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PAT KEEGAN IU MBA 1988
PAT KEEGAN IU MBA 1988
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FORD MOTOR CORP ENTITY AND ENVIROMENT HISTORY
Typology: Schemes and Mind Maps
2019/2020
1 / 25
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PAT KEEGAN IU MBA 1988 PAT KEEGAN IU MBA 1988
- (^) Ford Motor CompanyFord Motor Company
- (^) The Automotive IndustryThe Automotive Industry
- (^) Finance’s Role in the Auto IndustryFinance’s Role in the Auto Industry
- (^) Finance Organizations / PositionsFinance Organizations / Positions
TODAY’S PRESENTATION TODAY’S PRESENTATION
FORD MOTOR COMPANY FORD MOTOR COMPANY WE HAVE SOME OF THE WORLD’S WE HAVE SOME OF THE WORLD’S STRONGEST BRANDS STRONGEST BRANDS
OUR GLOBAL FINANCE TEAM – 4,300 STRONG OUR GLOBAL FINANCE TEAM – 4,300 STRONG North North America America 58% 58% Europe Europe 26% 26% South South America America 10% 10% Asia- Asia- Pacific Pacific 6% 6%
WHAT YOU CAN EXPECT FROM US WHAT YOU CAN EXPECT FROM US FINANCE CAREER FOUNDATION PROGRAM -- FINANCE CAREER FOUNDATION PROGRAM -- UNDERGRADUATE UNDERGRADUATE This program provides individualized, flexible, and balanced career development
- (^) Program Duration: about 5 years
- (^) Number of Rotations: 3* major rotations covering at least 2 major organizations
- (^) Achieve MBA with corporate support
- A rotation within any of our manufacturing facilities (located throughout the U.S.) is recommended
- (^) Personnel development committees (PDC) at every level manage the development process
- (^) Decisions made with input from employee, supervisor, and PDC to maximize career development
- (^) Professional development of employees is a key responsibility of all levels of management WHAT YOU CAN EXPECT FROM US WHAT YOU CAN EXPECT FROM US PROFESSIONAL DEVELOPMENT AT ALL LEVELS PROFESSIONAL DEVELOPMENT AT ALL LEVELS
FORD MOTOR COMPANY FORD MOTOR COMPANY AUTOMOTIVE INDUSTRY CHALLENGES AUTOMOTIVE INDUSTRY CHALLENGES
- (^) Record growth in China
- (^) Explosion of new products (especially SUVs and Premium Products)
- (^) Industry excess capacity
- (^) Unprecedented Incentives
- (^) Aggressive global competitors
AUTO INDUSTRY AUTO INDUSTRY EXPLOSIVE GROWTH IN ASIA FUELS EXPLOSIVE GROWTH IN ASIA FUELS GLOBAL AUTOMOTIVE SALES GLOBAL AUTOMOTIVE SALES
Sales
(Mils.)
1996 Global Sales and Share by Region 2003 Global Sales and Share by Region
Share
(Pct.)
Sales
(Mils.)
Share
(Pct.)
North America 17.0 34 % Europe 15.1 30 Japan 7.1 14 China / Other Asia 5.3 10 Rest Of World 3.3 7 South America 2.7 5 Total World 50.5 100 % North America 19.6 34 % Europe 17.0 29 China / Other Asia 10.0 17 Japan 5.8 10 Rest Of World 4.1 7 South America 2.0 3 Total World 58.5 100 % Source: DRI April 2004
Renault- Nissan Memo: Auto. / Fin. $3.1 $2.1 $4.9 $15.7 $5.7 $2.8 $6.9** $3.8 $2.4 $47. PBT (Bils.) 2003 FY
- Includes estimated automotive and automotive financing-related profits earned on products sold in the market ** Based on 2002 calendar year data Ford GM DCX Toyota VW Total
North America 35% (^) 30% Honda BMW PSA
10%
2003 Fiscal Year Automotive Pre-Tax Profits (Excl. One-Time Actions)* AUTO INDUSTRY AUTO INDUSTRY NORTH AMERICA REMAINS THE PRIMARY PROFIT NORTH AMERICA REMAINS THE PRIMARY PROFIT DRIVER FOR ALL MAJOR MANUFACTURERS -- DRIVER FOR ALL MAJOR MANUFACTURERS -- INCREASING COMPETITIVE ACTIVITY INCREASING COMPETITIVE ACTIVITY Europe ROW 10% 10% 5%5%
Non-Premium Products Non-Premium Products Car 73 82 87 +14 +19% Truck 60 64 66 + 6 + SUV 49 64 67 +18 + Subtotal Non-Premium 182 210 220 +38 +21% Premium / Luxury Products Premium / Luxury Products Car 54 65 70 +16 +30% SUV 24 38 41 +17 + Subtotal Premium 78 103 111 +33 +42% Total 260 313 331 +71 +27%
AUTO INDUSTRY AUTO INDUSTRY COMPETITION FOR U.S. MARKET SHARE INTENSIFIES COMPETITION FOR U.S. MARKET SHARE INTENSIFIES AS THE NUMBER OF NEW PRODUCTS EXPLODES AS THE NUMBER OF NEW PRODUCTS EXPLODES (ESPECIALLY SUV AND PREMIUM SEGMENTS) (ESPECIALLY SUV AND PREMIUM SEGMENTS) Industry Segments No. Pct.
Product Entries Change 2003
FORD MOTOR COMPANY FORD MOTOR COMPANY KEY AUTOMOTIVE INDUSTRY “TAKE-AWAY’s” KEY AUTOMOTIVE INDUSTRY “TAKE-AWAY’s”
- (^) Auto Industry = “Big Business”
- (^) Global Industry
- (^) Dynamic Industry
- (^) Cut Throat Competition
- (^) Ford Motor CompanyFord Motor Company
- (^) The Automotive IndustryThe Automotive Industry
- (^) Finance’s Role in the Auto IndustryFinance’s Role in the Auto Industry
- (^) Finance Organizations / PositionsFinance Organizations / Positions
TODAY’S PRESENTATION TODAY’S PRESENTATION
- (^) Ford Motor CompanyFord Motor Company
- (^) The Automotive IndustryThe Automotive Industry
- (^) Finance’s Role in the Auto IndustryFinance’s Role in the Auto Industry
- (^) Finance Organizations / PositionsFinance Organizations / Positions
TODAY’S PRESENTATION TODAY’S PRESENTATION
WHAT YOU CAN EXPECT FROM US WHAT YOU CAN EXPECT FROM US CHALLENGING ASSIGNMENTS IN THE CHALLENGING ASSIGNMENTS IN THE FOLLOWING ORGANIZATIONS FOLLOWING ORGANIZATIONS
- (^) Operations
- (^) Manufacturing
- (^) Product Development
- (^) Marketing, Sales, & Service
- (^) Purchasing
- (^) Ford Credit
- (^) Traditional Staff Functions
- (^) General Auditor’s Office
- (^) Accounting
- (^) Corporate Finance
- (^) Treasury
- (^) Internal Control
- (^) Traditional Staff Functions