福特汽车公司的案例分析报告

发布时间：2016-05-03 16:15

Abstract摘要

福特是世界上规模最大、最成功的汽车生产商之一，但在2014，其经济效益下降了56%。本报告旨在提出建议，以改变其净利润的快速下降，并提出建议，为福特未来的发展战略。该报告通过PEST分析，，分析内部和外部状况，机会SWOT分析和波特的五种力量模型分析，福特当时面临的挑战。该报告认为，这是正确的福特在采用差异化战略，但福特的差异化战略，在未来必须符合消费者的需求，使差异有价值。福特在采用纵向一体化战略的同时，采取了较为成熟的制度和经验，但是，它需要不同环节的部分或组件生产者作出及时调整，以满足消费者的多样化需求。福特的关注消费者的意见是可取的，这需要进一步提高公司内部各部门之间的有效沟通。福特采用高质量、低价格的策略，要求其能更好地理解和满足客户的需求和控制产品的成本。最后，本报告从四个方面：差异化战略、内部沟通、外包和混合策略对福特未来发展提出建议。Ford is one of the most largest and successful car manufacturers in the world, but in 2014, its  economic benefits fell 56%. This report aimed to make recommendations for Ford to change the rapid decline in its net profit and bring forward suggestions for Ford’s development strategy in future. The report was through PEST analysis, SWOT analysis and Porter's Five Forces Model to analyze the external and internal status, opportunities, challenges that Ford faced at that time. The report concluded that it was proper for Ford in the adoption of differentiation strategy, but Ford's differentiation strategy in future must match the needs of consumers to make the difference valuable. Ford has taken a more mature system and experience in adopting the vertical integration strategy, however, it needs part or component producers of different links to make timely adjustments to meet the diverse needs of consumers. Ford's attention to the views of consumers is desirable, which needs further increasing the effective communication between the various departments within the company. Ford’s adoption of high-quality, low-price strategy requires its ability to understand and meet what customer needs and control product cost better. Finally the report was from four aspects: differentiation strategy, internal communication, outsourcing and hybrid strategy to put forward recommendations for Ford's future development.

Table of Contents目录
Abstract.............................................................................................................................................4
1.0 Introduction................................................................................................................................5
2.0 Main body...............................................................................................................................6
2.1 Porter's Five Forces Model....................................................................................................6
2.1.1The main strength of competition in the industry..........................................................6
2.1.2 Threat of new entrants...................................................................................................6
2.1.3 Bargaining power of suppliers......................................................................................6
2.1.4 Bargaining power of buyers..........................................................................................7
2.1.5 Threat of substitute products of services.......................................................................7
2.2 PEST analysis.........................................................................................................................7
2. 2.1 Political factors............................................................................................................7
2.2.2 Economic factors...........................................................................................................7
2.2.3 Social factors.................................................................................................................8
2.2.4 Technological factors....................................................................................................8
2.3 SWOT analysis.......................................................................................................................9
2.3.1 Strength.........................................................................................................................9
2.3.2 Weakness.......................................................................................................................9
2.3.3 Opportunity.................................................................................................................10
2.3.4 Threats.........................................................................................................................10
3.0 Discussion..................................................................................................................................11
3.1 Porter’s Generic Strategies...................................................................................................11
3.2 VRIO frameworks................................................................................................................12
3.3 Core capabilities...................................................................................................................12
3.4 The strategy clock................................................................................................................13
4.0 Evaluation.................................................................................................................................13
5.0 Conclusions...............................................................................................................................14
6.0 Recommendations....................................................................................................................14
References.......................................................................................................................................16
Bibliography...................................................................................................................................18
Appendix A.....................................................................................................................................19
Appendix B....................................................................................................................................20
1.0 Introduction
Ford Motor Company is one of the largest automobile manufacturers in the world, it was founded in 1903 and it owns Ford and Lincoln brands (Bayou and Korvin, 2008). In addition to making cars, the company also owns the world's largest credit company - Ford Financial, the world's largest car rental company - Hertz and a customer service brand - Quality Care (Kochhar and Kelkar, 2003). In 2008 when the economic crisis occurred, Ford was the only automotive group which set itself from the economic crisis without the help from the country. Ford has been the second best-selling brand form seventy-five years in the US auto market, it is second only to General Motors (Levinson et al., 2011). In 2007, because of high oil prices, the sales of its large SUV and trucks reduced and it was surpassed by Toyota, becoming the third best-selling brand in the US market. Ford's past success was related to its successful strategies. However, with the change in the market environment and the fierce market competition, the positive role of Ford's past strategies reduced, in 2014, Ford's profit fell 56% (Geum, Lee and Park, 2014). In the following content, it was first  through PEST analysis, SWOT analysis and Porter's five forces model to analyze the external and internal status, opportunities, challenges of Ford at that time, then it carried out a critical analysis on Ford's current strategies to bring forward recommendations on Ford's strategies in future.

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