(1) In terms of financial situation, Ford Motor Company operates through low inventory and just-in-time production to ensure sustained growth; The reduction of cash, securities and working capital is also very helpful for the company's sustainable development; By providing attractive and safe dividend distribution, it is protected from the threat of falling dividends.
(2) In product positioning, Ford pays attention to the leading position of style and quality.
(3) In terms of marketing ability, Ford wisely turned to advertising agencies to improve its competitiveness; After that, Ford creatively used super dealers to dilute the brand image.
(4) In terms of facilities and devices, invest the necessary funds to build the factory. Advanced facilities reduce the demand for personnel, the inventory of facilities and equipment used is lower, and production is more timely; Computer-controlled robots, infrared rays and ultrasonic waves are also used to assist production.
(5) In terms of organizational culture, today's Ford attaches importance to the role of corporate culture as in the past, forms new corporate files in time, encourages employees to participate in management and receive lifelong education.
Ford Motor Company is one of the largest automobile companies in the world. 1903 was founded by Henry Ford in Detroit, USA. 1908 Ford motor company produced the world's first car belonging to ordinary people-model t, and the world automobile industry revolution began. 19 13, Ford Motor Company developed the world's first assembly line, which made the number of T-cars reach150,000, creating an unbroken world record. For this reason, Mr. Ford is honored as the man who put wheels on the world. 1999, Fortune magazine named him "the business giant of the 20th century" in recognition of his and Ford Motor Company's outstanding contributions to the development of human industry. In 2003, 328,000 employees of Ford Motor Company created a total operating income of $65.438+$64.2 billion in Ford Motor Company in more than 200 countries around the world.
Ford Motor Company has achieved remarkable success in the past ten years. An obvious reason is that Ford Motor Company has made positive changes to its internal environment. The analysis of the company's internal environment helps it to establish its own advantages and disadvantages in many aspects.
From the analysis of the financial situation of Ford Motor Company, it can be seen that the current assets of Ford Motor Company are lower than the industry average. Ford's current ratio at 1988 is lower than the industry average 1.35, and its inventory turnover rate is also slightly lower than the industry average 13.2. Although the inventory turnover rate of Ford Motor Company is lower than the average level, it still makes progress in the automobile field through lower inventory and timely production, which ensures the continuous growth of Ford Motor Company's annual output. At the end of 1988, the total amount of cash and marketable securities reached $9.2 billion, a decrease of $933 million compared with 1987. The working capital of 1988 was $2.5 billion, which was $587 million lower than that of 1987. The reduction of cash, securities and working capital will help to record capital expenditure, pay higher dividends, continue to buy Ford common stock and reduce debt.
Ford has always maintained the highest profit position among all automobile manufacturers. It has maintained a higher marginal profit rate than the industry, and its sales have also maintained a sustained growth. Ford's sales in 1988 were $82.2 billion, an increase of 14% over 1987. The company's marginal net profit margin is 5.7%, which is higher than the industry average of 4.5%.
1988, Ford invested 4.8 billion yuan in new products and facilities, reducing the debt of automobile business by 85 10/00000 yuan. The company also purchased 865,438+06 million shares of Ford common stock. In the same year, the company also increased its dividend by 46%, reaching $2.30 per share, paying dividends of 1 1 billion. Compared with the industry-level earnings per share of $ 4. 19, Ford achieved an unprecedented earnings per share of $9.53. Shareholders received a return on investment of 26%. It is expected that Ford's stock will keep pace with the market and protect it from the threat of falling dividends by providing attractive and safe dividend distribution. The company's stock is expected to provide above-average returns in the next five years.
1989 in the first quarter, Ford's market share was 23.4%, an increase of 1.6 percentage points over the previous quarter. The remaining market share is: the market share of the leading company General Motors (GM) is 37%; Japanese companies account for 26%; Chrysler holding10%; The remaining 4% belongs to other companies. Although the news was encouraging for Ford, the company leaders did not celebrate it. 1989 In the spring, Ford announced the temporary closure of two assembly plants in the United States, which was the first time since 1983. In addition, the market share of American auto companies was unstable in 2008.
