Posted: February 26th, 2023
Week 5 – Final Project Strategic Plan
Strategic Plan
Prior to completing this assignment, review your prior research and course submissions related to the company you selected (ExxonMobil) for research in Week 2’s Environmental Scanning interactive assignment. Ensure that you have incorporated the feedback you received from your previous submissions. In your Final Project this week, you will pull the various elements you’ve created together to aid your creation of a Strategic Plan. From the perspective of an executive with the firm, your supervisor has tasked you with creating a strategic plan to grow the business over the next three years using this
Strategic Plan Template
Download Strategic Plan Template
and here is an Plan using the template. Continue to access the Mergent University of Arizona Global Campus Library online database which offers company financials, descriptions, history, property, subsidiaries, officers, and directors and the Business Insights database. (View the
Getting Started With Mergent
Download Getting Started With Mergent
and site. Documents for suggested methods of searching University of Arizona Global Campus Library databases generally as well as specific advice for searching these two databases).
Your strategic plan must be future-oriented and must
· Describe the company, the company’s history and its 4Ps (Product, Price, Place, and Promotion).
· Examine the company’s mission statement and assess its impact on the organization’s activities.
· Explain the current situation of the organization in the market (industry, market, and general environment analysis).
· Add your SWOT analysis (strengths, weaknesses, opportunities, and threats) of your chosen company here. Evaluate areas that offer opportunities for
o Choose three or four areas from your SWOT analysis and assess why the areas you have chosen are essential to your strategic plan
· Summarize the results of your Environmental Scan and Porter’s 5 Forces.
o Evaluate the degree to which they aid in conceptualizing the company’s competitive position in its marketplace.
· Assess the company’s international performance in light of Cultural Barriers, Monetary Exchange Rates, and Political Instability.
· Assess the financial performance and condition of the
· Operational budget: Research and assess the company’s operational budget.
· Assess the performance in terms of key performance indicators.
· In your analysis, be sure to include profitability ratios relevant to your analysis.
o Debt to Equity ratio
o Debt to Assets ratio
· Based on the data, evaluate the overall current financial condition of the company.
o Support your analysis by referring to the company data
o Create a three-year end trend analysis
· Assess how your Operational Budget analysis affects your three-year strategic plan.
· Recommend an organizational structure in terms of the organizational design as defined in Abraham (2012) section 2.6.
· Assess the impact of the strategic plan on the organizational culture.
· Strategic Goals: Create measurable core strategic goals for each of the three to four areas addressed from the SWOT analysis, addressing any contingencies associated with the strategies you are recommending and prioritizing them according to ease of achievement and time to completion.
· Recommend marketing positions and opportunities for growth in your strategic plan
· Add specific language to the strategic plan that addresses the company’s Corporate Social Responsibility
· Explain your plan to measure the success of your strategic plan
· Submit the Strategic Plan to the instructor.
The Final Paper
· Must be 10 to 12 double-spaced pages in length (excluding title and reference pages) and formatted according to APA style as outlined in the University of Arizona Global Campus Writing Center’s site. Resource.
· Must include a title page with the following:
o Title of paper
o Student’s name
o Course name and number
o Instructor’s name
o Date submitted
· Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.
o For assistance on writing
Introductions & Conclusions Links to an external site.
as well as
Writing a Thesis Statement Links to an external site.
, refer to the University of Arizona Global Campus Writing Center resources.
· Must use at least five scholarly and/or credible resources (including a minimum of three from the University of Arizona Global Campus Library) other than the textbook.
o The site. Table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
· Must document any information used from sources in APA style as outlined in the University of Arizona Global Campus Writing Center’s
Citing Within Your Paper Links to an external site.
guide.
· site. Must include a separate references page that is formatted according to APA style as outlined in the University of Arizona Global Campus Writing Center. See the site. Resource in the University of Arizona Global Campus Writing Center for specifications.
Carefully review the site. For the criteria that will be used to evaluate your assignment.
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Mission Statement
Kevin Sessions
The University of Arizona Global Campus
Eric Smithson
BUS 402: Strategic Management & Business Policy
February 13, 2023
Mission Statement
ExxonMobil Mission Statement
The mission statement of ExxonMobil provides the company with an overarching vision of the purpose and goals of the company. It states that the company is “committed to being the world’s premier petroleum and petrochemical company” and that it works to “improve standards of living” by providing “energy that is reliable, efficient, and affordable.” This statement serves as a guide for the company’s activities and strategies. For instance, ExxonMobil has developed various strategies to become more efficient and reliable in its energy production and distribution (Mirzayev,2022). It includes investing in new technologies, improving safety protocols, and increasing the company’s production capacity. These strategies align with the mission statement’s goal of providing reliable, efficient, affordable energy. ExxonMobil also works to improve living standards worldwide by investing in communities and engaging in philanthropic activities. It includes providing grants to organizations that help promote education, health, and economic growth. These activities are guided by the mission statement’s goal of improving living standards.
