A REPORT OF ONLINE INTERNSHIP FOR

“FORD MOTORS”

Project submitted to

SAINTGITS INSTITUTE OF MANAGEMENT

In the Partial Fulfilment of the Requirement for the Degree of

MASTERS OF BUSINESS ADMINISTRATION

By

ELROY JOHNSON

REG.NO: MGP19MBA43

Under the guidance and supervision of

Ms. JINOMOL .P

SAINTGITS INSTITUTE OF MANAGEMENT

KOTTAYAM

JULY 2020
 DECLARATION

I hereby declare that matter embodied in this report entitled ‘A REPORT ON ONLINE
INTERNSHIP FOR FORD MOTORS.’ is the result of the analysis of observations and
interviews carried out by me under the guidance of o Ms. Jinomol P, Associate Professor,
Saintgits Institute of Management. This project work has not previously formed the basis for
the award of any degree, diploma, fellowship, associate ship or any other similar title, to any
candidate of any University

Place: Pathamuttom

Date: 08.08.2020 ELROY JOHNSON

REG. NO: MGP19MBA43

 ACKNOWLEDGEMENT

First and foremost, I express my gratitude to God Almighty for his blessings to complete this
work. I express my heartfelt gratitude to our Dean Dr. Roji George, for providing the
opportunity for doing the internship. I am grateful to Ms. Jinomol P Assistant Professor, my
Faculty guide for her whole hearted support and guidance

Last but not the least I extend my sincere thanks to my parents and friends for their valuable
help and encouragement throughout my studies.

ELROY JOHNSON
 TABLE OF CONTENTS

CHAPTERS PARTICULARS PAGE

NO.
1. INTRODUCTION
1.1 Introduction to The Internship
1.2 Objective of Online Internship

2. ORGANISATIONAL ANALYSIS
2.1 Industry Analysis
2.2 Introduction
2.3 Company History
2.4 Mission, Vision and Values of the company
2.5 Governing Body and Top Management
2.6 Organizational Structure
2.7 Products/ Services of the company
2.8 Competitor analysis
2.9 Financial Analysis
2.10 Description of supporting functions
2.11 SWOT analysis of the company
3. LEARNINGS

4. CONCLUSION

5. REFERENCES

6. APPENDIX
 LIST OF TABLES & FIGURES

TABLE DESCRIPTION PAGE NO.

NO.
2.2.1 About the Company
2.5.1 Governing Body
2.9.1 Financial Analysis
2.9.2 Balance sheet
2.9.3 Income statement
2.9.4 Ratios

FIGURE DESCRIPTION PAGE NO.

NO.
2.2.1 Ford Motors’ Logo
2.6.1 Organizational structure
2.8.1 Competitor Segmentation
 CHAPTER – 1

INTRODUCTION
 CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

This report provides the details about the major functions and roles of “Ford Motors”. It aims
to give an idea about how each departments act as a vital link to connect the employees and the
Management

Name of the Company: “Ford Motors”

Reference to Internship: Mr. BENNY EKKA working as Design Engineer “Ford Motors”

Period of internship: From July 22 nd to August 4th of 2020.

1.2 OBJECTIVE OF THE ONLINE INTERNSHIP

 To familiarize with the organization and its functions.
 To understand the structure and working of the organization
 To do the SWOT Analysis
 To understand how the key business processes are carried out in the organization.
 To relate theory with practice
 CHAPTER-2

ORGANIZATIONAL ANALYSIS
 CHAPTER-2

ORGANIZATIONAL ANALYSIS

2.1 INDUSTRY ANALYSIS

The automobile sector is a key player in the global and Indian economy. The Indian automobile
industry seems to come a long way since the first car that was manufactured in Mumbai in
1898. The automobile sector today is one of the key sectors of the country contributing majorly
to the economy of India. It directly and indirectly provides employment to over 10 million
people in the country. The Indian automobile industry has a well-established name globally
being the second largest two wheeler market in the world, fourth largest commercial vehicle
market in the world, and eleventh largest passenger car market in the world and expected to
become the third largest automobile market in the world only behind USA and China.