Car and truck manufacturers have more models and styles than before, which makes it increasingly difficult for any brand to distance itself from most manufacturers. Imported products constantly seized more and more domestic markets, which made the three automobile giants in trouble in the late 1980s. However, there is some good news for Ford Motor Company and other domestic automakers. A survey of 1988 shows that consumers are aware that the quality and style of American cars are improving steadily.
With mankind entering the new century, after three new technological revolutions, people have higher and deeper requirements for automobiles. This requires Ford not only to constantly explore new products in innovation, but also to seek multi-level and diversified strategic prospects in large-scale marketing. In the past 100 years, Ford Motor Company has clearly proved how a big company can attack in many strategic directions.
First, through the early development strategy of centralized production of a single product
In the early days, Ford developed by constantly improving its single product, the automobile. The model T sedan produced in 1908 has been greatly improved compared with all previous models. In the first year of production, it sold more than 10000 cars. 1927, Model T cars began to lose the market to competitors. Ford also introduced Model A, which has several body styles and various colors. When Model A began to lose its market and competitors, 1932, Ford Motor Company introduced Model V-8. Six years later, on 1938, Mercury became a breakthrough for Ford Motor Company to explore the mid-range car market. Ford Motor Company has also developed by expanding its regional scope. 1904, which is proved by its entry into the Canadian market. In the early stage of its development, Ford adopted a concentric diversification strategy. 19 17 began to produce trucks and tractors, 1922 acquired Lincoln motor company.
Second, the war of vertical integration
The diversified production group of Ford Motor Company is a prominent example of backward integration strategy. The following describes Ford's role in several departments of the group.
1. The plastic production department supplies 30% of Ford's plastic demand and 50% of its ethylene demand. 2. Ford glass production department supplies all the glass needed by Ford cars and trucks in North America, and also supplies glass to other automobile manufacturers. The department is also a major supplier in the construction industry, special glass, mirror-making industry and automobile aftermarket. 3. Electrician and fuel processing department-provide igniters, alternators, small engines, fuel conveyors and other parts for Ford cars.
Three, Ford New Holland Co., Ltd.-concentric diversification strategy
19 17, Ford Company started the concentric diversification strategy by producing tractors. Ford New Holland Co., Ltd. is now one of the largest manufacturers of tractors and agricultural equipment in the world. Established in 197865438+ 10/. Ford New Holland Co., Ltd. is a merger of Ford's tractor business and New Holland Co., Ltd., an agricultural equipment manufacturer acquired from Sperry Company. Ford New Holland Co., Ltd. subsequently merged with General Equipment Co., Ltd., which is the largest manufacturer of four-wheel drive tractors in North America. These two transactions are the best examples of Ford's concentric diversification strategy through acquisition.
Fourth, the financial services group-cross-industry composite diversification strategy
Ford Motor Credit Company was established to provide loans to dealers and retail car customers. This can be said to be a concentric diversification strategy. However, in the 1980s, Ford used this department to actively engage in compound diversification. 1985, it acquired National First Financial Co., Ltd., the second largest savings and loan institution in North America. 1987 acquired American leasing companies in the later period, involving enterprise and commercial equipment financing, leveraged leasing financing, commercial fleet leasing, transportation equipment, enterprise financing and real estate financing.
V. Other cross-industry compound diversification strategies
Ford Motor Land Development Co., Ltd. is a department dealing with diversified products and a typical cross-industry diversification. By 1920, the department has built 59 commercial buildings around Ford World Headquarters in Michigan. The market value of facilities and land owned and managed by this department is estimated to exceed $ 10 billion.
Sixth, adjust the strategy.
In its development history, Ford was forced to implement several adjustment strategies. After World War II, Ford lost millions of dollars every month. Henry Ford II reorganized the company and implemented the decentralization system, which enabled the company to recover quickly. Perhaps the most striking adjustment strategy adopted by many American companies was completed by Ford in the early 1980s. From 1979 to 1982, Ford's full-time profit loss reached $51/kloc-0.0 million. Sales dropped from $42 billion in 1978 to $38 billion in 198 1. Needless to say, Ford is in a serious crisis. One of the reasons for the loss is fierce international competition. Perhaps more importantly, many losses are caused by Ford's business methods. The style of the new car looks like many years ago; There is little communication between departments (such as design and engineering); The management of the company's employees is very unsatisfactory; Rarely report the situation to the superior.
