
estimate the industry
has the capacity to build 86 million units this year, almost a
record—and 31 million
more than the 55 million vehicles that it will sell.2
the massive structural problems of the industry—most notably,
too many fi rms with too
much capacity chasing too little demand. The catastrophic
declines in industry revenues
and profi ts in 2008 promised a major industry restructuring.
Daimler’s CEO had predicted
that 2009 would be a “Darwinian year” for the auto industry.
Yet, the industry’s pre-crisis
structure survived almost intact. The Financial Times
commented:
Even before fi nancial crisis hit, the fi nancial performance of
the industry was dire:
between 1990 and 2008 the world’s fi ve biggest auto makers
(GM, Toyota, Ford, Daimler-
9. Chrysler and Volkswagen) had earned on average a net margin
of 1.1%; their return on
invested capital and together they had destroyed billions in
shareholder value. However,
despite the lack of exit or consolidation by the leading auto
makers, it was clear that
the structure of the industry was far from remaining static. The
shifting of demand from
the mature industrial nations to the growing markets of Asia,
Eastern Europe and Latin
America was accompanied by the emergence of new competitors
from these same
regions. Meanwhile, new technologies and environmental
concerns—including the
growing use of all-electric vehicles—wereredirecting the
industry’s development path.
Understanding how these diff erent forces would impact the
overall profi t potential of the
world automobile industry would be a key determinant of Ford’s
fi nancial performance
in the coming years.
Development of the world automobile industry3,4
The growth of demand and production
Vehicles powered by internal-combustion appeared in Europe
during the 1880s—Gottlieb
Daimler and Karl Benz were among the fi rst. By the end of the
19th century, hundreds of
small companies were producing automobiles both in Europe
and in America.
CASE02.indd 2CASE02.indd 2 29/02/12 4:27 PM29/02/12
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1
2
www.foundationsofstrategy.com
During the 20th century the industry followed diff erent
development paths in
diff erent parts of the world. The U.S. auto industry grew
rapidly during 1910–28 and
1946–65 before reaching market saturation (see Figure 1).The
automobile industries of
Western Europe and Japan also experienced maturing of their
markets with production
peaking in 1989–90. In all the advanced industrial countries the
increased longevity of
cars dampened market demand (see Figure 2).
Despite declining output in the advanced industrialized
12. countries, the world
automobile industry has continued to grow (see Figure 3). This
growth has been the
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950
1955 1960 1965 1967 1970 1975 1980 1985 1990 1995 2000
2005 2008
Trucks and Buses 0 750 6,000 74,00 321,7 530,6 575,3 697,3
754,9 655,6 1,337 1,249 1,194 1,751 1,539 1,692 2,272 1,667
3,464 3,718 5,634 7,228 7,656 6,733
Passenger Vehicles 4,192 24,25 181,0 895,9 1,905 3,735 2,787
3,273 3,717 69,53 6,665 7,920 6,674 9,305 7,436 6,546 6,712
6,400 8,002 6,049 6,350 5,542 4,321 3,777
Passenger Vehicles Trucks and Buses
Figure 1 U.S. motor vehicle production, 1900–2008
Figure 2 Median age of passenger cars in the U.S.
13. Source: R. L. Polk & Co.
CASE02.indd 3CASE02.indd 3 29/02/12 4:27 PM29/02/12
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4
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Y
www.foundationsofstrategy.com
Table 1 World motor vehicle production by countries and
regions
(% of world total)1
1960 1989 1994 2000 2005 2008 2010
U.S. 52.0 23.8 24.5 22.2 20.0 18.6 12.9
Western Europe 38.0 31.7 31.2 29.9 28.4 20.7 14.6
Central and E. Europe 2.0 4.8 4.3 4.6 5.4 9.5 7.7
Japan 1.0 18.2 21.2 17.7 17.0 16.7 12.6
Korea n.a. 1.8 4.6 5.0 5.3 5.5 5.6
China n.a. n.a. 2.7 3.5 5.7 13.3 24.0
World total (millions) 12.8 49.5 50.0 57.4 66.8 69.4 76.1
Note:
1 Motor vehicles include automobiles, trucks and buses.
Source: A. K. Binder (ed.), Ward’s Automotive Yearbook, 2011,
Wards Communications, Southfi eld MI, 2011.
result of growing output from the newly industrializing
countries—notably Korea, China,
Brazil, and India. (see Table 1). As a result, the proportion of
15. world output contributed by
the traditional production centers—the US, Western Europe, and
Japan—fell from 77% in
1994 to 40% in 2010 (see Table 2).
