Project #13804 - Ford and the world automobile industry in 2012 (case study)

The case study for the 2013 Term 2 Standard Examination will be 'Ford and the World Automobile Industry in 2012'.

In preparing for the exam, it would be beneficial to work through the questions below. Each question will require between two and four pages to respond in the detail required. Only three questions will be posed on the exam, and each is worth 10 marks.

A minimum score of 40% is required on the exam in order to pass this course.

Questions:

1.What are the distinctive features of Ford’s strategy? How successful has the strategy been?

2.Using Porter’s Five Forces, identify and explain the falling profitability of the automobile industry since the late 1960s and early 1970s.

3.Why is it that pharmaceuticals and tobacco products earn such high levels of profitability? What is it about airlines (as well as entertainment, telecommunications, telecom equipment, and forest products) that causes profitability to be so low? Is the food and beverage industry profitable? Why / Why Not?

4.Explore the extent to which the automotive sector offers potential for internationalization to create value, utilising Bartlett & Ghosal’s Globalizational/National Differentiation Framework and Pankaj Ghemewat’s ‘Triple A’ Framework.

5.Identify and discuss five of Ford’s resources or capabilities, and potential to create value from internationalisation

6.Consider the profitability of the automotive industry into the future. Identify and discuss factors that tend to increase profitability, and those that tend to decrease profitability.

7.The automobile industry is complex and understanding the basis for competitive advantage within it is a challenge. One way into this issue is to identify which companies have been the most successful in recent years, to ask why, and then to try to generalise in order to establish key success factors. Clearly, different firms are successful with different strategies (e.g. Toyota, BMW). Discuss the commonalities, and how these can be expected to change into the future.

8.Recognize competition as a dynamic, even hypercompetitive, process, appreciate the insights that game theory offers into the dynamics of rivalry, and use competitor analysis to predict the competitive moves by rivals.

 

 

 

 

 

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Due By (Pacific Time) 10/05/2013 12:00 am
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