Case Analysis #1 Shuai Yan Case Analysis #1[->0] 1, From my point of view, I consider GM as Prospectors. Compared to its peers, GM is “?aggressive”? in determining company’?s goal: “?General Motors Co. has set its sights on a once-unthinkable goal: making more than $10 billion a year”? while Ford is still planning to rely on five common platforms and Japanese motor company such as Toyota has just recovered from shortages caused by earthquake and tsunami. GM try to find a breach to become best-in-class.
They were just added to the Ford Empire and became another source profit making. In recent years due to financial struggles Ford was forced to sell off Aston Martin, Jaguar and Land Rover. Today Ford is still a dominant car manufacture and car retailer .Ford are located in the Merseyside region of Halewood, this plant concentrates on the new Land Rover Freelander. The Ford Halewood factory started in 1963 and was initially a £30 million factory originally intended to hire 9000 workers The reason Ford started this plant was because they were given incentives by the government in a bid to try to reduce unemployment. At its peak Halewood hired 14,500 people.
Tesla was off to a great start in 2013 and has its first profitable quarter selling 10,500 of its second model, the Model S cars (starting price about $70,000) and is expanding in Europe. The long-term plan of Tesla is to build a wide range of models, including affordably priced family cars. Today Elon Musk wants to go further and build a lower end mass production of electric car to sell affordable car as well. According to the “Secret Tesla Motors Master Plan”, his goal is to build sports car, use that money to build an affordable car and use that money to build an even more affordable car. The question is, how to get there and become a mass car retailer?
Given the high cost and limited range, sales were disappointing. In 1997 GM develops its own fuel-cell stack technology including first fuel cell car prototype HydroGen1. The first mover strategy gave the company the capability to use patents and intellectual property difficult to copy from competitors. By 2000, the US market has matured and foreign competition has eroded the market share of the three domestic players to less than 60%. In 2000, GM started potential working on the interface between design and technology considering three important aspects for the new car: safety, environment and performance.
In 2010 Ford financial gains was very profitable something Ford did not anticipated to happened that soon. This success is credited to Fords strong new products and for the many investments this automaker has made on making improvement in the United States and in all of their global operations. Ford has gain global recognition by staying focus to its product and by delivering to the customer a full range of vehicles with outstanding fuel economy. Technology has not remained standstill with this automobile maker. They continue to develop new affordable automobiles with new advance technology that has captivated the suppliers, dealers, shareholders, employees and the communities.
Ford also announced that it would distribute ownership of its Visteon Corp. parts unit to shareholders. Ford’s share price had performed poorly over the previous year (Exhibit 1), and the proposal drew a positive reaction from analysts who had been urging the company for months to distribute cash to stockholders. Some hailed the VEP as the boldest step yet by Ford Chairman William Clay Ford Jr. and Chief Executive Officer Jacques Nasser to convince investors that they were undervaluing the world’s No. 2 automaker. However, the plan raised a number of questions for investors.
Delphi Corporation began as a business unit within General Motors (GM) that eventually broke off in 1999 and pursued its own strategic path to grow its business and become more profitable. Delphi became a large global supplier of automotive parts for many large companies like Ford, Volkswagen, Nissan, Daimler Chrysler and Hyundai and managed to remain profitable for 2 years after the separation from GM, but expenses accumulated and profits wore away resulting in each following year recording another loss for Delphi. In 1999 when Delphi became independent, non-GM revenue only totaled approximately $6.9 billion versus $22.3 billion from just GM, compared to $15.4 billion from non-GM and $10.5 billion from GM in 2007 (Exhibit 1, 2). In the year 2005 Delphi incurred a loss of $2.357 billion, and it was crucial for Delphi to make a move to try and implement a plan of reorganization (POR) within their corporation and keep it going to avoid having to liquidate assets. In October 2005 Delphi Corporation filed voluntary petitions to declare Chapter 11 bankruptcy.
There are five main types of power, legitimate, reward, coercive, referent, and expert. All of these types can be effective, depending on the organization and its mission. In this case, Alan Mulally was brought in to turn the Ford Motor Company around and back to the successful name brand that it’s been for years. Without a doubt, Mulally had to used legitimate power when stepping into the position of CEO. I recall from the text that on his first day, he asked “Where’s the Taurus?” and told those senior leaders that they “have until tomorrow to find a vehicle to put the Taurus name on.” I feel as if Mulally has a combination of leadership styles.
Ford Hybrid EMG3301 Susan McCabe Abstract What made the Ford Escape Hybrid the most complex project in Ford’s history? Was it because it was the first hybrid SUV? Or was it because it was the most technically advanced product the automaker had ever attempted to put into mass production. (Salter, 2004) What kind of challenges was the hybrid team faced with? Was it motivation, time, money, knowledge, or supplies?
iAbuse The new iPhone 5 from capitalist giant, Apple, debuted this past week with over one million of these commodities sold in the first day alone. The Apple iPhone 5 is a smart phone that is made mostly of aluminum, glass, and the rare earth metals: lanthanum, europium cerium (The Week, 1). What could cause the masses to buy this commodity in such high quantities? The answer lies in its use-value. The iPhone 5 has so many uses it is hard to list.