Figure 3 World motor vehicle production, 1965–2008
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
0
10
19
65
19
70
19
75
19
80
22. China n.a. n.a. 356 620 3118 6341 9494
Japan 7891 9948 7664 8363 9017 9916 8307
Germany 4604 4805 4360 5132 5350 5532 5552
Brazil 789 663 1312 1348 2009 2561 2828
Korea 793 987 1893 1881 2195 2436 2793
U.S. 7099 6077 6338 5542 4321 3777 27311
India n.a. n.a. 394 541 999 1507 2317
Spain 1403 1679 1959 2445 2098 2014 1951
France 3052 3295 3051 2883 3113 2144 1914
Mexico 266 346 710 1130 846 1217 1386
Russia2 1329 1260 834 967 1288 1469 1208
U.K. 1143 1296 1532 1641 1596 1448 1274
Czech Rep. n.a. n.a. 193 428 599 933 1070
Canada 810 1072 1339 1551 1356 1195 967
Poland 301 256 260 533 527 840 799
Italy 1701 1874 1422 1442 726 659 573
Notes:
1 The production data for the US do not include the large
23. volumes of pick-up trucks and SUVs produced by the
automobile companies but classed as trucks.
2 U.S.S.R. in 1987 and 1990.
Sources: Japan Automobile Manufacturers Association; Korean
Automobile Manufacturers Association; A. K. Binder (Ed.),
Ward’s Automotive Yearbook, 2011, Wards Communications,
Southfi eld MI, 2011.
e
f
The evolution of the automobile
The early years of the industry were characterized by
considerable uncertainty
over the design and technology of the motorcar. The fi rst
“horseless carriages” were
precisely that—they followed design features of existing horse-
drawn carriages and
buggies. Soon a bewildering variety of technologies were
competing. The internal-
combustion engine vied with the steam propulsion and electric
motors. Transmission
systems, steering systems and brakes all displayed a remarkable
range of technologies
and designs.
Over the years, technologies and designs converged. The Ford
Model T with its front-
mounted, water-cooled, four-cylinder engine represented the fi
rst “dominant design”
in automobiles. Convergence continued throughout the
twentieth century with the
25. www.foundationsofstrategy.com
elimination of most distinctively diff erent technologies and
designs. Air-cooled engines,
such as those of the VW Beetle disappeared along with
Citroen’s distinctive suspension
systems. Power trains standardized around four cylinders, in-
line engines, with V-6
and V-8 confi gurations for larger cars. Front-wheel drive
became standard on smaller
cars; suspension, steering, braking systems and body shapes
became more similar.
Technological progress was incremental: new materials, new
safety features, multi-valve
cylinders, and applications of electronics such as traction
control systems, electronic fuel
injection, variable suspension, satellite navigation systems, and
intelligent monitoring
systems.
Convergence also occurred across countries. The distinctive diff
erences that once
distinguished American, French and Japanese cars largely
disappeared—partly due
to the manufacturers’ promotion of global models. The same
market segments are
present in diff erent countries, though the sizes of these
segments vary greatly across
countries.In the U.S., “mid-size” family sedans, SUVs, and
pickup trucks are the largest
segments; in Europe and Asia, small family cars
(“subcompacts”) formed the largest
market segment.
This trend toward design convergence and piecemeal innovation
26. was interrupted
by the introduction of electric powered cars. This was hardly a
disruptive technology:
the fi rst electrically-powered cars and buses were in use at the
beginning of the 20th
century—in 1900, 28% of all automobiles produced in the U.S.
were all electric. Their
reintroduction was incremental: in 1997 both Toyota and Audi
introduced mass-
produced hybrid cars—100 years after Ferdinand Porsche had
developed the fi rst
hybrid car in which an internal combustion engine powered an
electric motor. The
launch of highway-capable, mass-produced, all-electric cars was
much anticipated
but long delayed—despite the well established markets for
neighborhood electric
vehicles (NEVs)—golf carts, maintenance vehicles, and site-
transport vehicles. At the
beginning of 2012, all the leading vehicle manufacturers had
all-electric models in
development, but the only mass-marketed all-electric, plug-in
cars were the Nissan
Leaf and the Mitsubishi iMiEVs.