The automobile industry in India is world’s fourth largest, with the country currently being the
world's fourth largest manufacturer of cars and seventh largest manufacturer of commercial
vehicles in 2018. Indian automotive industry (including component manufacturing) is expected
to reach Rs 16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026. Two-wheelers dominate
the industry and made up 81 per cent share in the domestic automobile sales in FY19. Overall,
Domestic automobiles sales increased at 6.71 per cent CAGR between FY13-18 with 26.27
million vehicles being sold in FY19. Indian automobile industry has received Foreign Direct
Investment (FDI) worth US$ 23.51 billion between April 2000 and September 2019. Five per
cent of total FDI inflows to India from April 2000 to June 2019 went into the automobiles
sector.

The automobile sector of India is one of the largest in the world and accounts for over 7.1%
of India's gross domestic product (GDP). It also contributes to nearly 22% of the
country's manufacturing GDP. Till early 1980s, there were very few players in the Indian auto
sector, which was suffering from low volumes of production, obsolete and substandard
technologies. With de-licensing in the 1980s and opening up of this sector to FDI in 1993, the
sector has grown rapidly due to the entry of global players. India is a global major in the two-
wheeler industry producing motorcycles, scooters and mopeds principally of engine capacities

58 below 200 cc. Tata figures among the ten largest global manufacturers of LCVs, heavy
trucks, buses and coaches, while it is among the top 25 in passenger car manufacturing.
2.2 INTRODUCTION

Fig2.2.1

Ford Motor Company, incorporated on July 9, 1919, is a global automotive and mobility
company. The Company's business includes designing, manufacturing, marketing, and
servicing a line of Ford cars, trucks, and sport utility vehicles (SUVs), as well as Lincoln luxury
vehicles. The Company operates in four segments: Automotive, Financial Services, Ford Smart
Mobility LLC, and Central Treasury Operations. Ford Smart Mobility LLC and Central
Treasury Operations are combined in All Other. The Company's vehicle brands are Ford and
Lincoln. The Company sells its dealerships for retail sale, it also sells vehicles to its dealerships
for sale to fleet customers, including commercial fleet customers, daily rental car companies,
and governments. The Company also sells parts and accessories, primarily to its dealerships
(which in turn sell these products to retail customers) and to authorized parts distributors
(which in turn primarily sell these products to retailers).

As the second-largest automobile company in the world, Ford Motor Company represents a
$164 billion multinational business empire. Known primarily as a manufacturer of
automobiles, Ford also operates Ford Credit, which generates more than $3 billion in income,
and owns The Hertz Corporation, the largest automobile rental company in the world.

Products
Automobiles
Luxury vehicles
Commercial vehicles
Automotive parts
Pickup trucks
 SUVs
Services
Automotive finance
Vehicle leasing
Vehicle service
Number of employees 190,000 (December 2019)
Key people
William Clay Ford Jr.
(Executive Chairman)
Jim Hackett
(President & CEO)
Owners
Ford family
(2% equity; 40% voting power)
The Vanguard Group (5.82%)
Evercore Wealth Management (5.58%)
Table 2.2.1

Type Public
Industry Automotive
Founded June 16, 1903; 117 years ago
Founder Henry Ford
Headquarters Dearborn, Michigan, United States
Area served Worldwide
2.3 HISTORY OF THE COMPANY

Henry Ford built his first experimental car in a workshop behind his home in Detroit in 1896.
After formation of the Ford Motor Company, the first Ford car was assembled at the Mack
Avenue plant in July 1903. Five years later, in 1908, the highly successful Model T was
introduced. Demand for this car was so great that Ford developed new mass production
methods in order to manufacture it in sufficient quantities. In 1911 he established the industry’s
first U.S. branch assembly plant (in Kansas City, Missouri) and opened the company’s first
overseas production plant (in Manchester, England); in 1913 he introduced the world’s first
moving assembly line for cars; and in 1914, to further improve labour productivity, he
introduced the $5 daily wage for an eight-hour day (replacing $2.34 for a nine-hour day).

The company’s first international sales branch opened in Paris in 1908. By mid-1914 there
were more than 500,000 Model Ts on the roads of the world; by 1923 the company was
producing more than half of America’s automobiles; and, by the end of the 1920s, Ford had
more than 20 overseas assembly plants in Europe, Latin America, Canada, Asia, South Africa,
and Australia. The Ford had become the world’s most familiar make of car. In 1927 the last
Model T and the first new Model A were produced, followed in 1932 by the first Ford V-8. In
1922 Ford had acquired the Lincoln Motor Company (founded 1917), which would produce
Ford’s luxury Lincolns and Continentals. In 1938 Ford introduced the first Mercury, a car in
the medium-priced range.

