Running Head: PROJECT 4
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Project 4 – Strategy Selection, Implementation, and Evaluation
May 17,2022
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Introduction
Ford is a reputed automobile business that operates in the global automobile landscape.
The strategic approach of the business entity plays an instrumental role in shaping its ability to
carry out its business operations in a sustainable and profitable manner. The business focuses on
its strategic approach since it enables it to gain a competitive edge over its rivals in the
automobile business landscape. In the report, a diverse range of strategies has been designed for
the Ford automobile business that will enable it to effectively carry out its business while
delivering value for the target market audience. Zhilkin has argued that in the highly
competitive and dynamic automobile industry, the role of strategy is instrumental for the
survival of a business (Zhilkin & Kiryukhina, 2021). Over the years, the Ford automobile
business has succeeded in working on its strengths and creating innovative cars, trucks, and
automobiles that focus on customer safety as well as robust functionality.
In the report, a pool of alternative strategies has been designed for Ford that can help the
business effectively carry on with its business journey in the evolving automobile landscape.
Each of the strategies has been critically evaluated, and the best strategy has been identified
using appropriate tools and concepts. Relevant implementation plans have been formed, and
measures that must be adopted after the implementation stage have been identified so that the
business can devise and manage effective strategic approaches to sustain its competitive
position in the automobile market.
Alternative strategies for Ford Motors
Strategic planning and development are essential for each and every organization,
regardless of the industry in which they operate. According to Hall, strategic planning serves as
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a management technique that enables businesses to set future goals and objectives for achieving
stable growth in the market landscape (Steiner, 2010). A number of strategies have been devised
for the Ford company based on diverse variables such as its core strengths, weakness, and
elements that exist in the external environment.
Strengthen the innovative capability –
One of the fundamental strategies that Ford must focus on in order to maintain its
competitive position in the ever-changing automobile landscape is working on its innovative
ecosystem and research and development function. Ford is behind its competitors, such as Tesla
and General Motors, when it comes to adopting innovation and advanced digital technologies
(Arroyo, 2019). In the digitalized era of the 21st century, it is necessary for the automobile
company to focus on this area and work on its technical capabilities and competencies. By
strengthening its ability to innovate, Ford will be able to leverage emerging and new
technologies and create value for its target market audience.
Integrate sustainability into its business processes –
An alternative strategy that Ford must consider while operating the automobile
landscape revolves around the integration of sustainability into its business processes. The
business is known to take several measures to minimize its environmental footprint while
carrying out its business operation. For example, Ford has adopted the global carbon reduction
strategy to address the climate change issue. It has also been focusing on reducing its waste and
increasing the efficiency of the available resources (Helping build a better world, 2022, p. 38).
There is an opportunity for Ford to integrate the sustainable component at each level of the
work process by adopting the triple bottom line approach. Such a strategic move will enable
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Ford to focus on diverse areas such as people, profits, and the planet and have a sustainable
existence in the automobile industry (Norman & MacDonald, 2004).
Expansion of business into emerging markets –
The in-depth evaluation of the Ford business has revealed that its presence in emerging
markets is limited as compared to its industry rivals. According to Arroyo (2019), Ford is
considered to be a major player in the automobile environment. However, it has struggled to
remain competitive (Arroyo, 2019). One of the chief reasons for this is the limited presence of
the brand in emerging economies. In order to gain a competitive edge, Ford must focus on
expansion strategies so that its reach can expand, positively influencing its sales and
profitability at the global level.
Focus on electrification and connectivity in its electric car product category –
In the 21st century, the concept of electric vehicles has surged to a significant extent. A
large number of business entities operating in the automobile landscape, such as Tesla, Toyota,
etc., have been working on their capabilities to create safe and efficient electric vehicles for the
customers. Even though Ford has started to focus on the electronic car segment, there is an
opportunity for the business to work on specific areas such as electrification and connectivity so
that its electric vehicles can stand out from the crowd. In the evolving technological landscape,
ford must continuously work on its technical capabilities so that it can leverage digital
technologies to lead a revolution in the electric car segment (Helping build a better world, 2022,
p. 44).
