PART 2

FORD MOTORS COMPANY

Acknowledgement

Thank you to Mahendran Sharma, the Ex-Sales Executive (Mac 2011) of Sales and Marketing

division of Ford Motors Sdn Bhd U.S. for taking time out from his busy schedule and spend the

time with us for this interview.

1.0Introduction

1.0 Background Of Company

Ford Motor Company is known as the primary automobile manufacturing expert in the

western world. During Ford's early years, the company was virtually indistinguishable from

its founder. Fordism as it came to be known – a system of mass production which combined

the principles of scientific management with new manufacturing techniques, such as the

assembly line – created more than fantastic profits for his company but it literally

revolutionized industry on a global scale within twenty years of its implementation (2002).

It expanded its operations worldwide specifically in Europe, Asia Pacific, Central and South

America, the Caribbean, Africa and the Middle East.

During the earlier times, the firm’s activities outside U.S. mainly focus on sales and

distributions. With the constant changes and economic integration of various nations, Ford

manufactures and distributes automobiles in 200 markets across six continents and maintains

108 plants worldwide (2006). Traditionally, Ford's international operations were a source of

strength that allowed the company to maintain its position as the second largest auto maker in

the world and to respond to GM's competitive moves (2002). Today, Ford still maintains its

competitive advantage among other automobile manufacturing companies by sustaining the

needs and creating innovations on the automobile industry.

The company’s overseas operations are situated on the specific areas wherein Ford and

its management maintain a corporate jurisdiction. For instance, the regions along the

European continent do business in their own ways but still under the general supervision of

the main office. There are also corporate websites designed to serve specific locations. Ford’s

branches worldwide are composed of a head and a line of board of directors connected to the

main responsibility

2.0 Interview Results

2.1 Company’s direction: Vision, mission statement and objectives

2.1.1 Vision

Ford Motor Company wants to become the world's leading Consumer Company for automotive

products and services.

2.1.2 Mission

ONE FORD MISSION (for FORD MALAYSIA & FORD MOTORS):

ONE TEAM

People working together as a lean, global enterprise for automotive leadership, as measured by:

Customer, Employee, Dealer, Investor, Supplier, Union/Council, and Community Satisfaction

ONE PLAN

Aggressively restructure to operate profitably at the current demand and changing model mix

Accelerate development of new products our customers want and value

Finance our plan and improve our balance sheet

Work together effectively as one team

ONE GOAL

An exciting viable Ford delivering profitable growth for all.

2.1.3 Values

Our business is driven by our consumer focus, creativity, resourcefulness, and entrepreneurial

spirit.

We are an inspired, diverse team. We respect and value everyone's contribution. The health and

safety of our people are paramount.

We are a leader in environmental responsibility. Our integrity is never compromised and we

make a positive contribution to society.

We constantly strive to improve in everything we do. Guided by these values, we provide

superior returns to our shareholders.

2.2 Assessment of the external environment of the company

The External Analysis examines opportunities and threats that exist in the environment. Both

opportunities and threats exist independently in Ford.

2.2.1 Competitiveness of the industry

Using Porters Five Forces Analysis

a) Competitive Rivalry

Competition is extremely fierce in this industry. The biggest players in the

industry by volume are; General Motors, followed by Ford, DaimlerChrysler and

Toyota in terms .This order is changeable depending on the actions taken by

companies in attracting consumers.

Different companies are providing different incentives to attract customers to

purchasing their own vehicles. Ford in the past was very successful due to their

advantages relating to volume and scale and it was anticipated that they would

become the biggest player in the industry taking the place of GM. However, due

to the actions taken by their arch rival, GM, Ford continues to remain in second

place Ford experienced adverse publicity due to the tire scandal and also the poor

marketing of baby Jag while GM introduced incentives such as “GM military

offer”.

The demand for cars although remains high, has been declining since the 1990s.

A large number of companies are fighting to cater for the existing demand.

Due to the sleek design and price incentives provided by Japanese manufacturers,

US car sales declined by 14% in October 2010; causing Ford and GM to lose

market shares while Toyota and Honda gained.

b) Barriers to Entry

There are distinctive barriers to entry in the automotive industry. The main 10

firms operating in the automotive industry have great power in terms of

reputation, finances, experience, technology and existing large product portfolios.

It would be highly difficult for a new company to compete with the above.