As early as 1906 Henry Ford had acquired 58.5 percent of the company’s stock; and, when the
other stockholders balked at the idea of building the giant (and expensive) River Rouge plant
in Dearborn, he bought them out; Edsel Ford (1893–1943) became president (1919). On Edsel’s
death in 1943, Henry Ford returned to the presidency, but in 1945 he turned it over to his
grandson, Henry Ford II, who reorganized the company’s tangled system of financial
management and reinvigorated its corporate culture by hiring talented younger managers. The
failed introduction of the Edsel (model years 1958–60) occurred amid these successes. Henry
Ford II continued to guide the company as chief executive officer (1945–70) and chairman of
the board (1960–80).

In the 1950s and ’60s the Ford Motor Company began limited diversification, but by the 1990s
it had refocused attention on its automotive concerns and financial services. In 1989–90 Ford
acquired Jaguar, a British manufacturer of luxury cars. Aston Martin became a wholly owned
subsidiary in 1993. Later acquisitions included the rental car company Hertz Corporation in
1994, the automobile division of Volvo in 1999, and the Land Rover brand of sport utility
vehicles in 2000. Ford also purchased a significant share of the Mazda Motor Corporation.
However, as Ford struggled in the early 21st century, it began selling these brands. Ford sold
Hertz in 2005 and Aston Martin in 2007. It sold Jaguar and Land Rover to Tata Motors Ltd. of
India in 2008. Ford started selling its Mazda shares in 2008 and completely divested in 2015.

Ford In The 21st Century

In December 2008 Pres. George W. Bush announced an emergency financial rescue plan to aid
the “Big Three” automakers—Chrysler LLC, General Motors Corporation, and Ford—to
prevent the collapse of the country’s struggling auto industry. The plan made immediately
available $13.4 billion in government loans from the Troubled Assets Relief Program (TARP),
a $700 billion fund approved by Congress to aid the financial industry following the subprime
mortgage crisis. The loans would allow the auto companies to continue operating through
March 2009, when they were required to demonstrate “financial viability” or return the money.
An additional stipulation required the companies to undergo restructuring. The money was
initially made available to General Motors and Chrysler; Ford purportedly possessed adequate
funds to continue operations and, thus, did not immediately require government relief.

Able to avoid bankruptcy—for which both General Motors and Chrysler filed—Ford
experienced increased sales and market share in 2009. The growth was partially due to the
federal government’s “cash-for-clunkers” plan, which gave consumers up to $4,500 toward
trade-ins of older cars for new fuel-efficient models. In addition, Ford adopted various cost-
cutting measures and focused on stronger brands. In 2010 the automaker sold Volvo to the
Chinese company Zhejiang Geely Holding. Several months later Ford announced that it would
discontinue its Mercury line. However, as sales became sluggish, the automaker looked to
expand its products. In 2016 Ford Smart Mobility was created to develop car-sharing ventures
and self-driving vehicles, among other initiatives. The following year the automaker announced
that it was increasing its line of electric cars. However, in 2018 Ford announced that it was
phasing out all of its passenger cars, except the Mustang and Ford Focus Active. Instead, the
company was going to focus on pickups, SUVs, and crossover vehicles.
2.4 MISSION, VISION AND VALUES OF THE COMPANY

2.4.1 MISSION

Our belief: Freedom of movement drives human progress.

2.4.2 VISION

Our aspiration: To become the world’s most trusted company, designing smart vehicles
for a smart world.

2.4.3 VALUES

Put People First

Do the Right Thing
Create Tomorrow
Play to Win
Be Curious
Built Ford Tough
One Ford

2.5 GOVERNING BODY AND TOP MANAGEMENT

Management Team comprises eminent industry experts who bring a wealth of knowledge that
help in strategic decision making towards improving operations and performance.