Changes in manufacturing technology
At the beginning of the twentieth century, car manufacture, like
carriage-making, was
a craft industry. Few companies produced more than a 1000
automobiles annually.
When Henry Ford began production in 1903, he used a similar
approach. His vision of
an aff ordable, mass-produced automobile required the
development of more precise
machine tools that would permit interchangeable parts. In 1913,
he instituted his new
27. system of production. Components were produced either in
batches or continuously and
were then assembled on moving assembly lines by semi-skilled
workers. The productivity
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29. Toyota’s “lean production” was the second major revolution in
process technology.
Toyota developed its system in postwar Japan where shortages
of key materials
encouraged extreme parsimony and avoidance of inventories and
waste. Lean production
combined statistical process control, just-in-time scheduling,
quality circles, teamwork
and fl exible production (multiple models were manufactured on
a single production
line). During the 1980s and 1990s all the world’s car
manufacturers redesigned their
manufacturing processes to incorporate aspects of Toyota’s lean
production.
Flexible, lean plants reduced the importance of scale economies
in assembly. Minimum
effi cient scale once required plants producing over 400 000
units a year. After 1990, most
new assembly plants had capacities of between 150 000 and 300
000 units per annum.
However, scale economies remained important in components
and subassemblies: the
minimum effi cient scale for an engine plant was around 1
million units annually.
New product development
The increasing complexity of new cars in terms of electronics,
and new safety and
environmental standards caused the cost of developing new
models to rise steeply.
Taking an entirely new, mass-production model from drawing
board to production
line typically cost more than $2 billion. Ford’s
Mondeo/Contour—its fi rst global
model—launched in 1994 cost a total of $6 billion (including
30. tooling). The need to
amortize huge development costs over large numbers of vehicles
was the primary
driver of consolidation in the industry. Small automakers had
the choice of merging
with bigger rivals or seeking niche positions. Geographically-
focused manufacturers
such as Tofas of Turkey and Proton of Malaysia licensed
designs from the global auto
makers. The tiny Morgan company survived by making the same
hand-crafted sports
car that it had designed in the late 1930s. The quest to
economize on new product
development costs also encouraged a variety of strategic
alliances and joint ventures
among the auto makers.
To economize on new product development costs, a major trend
in the industry
was to use a single platform for multiple models. A “platform”
comprised a vehicle’s
architecture including its fl oorpan, suspension system and
layout of powertrain and major
components. While the major car makers widened their model
ranges, they increasingly
based these around a few platforms—typically between four and
six. Similarly with
major components: in engines, Ford moved to three engine
families: V-8/V-10, V-6 and
I-4 (four in-line cylinders). The I-4 engine had over 100
variations, an annual volume of
1.5 million,and was built at three diff erent plants—one in
North America, one in Europe
and one in Japan.
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The world auto industry in 2012
The manufacturers
The ranks of the leading producers were dominated by U.S.,
Japanese, and Western European
companies—plus Hyundai of Korea (see Table 3). All were
multinational: Toyota, GM and
Ford each produced more vehicles outside their home countries
than within. Compared
with comparable industries—aircraft, motorcycles, or
construction equipment—the
auto industry remained fragmented—in 2010 there were 18
manufacturers with annual
output exceeding 1 million vehicles and the 3-fi rm
concentration ratio (measured by units
of production) was 31.5%. Despite the many mergers and
acquisitions (see Table 4), the
industry’s consolidation was limited to the emergence of new
competitors (from China
and India especially). The crisis of 2008–9 resulted in several
divestments, but only one
major merger: between Fiat and Chrysler.
Table 3 The world’s leading auto manufacturers
1992 1996 2002 2005 2007 2010
GM U.S. 6764 8176 8326 9200* 9350 8476
Toyota Japan 4249 4794 6626 7974* 8534 8557
Volkswagen Germany 3286 3977 5017 5243* 6268 7341
Ford U.S. 5742 6611 6729 6818* 6248 4988
33. Daimler Germany 605 993
4456 4829* 4635
1940
Chrysler U.S. 2476 2958 1578
Hyundaia S. Korea 874 1402 2642 2534* 3987 5765
Honda Japan 1762 2021 2988 3391* 3912 3643
Peugeot France 2437 1975 3262 3375 3457 2605
Nissan Japan 2963 2712 2719 3569* 3431 3982
Fiat Italy 1800 2545 2191 1708* 2679 2410
Renaultb France 1929 1755 2329 2533* 2669 2716
Suzuki Japan 888 1387 1704 2630 2596 2893
BMW Germany 598 641 1091 1328* 1542 1481
Mitsubishi Japan 1599 1452 1821 1381 1412 1174
Mazda Japan 1248 984 1044 1149* 1287 1308
Daihatsu Japan 610 691 n.a. 909 856 — c
Chang’an Automobile China n.a. n.a. n.a. n.a. n.a. 1103
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36. *Sales data.