The existing companies within the industry are joining forces, which at times do

have detrimental effects for new comers to the market and for some existing

companies. For an instance, the situation of Rover in the UK. In the past, the

profitable components of Rover were purchased by BMW and Ford, and Rover

was left producing poor quality and old vehicles, which consequently led to its

bankruptcy in April, 2005.

Due to the environmental and technological factors mentioned previously, car

firms must heavily invest in research and development. New comers to the

industry may find it difficult to compete with the investments made by existing

large firms.

It is anticipated that the ways of being able to overcome the barriers to entry in

this industry would be to enter the market with vehicles that consume other forms

of energy and vehicles that are environmentally friendly.

As mentioned previously, Chinese cars are entering the industry. It is believed

that they were able to overcome the barriers to entry due to the prices of their

vehicles. Through cheap labor and components, Chinese firms are able to produce

cars at a lower cost than the American manufacturers.

c) Threat of Substitute

Although the public are becoming increasingly aware of global warming and

therefore choosing other forms of transport such as trains, busses and bicycles, it

can still be said that cars and other private vehicles are viewed as a necessity

especially for those who do not live in city centers.

It is therefore believed that no real threat of substitutes exist today.

In the future, if cars that use other forms of energy apart from diesel and petrol are

introduced to the market, they may pose problems for the current manufacturers

in the industry.

d) Buyer Power

The buyer power is greatly affected by inflation and interest rates which are

further affected by the fluctuations in fuel prices. However, buyer power remains

high for the industry, which also confirms the competitive rivalry within the

industry.

The competition is high in the industry, with similar products that have minority

differences. Car manufacturers are providing other incentives to attract the buyers

to their brands. For instance, Ford is providing free upgrades worth up to ₤2000

for their customers in the UK.

Consumer preferences determine the type of car sold. With rising interest and

inflation rates, consumers are interested in vehicles that are cheaper to run in the

long term.

Firms are using fierce marketing techniques in order to attract consumers to their

products. Extra benefits, price incentives and add-ons are some examples of these

marketing activities

e) Supplier Power

Supplier power has a certain affect on the firms in this industry but remains

relatively low. Suppliers provide certain components necessary for the production

of vehicles and also spare parts for future repairs.

However, in order to benefit from economies of scale, firms are reducing the

number of their suppliers and increasing their orders on their existing suppliers.

Due to such actions taken by car manufacturing firms, the competition among the

suppliers is also increasing. Suppliers are reducing the prices of the components

and provide other financial incentives.

Such competition benefits both the car firms and the suppliers. Car firms benefit

due to being able to obtain cheaper parts and also trough economies of scale

through the large orders which they place. Suppliers benefit through attracting

large and long term contracts with car manufacturers.

2.2.2 Factors that drive industry change

a) Political Factors

The September 11th terrorist attack which had occurred in the US reduced the

sales of automobiles in the US, and specifically Ford’s sales by 10% .

The economic recession in Argentina in 2002 adversely affected car sales in

Argentina, production volume fell from 57,200 units to 31,000 units.

The Iraqi war affected Ford adversely as their US sales declined by 7%. The war

has had a similar affect on other firms operating in the industry also.

The United Nations World Forum for Harmonization of Vehicle regulations

introduced a global technical regulation in 2004 regarding door locks for vehicle

safety, which manufacturers must abide by.

b) Economic Factors

Rising petrol prices make it more expensive for consumers to drive petrol fuelled

cars which consequently means that consumers are inclined to change their cars

which operate using diesel.

Ford’s SUV’s (Sport Utility Vehicle) sales declined due to rising gasoline prices,

in turn their share prices also declined

The rise in the demand for Japanese cars which consume less petrol than most

American cars has meant that automobile manufacturers have needed to reduce

their prices in order to sell their vehicles and to maintain their market shares.

c) Social Factors

Cars are viewed as a status symbol. The brand choice of a car influences the way

a person is perceived by the public.

The demand for luxury cars are on the increase in the EU. Ford entered the luxury

cars market in the EU with Cadillac in September, 2004.

Smaller, city cars are also in demand in the EU to facilitate access in busy city

centers, to allow for easier parking and also due to their lower consumption of

petrol

Although the Japanese cars are a success in the US, the public in the US

demonstrate a hostile approach towards them. Since the Japanese cars entered the

US market, the American companies such as Ford and GM have been losing

market share.

