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Third, planning for how to recruit the most profitable and well-0run General Motors dealers is a potentially pre=emptive strategy given the U.S. government's increasing involvement in that company's financial structure and operations. Fourth, Ford Motor Company of Canada must continue to innovate in the light vehicle division to stay profitable yet also maintain market share in the midst of pried industry consolidation at the dealer, supplier and regulatory level.
References
Dimitry Anastakis. (2004). From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904-2004. Business History Review, 78(2), 213-253. Retrieved March 28, 2009, from ABI/INFORM Global database. (Document ID: 696319011).
Baker, Edward M., Artinian, Harry L.. (1985). The Deming Philosophy of Continuing Improvement in a Service Organization: The Case of Windsor Export Supply. Quality Progress, 18(6), 61. Retrieved April 3, 2009, from ABI/INFORM Global database. (Document ID: 1288025).
David Birchall, Martin Green. (2006). Embedding a common innovation process into a global auto supplier. International Journal of Automotive Technology and Management, 6(2), 177-198....
(Document ID: 1057232491).
Chris Bart, Mark C. Baetz, S Mark Pancer. (2009). Leveraging human capital through an employee volunteer program: The case of Ford Motor Company of Canada. Journal of Intellectual Capital, 10(1), 121-134. Retrieved April 2, 2009, from ABI/INFORM Global database. (Document ID: 1628612201).
Peter Haldis, Joanna Franco. (2007, July). Ford Promotes Hybrid Projects; Reveals Possible Hybrid Availability Timeline and Announces Edison Partnership. Octane Week, XXII (28), Retrieved April 1, 2009, from ABI/INFORM Trade & Industry database. (Document ID: 1310397481).
Dave Leggett. (1 January). Outlook for the automotive industry in 2008: Management briefing: North America. Just - Auto: Outlook for the automotive industry in 2008: Management,4-11. Retrieved March 28, 2009, from ABI/INFORM Global database. (Document ID: 1439157571).
Catherine a Maritan, Thomas H. Brush, Aneel G. Karnani. (2004). Plant roles and decision autonomy in mulitnational plant networks. Journal of Operations Management, 22(5), 489-503. Retrieved March 29, 2009, from ABI/INFORM Global database. (Document ID: 694432621).
References
Dimitry Anastakis. (2004). From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904-2004. Business History Review, 78(2), 213-253. Retrieved March 28, 2009, from ABI/INFORM Global database. (Document ID: 696319011).
Baker, Edward M., Artinian, Harry L.. (1985). The Deming Philosophy of Continuing Improvement in a Service Organization: The Case of Windsor Export Supply. Quality Progress, 18(6), 61. Retrieved April 3, 2009, from ABI/INFORM Global database. (Document ID: 1288025).
David Birchall, Martin Green. (2006). Embedding a common innovation process into a global auto supplier. International Journal of Automotive Technology and Management, 6(2), 177-198. Retrieved March 28, 2009, from ABI/INFORM Global database. (Document ID: 1057232491).
Chris Bart, Mark C. Baetz, S Mark Pancer. (2009). Leveraging human capital through an employee volunteer program: The case of Ford Motor Company of Canada. Journal of Intellectual Capital, 10(1), 121-134. Retrieved April 2, 2009, from ABI/INFORM Global database. (Document ID: 1628612201).
Stakeholder Analysis Ford Motor Company Key Stakeholders Ranked by Level of importance Internal Stakeholders External Stakeholders Corporate officers -- Responsible for establishing the goals and mission of the company and ensuring that managers and employees at all levels are properly carrying out the strategy of the company. (Luca, 2007) Customers/Car owners -- customers make an investment when purchasing a vehicle and they expect the vehicle to be safe and reliable. Customers depend on their vehicles
Ford Motor Company -- Flowchart Analysis Ford Motor Company is one of the largest manufacturing companies in the global marketplace. Fiscally, Ford has had two major recent periods; one of prosperity, one of decline. Period #1, the late 1980s to 19979, showed a steady pattern of growth, about 5-7% per annum. Sales in 1998 were down 6%, up 14% in 1999, giving the decade an average of 5.4% growth and a
There is little indication in Ford's financial statements that things are going to improve any time soon. The company actually hailed the 14.2% market share in North America as "the lowest market share decline in the past ten years" (Ford Motor Company, 2009). Ford's financial position is nothing short of awful. The company's condition has deteriorated steadily over the past five years, and its performance relative to industry peers is
Ford Motors Company Ford Motor Company is an American Multinational company that was founded by Henry Ford in the year 1903. Ford's headquarter is in Dearborn Michigan in the United States where it specializes in the production of automobiles both commercial and luxury. Under its commercial category of vehicles, it trades under the Ford brand while its luxury cars trade under the Lincoln brand. Ford Motors is a well established company
Ford Motor Company's Current Market Position Company Overview Quality Issues at Ford Motor Company Human Resources Role Strengths Weaknesses Opportunities Threats Financial Impact of Recalls on Ford Motor Company The Ford Motor Company was founded by Henry Ford in 1903 who along with 11 other investors signed the article of incorporation for the organization. Since then, the Ford name has experienced tremendous growth and has been awarded with substantial significance in the automotive industry. It is one of the
Ford Motor Company Business and corporate governance plan for Ford Motor Company Key components for corporate governance plans Ethics Business Goals Strategic Management Organization Reporting Current issues for Ford Motor Company in corporate governance plan Shortage of Parts from OEM Suppliers Company Structure Corporate Responsibility Committee Marketing Committee Define the current need for a governance plan Ethical business Approach Business Objectives Role of Stake Holders Structured Decision making Process Share Holder's Concerns Accountability and Transparency Development of corporate governance plan Corporate Code of Conduct Audit and Risk Committee Remuneration Committee Nomination Committee Performance evaluation Risk Management Shareholder's