a Including Kia.
b Including Dacia and Samsung.
c Included in Toyota
Source: Ward’s Automotive Yearbook; Wikipedia
Table 4 Mergers and acquisitions among automobile
manufacturers,
1986–2011
Year Acquirer Target Notes
2010 Geely (China) Volvo (Sweden) Sold by Ford for $1.3 bn.
Spyker Cars (Neth.) Saab Auto (Sweden) Sold by GM for $1bn.
2009 Volkswagen (Germany) Suzuki (Japan) Acquires 20%
stake
Fiat (Italy) Chrysler (U.S.) Acquires 35% stake, later
increased to 58%
Volkswagen Porsche (Germany) Acquires 49%
Beijing Auto (China) Fujian Motor; Changfeng
Motor (China)
2008 Tata (India) Jaguar Cars, Land Rover (U.K.) Sold by Ford
SAIC Motor Group (China) Nanjing Automobile (China) SAIC
combines MG and Rover
37. brands
2005 Nanjing Automobile Rover (U.K.)
Toyota (Japan) Fuji Heavy Industries (Japan) Acquired 8.7%
stake from GM
2002 GM (U.S.) Daewoo (S. Korea) 42% of equity acquired
2000 Renault (France) Samsung Motors (S. Korea) 70% of
equity acquired
GM Fiat 20% of equity acquired
DaimlerChrysler (Germany) Hyundai (S. Korea) 10% of equity
acquired
DaimlerChrysler Mitsubishi Motors (Japan) 34% of equity
acquired
1999 Renault (France) Nissan (Japan) 38.6% of equity acquired
Ford (U.S.) Volvo Acquires car business only
Ford Land Rover Acquired from BMW
Toyota Daihatsu 51% stake acquired
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Daewoo (South Korea) Ssangyong Motor (South
Korea)
Daewoo (South Korea) Samsung Motor (South
Korea)
1997 Proton (Malaysia) Lotus (U.K.)
BMW (Germany) Rover (U.K.)
1996 Daewoo (South Korea) FSO (Poland)
Daewoo (South Korea) FS Lublin (Poland)
Ford (U.S.) Mazda (Japan) Increases stake from 25% to 33%
1995 Fiat (Italy) FSM (Poland)
1994 Daewoo (S. Korea) Oltcit/Rodae (Romania)
1991 Volkswagen Skoda (Czech Rep.) 31% stake later increased
to
100%
1990 GM Saab-Scandia (Sweden) 50% of equity acquired
Ford Jaguar
1987 Ford Aston Martin (U.K.)
Chrysler Lamborghini (Italy)
1986 Volkswagen Seat (Spain)
40. Source: Newspaper reports (various).
Outsourcing and the role of suppliers
Henry Ford’s system of mass production was supported by
intensive backward
integration. At Ford’s giant River Rouge plant, iron ore entered
at one end, Model
Ts emerged at the other. Ford even owned rubber plantations in
the Amazon basin.
Since 1980, the quest for lower costs and increased fl exibility
has resulted in massive
outsourcing of materials, components, and services. At the end
of the 1990s GM and Ford
both spun off their component businesses as separate
companies: Delphi and Visteon,
respectively. Relationships with suppliers also changed. The
Japanese model of close,
collaborative long-term relationships with their “fi rst-tier”
suppliers has displaced the U.S.
model of contract-based, arm’s-length relationships. The new
system has resulted in the
component companies gaining increased responsibility for
technological development—
especially for sophisticated subassemblies such as
transmissions, braking systems, and
electrical and electronic equipment. The component producers
have also grown in size
and global reach. Bosch, Denso, Johnson Controls and Delphi
are as big as some of the
larger automobile companies (see Table 5).