Figure 2.5.1

Steven Armstrong President, Changan Ford

President and Chief Executive Officer,

Jim Hackett
Ford Motor Company

Mitch Bainwol Chief Government Relations Officer

William Clay Ford Jr. Executive Chairman, Ford Motor Company

Stuart Rowley President, Ford of Europe

Vice President, Controller, Ford Motor
Cathy O’Callaghan
Company
2.6 ORGANIZATIONAL STRUCTURE

Ford’s organizational structure is based on the need to control operations according to regional
market conditions. Markets belonging to the same region have similarities used as basis for
regional structuring. The following are the main features of Ford Motor Company’s
organizational structure:

 Corporate hierarchy
 Regional geographic divisions
 Global functional groups

Corporate Hierarchy. Ford has a traditional corporate hierarchy in its organizational

structure. For example, Executive Vice Presidents report to CEO Mark Fields. Middle
managers report to these executive VPs. This characteristic of Ford’s organizational structure
supports traditional business management approaches that aim for effective top-down control.

Regional Geographic Divisions. Ford has large geographic divisions in its organizational
structure. Typically, global companies divide their operations into several regions per continent
or subcontinent. However, Ford’s organizational structure is divided into only three regional
geographic divisions that cover all its markets around the world. A potential effect of this
feature of the organizational structure is the relative ease of integration of business strategies.
Ford’s main regional geographic divisions are (a) The Americas, (b) Europe, Middle East, and
Africa, and (c) Asia Pacific. An executive VP heads each division.

Global Functional Groups. Ford Motor Company’s organizational structure also has
functional groups, each of which represents a specific business function. A Vice President
heads each of these groups

The main functional groups in Ford’s organizational structure are as follows:

 Global Manufacturing and Labor Affairs

 Global Marketing, Sales and Service

  Human Resources and Corporate Services

 Quality and New Model Launch

 Global Product Development

 Government and Community Relations

 Global Purchasing

 Communications

 Finance

 Legal

 Accounting

Fig 2.6.1
2.7 PRODUCTS/ SERVICES OF THE COMPANY

Automotive Division

In the automotive business Ford produces a variety of vehicles, among them cars for the small,
medium, large and premium segment as well as trucks, buses, vans and SUV’s. The company's
automotive vehicle brands include Ford, Jaguar, Lincoln, Mazda, Mercury and Volvo. It also
owns a 33.4 per cent controlling stake in Mazda. Following the consumer trend towards smaller
and more economical cars, Ford has increased its business in this segment. The automotive
business is organized into five segments: Ford North America, Ford South America, Ford
Europe, Premier Automotive Group (PAG), and Ford Asia Pacific &Africa and Mazda. In
addition to manufacturing and selling cars and trucks, Ford also provides a variety of after-
sales services and products through its dealer network.

Financial Service Division

The financial service division, Ford Motor Credit Company, was established in 1923 as a
wholly owned subsidiary of Ford. It provides automotive financing for Ford, Lincoln, Mercury
and Volvo dealers and customers. Ford Credit was established so Ford Motor Company dealers
could provide competitive financing services to both individuals and businesses. The key
financial services include: retail financing, wholesale financing and third-party claim
management services. The revenues of the two divisions in FY 2007 were split as follows:
automotive (89.5 per cent) and financial services (10.5 per cent).

2.8 COMPETITOR ANALYSIS- Ford’s main competitors include Toyota, Honda,

GM, Nissan, and Chrysler. Ford is positioned as a low-cost competitor with a focus on function.
Its competitors are primarily competing with Ford based on low-cost as Honda, Toyota, and

Fig 2.8.1
Nissan tend to focus on style more than function. GM is competing with Ford for both low-
cost and function.

The worldwide automotive market is highly competitive. Competition is likely to further

intensify with continuing globalization and consolidation. Toyota, Honda, and Nissan have
grown market share because of their ability to deliver products at lower prices, specifically
smaller fuel-efficient vehicles. Ford is currently pursuing a cost-leadership strategy with “One
Ford.” The standardized Ford Focus offers each global economy the same vehicle. “One Ford”
was implemented to help Ford operate more efficiently and obtain economies of scale across
global markets. Ford’s sales in Europe, Asia Pacific, and Africa are expected to jump from
28% in 2000 to 57% in 2020.

In addition, Ford and all of its competitors are focusing strategy on international growth. In the
area of international expansion, Ford is on track to capture market share from its competitors.
Ford plans to build one-third of its vehicles globally by adding more plants in emerging markets
where the production costs are low and there is increasing demand in the automotive industry.

