Ford's Turnaround

Strategies
By: Tamie Cardozo
Nayab Baig
Dave Fernandes
Joel Miranda
Dominic Molayan
Jason Lewis

Brief

In June 2007, Ford Motor Company was announced as the

worlds THIRD largest automotive manufacturers.

In 1925, Ford Motors entered into the luxury car segment

with the acquisition of Lincoln Motor Company.

Bill Ford the Former president and CEO of FORD MOTOR

COMPANY appointed Alan Mulally in his place in
September 2006,when the company was in state of crises.

Bill Ford put several efforts to turnaround companys

fortunes, but was unable to tackle the stiff opposition
from within the company.

Mulallys main objective at Ford Motors was to save the company from
bankruptcy and bring it back into profits.

According to the analysts Mulally had strong expertise in manufacturing and

could bring about a lot of improvement in the manufacturing processes of
the company.

Mulally himself started to drive the Ford Motors vehicles to find the
possible improvements which can be made.

Analysts also pointed on the fact that Ford Motors was wasting its efforts
on building and marketing its too many brands.

Mulallys biggest challenge at Ford Motors was transforming the deeprooted culture of company, which was said to be defeatist and
dysfunctional.

Managers who came out with their weaknesses were appreciated (POSSIBLE
MOTIVATION AND ENCOURGEMENT

Problems

Alan R. Mulally was appointed to stop the company from bleeding i.e. the
company was running in losses of $ 12.7 billion. As he was known as
turnaround expert.

There were difference of opinions between Henry Ford and the other
investors when he insisted the company should focus on producing
affordable cars for a mass market.

In 1919 conflict arose between the stockholders and Henry Ford over a lot
of money being spent on building a giant manufacturing complex in
Dearborn, Michigan USA.

In organizational front , Mulally had to make Ford motors employees snap

out of their lethargic and bureaucratic style of functionary.

Cost issues

A big reason is the cost of labor. As analyzed by Harbour-Felax,

labor costs the Detroit Three substantially more per vehicle
than it does the Japanese.

Here's one example of how knotty Detroit's labor problem can

be:

If an assembly plant with 3,000 workers has no dealer orders, it

has two options. One is to close the plant for a week and not
build any cars. Then the company still has to give the idled
workers 95 percent of their take-home pay plus all benefits for
not working. So a one-week shutdown costs $7.7 million or
$1,545 for each vehicle it didn't make.

Virtually every time Mulally opened his mouth during the past eight
years, he found a way to work in his four strategic objectives, otherwise
known as the One Ford Plan:

Aggressively restructure to operate profitably at the current demand and

changing model mix

Accelerate development of new products our customers want and value

Finance our plan and improve our balance sheet

Work together effectively as one team

Alan Mulallys strategic plan

Foster Functional and Technical

Excellence:

Know and have a passion for our business and our

customers

Demonstrate and build functional and technical

excellence

Ensure process discipline

Have a continuous improvement philosophy and practice

Own Working Together:

Believe in skilled and motivated people working

together

Include everyone; respect, listen to, help and

appreciate others

Build strong relationships; be a team player; develop

ourselves and others

Communicate clearly, concisely and candidly

Role Model Ford Values:

Show initiative, courage, integrity and good corporate

citizenship

Improve quality, safety and sustainability

Have a can do, find a way attitude and emotional

resilience

Enjoy the journey and each other; have fun never at

others expense

Deliver Results:

Deal positively with our business realities; develop

compelling and comprehensive plans, while keeping an
enterprise view

Set high expectations and inspire others

Make sound decisions using facts and data

Hold ourselves and others responsible and accountable

for delivering results and satisfying our customers

OBJECTIVES

Finding cost cutting opportunities of the company.

Refining the product line.

Increase the companys customer base.

Revamping the brand portfolio of Ford Motors.

To put the company back on the profit track.

To improve market share.

To stand in the competition with minimum resourses and minimum time.

Competitive Analysis

Internal Rivalry

The

automotive industry is noted for its intense rivalry,

and within the United
States market
Ford faces five major competitors: GM, Toyota, Chrysler,
Honda, and Nissan.

Thank You