Williams BUS 4302 Unit 4 Implementation Plan 3

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Unit IV Project: The Ford Company

Mary Williams

Columbia Southern

BUS 4302

Implementation Strategy: Part 1

In 1903, Henry Ford co-founded Ford Motor Manufacturer, an Automobile manufacturing company based in Detroit, Michigan. The firm manufactures cars and other automotive equipment, which is one of the world's leading automakers. According to 2015 car production, Ford is the fifth-largest carmaker worldwide and the second-largest in the U.S. after General Motors. This article examines the Ford Motor Company and provides an overview of its history, objective, organizational structure, and products and services it offers.

Following Henry Ford's first foray into automobile manufacturing, the Ford Business was founded in 1901. However, it wasn't until 1896 that Henry Ford produced and commercialized his first Quadra process that he came up with the idea for the Ford Company. In 1902, 12 investors put $28,000 into the Ford Company's start-up fund. John and Horace Dodge, who would create their car firm, were the most prominent investors. By 1903, all of Ford's money had been invested, but profits indicated that Ford's new equipment would succeed.

Ford created a Model T car in 1908, and the company sold more than 15 million of them in its first ten years of operation in an assembly line (Ford Motor Company, 2015). When Ford purchased the Lincoln Motor Company in 1922, he could compete with the more established automobile manufacturers. As a result, Ford has produced the world's most popular vehicles. Ford started making new engines in 2015; the 2.0-liter and 3.0-liter Eco-Boost engines were the first to be produced (Ford Motor Company, 2015). In addition to autos, buses, trucks, and automotive components and tractors.

Ford's strategy, goal, and organizational structure all point to the company's concentration on enhancing safety and maximizing profitability. As a result, the business has been able to manufacture high-performance vehicles with considerably larger engine outputs. According to its objective, Ford wants to operate vigorously to achieve appropriate profits in the rapidly dynamic model mix "one ford, one group, one approach, one objective." Aside from maximizing shareholder value, the corporation places a high value on customer security. Blindspot software applications and lane alarms have been added to Ford vehicles to increase safety.

Ford's strategy, mission, and organizational structure have a favorable impact on the company's customers and the environment, respectively. For example, during the first three months of operation, the company reduced warranty repairs by 66 percent. Moreover, because the cars have tiny displacements and high-output engines, their energy consumption is relatively low. And the company's stakeholders are pleased with its leadership's focus on delivering profits. In addition, cars and enterprises manufactured and sold in America by Ford are environmentally friendly, focusing on decreasing emissions.

Sales volume is a short-term goal for Ford to counter the financial recession and improve its liquidity. Ford's goal is to expand global sales and achieve a more evenly distributed profitability around the globe. For the sake of global stability, the corporation is also trying to cut its overall costs. The long-term objective is to achieve an automotive operating margin of 8% by reducing the new competition. General Motors, Toyota, Mercedes-Benz, BMW, Volkswagen, and Hyundai-Kia are Ford's most formidable rivals. By incorporating human-centered experiences into cars and services, the company seeks to broaden its scope.

Finally, Ford needs to diversify its regional geographic divisions to ensure that its business objectives are effectively developed in all markets throughout the globe. Ford's strategy, goal, and organizational structure can all be improved by boosting the company's investment in research and development (Child, 1972). Ford's growth strategy is predicated on an aggressive investment in R&D, which necessitates product innovation. Ford's generic strategy would benefit from the aggressive growth plan, which would help the company adapt to changes in the market and broad differentiation.

References

Child, J. (1972). Organizational structure, environment, and performance: The role of strategic choice. Sociology, 6(1), 1-22.

Ford Motor Company (2015). Governance and Management Structures. Ford Motor Company Form 10-K, 2014.