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The quest for cost reduction
Strong competition pressured companies to seek cost reduction
through several sources:
� Economies of scale were critically important in research,
component production,
and product development. According to Sergio Marchionne, the
CEO of Fiat and
Chrysler, effi ciency for a global auto producer required
producing at least fi ve
million cars a year: companies producing less would struggle to
survive.4
43. � Economies of scope. Many cost economies could be
exploited across diff erent
models. Investments in technology, dealerships, and marketing
could be applied
across all models—indeed, the use of common components and
platforms
meant that economies of scope were often converted into
economies of scale.
By 2012, all the leading auto makers had models ranges that
covered almost
every product segment from luxury cars to mini-cars—including
SUVs. However,
Ford had narrowed its product range by selling its Jaguar, Land
Rover, and Volvo
subsidiaries.
� Worldwide outsourcing. Outsourcing has grown from
individual components to
major subassemblies (such as engines and steering systems)—
even to complete
Table 5 Revenues and profi tability of the biggest automotive
component
suppliers
Revenues ($ billion) ROA (%) ROE (%)
1994 2000 2008 2010 2010 2010
Robert Bosch (Germany) 19.6 29.1 58.5 62.6 5.0 8.6
Denso Corp. (Japan) 11 18.2 40.3 36.6 4.6 5.2
Johnson Controls (U.S.) 7.1 17.2 35.9 34.3 4.3 14.8
Aisin Seiki (Japan) 7.3 8.9 27.1 26.4 3.1 7.1
44. Magna International
(Canada)
n.a. 10.5 23.7 24.1 4.0 12.9
TRW Automotive
Holdings (U.S.)
n.a. n.a. n.a. 14.1 9.0 40.4
Delphi Automotive (U.S.) n.a. 29.1 18.1 13.8 5.7 n.a.
Eaton (U.S.) 4.4 8.3 15.4 13.7 6.6 12.6
Valeo SA (France) 3.8 8.9 11.4 13.2 4.9 25.5
Lear Corp (U.S.) 3.1 14.1 13.6 12.0 6.6 17.8
Note:
n.a. = not available.
Sources: Financial Times, Fortune.
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cars (including design and engineering). An important source of
cost savings from
outsourcing derives from component suppliers’ lower wages and
benefi ts compared
to the auto assemblers.
� Just-in-time scheduling, a key element of lean production,
permitting radical
reductions in inventories and work-in-progress.
46. � Off -shoring. Geographical shifts in production were partly
the result of automakers
seeking lower cost manufacturing locations; Toyota moved
production from Japan
to lower cost locations in Southeast Asia; Volkswagen from
Germany to central and
eastern Europe.
� Collaboration. Collaborative arrangements included joint-
venture plants,
technology alliances, component supply agreements and joint
marketing
agreements. In emerging market countries, most new auto plants
were joint
ventures between local and overseas companies. These
arrangements economized
on the costs of developing new technologies and new products,
and accessing
overseas markets. Ford’s network of alliances (see Figure 4) are
typical of linkages
among the automobile companies.
Figure 4 Ford’s alliances with other automakers
FORD
BMW
Supplies of parts to one
another. Ford Malaysia
assembles BMW cars.
Collaboration on
Hydrogen research
CHONGQING
CHANGAN
47. Joint venture to
assemble Ford v
Vehicles in China
CHRYSLER
Joint research into
Emissions and electric
vehicle technology
DAIMLER
Joint research
into fuel cells
FIAT
Iveco Ford Truck Ltd
is a UK truck making
Joint venture
FIRST AUTO WORKS
A joint venture with Volvo to
produce engines in China
GENERAL MOTORS
Joint venture to produce
transmissions
MARUTI
Joint venture to
produce components
in India
MAZDA
Equity stake cut to 13%.
48. Shared technology,
designs & components.
Several JVs.
PEUGEOT
Partnering in
diesel engines
TATA
Purchase of Jaguar
& Land Rover linked to
cooperation on
technology
and components
TOYOTA
Patent cross-licensing
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Despite constant cost-cutting, the major automakers were unable
to rival low cost
producers in China, India, and elsewhere. Tata Motors’ 2009
launch of its Nano model—
four-seater, 623cc city car, with fuel cosumption of 70 miles per
gallon and priced at
a mere $2200—was a major shock to the multinational
automakers. However, the
subsequent diffi culties that the Nano encountered in terms of
production, safety and
market acceptance point to the sheer complexity of the bringing
an innovative new
model to market and the challenges facing emerging market
automakers in rivaling the
experience and expertise of the established giants.5
Excess capacity
The greatest structural problem of the industry was excess
capacity. Ever since the early
1980s, the growth of production capacity had outstripped the
growth in the demand
for cars. Import restrictions had exacerbated the problem.