Women drivers and cars for women attract many stereotypical viewpoints. Ford

has stated that “a man cannot be expected to design a car for a woman, since a

man will not fully understand their needs and wants. For this reason we have

women designers to design cars for women”. This provides Ford with a

competitive edge in attracting women drivers to purchase their cars.

d) Technological Factors

Technological advancements are vital for those in the automotive industry for

several reasons.

Primarily, research and development is necessary to attract new buyers, and firms

cannot afford to be laggards.

Secondly, firms need to be aware of new technologies for their production lines;

this reduces man power and therefore reduces the costs of building vehicles.

Japanese firms owe their success and profitability to technological pioneering.

Ford are said to be pioneers in force-controlled robots for their transmission

assemblies allowing them to have a competitive edge and to reduce costs incurred

per vehicle.

According to environmental studies, petrol in the world is anticipated to finish

within the next 50 years Firms in the automotive industry must develop cars that

use other means of energy in order to survive in the future.

Verespej, states that it is necessary for manufacturers to develop their supply

chains further to ensure a quicker delivery of custom made cars. He further states

that this can be achieved with more efficient production lines with technological

advancements.

Technological factors further affect the automotive industry in terms of the

reputation of individual firms. Chrysler, Toyota and Ford have had to recall cars

for expensive repairs in the past, which has had negative affects on their

reputations. Ford has recently been involved in a tire scandal costing $2bn,

Chrysler recalled cars due to faulty locks and Toyota in November had to recall

cars due to corrosion of car parts. Technology is necessary to ensure the quality of

finished vehicles.

e) Environmental Factors

Hurricanes in the US have caused the oil prices to fluctuate.

Due to global warming and the carbon dioxide gasses emitted from vehicles the

public may seek public transport in an attempt to protect the environment.

Petrol is anticipated to finish within the next 50 years. Legal Factors

Car manufacturers are increasingly reducing their numbers of employees due to

technology replacing man power. However, pressure from Trade Unions in the

US and the EU make it difficult for car firms to dismiss employees. For this

reason individual firms such as Ford and GM are attempting to make deals with

trade unions in order to protect themselves.

The European Commission has changed the rules regarding car distribution, to

allow the dealers to have more freedom to compete across the EU.

2.2.2 Company’s market position

Using the Space Matrix

FINANCIAL STRENGTHS (FS)   ENVIRONMENTAL STABILITY (ES)  Return on Asset (ROA) 1 Rate of Inflation -4Leverage 1 Technological Changes -3Net Income 2 Price Elasticity of Demand -3Net Asset 2 Competitive Pressure -6Return on Equity 1 Barrier to entry into the Market -2Financial Strengths (FS) 1.4 Environmental Stability (ES) -

3.6       COMPETITIVE ADVANTAGE (CA)   INDUSTRY STRENGTH (IS)  Market Share -3 Growth Potential 5Product Quality -2 Financial Stability 3Customer Loyalty -2 Ease of entry into the market 6Technological know-how -1 Resources Utilization 3Control over supplier & Distributors -2 Profit Potential 4Competitive Advantage (CA) -2 Industry Strength (IS) 4.2

X-axis: -2 + 4.2 = 2.2Y-axis: 1.4+ -3.6 =- 2.2

Comparing the internal and external (IE) Matrix

From the Space Matrix Method Analysis, it can be proven that Ford Motors is in the average/medium position in the automobile market. Even in the US Market, Ford encountered lowered share price but maintained its share price in range from year 2006 till 2011.

Thursday, December 01, 2011

Thursday, December 01, 2011

  SALES YTD SALES % MARKET SHARE

 Nov2011

Nov2010

% Chg 2011 2010

% Chg

Nov201

1

Nov201

0

YTD201

1

YTD201

0

Ford Motor Company

166,441

146,956

13.31,933,65

41,741,34

311.0 16.7 16.8 16.8 16.7

   Total Cars

48,322 52,985 -8.8 667,286 632,060 5.6 4.9 6.1 5.8 6.1

     Domestic Car

48,322 52,985 -8.8 667,286 632,060 5.6 4.9 6.1 5.8 6.1

     Import Car

... ... ... ... ... ... ... ... ... ...

   Total Light Trucks

118,119

93,971 25.71,266,36

81,109,28

314.2 11.9 10.8 11.0 10.6

     Domestic Truck

118,119

93,971 25.71,266,36

81,109,28

314.2 11.9 10.8 11.0 10.6

     Import Truck

... ... ... ... ... ... ... ... ... ...

