Please check the word doc. and pdf
Around 4 pages answer for Learning Objectives, and 2 pages for Ford Motor Company case study.
Total is 6 pages.  

Case # 18 – Ford Motor Company: New Strategies for International Growth (CASE is on the PDF) need 2 page answer (use case information on the PDF only, no internet resource)

The template provided must be used with each number showing and an answer for each provided in an informal manner or not requiring full sentences except in the “brief summary” section. An outline format may be used for your answers for each numbered item.

Please check next page for the example case study answer.

Describe the Following for this Case Study-

1. Industry & Market:
2. External Environment:
3. Internal Environment:
4. Financial Analyses:
5. Economic Condition for Industry:
6. Key Trending Factors:
7. SWOT Analysis:
8. Key issues of the case:
9. Critical issue of the case that needs attention first:
10. Assumptions in the recognition of this critical issue:
11. 2 to 3 alternatives to address this critical issue:
12. Choose 1 of the alternatives to implement:
13. Describe the overarching strategy you propose and within which this alternative fits:
14. Explain your plan to implement this alternative:
15. Identify the critical organizational functions of the organization needed for implementation:
16. Identify the processes needed from each of these critical functions for implementation:
17. Describe the Balance Scorecard metrics to measure the success of this implementation:
18. Describe any ethical concerns with this critical issue and plan implementation:
19. Describe any environmental concerns with this critical issue and plan implementation:
20. Describe any social concerns with this critical issue and plan implementation:
21.Write a brief summary of your recommendation and the value you propose this organization may gain from this implementation. (one paragraph – keep this to approximately100 words)


Case Analysis Study Approach (CASA)


1. Industry & Market – the Alcoholic Beverage Industry enjoys a Global Market
1. External Environment – the industry is highly regulated and taxed on the state level in the United States, meaning, each state regulates how the industry may operate within its boundaries.
1. Internal Environment – The industry classification breaks down the distilled-spirit group into three categories, (1) brown goods, (2) white goods, which includes the case study subject, Absolut Vodka, and (3) specialties.
1. Financial Analyses – the Imported Vodka industry sales were on an upward trend, opposite the distilled-spirits and domestic vodka sales history in that period.
1. Economic Condition for Industry – by 1986, the distilled-spirits industry was on a downward slide for about five years.
1. Key Trending Factors –
5. Demographic – Those having attended college, single with household incomes of $50K or more in the Middle Atlantic region.
5. Social – promoting the brand to specific consumer groups and looking at market trends.
5. Economic – sales growth was on the upswing for imported vodka
5. Environmental – Ano

Need 2.5-3 pages answer for Learning Objectives Ch.5-8 *keep questions on the answer sheet and need answer the question one by one, don’t put all together.
Need total 1-1.5 page answer for two Discussion Questions (ch5-6; ch7-8)
Total 4 page answer

ALL answers should from your own words or the textbook (No Internet resource allowed)

You answers must related to the textbook lessons. answers are easy to find under each chapter (pdf), just use some of your word and explanations from textbook. Also you must write the page number (where is this topic come from) after your answer.

Learning Objectives Chapters 5-8

CH.5 The Five Generic Competitive Strategies (please use pdf page1-28 for answers)

LO 1 What distinguishes each of the five generic strategies and why some of these strategies work better in certain kinds of competitive conditions than in others.

LO 2 The major avenues for achieving a competitive advantage based on lower costs.

LO 3 The major avenues to a competitive advantage based on differentiating a company’s product or service offering from the offerings of rivals.

LO 4 The attributes of a best-cost provider strategy—a hybrid of low-cost provider and differentiation strategies.

CH. 6 Strengthening a Company’s Competitive Position- Strategic Moves, Timing, and Scope of Operations (please use pdf page29-55 for answers)

LO 1 Whether and when to pursue offensive or defensive strategic moves to improve a company’s market position.

LO 2 When being a first mover or a fast follower or a late mover is most advantageous.

LO 3 The strategic benefits and risks of expanding a company’s horizontal scope through mergers and acquisitions.

LO 4 The advantages and disadvantages of extending the company’s scope of operations via vertical integration.

LO 5 The conditions that favor farming out certain value chain activities to outside parties.

LO 6 When and how strategic alliances can substitute for horizontal mergers and acquisitions or vertical integration and how they can facilitate outsourcing.

CH.7 Strategies for Competing in International Markets. (Please use pdf page 59-88 for answers)

LO 1 The primary reasons companies choose to compete in international markets.

LO 2 How and why differing market conditions across countries influence a company’s strategy choices in international markets.

LO 3 The five major strategic options for entering foreign markets.

LO 4 The three main strategic approaches for competing internationally.

LO 5 How companies are able to use international operations to improve overall competitiveness.

LO 6 The unique characteristics of competing in developing-country markets.

CH. 8 Corporate Strategy Diversification and the Multibusiness Company (Please use pdf page 95-132 for answers)

LO 1 When and how business diversification can enhance shareholder value.