During the 1980s and early
1990s, North American production capacity grew substantially
as a result of Japanese
51. companies building greenfi eld “transplants.” Further big
additions to world production
capacity resulted from the expansion of the Korean car industry
during 1992–7. Since
2000, the main additions to capacity were in Eastern Europe,
Asia and Latin America
where all the world’s leading automakers rushed to build new
plants to serve growing
demand. The biggest overhangs of excess capacity were in
North America and Europe
(see Table 6), but even in China, where demand grew by almost
50% annually between
2002 and 2011, growth of capacity outstripped growth in
demand. Looking ahead,
the prospects of reducing excess capacity were limited by, fi rst,
the resistance by
national governments to plant closures; second, continuing
investment in new plants
in emerging market countries—in China capacity utilization was
forecast to fall to 66%
by 2016.
Table 6 Automobile production capacity utilization
2008 2009 2010
North America 79% 44% 65%
South America 82% 62% 75%
Europe 84% 65% 68%
Japan and Korea 86% 72% 78%
South Asia 89% 83% 81%
52. Source: Various press and consulting fi rm reports.
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Internationalization
International expansion was driven primarily by the auto
makers’ desire to access
growing markets; to exploit scale economies in purchasing,
technology, and new product
development; and to seek low-cost manufacturing locations (see
Table 6). Although
Ford and General Motors began their international expansion
back in the 1920s, until
the 1970s the world auto industry was made up of separate
national markets where
each national market was dominated by indigenous producers.
The global strategies of
the Japanese automakers changed all that. After 1980, the main
strategic priority of all
the world’s major auto companies was to build aglobal presence
through acquisition,
alliance and joint venture. As a result of internationalization,
the dominance of national
champions was undermined (see Table 7).
Table 7 Hourly compensation for motor vehicle workers (U.S.$
per hour,
including benefi ts)
1975 1984 1994 2004 2006 2009*
Germany 7.9 11.9 34.7 44.0 45.9 46.5
U.S. 9.6 19.0 27.0 33.9 35.1 33.5
54. U.K. 4.1 7.4 16.0 29.4 30.0 30.8
France 5.1 8.2 18.8 26.3 29.4 40.1
Japan 3.6 7.9 25.9 27.4 27.8 30.4
Spain 3.7 5.3 15.4 21.5 24.2 27.7
Korea 0.5 1.7 7.8 15.8 19.0 14.2
Italy 5.2 8.0 16.3 21.7 18.6 35.0
Mexico 2.9 2.6 3.0 3.5 3.7 5.4
Note: The 2009 data relates to all manufacturing industry; the
data for earlier years refers to motor vehicle manufacture only.
Source: U.S. Department of Labor, Bureau of Labor Statistics.
Table 8 Automobile market shares in individual countries (%)
1988 2006 2010 1988 2006 2010
U.S.* U.K.
GM 36.3 23.5 19.1 Ford 26.3 18.5 15.8
Ford 21.7 16.7 16.5 GM (Vauxhall) 13.7 12.7 12.8
Chrysler 11.3 8.8 9.3 Peugeot 8.7 10.0 8.8
Toyota 6.9 13.9 15.3 VW/Audi 5.9 12.9 16.0
Honda 6.2 8.8 10.7 BMW (& Rover) 15.0 4.6 6.9
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57. Fiat 59.9 28.5 30.1 Hyundai 55.9 50.0 37.6
VW/Audi 11.7 10.8 11.6 Kia 25.0 23.3 28.2
Ford 3.7 7.8 9.1 Daewoo 19.1 10.0 22.7
Peugeot n.a. 9.6 10.3 CHINA
Renault 7.1 6.4 Shanghai GM 10.4
GERMANY Shanghai VW 9.7
VW/Audi 28.3 27.8 35.1 FAW Volkswagen 8.9
GM (Opel) 16.1 9.7 8.9 Beijing Hyundai 6.1
Ford 10.1 8.0 6.8 Dongfeng PSA 6.0
Daimler 9.2 11.3 10.6 BYD 5.5
Chery 5.1
Notes:
* The market share data is for passenger cars only with the
exception of the U.S. which is for cars and light trucks.
n.a. = not available.