Integrating engagement into its marketing approach –
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Another alternative strategy that has been designed for Ford revolves around its
marketing efforts. As Ford operates in a highly competitive and dynamic business landscape, it
is essential to maintain a solid, long-lasting, and trust-based relationship with the target market
audience. In spite of the fact that Ford has a good reputation in the automobile market, the high
number of recalls of its products have negatively affected its credibility and goodwill (Ford
Motor Company Provides Details on Three Safety Recalls in North America, 2021). In order to
increase the level of trust between the brand and the target market audience, Ford needs to focus
on its integrated communication strategy. By using a diverse range of communication tools,
such as the official website, social media platforms, print ads, etc., there is a possibility to
strengthen the engagement with the potential and existing customers and positively influence its
credibility as an automobile manufacturer.
The five alternative strategies that have been devised for the Ford company can play a
key role and help the business to sustainably and profitably carry out its business operations
while maintaining its competitive position.
Cultural and organizational factors while analyzing the strategies
The strategies that have been devised for the Ford company have been analyzed by
taking into consideration a number of cultural and organizational factors. One of the
fundamental organizational factors that must be taken into consideration is the people factor or
the human resources. Kabeyi has argued that the human factors act as the backbone of an
organization and help it to achieve its business goals (El-Toukhy, 2021). In the case of Ford, the
human factors, i.e., the workforce, their competencies, skills, and technical expertise can have a
direct influence on the application and effectiveness of the identified strategies. For example,
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the robust technical skills of the organizational personnel can help it strengthen its innovative
capability and strengthen the R&D function.
Another key factor that needs to be considered for analyzing the strategies is the
innovative orientation of the organizational culture. Ford has a culture where innovation and
sustainable growth are promoted. These elements can work in favor of the organization and help
it to work on its electric vehicles (Helping build a better world, 2022). Another vital
organizational factor is the leadership at Ford. Jim Farley, the CEO of Ford, plays an
instrumental role within the organization in providing a direction for the organization to move
forward in the evolving automobile landscape. His contribution as a leader is critical to drive
Ford towards better and sustainable market performance. In order to effectively implement the
strategies in the company, the buy-in from the leadership team will be critical so that Ford can
gain a competitive edge in the market setting and offer value for the target market audience. By
considering these factors, it will be possible to comprehend how effectively the identified
strategies can be applied and executed at Ford. e e
Strategy prioritization
Before introducing the strategies in the context of the Ford business, it is necessary to
prioritize them and assign a rank as per their importance. In the intensely competitive business
landscape, the prioritization of strategies is crucial for the very survival and growth of the
business across diverse industries (Tohidi et al., 2020). The five strategies that have been
identified by Ford, including strengthening the innovative capability, integrating sustainability
into each business process, expansion into emerging markets, electrification and connectivity in
its electric cars and integrating engagement into its marketing approach has been prioritized.
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The most important strategy for Ford is working on innovation because by working on this area,
the automobile manufacturer will be able to adapt to the digitalized landscape and offer
something new and unique to the intended audience group. By focusing on this strategic area,
Ford will also be able to strengthen its capability in terms of its electric vehicle segment. The
next strategy that must be given high priority by Ford is entering emerging markets. As the
political landscape is undergoing a major change in the 21st century, Ford must expand its
footprint in the global business domain in a balanced manner. Instead of relying only on
developed economies, it must focus on emerging economies to broaden its customer base and
increases its sales potential. Since Ford has already adopted several measures to work in a
sustainable manner, such as reduction of emissions, shift towards a circular economy, and
optimum water utilization, the strategy can be given less priority (Kotler et al., 2012, p. 47).
Qualitative Strategic Planning Matrix (QSPM) for strategy selection
The Qualitative Strategic Planning Matrix is a strategic tool that helps a business to
evaluate alternative strategic options. The matrix has been designed to evaluate the strategic
options for Ford by taking into consideration its strengths, weaknesses, opportunities, and
threats. David has argued that the QAPM tool has high relevance in the strategic management
context since it enables firms to identify the future course of direction while operating in the
dynamic and evolving business landscape (Meredith et al., 2017).
