Ford Motor Company

Throughout most of this decade, financial results for the Ford Motor Company have continuously disappointed both investors in the company and financial analysts who monitor its performance. Due to a combination of excessively high production costs, long development times, and the inefficient usage of resources, Ford has been largely unable to earn respectable profits from the sales of its automobiles. Under the leadership of CEO Alfred Trotman, however, Ford is now focusing on globalization and a more efficient use of resources to enable them to return to profitability. The Ford Motor Company expects that the new strategy - an integral component of Trotman's Ford 2000 plan - will result in huge reductions in production costs and overall development time of new products in the future.

According to the most recent financial results for the automobile manufacturer, the strategy may be paying off. First-quarter earnings for Ford reached $1.47

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ur and the Mercury Mystique - the total climbs to 78 countries. The Ford Fiesta, another big seller, is currently on sale in 42 world markets. Since the consolidation in 1995, instead of being organized by geographic regions, as it had in the past, Ford is now aligned by product lines, with five Vehicle Centers - each responsible for one group of products worldwide. Concurrently, Trotman needs to cut operating expenses at Ford, concentrating on reducing the development cycle of new vehicle models from 48 months down to 24 months, while concomitantly reducing the types of engines, transmissions, and basic vehicle platforms produced by 30 percent worldwide. Trotman is convinced that, by pooling Ford's global skills and resources, the car manufacturer will be able to produce more variations on each vehicle platform, with a lower cost of production per unit. The result: Ford will be able to increase the total number of vehicles introduced over the next five years by 50 percent, while simultaneously reducing capital expenditures. Enhanced growth is clearly one key philosophical principle guiding the total realignment at Ford. To stimulate the requisite growth, Ford, under Trotman's stewardship, has launched a melange of new global i
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Some common words found in the essay are:
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Approximate Word count = 2928
Approximate Pages = 12 (250 words per page)

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