Source: www.motorintelligence.com

2.2.4 Key factors for competitive success

Ford believes that their stable management team, their strong supplier and dealer

relationships, the positive acceptance of our products by customers, and our full pipeline of new

products allow them to compete effectively in the global vehicle markets while they reduce their

debt.

2.3 Assessment of the internal environment of the company

The Internal Analysis of strengths and weaknesses focuses on internal factors that give an

organization certain advantages and disadvantages in meeting the needs of its target market. This

analysis is based resources and capabilities of Ford itself.

2.3.1 Resources and capabilities of Ford

Throughout 2010 Ford continued market share growth in the car sector with high-quality, fuel-

efficient offerings bringing bold designs, multiple convenience technologies, comprehensive

safety features and engaging driving dynamics.

With small cars like Fiesta and Focus in the U.S. and globally, Ford is transforming its

product portfolio for a high-tech, fuel efficient future.

Ford’s commitment to outstanding fuel economy, head-turning style and customer-

focused technology is displayed throughout our lineup of utility vehicles. Explorer’s

Terrain Management System™ means drivers can adjust to road conditions with the twist

of a knob. And fuel economy for each product is either segment leading or among the

leaders.

The reinvention of a proud nameplate and the introduction of cutting-edge technology

highlight Ford’s world-class utility vehicles with reinvention with game-changing fuel

efficiency, safety, technology, capability and quality.

Ford Work Solutions is a collection of affordable technologies that provide truck

customers connectivity, flexibility, visibility and security to better run their business. It

features an in-dash computer that provides full high-speed Internet and wireless

accessories that include a printer; Tool Link, an asset tracking system for customers to

maintain real-time inventory of tools and equipment in the vehicle; Crew Chief, a

telematics and diagnostics system to inform fleet managers of their fleets’ locations and

maintenance needs; and Cable Lock, a security system to secure large tools or equipment

in the cargo area.

MyLincoln Touch™ driver connect technology (pictured above) redefines the driver’s

interface with the vehicle, matching modern consumer electronic screens and controls

that have become the standard for ease of use and graphic displays. The technology

organizes functions and settings with minimal menu layering for quick access, and

includes two 4.2-inch configurable LCD screens and an 8-inch touch screen, plus five-

way steering wheel controls. Available on the 2011 Lincoln MKX.

World-class quality and a laser-sharp focus on customer safety continue to make Ford a

leader with U.S. consumers. Ford satisfaction scores are among the highest in the

industry beating most full-line carmakers. Ford also has the most top U.S. safety ratings

of any automaker ever. Ford continues to pioneer the next frontier of safety with

innovations like inflatable seat belts and curve control, both of which debuted on the new

Explorer pioneering the next frontier of safety

Smart, compelling technologies work in harmony to help deliver vehicles that customers

want and value. Two signature Ford technologies include SYNC and SYNC with

MyFord Touch.

As Ford continues to deliver on its promise of making fuel economy affordable for

millions, it will soon put on the road its fourth vehicle delivering 40 mpg or more in 2011

– more than any other full-line automaker.

Ford is offering new and revamped engines across its lineup for 2011. Since the

successful launch of the 3.5-liter EcoBoost V6 in 2009, Ford is on track with plans to

spread the technology around the globe.

2.3.2 SWOT analysis of the company

Strengths

Ford Motors has strong customers loyalty

The diversifications of Ford Motors are wide in terms of the types of vehicles produced.

This allows them to target wider scope of customers.

Total Sales have remained strong which is over 150 billion USD.

Holds European marker shares

Operates in 6 different continents

Had been called the Hybrid Mariner in 2007

Ford Motors Targets all income classes.

It was supportive towards the United States government.

Ford Motors had been ranked in Fortune 500

Weakness

It had implemented in efficient marketing in the United States.

It had closed 14 manufacturing factories in North America.

They also have a weak organization structure. (Whites are given priority be in the top

management)

They provide limited warranty period which is of 30000 miles while competitors

provides 100000 miles

It had been reported that in the end of 2009 they had losses as much as 14 Billon USD.

They are operating with USD 154 Billion debt in 2009

Ford Motors had cut 30000 jobs in their factories worldwide.

They also have a very poor operation declaration.

