Resources & capabilities ford

Resources & capabilities ford

INTERNAL STRATEGIC FACTORS ANALYSIS (IFAS) |Internal Strategic Factors |Weight |Rating |Weighted Score |Comments | | | | | | | |STRENGTHS | | | | | | | | | | | – 2nd biggest automaker in the US, 3rd |0. 12 |3. 5 |0. 42 | | |biggest in Europe and 4th in the world | | | | | | | | | | | |- One of the best in credit services | | | | | | | | | | |-Heaviest investors in R&D in the |0. 07 |4 |0. 28 | | |automobile industry | | | | | | | | | | | |- Global strong presence (200 markets, |0. 12 |1. 5 |0. | | |100 plants worldwide) | | | | | | | | | | | |WEAKNESSES |0. 10 |3 |0. 3 | | | | | | | | – Drop of 39% in Net Income (due to | | | | | |overcapacity) | | | | | | | | | | | |- Loss of confidence in the company | | | | | |because of the recall

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of 1 million |0. 5 |2 |0. 3 | | |vehicles | | | | | | | | | | | |- Too many brands | | | | | | |0. 08 |1 |0. 8 | | |- Constant decrease of the | | | | | |US market share | | | | | | | | | | | |- Mortgage of all assets (factories, |0. 05 |2. 5 |0. 125 | | equipment, office property, intellectual | | | | | |property, stakes in subsidiaries…) |0. 12 |1 |0. 12 | | | | | | | | |TOTAL WEIGHTED SCORE | | | | | | |0. 17 |1 |0. 7 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |1. 00 | |2. 575 | | EXTERNAL STRATEGIC FACTORS ANALYSIS SUMMARY (EFAS) |External Strategic Factors |Weight |Rating |Weighted Score |Comments | | | | | | | OPPORTUNITIES | | | | | | | | | | | |- “The Way Forward”: Massive |0. 1 |3 |0. 3 | | |restructuring plan | | | | | | | | | | |- Hybrid / Electric trend |0. 25 |3 |0. 75 | | | | | | | | |- Crossovers trend |0. 04 |2 |0. 08 | | | | | | | | | | | | | |THREATS | | | | | | | | | | | |- Rapid shift in consumer taste |0. 25 |2. 5 |0. 25 | | | | | | | | |- Rising in oil prices | | | | | | |0. 08 |2 |0. 16 | | |- Higher raw material costs | | | | | |0. 08 |2 |0. 16 | | |- Tough competition | | | | | | |0. 2 |1 |0. 2 | | |TOTAL WEIGHTED SCORE | | | | | | |1. 0 | |2. 275 | | RESOURCES Tangible Resources – Financial Debt / Equity ratio: 19. 04 (2005) 15. 94 (2004) Too much liabilities But deficits in Gross Profit, Operating Income and Net Income due to the crisis – Physical Market value of $11 billions R&D expenditure $7. 3 billion Net land, plant and equipment: 27 241 (2006) – 7% Closure of 14 plants Intangible Resources – Technology Important investments in R&D Ecoboost, Electric vehicles – Reputation Good brand image and relation with partners

Distinction from other automakers by refusing to accept government bailout money Brand value of $8. 98 billions – Culture Heritage of strong and clear values: • Commitment to diversity Diversity in ethnicities, cultures, genders, sexual orientations, religions, ages, abilities, education, beliefs…` Creation of association according to interests of employees: Ford-Employees African-Ancestry Network (FAAN), Ford Asian Indian Association (FAIA), Ford Chinese Association (FCA), Ford Finance Network (FFN), Ford Gay, Lesbian or Bisexual Employees (GLOBE),

Ford Hispanic Network (F-HNG), Professional Women’s Network (PWN), Women in Finance (WIF), Ford Parenting Network (FPN), Ford Interfaith Network (FIN), Middle Eastern Community @ FMC ([email protected]), Ford Employees Dealing with Disabilities (FEDA). Diverse workforce = Meaningful relationships with customer and stakeholders. • Focus on employees’ needs (health, saving and stock investment plan, retirement plan, vehicle purchase plan… Human Resources – Skills / know-how – Age A lot of seniors – Motivation CAPABILITIES Core competence: To mass-produce automobiles at an affordable price