see dox, also need two answer

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.

Also you need to show the pdf page, where you find
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 th

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

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