LO 2 How related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage.

LO 3 T

tho32789_case18_C237-C248.indd 237 12/05/16 04:12 PM

After analysis of population demographics and
profitability estimates, Casesa’s team had decided
to create a Dynamic Shuttle pilot in India. The large
urban population, including a subset of aspirational
workers that Casesa believed would be ideal Dynamic
Shuttle customers, as well as the overcrowded met-
ropolitan transport systems and growing smartphone
adoption, made India an ideal environment to test the
pilot. If successful, it could serve as a model for cre-
ating Dynamic Shuttle programs in other countries.
Ford, however, could not develop the program alone.
It would need a partner that had the right business
model and similar aspirations for growth potential and
scalability, along with the willingness to expand into
the Indian market. The team had found five potential
candidates to partner with but had yet to determine
the most appropriate one.

Casesa reviewed the agenda for his team’s meet-
ing that afternoon. What criteria were most impor-
tant in determining who Ford should partner with,
and did any of the identified prospects best fit Ford’s
needs? What characteristics would ensure a success-
ful launch of Dynamic Shuttle in India?

Founded in 1903 by Henry Ford and a group of 11
investors, the Ford Motor Company had modest
origins, launching in a converted factory on Mack
Avenue in Detroit that produced only a few cars
per day. Ford quickly differentiated itself, however,


John Casesa, group vice president of Ford Motor Company’s Global Strategy team, gazed out from his office window at Ford’s corporate
headquarters in Dearborn, Michigan, on a cold Janu-
ary day in 2016. The warm and tropical climate of
Mumbai seemed worlds away from snowy Dearborn
but Casesa’s attention had been on India for some time
now. Hired the year previously after nearly 25 years
as an investment banker in the automotive industry,
Casesa had been charged with the implementation of
new initiatives under the One Ford Plan. Originally
designed to help Ford return to global profitability in
its core automotive business after the Great Reces-
sion, the One Ford Plan had been further refined to
help Ford aggressively pursue emerging opportuni-
ties that were an extension of the Ford brand.

A key facet of this plan was the introduction of
Smart Mobility, which reflected Ford’s intent to branch
out from its core automotive market. Smart Mobility
sought to position Ford as a company that embraced
technological innovation and a leader in connectivity
and mobility, while leveraging its existing strength as
a global automotive powerhouse. Casesa’s team had
devised an idea called Dynamic Shuttle, a taxi-like
service at prices similar to mass transit and enabled
by smartphone access. While other application-based
ride-service companies typically moved 1 or 2 people
per ride, Dynamic Shuttle had the aspirations of uti-
lizing shuttles to tra

tho32789_ch05_120-147.indd 120 10/11/16 07:55 PM


The Five Generic

Learning Objectives


LO 1 What distinguishes each of the five generic strategies and why some of these strategies
work better in certain kinds of competitive conditions than in others.

LO 2 The major avenues for achieving a competitive advantage based on lower costs.

LO 3 The major avenues to a competitive advantage based on differentiating a company’s
product or service offering from the offerings of rivals.

LO 4 The attributes of a best-cost provider strategy—a hybrid of low-cost provider and
differentiation strategies.

© Roy Scott/Ikon Images/SuperStock

Final PDF to printer

tho32789_ch05_120-147.indd 121 10/11/16 07:55 PM

Strategy 101 is about choices: You can’t be all things to
all people.

Michael E. Porter—Professor, author, and cofounder of

Monitor Consulting

Strategy is all about combining choices of what to
do and what not to do into a system that creates the

requisite fit between what the environment needs and
what the company does.

Costas Markides—Professor and consultant

I learnt the hard way about positioning in business,
about catering to the right segments.

Shaffi Mather—Social entrepreneur

A company’s competitive strategy deals exclusively with the specifics of manage-
ment’s game plan for competing successfully—its specific efforts to position itself in
the marketplace, please customers, ward off competitive threats, and achieve a partic-
ular kind of competitive advantage. The chances are remote that any two companies—
even companies in the same industry—will employ competitive strategies that are
exactly alike in every detail. However, when one strips away the details to get at the
real substance, the two biggest factors that distinguish one competitive strategy from
another boil down to (1) whether a company’s market target is broad or narrow and
(2) whether the company is pursuing a competitive advantage linked to lower costs
or differentiation. These two factors give rise to five competitive strategy options, as
shown in Figure 5.1 and listed next.1

1. A low-cost provider strategy—striving to achieve lower overall costs than rivals
on comparable products that attract a broad spectrum of buyers, usually by under-
pricing rivals.

A company can employ any of several basic
approaches to competing successfully and gain-
ing a competitive advantage over rivals, but they
all involve delivering more value to customers
than rivals or delivering value more efficiently than
rivals (or both). More value for customers can mean
a good product at a lower price, a superior prod-
uct worth paying more for, or a best-value offering
that represents an attractive combination of price,
features, service, and other appealing attributes.
Greater efficiency means delivering a given level of

value to customers at a lower cost to the company.
But whatev

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