Ford's success in recent years has been tied to producing the vehicles that consumers want
while doing it profitably. For example, Ford is responding to consumer demand by
implementing driver-assisted technologies and eco-friendly vehicles. Features including, active
park assist, Lane-Keeping Aid, and adaptive cruise control are designed to make driving safer
and easier for consumers. In addition, Ford's eco-friendly models are meeting the needs of the
increasing number of environmentally conscious consumers. These innovations and plans for
international expansion should help catalyze future growth for Ford and allow it to remain
competitive.
2.9 FINANCIAL ANALYSIS

Table 2.9.1

PARTICULARS 2019 2018 2017

TOTAL 98,132 95,569 94,600

CURRENT
LIABILITY’S

TOTAL 2,25,307 2,20,474 2,22,792

LIABILITY’S

TOTAL 114,047 114,649 116,801

CURRENT
ASSETS

TOTAL ASSETS 258,537 256,540 258,496

Fiscal year is January-December. All values USD Millions.

Balance Sheet

US$ in millios

Assets
Dec 31, Dec 31, Dec 31,
Particulars 2019 2018 2017
Cash and cash equivalents 17,504 16,718 18,492
Marketable securities 17,147 17,233 20,435
Ford Credit finance receivables, net 53,651 54,353 52,210
Trade and other receivables, less allowances 9,237 11,195 10,599
Inventories 10,786 11,220 10,277
Assets held for sale 2,383 — —
Other assets 3,339 3,930 3,889
Current assets 1,14,047 1,14,649 1,15,902
Ford Credit finance receivables, net 53,703 55,544 56,182
Net investment in operating leases 29,230 29,119 28,235
Net property 36,469 36,178 35,327
Equity in net assets of affiliated companies 2,519 2,709 3,085
Deferred income taxes 11,863 10,412 10,973
Other assets 10,706 7,929 8,104
Non-current assets 1,44,490 1,41,891 1,41,906

Total assets 2,58,537 2,56,540 2,57,808

Liabilities
Particulars Dec 31, Dec 31, Dec 31,
2019 2018 2017
Payables 20,673 21,520 23,282
Dealer and dealers’ customer allowances
and claims 13,113 11,369 10,902
Deferred revenue 2,091 2,095 2,107
Employee benefit plans 1,857 1,755 1,661
Accrued interest 1,128 988 1,057
 OPEB 332 339 348
Pension 185 204 229
Current operating lease liabilities 367 — —
Other 3,914 3,806 3,393
Current other liabilities and
deferred revenue 22,987 20,556 19,697
Automotive debt payable within one year 1,445 2,314 3,356
Ford Credit debt payable within one year 52,371 51,179 48,265
Other debt payable within one year 130 — —
Liabilities held for sale 526 — —
Current liabilities 98,132 95,569 94,600
Pension 9,878 9,423 9,932
OPEB 5,740 5,220 5,821
Dealer and dealers’ customer allowances
and claims 1,921 2,497 2,471
Deferred revenue 4,191 3,985 3,829
Non-current operating lease liabilities 1,047 — —
Employee benefit plans 1,104 1,080 1,139
Other 1,443 1,383 1,519
Non-current other liabilities and
deferred revenue 25,324 23,588 24,711
Automotive long-term debt payable after one
year 13,233 11,233 12,575
Ford Credit long-term debt payable after one
year 87,658 88,887 89,492
Other long-term debt payable after one year 470 600 599
Deferred income taxes 490 597 815
Non-current liabilities 1,27,175 1,24,905 1,28,192
Total liabilities 2,25,307 2,20,474 2,22,792
Table 2.9.2
Income statement

Dec 31, Dec 31, Dec 31,

Title
2019 2018 2017
Total Revenue 1,55,900 1,60,338 1,56,776
Gross Profit 12,495 14,608 24,408
Operating Income 519 3,203 4,881
Net Income 47 3,677 7,731
Table 2.9.3

Ratios’

Title F
Quick Ratio 1.23
Current Ratio 1.34
LT Debt to Equity 388.94%
Total Debt to Equity 568.49%
Table 2.9.4

For the six months ended 30 June 2020, Ford Motor Company revenues decreased 32% to
$53.69B. Net loss totalled $876M vs. income of $1.29B. Revenues reflect Automotive segment
decrease of 34% to $47.96B, Ford Credit segment decrease of 8% to $5.71B. Net loss reflects
Interest expense increase of 42% to $653M (expense), Equity in net income decrease from
$112M (income) to $66M (expense). Dividend per share decreased from $0.30 to $0.15.