Strategy 1
Strategy 2
Strategy 3
Strategy 4
Strategy 5
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Key Internal
Factors -
Strengths
W
(%)
R
WS
(%)
W
(%)
R
WS
(%)
W
(%)
R
WS
(%)
W
(%)
R
WS
(%)
W
(%)
R
WS
(%)
Well-known
brand
20
2
40
15
2
30
20
2
40
20
2
40
15
1
15
Wide product
range
20
4
80
25
3
75
20
3
60
15
3
45
20
3
60
Vast supply
chain network
10
3
30
15
2
30
10
3
30
15
3
45
20
2
40
Key Internal
Factors -
Weaknesses
Gaps in
research and
development
leading to
product recalls
20
2
40
20
2
40
25
2
50
20
2
40
20
1
20
Slow pace of
innovation
15
2
30
15
1
15
15
2
30
20
2
40
15
1
15
Restricted
presence in
emerging
markets
15
1
15
10
1
10
10
1
10
10
1
10
10
1
10
Total
100
235
100
200
100
220
100
220
100
160
Key External
Factors -
Opportunities
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Adapting new
digital
technologies
30
2
60
20
2
40
20
2
40
15
2
30
15
2
30
Entering new
and less
explored
markets
15
4
60
15
2
30
20
3
60
25
2
50
20
1
20
Upgrading
automobile
designs and
business
processes
10
3
30
15
2
30
15
2
30
15
1
15
15
2
30
Key External
Factors -
Threats
Tough
competition
from well-
known players
20
4
80
20
2
40
20
2
40
15
1
15
25
3
75
Rise in the cost
of raw
materials
15
2
30
15
2
30
15
3
45
15
1
15
15
3
45
Need to adhere
to changing and
new regulations
and laws across
the globe
10
1
10
15
1
15
10
2
20
15
1
15
10
2
20
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Total
100
275
100
185
235
140
220
The tool has helped to identify the chief areas that the business must focus upon to
sustain its competitive position in the automobile industry. For example, Ford must focus on
entering new and less explored markets, and the available opportunities would work in its
factor. Another example is the need to focus on innovation so that the existing gaps in research
and development can be addressed and the sluggishness of innovative speed can be addressed.
Recommendation of best two strategies and long-term objectives for Ford
The best two strategies that have been identified for the Ford company include
upgrading the innovative capability of the firm and expanding into emerging markets. The first
strategy involves innovation because there exist several innovation opportunities in the
prevailing automobile industry (Ili et al., 2010). By strengthening its innovative infrastructure,
Ford will be able to offer high-quality automobile offerings in the market. Similarly, by entering
the emerging markets that are not yet completely explored, Ford will be able to reach out to a
wider audience and expand its brand awareness and profitability potential.
The long-term objectives that Ford must focus upon while operating in the evolving
automobile landscape include building a robust IT infrastructure that can support innovation and
creative ideas, offering training to the staff to increase their technical expertise, and integrating
flexibility into the organizational culture that can promote creativeness and inquisitiveness. By
focusing on the two identified strategies and long-term objectives, Ford will be able to create
value for itself as well as its target market audience.
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Identification of strategy using goals, objectives, strategy, and tactics
The two strategies have been identified by focusing on elements such as goals,
objectives, strategy, and tactics.
Strategy Recommendation 1 - Strengthen the innovative capability
Goals
To improve the ability of Ford to innovate and adapt to the
digitalized automobile landscape
Objectives
To strengthen the existing IT infrastructure
To integrate new technologies into its automobiles
Strategy
To focus on the technical skills of the staff
To promote creative thinking within the organization e
Tactics
Creation of cutting-edge automobiles
Strategy Recommendation 2 - Expansion of business into emerging markets
Goals
To increase the presence of Ford in the global setting, especially
in emerging nations
Objectives
To target audience from emerging countries
To strengthen the brand name and brand presence
Strategy
To focus on expanding production facilities in emerging markets
To focus on the promotion of business in less explored markets
Tactics
Expanding brand reach in emerging economies
Recommendation of procedures for strategy implementation
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For implementing the identified strategies, Ford must follow a systematic and
methodical approach. In the initial stage, the company must set realistic goals that would guide
it to progress in the desired path. Then the roles of appropriate organizational personnel must be
determined. Their buy-in is critical to implementing the strategy in place. After determining the
roles, the work must be assigned so that there would be no ambiguity while working on the new
strategies. Then the execution and monitoring of the strategy implementation process must be
conducted. This step is critical since it can help to identify whether there exists any deviance or
not.
Some of the key aspects that must be taken into consideration while following the
relevant procedures relating to strategy implementation include transparent communication
among the key stakeholders such as the research and development team, human resource
personnel, etc. Effective communication within the organization can play an instrumental role in
obtaining the buy-in of the leaders and employees and positively impact the effectiveness of the
strategic implementation process (Bucata & Rizescu, 2017).
Discussion on who, what, and how to implement the strategy at diverse levels
While implementing the identified strategies for Ford at the corporate level, business-
unit level, and functional level, it is necessary to address questions relating to who, what, and
how. The table presented below captures how each of the strategies will be implemented in
Ford.
