Abstract摘要

福特是世界上規(guī)模最大、最成功的汽車生產(chǎn)商之一，但在2014，其經(jīng)濟(jì)效益下降了56%。本報告旨在提出建議，以改變其凈利潤的快速下降，并提出建議，為福特未來的發(fā)展戰(zhàn)略。該報告通過PEST分析，，分析內(nèi)部和外部狀況，機(jī)會SWOT分析和波特的五種力量模型分析，福特當(dāng)時面臨的挑戰(zhàn)。該報告認(rèn)為，這是正確的福特在采用差異化戰(zhàn)略，但福特的差異化戰(zhàn)略，在未來必須符合消費(fèi)者的需求，使差異有價值。福特在采用縱向一體化戰(zhàn)略的同時，采取了較為成熟的制度和經(jīng)驗，但是，它需要不同環(huán)節(jié)的部分或組件生產(chǎn)者作出及時調(diào)整，以滿足消費(fèi)者的多樣化需求。福特的關(guān)注消費(fèi)者的意見是可取的，這需要進(jìn)一步提高公司內(nèi)部各部門之間的有效溝通。福特采用高質(zhì)量、低價格的策略，要求其能更好地理解和滿足客戶的需求和控制產(chǎn)品的成本。最后，本報告從四個方面：差異化戰(zhàn)略、內(nèi)部溝通、外包和混合策略對福特未來發(fā)展提出建議。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目錄
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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