2.10 DESCRIPTION OF SUPPORTING FUNCTIONS

Human Resource management

The Human Resource (HR) department job positions at Ford Motors include
personnel relations, workforce planning and recruiting, business operations and
labor relations. The main roles of the HR department entail recruiting/hiring, training,
capacity building, promotions, demotions and firing of employees. Teamwork experience is
the noblest approach through which the company markets its human capital. Second, the whole
global enterprise of the Ford Motors adopted a single plan as part of the ‘One Ford’ strategy.
The set performance objectives were also aligned with the global plan of the company.The ‘one
plan’ concept was meant to avoid any form of ambiguity in the course of operations.

Other alignment methods include building effective leadership, good governance, and
providing coherence. The company increased its diversity at workplace by holding managers
accountable, introducing mentoring schemes, developing and promoting organizational
culture, flexible working for all employees, and promotion of minority networking groups.

Information Technology Team

A few years ago, Ford Motors decided to disrupt the company in ways not seen in the industry
since Henry Ford put the world on wheels 116 years ago to compete for an exciting future. We
brought in more than 3,000 team members with advanced computing, analytical and technical
skills the past three years to help transform the company with dedicated employees in thriving
traditional business. Today, this transformation is becoming much more visible as Ford had
launch the new Mustang Mach-E all-electric SUV, advanced connectivity technologies and
new mobility solutions. The company offer the chance to work on coding projects that come
to life, including fun and futuristic projects like the Ford Performance app to make spirited
driving more fun, new mobility solutions such as e-scooters and advanced city transportation
planning tools, or even the Mustang and Bronco. Very few companies can offer this wide
variety of opportunities across the world.

Ford also is launching unique over-the-air (OTA) updates, which are capable of quickly and
wirelessly upgrading vehicles to stay current with technology and help customers reduce repair
trips.

Supply Chain Management

Supply Chain Management Model of Ford To Build Strong Relationships Shared Commitment
& Supplier Capabilities Collaborating throughout Automotive Industry.

 Inventory Management is of Two Types

 just-in-time inventory
 the economic-order quantity decision model

For Example- Ford Dealership (UCS Tracking System)

  Demand Forecasting
 Previously- Web visitor activities
 Present- Based on historical data
 Procurement
 Multiple suppliers
 Common spot purchases
 Minimal information exchange
 Paper and labor intensive
 Selected suppliers
 Elimination of spot purchases
 High level of information exchange
 Electronic process

Another key process Ford reengineering initiative was Order to Delivery. The purpose of the
OTD project was to reduce to 15 days the time from a customer’s order to delivery of the
finished project. A significant reduction versus the present performance of 45-65 days.Pilot
studies in 1997 & 1998 identified bottlenecks throughout Ford’s supply chain, including its
marketing, material planning, vehicle production.

Ford’s approach to implement an improved OTD process relied on several elements:

1.Ongoing forecasting of customer demand from dealers.

2. A minimum of 15 days of vehicles in each assembly plant’s order bank to increase

manufacturing stability.

3. Regional “mixing centres” that optimize schedules and deliveries of finished vehicles.

4. A robust order amendment process to allow vehicles to be amended for minor colour and
trim variations.

2.11 SWOT ANALYSIS

The SWOT analysis of Ford Motor Company illustrates that the firm is capable of addressing
the internal and external factors in its business focus on innovation and expansion can support
the company’s continued growth and performance improvement .
Strengths

Ford’s strengths are associated with its brand, global operations, and research and development.
This part of the SWOT analysis presents the organizational characteristics (internal strategic
factors) that support business effectiveness. Ford Motor Company’s main strengths are as
follows:

1. Strong brand image

2. Global supply chain
3. Effective innovation processes

As one of the top players in the global automotive industry, Ford has a strong brand image that
contributes to product attractiveness and customer loyalty. Also, Ford has a global supply chain
that supports its operations around the world. Another strength is the company’s innovation
processes that are now more effective following the launch of the new Ford plants. In this part
of the SWOT analysis of Ford, evolving strengths support the company’s growth.