Strategy 1 - Strengthen the innovative capability
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Corporate level
Who – Leaders, including CEO Jim Farley, and the management team
What – They will provide direction to the staff to work towards the
strategy
How – They will serve as change agents to implement the strategy
Business-unit
level
Who – IT team and Research and Development team
What – They will work on innovative ideas and creative thinking
How – They will leverage advanced technologies to strengthen Ford’s
digital innovative capabilities
Functional level
Who – Staff members of Ford
What – The staff will share new ideas and demonstrate their efficiency
How – They will enhance their technical skills to add value to Ford
Strategy 2 - Expansion of business into emerging markets
Corporate level
Who – Leadership team
What – They will provide direction to staff by communicating the need
to expand in emerging markets
How – They will help in seeking buy-in of organizational staff
Business-unit
level
Who – Marketing and Sales team
What – They will work on promoting and influencing the sales of the
business
How – They will aid in improving brand presence
Functional level
Who – All employees of diverse functions within Ford
What – They will focus on improving productivity at individual and
team levels and aid in its expansion in emerging markets
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How – They will influence the quality and performance of Ford
Procedure for strategy review and evaluation
The procedure that must be followed for reviewing and evaluating the strategies of Ford
encompasses a series of stages. Firstly, the leaders must be involved in the review and
evaluation process to ensure that the strategies are creating value for the business or not. It is
necessary to identify key performance areas such as the rate of innovation, the contribution of
individual staff towards creative ideas, or new marketing measures in emerging markets. While
focusing on the performance indicators, emphasis must be laid on both the qualitative and
qualitative aspects such as percentage increase in innovative ideas, consistency, appropriateness,
etc. The actual performance must be compared with the standards of performance to capture
variance. Based on the identified variance, corrective measures must be taken so that the
strategies can be effectively deployed within Fords (Hieu & Nwachukwu, 2019).
Evaluation measures
Some of the key evaluation measures that Ford must take into consideration while
reviewing the strategies are conducting a SWOT analysis, using the Internal Factor Evaluation
(EFE) Matrix, and performing Porter’s Five Force analysis. These methods will help to identify
key measures that can be evaluated, such as the degree of innovative ideas that have been
generated, the market share that the business has captured in emerging markets, and the market
position of Ford as compared to its competitors (Hieu & Nwachukwu, 2019). The competitive
profile analysis can also be conducted to identify the areas in which Ford could gain an edge
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over its rivals based on the newly identified strategies. The performance measurement of
individuals is critical to capturing the effectiveness of the strategies. Some of the key evaluation
measures that Ford must focus upon include the involvement of staff in quality improvement
and an increase in the generation of innovative ideas.
Corrective Action Plan
A corrective action plan has been designed that can be used in case there is any deviance
in the strategy implementation process. It will play a cardinal role since it will provide a series
of instructions to achieve the intended strategic objective. The appropriate plan has been
presented below:
Elements of plan
Corporate level
Who – Leaders and management team at Ford
What – They will identify the reason for variance and take measures
When – They will take instant corrective measures by communicating
about the variance.
How -They will offer a fresh perspective relating to strategy and how it
must progress
Business-unit level
Who – The supervisors who work at diverse business-unit levels
What - They will communicate with their subordinates about the
deviance
When – They will engage with the staff as soon as they are intimated
about the issue by the management team at Ford
How – The roles and responsibilities may have to be discussed
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Functional level
Who – Each staff member working in diverse functions at Ford
What – They will work towards modified roles and responsibilities
When – They will immediately focus on their changed role
How – They can seek help in case they lack clarity about their role in
the strategic execution process.
e
Conclusion
The key strategies that have been identified for Ford business include strengthening its
innovative capability and expanding into emerging markets. The internal and external variables
of the business have been considered while framing these strategies. By working on these
specific areas, Ford will be able to sustain its competitive position and gain an edge in the
market setting. For the success of the strategy, its proper implementation and evaluation are of
paramount importance.
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Referecnces
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Ford Motor Company Provides Details on Three Safety Recalls in North America. (2021).
Retrieved May 18, 2022, from
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https://media.ford.com/content/fordmedia/fna/us/en/news/2021/07/16/ford-motor-
company-three-safety-recalls.html
Hieu, V. M., & Nwachukwu, C. (2019). Strategy Evaluation Process And Strategic Performance
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Zhilkin, O., & Kiryukhina, S. (2021). Automotive industry: trends in the implementation of
modern corporate strategies. In SHS Web of Conferences (Vol. 114). EDP Sciences.