What did Ford management do to change this situation? First, they significantly reduce operating costs. During the period from 1979 to 1983, the operating expenses were saved by 450 million dollars. Secondly, quality has become the top priority. Management also changed Ford's procedures for designing cars. In the past, each work unit worked independently. Now, design, engineering, assembly and other departments are working together in this process. However, the most important change Ford implemented was a new corporate culture. Starting with CEO Philip Caldwell and President Donald Peterson, the company changed its priorities. A new management mode has been established, which emphasizes joint action and the participation of all employees to achieve the same goal. In Ford Company, people have established a closer relationship, and put more emphasis on the relationship among employees, dealers and suppliers, showing a new spirit of collective work.
Seven, give up strategy
Over the years, Ford had to reluctantly give up some business departments. For example, in June of 1989 10, Ford signed a memorandum of understanding with a group of investors to sell it. Ford sold the company because it didn't want to pay for modernization. It is estimated that in its modernization years, the annual modernization cost is $654.38+0 billion. Other abandonment decisions made by Ford include: selling chemical business and coating business to DuPont at 1987 and 1986 respectively.
VIII. Acquisition and Joint Venture Strategy
1989165438+1On October 2, Ford bought Jaguar Pte Ltd for $2.5 billion as a means to eliminate one of its weaknesses in the automobile market: the lack of competition in the luxury car market. Some competitive cars in the luxury category include Toyota Lexus LS400, Honda Acura Legend and BMW. 1989, the demand for luxury cars was $25 billion, and it is predicted that 1994 will grow to $40 billion, much faster than the growth rate of the whole automobile market. Ford sees Jaguar as an opportunity to enter the luxury car market in America and Europe.
Ford has also adopted a joint venture strategy-two significant joint ventures with Mazda and Nissan. Ford and Mazda cooperate to produce five kinds of cars. For example, the appearance and interior design of the probe car produced by Mazda workshop is carried out by Ford, and the detailed engineering technology is completed by Mazda.
Nissan and Ford are cooperating to develop a front-wheel drive minivan, which will be produced in a truck factory in Ohio and sold by the two companies. In Australia, Ford's Maverick is a model of Nissan's four-wheel drive vehicle Patrol, which is sold by Ford's dealers, while Nissan's dealers sell Ford's Falcon van and van.
Now Ford Motor Company is at a crossroads. Where is the future development direction of the company? How long can Ford last? Does the company need to sell assets or reorganize assets? Is there enough cost to save? Many a series of problems are before us. How can Ford improve its products to reverse or at least prevent the continuous decline in market share? The situation is really grim. In order to meet these challenges, Ford Motor Company had to reorganize all its businesses. This requires improving its operation through new design and better products, improving its operation through more flexible costs, and improving its marketing through better brand image and paying attention to customer interests.
What are the key factors for the success of Ford Motor Company? The key to the success of Ford Motor Company is the positive change of its internal environment, followed by the arrangement of internal personnel, the formulation of strategic objectives, the expansion of the popularity of the suite and so on.
The key factor of Ford Motor Company's success is the positive change of its internal environment, and the analysis of the company's internal conditions helps it establish its internal advantages and disadvantages in many aspects. For example, the following aspects:
(1) In terms of financial situation, Ford Motor Company operates through low inventory and just-in-time production to ensure sustained growth; The reduction of cash, securities and working capital is also very helpful for the company's sustainable development; By providing attractive and safe dividend distribution, it is protected from the threat of falling dividends.
(2) In product positioning, Ford pays attention to the leading position of style and quality.
(3) In terms of marketing ability, Ford wisely turned to advertising agencies to improve its competitiveness; After that, Ford creatively used super dealers to dilute the brand image.
The phone number of Ford headquarters is 023-67458876.
Ford domestic car sales service hotline: 800-8 108 168 (landline) /400-8877766 (mobile phone).
