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Competitive cost structures
The company has adopted a strategy that minimizes on the production costs and the
operational costs that spun from product generation to maturity. Although the
partnerships are strategically different modes of achieving the primary objectives, it
remains a related element to the aspects of enabling a competitive cost structure with
an ability to sustain the evolving product image of the company.
To ensure sustainable pricing of its products, Ford has demonstrated its ability to
maintain a low-cost production plan that will enable customer-oriented prices. This
strategy aims at establishing Ford as a company that leads in respect of price in relation
to other competitors in the automobile industry. As a price leader, Ford will be able to
induce other market features that remain advantageous to its operations on the global
market.
Growth strategy
Ford believes in the strength of growing its product portfolio in order to achieve its
objective of maintaining strong market autonomy. Initially, Ford produced heavy
automobile as compared to its immediate competitors such as Toyota, Honda, and
Hyundai. To ensure that it reaches its target segments, it has formulated a strategic
expansion aiming at producing products that address the varied needs of its growing
clientele.
Because of the growing needs for light vehicles, the company has tended to shift from
the heavy automobile toward light-vehicles and other automobiles that consider the
economies of consumption and costs (Shafer et al., 2005).
This strategy favors the ongoing challenges of the skyrocketing fuel prices and declining
availability of oil in the market. To cope with these market realities, Ford Company has
ventured into utilizing the automobile technology that embraces these market-driven
dynamics (Shafer et al., 2005).
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Differentiation strategy
Differentiation entails a strategic plan to eliminate the common aspects of a product that
delineates a company’s products from the rest of the competitors. This strategy aims at
developing a model product unique in quality and image, yet affordable by average
consumers on the market.
In ensuring that it maintains a high-quality product portfolio. Ford has adopted a
differentiation plan that gives a unique feel of a quality brand capable of sustaining the
historical brand of the company (Chesbrough & Rosenbloom, 2002).
Revenue generation
The company aims at increasing its revenue streams through focus marketing and sales
strategies. In a bid to achieve the objective of high profitability, the company has
established a strategic marketing and distribution plan capable of maximizing the sales
in order to achieve its projected plan (Chesbrough & Rosenbloom, 2002).
However, the company recognizes the innate challenges involved in the process of
widening its market sales. The primary essence of strategic distribution is useful
cushioning it against this vulnerability.
Conclusion
In this discussion, the paper notes the strategic importance of developing a business
model. The analysis of the term business model entails all details aimed at designing
plans to maximize on a firm’s overall future profitability.
Therefore, a strategic business model remains an essential element of a sustainable
business capable of beating the challenges of the ever-growing business world. Ford as
one of five leading automobile companies in the world has developed a state-of-art
business model, which successfully sustains its position in the automobile industry.

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Competitive cost structures The company has adopted a strategy that minimizes on the production costs and the operational costs that spun from product generation to maturity. Although the partnerships are strategically different modes of achieving the primary objectives, it remains a related element to the aspects of enabling a competitive cost structure with an ability to sustain the evolving product image of the company. To ensure sustainable pricing of its products, Ford has demonstrated its ability to maintain a low-cost production plan that will enable customer-oriented prices. This strategy aims at establishing Ford as a company that leads in respect of price in relation to other competitors in the automobile industry. As a price leader, Ford will be able to induce other market features that remain advantageous to its operations on the global market. Growth strategy Ford believes in the strength of growing its product portfolio in order to achieve its objective of maintaining strong market autonomy. Initially, Ford produced heavy automobile as compared to its immediate competitors such as Toyota, Honda, and Hyundai. To ensure that it reaches its target segments, it has formulated a strategic expansion aiming at producing products that address the varied needs of its growing clientele. Because of the growing needs for light vehicles, the company has tended to shift from the heavy automobile toward light-vehicles and other automobiles that consider the economies of consumption and costs (Shafer et al., 2005). This strategy favors the ongoing challenges of the skyrocketing fuel prices and declining availability of oil in the market. To cope with these market realities, Ford Company has ventured into utilizing the automobile technology that embraces these market-driven dynamics (Shafer et al., 2005). Differentiation strategy Differentiation entails a strategic plan to eliminate the common aspects of a product that delineates a company’s products from the rest of the competitors. This strategy aims at developing a model product unique in quality and image, yet affordable by average consumers on the market. In ensuring that it maintains a high-quality product portfolio. Ford has adopted a differentiation plan that gives a unique feel of a quality brand capable of sustaining the historical brand of the company (Chesbrough & Rosenbloom, 2002). Revenue generation The company aims at increasing its revenue streams through focus marketing and sales strategies. In a bid to achieve the objective of high profitability, the company has established a strategic marketing and distribution plan capable of maximizing the sales in order to achieve its projected plan (Chesbrough & Rosenbloom, 2002). However, the company recognizes the innate challenges involved in the process of widening its market sales. The primary essence of strategic distribution is useful cushioning it against this vulnerability. Conclusion In this discussion, the paper notes the strategic importance of developing a business model. The analysis of the term business model entails all details aimed at designing plans to maximize on a firm’s overall future profitability. Therefore, a strategic business model remains an essential element of a sustainable business capable of beating the challenges of the ever-growing business world. Ford as one of five leading automobile companies in the world has developed a state-of-art business model, which successfully sustains its position in the automobile industry. Name: Description: ...
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