福特汽车公司英文案例PPT课件

1、1 9 0 31 9 0 81 9 1 31 9 9 92 0 0 02 0 0 32 0 0 9 The History亨利福特和T型车第1页/共21页Strategic leadershipAlan Mulally 艾伦 穆拉里William Clay Ford 小威廉克莱福特第2页/共21页Lincoln 林肯第3页/共21页Some competitive threats to FordPowerful competitors in the U.S. Auto Market第4页/共21页Suppliers Finance troubles for suppliers providin

2、g raw materials in the auto industry第5页/共21页Customers 1.Hash competition from the current surplus of dealerships has minimized profit margins2.Consumers have access to more information from the Internet to compare products.3.Well-informed consumers directly negotiate the price with dealerships, whic

3、h diminishes a salespersons tactical advantage.第6页/共21页Additional competitive threats1.The improvement of public transportation via rail and bus2.Foreign automakers entered and established themslves in the United State and targeting a niche market第7页/共21页 Land Rover 路虎Truck第8页/共21页Research and Devel

4、opmentSafety Features Convenience Features 第9页/共21页1.Safety Features Ford has been working to improve the safety features of its vehicles. In an effort to reduce the probability of a rollover, Ford developed Roll Stability Control for the Volvo XC90, Lincoln Navigator, Lincoln Aviator, Ford Explorer

5、, Mercury Mountaineer, Ford Expedition, and For a E-Series vans.Additionally, Ford implemented what they call AdvanceTrac, which is designed to increase vehicle stability in emergency maneuver situations. Ford-engineered safety features reduce the likelihood of serious injury or death in case of a c

6、ollision.The safety canopy and “Intelligent Safety System”第10页/共21页2 .Convenience Features Cell phone for voice-activated dialing and hands-free operation, voice integration for GPS navigation, entertainment, climate control, retractable roof Terrain response system.第11页/共21页Financial Condition 第12页

7、/共21页Comparative Operating Margin, 1996 to present第13页/共21页Fords declining economic performance can be attributed to two major factors, dwindling demand for its product and the rising cost of production and operational expenses.Another financial constraint results from Fords agreements with labor un

8、ions and its defined benefit plan, which spell out its obligations to provide post-retirement benefits for former employees.第14页/共21页Jaguar 美洲虎第15页/共21页第16页/共21页lFord BrandsFord markets automobiles in the US contains:uFord(福特)：Cost-effective. uLincoln(林肯) ： Comfort and luxury uMercury(水星) ：between L

9、incolns and Ford uMazda(马自达) ： Auto lightweight uVolvo(沃尔沃) ：the most safety caruJaguar(美洲虎or捷豹) ：Beautiful and Fast CarsuLand Rover(路虎) ：superior off-road capability uAston Martin(阿斯顿马丁) ：racing car and limited car第17页/共21页lMarketing StrategiesFord regard customer as the core :uIncreasing online tr

10、affic on dealership Web SitesuCreating fresh product designsuOffering attractive financing and discountuParticipating in automotive exhibitions and adding films and televisions ads第18页/共21页lCorporate StrategiesFords portfolio of automotive businesses includes auto manufacturers from around the world

11、, replacement auto parts, and financial services.However, with so many car industries, Ford run loss in competition. With the new CEO in place, Ford determined to decrease the influence of the finance department and ridding Ford of needless complexity.Additionally, Ford will concentrate more on the worldwide market and customers, and work to better utilize its global assets and capabilities.The last, the new CEO has been working closely with labor unions in a