Opportunities

Ford is American Company, results in Customers trustworthiness

Progressive in technology

Forces Customers to return to dealer for services

European division Expected to become more profitable

Sluggish global economy (lower prices of fuel)

Customers desires for hybrid and fuel efficient vehicles

By 2011 electronics are expected to account for 40% of an average vehicle value

China as vibrant market

Threats

Money devalues against many major currencies

GM and Toyota offers great discounts than ford

Most Americans prefer foreign brands

United Auto Workers (Powerful union)

Competing in US automobile market

New Toyota manufacturing plants all over

High Inventory cost

Global recession

2.3.3 Cost structure of the company

This automotive sector's revenue is generated primarily by sales of vehicles, parts and

accessories to Ford’s dealers and distributors. Vehicles Ford produce generally are subject to

firm orders from their customers. The vehicles generally are deemed sold, and revenue

recognized, when produced and shipped or delivered to their customers. Ford Motor Company’s

November U.S. retail sales increased 20 percent versus a year ago. Total sales were 166,865, up

13 percent. They estimated its retail market share has averaged 15 percent in the last three

months – its highest retail share in five years. Ford brand retail sales were higher for most

products, with double-digit gains posted by Fiesta, Fusion, Escape, Explorer, F-Series, Econoline

and Ranger. Due to hike up of gasoline prices year by year, consumers continue to value fuel

economy – no matter what size or kind of vehicle best meets their needs.” This is an advantage

to Ford because most of their products deliver best-in-class fuel economy and provide customers

an opportunity to choose what best works for them – EcoBoost technology or electrified

vehicles. In North America, the Ford plans to build 675,000 vehicles in the first quarter of 2012,

up 3 percent (18,000 vehicles) compared with first quarter 2011. Ford plans to build 674,000

vehicles in the fourth quarter of 2011, an increase of 14,000 vehicles from the previous forecast.

The industry sales rate has exceeded 13 million in each of the last three months as stated in the

annual report. And Ford believes and is ready to meet that demand with high-quality, fuel-

efficient cars, utilities and trucks to support stronger levels in 2012. This could be realized in the

table below;

Our worldwide net income attributable to Ford Motor Company was $6.6 billion or $1.66

per share of Common and Class B Stock in 2010, an improvement of $3.9 billion from net

income attributable to Ford Motor Company of $2.7 billion or $0.86 per share of Common and

Class B Stock in 2009. Results by business sector are shown below (in millions):

As discussed in more detail in "Liquidity and Capital Resources" below, during 2010

Ford generated positive automotive operating-related cash flow of $4.4 billion. This contributed

to their ability to reduce automotive debt by $14.5 billion in 2010, from a total of $33.6 billion at

the end of 2009 to $19.1 billion at the end of 2010. Even with their substantial debt reduction

actions in 2010, shown in the table below, Ford were able to maintain a significant level of

automotive gross cash (i.e., cash and cash equivalents and marketable securities) and ended 2010

with Automotive gross cash exceeding total Automotive debt by $1.4 billion, also as shown in

the table below (in billions):

Ford believes that their stable management team, their strong supplier and dealer

relationships, the positive acceptance of our products by customers, and our full pipeline of new

products allow them to compete effectively in the global vehicle markets while we reduce our

debt.

2.4 Company’s Strategy

Ford remains firm in their belief that they continued focus on executing their One Ford plan

which is known to be the right strategy to achieve their objectives. Despite the external economic

environment in recent years, we have made significant progress in transforming our business.

2.4.1 Generic Strategy

A Focused Differentiation Strategy is the choice of Ford Motors. They have been improving their

vehicles by innovation and differentiating providing their customers the best product and

specification a vehicle could have. They are committed to introducing new products that

consumers want and value, and are receiving very positive reactions from consumers, media, and

independent evaluators in response to the products they have introduced in recent years. Ford

plan to build on this strength in 2011. Their global product strategy is to serve key geographic

markets with a complete family of small, medium and large, cars, utilities and trucks that have

best-in-class design and quality, are environmentally responsible, and contain high-value safety

and smart feature content. The result of this strategy is a fullline of vehicles that:

Have bold, emotive exterior designs

Are great to drive

Are great to sit in (with the comfort and convenience of a second home on wheels and

exceptional quietness)

Provide fuel economy as a reason to buy

Are unmistakably a Ford or Lincoln in look, sound and feel

Provide exceptional value

Ford is committed to delivering the freshest showroom in all regions with benchmark

efficiency. Developing products their customers want and value demands consistent focus on

the four pillars of our global product strategy – Drive Quality, Drive Green, Drive Safe, and

Drive Smart.