Weaknesses

Ford’s weaknesses are based on the company’s limitations compared to competitors. This part
of the SWOT analysis shows the organizational constraints or inadequacies, which are internal
strategic factors that reduce business potential. Ford’s major weaknesses are as follows:

1. Limited global scope of production network

2. Higher costs compared to competitors
3. Slow innovation processes

One of Ford Motor Company’s weaknesses is the limitation of its network of production
facilities, especially when compared to Toyota’s expansive global network. Ford also closed
down some of its production facilities in Europe in recent years, further worsening this
weakness. In addition, compared to competitors like Toyota, Ford’s costs and prices are
relatively higher, and its innovation processes are relatively slower to respond to new or
emerging trends even though the company has increased its innovation effectiveness. Thus,
this part of Ford’s SWOT analysis indicates that the company is relatively weak compared to
other top players, especially Toyota.
Opportunities

Ford’s opportunities are linked to growth and expansion. In this part of the SWOT analysis,
the focus is on market or industry characteristics (external strategic factors) that support
business growth. The following are Ford’s main opportunities:

1. Global expansion through market penetration

2. Growth through product development
3. Cost reduction through strategic supply chain management

Ford Motor Company has the opportunity to grow and expand through market penetration (e.g.
more dealerships and improved marketing) and product development (e.g. innovation to
introduce new products to satisfy environmental concerns). Ford also has the opportunity to
improve its financial standing by expanding its supply chain to achieve better economies of
scale and reduce production costs. In this part of the SWOT analysis, Ford has opportunities
for growth through operational expansion and innovation.

Threats

The threats against Ford are based on competition and global oil prices. This part of the SWOT
analysis presents the external strategic factors that could limit or reduce business performance.
The following are the threats against Ford:

1. Aggressive competitive rivalry

2. New entry of high-tech firms
3. Fluctuating oil prices

Ford experiences the threat of competitors like General Motors and Toyota, which engage in
aggressive marketing and innovation. There is also the threat of technology firms like Google
and Apple in their efforts to make driverless cars that could compete against Ford’s products.
Moreover, oil price instability threatens the sales performance of Ford products, the majority
of which have internal combustion engines. Thus, this part of the SWOT analysis shows that
Ford must innovate to maintain competitive advantage.
 CHAPTER-3

LEARNING FROM THE ONLINE INTERNSHIP

 CHAPTER-3

LEARNING FROM THE ONLINE INTERNSHIP

3.1 LEARNING FROM THE ONLINE INTERNSHIP

The best knowledge I gained from the online internship is to find opportunity in difficulty.
This online internship helped to gain a deep understanding about the industry, the company
and its working in real life. It helped to analyse the competitor’s and how they differ from each
other. It also helped to do a SWOT Analysis as well as the financial analysis of the company.
A general idea of how a company works in real world is understood. I have had the opportunity
to do my internship from home as well as I could flex my schedule. This online internship also
helped to improve my skills as this needed sufficient knowledge of internet related skills.

1) It helped me gain an overall knowledge about the company, its history, products
and services, and its functional departments.
2) It helped me improve my communication skills as I had to contact a few individuals
in gaining information.
3) It helped me understand the nature of employees, policies of the company and the
process of various departments in the company.
4) Improved my knowledge and understanding of the theoretical aspects learned in
regard with the information collected.
CHAPTER-4

CONCLUSION
 CHAPTER-4

CONCLUSION

The Ford motor company is growing profitable global automotive company. It is streamlining
and globalizing operations, to introduce more products that customer really want and value. It
has aggressively restructured its operations to match production to demand, and it has shifted
to a more balanced product line up offering the highest quality, safety, and value and fuel
economy.

The hard work global team as positioned Ford to survive the current recession, and succeed to
earn good amount of profit in the upcoming years. Ford is undergoing to most rapid and far
ranging transformation, so that it can lead into the future with great new products..

I perceive this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and I will continue to work on their
improvement, in order to attain desired career objectives. This study has helped me to improve
my knowledge.
 REFERENCES

http://corporate.ford.com/

https://media.ford.com/content/fordmedia/fna/us/en.html

https://in.reuters.com/finance/stocks/analyst/F.N

https://www.referenceforbusiness.com/history2/69/Ford-Motor-Company.html
https://en.wikipedia.org/wiki/Ford_Motor_Company#History

https://www.britannica.com/topic/Ford-Motor-Company

https://sites.google.com/site/buad467ford/home/competitive-market-analysis

https://www.stock-analysis-on.net/NYSE/Company/Ford-Motor-Co