What are the key factors of Nike's success? Undoubtedly, Nike faced extremely favorable initial demand in 1970s, which was the external factor of its success. But relying on favorable initial demand alone is not enough to lead to Nike's success. In fact, in recent years, most manufacturers of running shoes have made considerable income. But Nike beat Adidas, which was dominant at that time, and stood out among many companies. The eternal mystery of foreign manufacturers, such as Adidas, Puma and Tigers, is clearly displayed on Nike's road to success.
Nike gives full play to its potential, producing more kinds of products than Adidas and making shoes into various shapes, which is a pioneering work. People are worried that too large a production range will damage production efficiency, which will greatly increase production costs and bring a lot of trouble. Many people suggest that Nike cut off those products that are not too hard, narrow the scope of production, and concentrate manpower, material resources and attention on those fist products to enhance its competitiveness. This countermeasure was not taken by Nike, but Nike was the most successful among many companies in the 1970s. Obviously, this is a different business strategy from Adidas and a strategic product portfolio.
Nike's product portfolio concept is obviously contrary to the traditional concept, but this violation comes at a price. Nike's products have different styles, different prices and different uses, which attracts all kinds of runners and millions of people. Runners with different abilities have the idea that Nike provides the most comprehensive variety of running shoes, which has established a good image for Nike in the fast-developing running shoes industry. Moreover, with the rapid expansion of the market, Nike's various products have also helped it develop the broadest market. Ordinary retailers, such as department stores and shoe stores, are frequent customers of Nike. At the same time, the company can also sell shoes to various specialized shoe stores. The company can supply various models and styles of shoes, and different types of retail stores can buy shoes of the required styles. In addition, for some cheap shops selling some Nike shoes, the company can also take proper care of them, so that Nike and the shoe store can find their place and be happy.
There are many models, and the output of each product is small, which generally increases the production cost, but this is not a big problem for Nike. The company contracted most of the tasks of producing shoes to other factories, of which 85% were contracted by foreign factories, especially those in the Far East, which produced some products for the company according to the contract. So for Nike, small-scale production of various products is not a decisive issue.
Nike attached importance to R&D and technological innovation from the beginning. The company is committed to producing softer and lighter running shoes, which can not only protect the wearer, but also enable athletes (world-class athletes or amateurs) to obtain the most advanced products made by running shoes technology. Nike employs nearly 100 researchers who specialize in researching and developing new products. Many of these people have degrees in biomechanics, experimental physiology, engineering technology, industrial design, chemistry and various related fields. In addition, the company also employs coaches, athletes, sports trainers, equipment operators, podiatrists and plastic surgeons to form research committees and advisory committees. They meet with the company regularly to review various design cases, materials and ideas for improving sports shoes. Some of them take high-speed photography analysis of the moving human body, some analyze the situation of athletes using arm boards and treadmills, some let 300 athletes carry out planned durability experiments, some try to develop new running shoes, or improve the original running shoes and materials. 198 1 year, the company spent $2.5 million on product development and testing, and the budget of 198 1 was nearly $400,000. Shoes are very common items, but Nike has done so much research and development work on them and invested so much manpower and material resources, which is really unprecedented.
In terms of business strategy, Nike's novelty is not outstanding, mainly following the market strategy established by Adidas decades ago: concentrate on testing and developing better running shoes; Expand the production line to attract all kinds of consumers; Invent signs that can be printed on all products so that people can recognize them immediately; Use famous athletes and major sports activities to show the use of products. These strategies are considered successful by the footwear industry. Even the practice of contracting most production tasks to low-cost foreign processing plants is not unique to Nike. However, these business skills, which have long been proved to be effective, are more handy and aggressive in Nike's hands, and even Adidas is deeply touched.