2.4.2 Complementing Strategy and Competing In International Markets

Building upon demonstrated strategy to democratize globally their technology

investments, SYNC and MyFord Touch were launched in Europe in the Focus and C-MAX.

These migrations continue a history of global feature rollouts that includes Blind Spot

Information System, ambient lighting, intelligent entry with push button start, and active park

assist. Leveraging key new technologies across the four strategy pillars in multiple regions on

global programs drives tremendous scale and efficiency savings that can be re-invested allowing

Ford to have the freshest showroom in the industry.

In 2010, Ford launched 24 new or redesigned vehicles in key markets around the world,

including: for North America the redesigned Ford Explorer, Edge, the new Fiesta and the

redesigned Lincoln MKX and the MKZ Hybrid; for Europe, the redesigned Ford C-MAX and

new Grand C-MAX; and for India, the new Ford Figo. In 2011, they had a number of additional

global product launches. Their product strategy ensures a single global product cycle plan,

simultaneously delivering global product programs across regions, with clearly defined product

"DNA" while efficiently leveraging Ford global resources. This approach leads to a reduced

number of vehicle platforms and parts, as well as simplified vehicle ordering from the customer's

perspective. For example, they have reduced the number of global nameplates from 97 in 2006 to

59 in 2008 to 38 in 2010, with further reductions planned. The numbers of vehicle platforms

were reduced from 27 in 2007 to 13 in 2014, with production on strategic core platforms

increasing from 29% in 2007 to at least 80% in 2013 and beyond. Ford will have common small

and medium-sized Ford vehicles in North America, South America, Europe and Asia Pacific

Africa by 2013. This will include Fiesta- and Focus-sized small cars and utilities, Fusion- and

Mondeo-sized midsize cars and utilities, compact pick-ups, and commercial vans. For example,

in 2012, Ford expects to produce more than two million vehicles annually from global C

platform (Focus-sized) and, by 2015, two million vehicles annually from global B platform

(Fiesta-sized).

2.4.3 Diversification

Ford also is leading the way in leveraging the growing consumer trend of smartphone

apps with an innovative approach to control the applications through SYNC. Their AppLink™

application programming interface brings popular apps such as Pandora internet radio, Stitcher

"smart" radio and the Twitter client OpenBeak into the vehicle. These technologies not only

provide greater connectivity to vehicle occupants, but importantly also help mitigate driver

distraction risks by using the safer means of voice commands to control functions and programs.Source :Ford Motor Company | 2010 Annual Report

3.0 Discussions

Problems associated by Ford Motors.

Minor Major

Transmission failure Incurred huge costs from its planned series of job

cuts and plant closures.

Cracked rare panel Ford is cutting 30,000 jobs and closing 14 plants

by 2012 to reduce its costs.

Key won’t turn in the ignition High Fuel Consumption vehicle brands

Ford Focus problems Decrease in sales from the past few years

Manufacturing faults (rare cases)

Developed strategies to solve those problems

Continue R&D for hybrid automobile, pure battery electric motors

Open new production facility in eastern Europe and china

Focus on social marketing that will cause more support from the Govt.

Restructure to reduce cost of labor and raw material

Focus development on cutting edge. Fuel efficient automobiles

They should focus on more customer oriented approach rather than other

E.E.O, should encourage black people and position them in top management

Should offer at least 100,000 miles warranty on all new vehicles

4.0 Conclusion & Recommendations

Despite current difficult economic conditions and uncertainties in the automobile industry, Ford

continues to have a good return on investment. As one of the world's largest auto and truck

manufacturers, Ford is continually looking for new ways to streamline its operations. Ford has

set goals to increase vehicle production, while reducing costs and development time for new

vehicles.  Besides that the macro environment in which Ford Malaysia and Ford Motor Company

operates in is changeable and highly competitive, which was further depicted by the Porters five

forces analysis. The micro environmental analysis indicated that Ford remains robust, however,

must ensure that their weaknesses are over come and that they are prepared for the threats that

are anticipated to face them in the future.

5.0 References

1. Excerpt from interview session with Mahendran Sharma, taken place

at Bandar Bukit Puchong on 11.December.2011 between 10am~1pm

2. The Wall Street Journal - http://online.wsj.com/mdc/public/page/2_3022-

autosales.html#autosalesE

3. http://media.ford.com/article_display.cfm?article_id=33520

4. http://www.ford.net.my/fiesta/

5. http://www.iaob.org/pdfs/FordspecTS2nd_December%202007.pdf