Sources: Japan Automobile Manufacturers Association; Korean
Automobile Manufacturers Association; A. K. Binder (Ed.),
Ward’s Automotive Yearbook, 2009, Wards Communications,
Southfi eld MI, 2009.
Outlook for the future
58. As he reviewed the forces likely to impact the world automobile
industry during the next
fi ve years, he found it diffi cult to assess their combined
impact of these forces on the
overall intensity of competition in the industry.
While Ford had forecasts for demand growth in all the major
markets of the world,
even if the more optimistic boundaries of these forecasts were
achieved, market growth
would not translate into adequate profi t margins if the chronic
overhang of excess
capacity remained. In the mature industrialized countries there
seemed little prospect
that either market growth or that plant closures would eliminate
the overhang of excess
capacity. Indeed, the growth in alternative transport modes—
included shared car
ownership—pointed to the possibility of decline in private
automobile use. In the newly
industrializing countries—especially Asia and Latin America
where Ford had pinned most
of its hopes—the indications were that capacity expansion
would outstrip sales growth.
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The international aspirations of leading emerging markets
producers suggested that
the established auto makers would be facing more intense
competition. Tata Motor’s
acquisitions of Jaguar and Land Rover, Geely’s of Volvo and
SAIC’s of the MG and Rover
brands provides these fi rms with international platforms from
which to compete.
60. The introduction of all-electric cars, while off ering the
prospects for new demand,
might also be an opportunity for newcomers to muscle-in on the
market domains of
the major auto makers. Despite the tiny market share of hybrid
and all-electric vehicles,
environmental concerns, environmental regulation, and
depleting oil reserves pointed
to their potential to increasingly displace conventional
automobiles. Despite heavy
investments by most of the leading car makers in both hybrid
and all-electric autos,
leaders in electrical vehicles included Magna International, the
Canadian auto parts
producer, Tesla, a Californian start-up producers of luxury
electrical cars, Smiths Electrical
vehicles in electrically-powered trucks, BYD Auto the leading
Chinese producer of hybrid
and electric cars, and Think Global the Norwegian producer of
electric cars owned by the
Russian fi rm, Electric Mobility
Solution
s.
Despite the gloom that pervaded many experts’ outlook on the
auto sector, Booth
saw several rays of light. He had noted the success—in terms of
both sales and profi t
61. margins—of several small cars, notably the BMW Mini and Fiat
Cinquecento. It appeared
that customer preferences—even in the US—were shifting with
a greater interest in
fuel economy, safety, and aesthetics. After a long period when
diff erent manufacturers’
mass market models had been becoming increasingly similar,
the future might off er
greater potential for diff erentiation, including mass-
customization that the car makers
had hardly begun to exploit;cars ºhad been e auto form’s belief
in the superiority of the
internal combustion engine.
Underlying these opportunities were new approaches to product
development—
including virtual prototyping, modular design and collaborative
design and
development—which had the potential to overturn conventional
relationships between
scale and cost competitiveness within the industry.
Appendix
Table 9 Company sales ($ billion)
62. 1980–4a 1985–9a 1990–4a 1995–9a 2000-4a 2005-9 a 2010
Toyota 18 42 82 107 125 205 222
VW 16 28 48 64 96 143 168
GM 68 110 128 169 186 167 135
Ford 42 77 96 149 166 155 129
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Notes
1 Ford Motor Company, Business Plan Submitted to the Senate
Banking Committee,
December 2, 2008.
2 “U.S. Car Industry: Back on the Road, “ Financial Times,
June 17, 2009.
3 Automobiles (passenger motor cars) used to transport people
are normally
distinguished from commercial vehicles (trucks) used to
transport goods. However,
70. in the US, sport-utility vehicles and pick-up trucks (classed as
light trucks) are used
primarily for personal transportation. Ideally we would like to
defi ne the automobile
industry as comprising automobiles and light trucks (small vans,
pick-up trucks, SUVs,
passenger vans), but excluding heavy trucks and large buses.
However, most of the
statistics we use, “automobiles” exclude light trucks, while
“motor vehicles comprise
automobiles and and all trucks and buses.
4 “Fiat’s Marchionne sees auto-industry consolidation”
MarketWatch, Sept. 9, 2011.
http://w w w.market watch.com/stor y/fiats-marchionne -sees-
auto -industr y-
consolidation-2011-09-09
5 “Tata’s Nano: Stuck in low gear,” The Economist, August 20,
2011.
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