Ford Motor Company of the United States has no hope for Ford's profit in 2009. Ford Motor Company of the United States announced last week that it would abandon its goal of turning losses into profits in 2009 because of the high prices of commodities such as oil prices and the continued weakness of its business in the United States. Alan mulally, CEO of Ford, said recently that excluding taxes and non-recurring items, Ford expects to break even in 2009. Ford's North American business will take longer than expected to make a profit, unless the US market environment improves rapidly, which is expected to be very unlikely. This is the second time in the past two years that Ford has postponed the target period of achieving profitability. Ford had expected to make a profit from 2008, but this expectation was postponed due to the further implementation of the restructuring plan. Production will be reduced by 65,438+05% in the second quarter. In order to cope with the declining demand, Ford plans to further reduce its production in North America for the rest of this year, and this quarter will be reduced by 65,438+05% on the basis of last year's production. It is estimated that the automobile output will be 690,000 vehicles this quarter, and will be reduced by 15%-20% in the third quarter to 510000-540,000 vehicles. Reducing production will bring about a decrease in income. At the same time, reforming the product line and promoting it to the small fuel-saving market has become an unavoidable choice for Ford. It is reported that Ford will speed up the production of best-selling models such as Focus and Edge hybrid cars, and reduce the production of "gas tiger" trucks and SUVs to cope with the decline in sales, rising commodity prices and great changes in consumer tastes. Ford predicts that the market demand for automobiles and light trucks will be between 654.38+0.47 million and 654.38+0.510.00 million this year, a ten-year low. Mulally said that it is natural for consumers to shift their attention from large cars to small cars, rather than short-term behavior, and Ford must make changes. Ford will transfer its small cars sold in the international market to the North American market, hoping to maintain a market share of 65,438+04% in the North American market this year. In addition, Ford will also launch specific plans for further layoffs. It is difficult for Volvo to change the fate of being sold. In the past two years, Ford lost $654.38+0.5 billion. The failure of profit expectations has undoubtedly cast a shadow over Ford, which is already at home and abroad. In the first quarter of this year, Ford made an unexpected profit with a net profit of $654.38 billion. But less than a month later, Mulally had to give up his promise. The main contents of Ford's ongoing revitalization plan include promoting active restructuring in order to turn losses into profits; Accelerate the development of new products that consumers love and value; Raise funds for the promotion of the plan and improve the financial situation; Promote collaboration among all employees and make use of global assets. Selling luxury car brands is one of the main measures taken by Ford. It is reported that Ford is actively looking for a buyer for another luxury car brand Volvo, and Mulally may split the Volvo brand in the next 18 months. Volvo Cars suffered a huge loss in the first quarter of this year 1.5 1 billion dollars. In order to cut costs, Ford reduced the annual output of Volvo plant in western Sweden by 65,438+0/3, from 60 cars per hour to 44 cars. Due to production reduction, the factory will lay off about 700 people, and the specific implementation time may be 65438+February this year or 65438+ 10 next year. At the same time, Volvo plans to reduce the number of dealers in the United States from 350 to less than 300 by 20 10. Some analysts believe that these measures will ultimately be difficult to change the fate of Volvo being sold by Ford. At present, the only good news for Ford is that American auto market investor and millionaire Kirk Ryan plans to increase his holdings of 20 million Ford shares. If the transaction is successful, Kirk Ryan's Ford shares will rise from 4.7% to 5.6%, which means that he will replace the Ford family and become the Ford owner.
Brief introduction of Ford motor company Ford ..
The official website of Changan Ford includes all the information of Ford Company, Changan Ford Company, Ford China and Changfu Nanjing Branch.
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It is impossible to finish the current situation and background of Ford Motor Company ~ Fox has been popular for several years ~ Several models in Europe are also selling well ~ American pickup trucks are also selling well ~ Anyway, a street brand can be seen everywhere ~
About the company introduction ~ you can Baidu it ~ ~
However, in China, it is called Changan Ford Mazda XXX ~ Fox, which ranks among the best in the same level of sales ~ Others are tepid ~ Especially winning, I really don't understand why this configuration can't be sold at this price ~
You can buy Ford brand cars in China, including winning the new Fox Carnival and a commercial vehicle.
There is another company in China that makes that van style ~ I forgot its name ~ I didn't pay attention anyway ~ you won't pay attention ~ ~
In addition to winning, it costs more fuel in the same class, and the other two models are generally either too high or too low.
The safety is good in the same class, the quality of the whole vehicle is acceptable, there are minor faults, and major faults are not common ~ that one is a little rough in workmanship ~ by the way, the new carnival seems to be ok, and the other two are made in Nanjing and Chongqing.
Domestic Ford is quite satisfactory ~
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