External Assessment for Ford Motor, Inc. Angela Chen, Avi Avigdor, Jennifer Konkin Organization Assessment Sep 2007
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1 External Assessment for Ford Motor, Inc Angela Chen, Avi Avigdor, Jennifer Konkin Organization Assessment Sep 2007
2 Outline PEST Analysis Global Situations Key Success Factors Competitive Strategies Analysis Business Strategies SWOT analysis Review Questions References 2
3 PEST Analysis Political 1970 Clean Air Act 1975 Energy Policy and Conservation Act 1992 Intermodal Surface Transportation Act (airbag) Economic Major user of computer chips, aluminum, plastics, textiles etc Every automaker creates 7 jobs in other industries Social Generation X and Generation Y Larger vehicles preferred and popular Technological Purchase through information on internet Electric cars, fuel efficient 3
4 Global Situations Alliance of Automobile Manufacturers GM, Ford, Chrysler, MBW, Volkswagen, Volvo, Toyota, Mazda, Nissan Global Merger and Acquisition Ford formed a strategic alliance with Mazda by owning 25 percent stake in Mazda Daimler-Benz A.G. merged with Chrysler Cooperation to form DaimlerChryler A.G Ford bought Aston Martin Lagonda and Jaguar of Britain, and KIA of Japan, to gain their resources and skills 4
5 Key Success Factors Large scale technology: multi-model assembly lines that reduces company manufacturing costs and allows greater flexibility to change quickly from one model to another to meet customer preferences ISO 14001: Ford also was the first automaker to take the leap to certify all of its manufacturing facilities to quality standard of ISO Dedicated to social services and environment improvement, set up funding and grants for conservation for the environment, art and humanities 5
6 Five Forces of Competition Model by Porter 6
7 Five Forces of Competition Model Threat of New Entrants Low, large economic scale, high entry barrier Bargaining Power of Suppliers Low, abundant suppliers, easily switched Bargaining Power of Buyers Moderately high, revenue sources, low switching cost Threat of Substitute Products Biking, training, walking, public transportation Intensity of Rivalry among Competitors Strong, lack of differentiation, constantly compared in ads 7
8 Business Strategies 1950s, Ford adopted vertical integration by merging the supplier into its own operation Ford had a strategic alliance with Hertz car rental by owning 49 percent of the company. Adopt Cartels, increase the collective profits by means of price fixing with GM to coordinate their prices high for large trucks Aligned Business Framework, to improve suppliers collaboration aiming to lower costs 2006, The Way Forward includes resizing the company to match current market realities, dropping some unprofitable and inefficient models, consolidating production lines 8
9 SWOT Strengths Technology innovator Global operations with Automotive and Financial services Weakness Struggling to maintain sales numbers The automaker reported a net loss of $12.7 billion during 2006 Estimated that it will not return to profitability until 2009 Opportunities Aggressive ad campaigns Releasing innovative products Threats Competition from Japanese car makers Huge development costs History burden, large scale manufacturing 9
10 Questions Please list one item in the PEST analysis that affects the consumer s daily life. What are the business strategies used by Ford as discussed in class a) Vertical integration b) Strategic alliance c) Cartel d) Aligned Business Framework e) All of the above Please list one force in competition model and briefly explain. 10
11 References Academic mind (2007). Automotive industry analysis - GM, DaimlerChrysler, Toyota, Ford, Honda. Retrieved May 2007, Business Week On Line. Street Pans Ford s Radical Surgery; For Ford s Mulally, recovery is job one. Retrieved Sep week online. Ford Motor, Inc. (2007). Henry Ford and family. Retrieved Sep. 2007, from Gareth, J., (2004). Organizational theory, design, and change, text and cases. (4th edition). New Jersey: Prentice Hall. Rigor and Relevence in Management. Five competitive forces. Retrieved Sep. 2007, from Speizer, I. (2006). Overhauling Ford. Workforce Management, 85(6),
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