ExxonMobil’s mission statement is to be the world’s premier company in the petroleum and petrochemical industry. The company focuses on operating responsibly to achieve its premier global status. This mission statement addresses the four questions in the Hull article by effectively summarizing the company’s core values. These values focus on providing reliable energy sources while also considering the environmental and social impacts of the company’s operations. The statement emphasizes economic growth, a critical factor driving the company’s success. The statement also recognizes the importance of social development and environmental considerations, indicating a commitment to responsible practices that benefit both people and the planet. The mission statement reflects ExxonMobil’s commitment to innovation and sustainability (Singh & Misra,2022). By focusing on responsibly delivering energy, the company is signaling its dedication to developing new technologies and practices that are more efficient and sustainable than those used in the past. This commitment is evidenced by the company’s commitment to investing in renewable energy sources and actively participating in research on new energy sources.
ExxonMobil receives a 4-star rating based on its mission statement. Their mission statement emphasizes their commitment to safely and responsibly providing energy to the world safely and responsibly. They have a strong focus on innovation and sustainability, demonstrating their commitment to reducing emissions and increasing the use of renewable energy. They also emphasize their commitment to their customers and shareholders, ensuring their operations align with their values and beliefs. Overall, ExxonMobil’s strong mission statement reflects its dedication to providing energy while respecting the environment and its stakeholders, which justifies a 4-star rating.
References
Mirzayev, N. (2022). Corporate Social Responsibility In The Oil And Gas Industry.
Network Intelligence Studies, (20), pp. 101–109.
https://seaopenresearch.eu/Journals/articles/NIS_20_2
Singh, K., & Misra, M. (2022). The evolving path of CSR: toward business and society relationship.
Journal of Economic and Administrative Sciences,
38(2), 304-332.
https://www.emerald.com/insight/content/doi/10.1108/JEAS-04-2020-0052/full/html
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ExxonMobil SWOT Analysis
Kevin Sessions
University Of Arizona Global Campus
Eric Smithson
BUS 402 Strategic Management & Business Policy
February 7, 2023
ExxonMobil SWOT Analysis
Company’s s History
ExxonMobil is an American multinational oil and gas corporation. It was established in 1999 through the merger of Exxon and Mobil. The company is in over 75 countries and is engaged in the exploration, production, transportation, and marketing of oil, natural gas, and petrochemicals. ExxonMobil’s primary products include gasoline, diesel, jet fuel, natural gas, lubricants, asphalts, and petrochemicals. It also produces and markets specialty products such as waxes, lubricants, and other chemicals. The company has also seen a shift in its focus from oil and gas to petrochemicals, investing heavily in the sector and expanding its product offerings (Li et al.,2022). ExxonMobil has a long history of innovation and has been at the forefront of technological advancements in the energy industry. The company has invested heavily in developing renewable energy sources, such as wind and solar, and has also explored using hydrogen as a fuel source. Furthermore, ExxonMobil has been a leader in developing advanced technologies, such as its proprietary XH2 technology, which enables hydrogen production from natural gas.
ExxonMobil’s competitors include Chevron, BP, Royal Dutch Shell, Total SA, and ConocoPhillips. These companies are all involved in exploring, producing, refining, and marketing oil and gas products. They compete directly with ExxonMobil to produce and sell oil, natural gas, and petrochemicals. ExxonMobil competes with other major players in the petrochemical and chemical sectors, such as Dow Chemical, BASF, and DuPont.
Financial Performance and Condition of ExxonMobil
ExxonMobil has adopted several strategic initiatives to drive long-term growth. It has focused on cost reduction, efficiency improvement, capital discipline, and portfolio optimization. The company has also been investing in technology to enhance its operations and increase its competitive advantage. ExxonMobil has also been focusing on transitioning to a lower-carbon future. It has set a goal of reducing greenhouse gas emissions by 15% absolute by 2025 and has invested over $10 billion in low-carbon technology since 2000.
ExxonMobil’s financial performance for the past few years has been steady, with the company consistently outperforming the industry regarding revenue, earnings, and cash flow. However, the company’s financial performance in 2020 was primarily influenced by the impact of the coronavirus pandemic. The company’s revenue decreased significantly due to oil prices and decreased demand. In 2020, ExxonMobil’s total revenue was $181.5 billion, a decrease compared to the previous year’s revenue of $ 264.9 billion.
Since then, the company’s financial performance has been increasing due to the decline in Covid 19 and increased demand for its products. The company reported a substantial total revenue in 2021 and 2022, amounting to $ 285.6 billion and $ 413.6 billion, respectively.
In 2022, ExxonMobil reported a net income of $55.7 billion, an increase from a net profit of $20.59 billion in 2021. Higher crude oil prices, increased production, and improved refining margins drove this. ExxonMobil has a strong balance sheet, with assets of over $338.9 billion and liabilities of just over $163.2 billion as of the end of 2022. The high total assets position of ExxonMobil reduces the risk and increases the competitiveness of the company.
ExxonMobil SWOT Analysis
The SWOT analysis is a strategic planning technique used to identify an organization or business venture’s strengths, weaknesses, opportunities, and threats. It is an acronym for Strengths, Weaknesses, Opportunities, and Threats. It is an effective tool for assessing an organization’s current position and potential future performance (David et al.,2019). The SWOT analysis is vital to the organization because it provides a comprehensive overview of its current position and potential future performance. It helps the organization to identify its strengths, weaknesses, opportunities, and threats and develop strategies for capitalizing on its strengths and opportunities while minimizing its weaknesses and threats. The four core areas in the SWOT analysis of ExxonMobil are provided in the following template.
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SWOT Analysis | |||||||||||||||||||||||||||||||||
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Environment |
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Opportunity |
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EXXONMOBILE |
Strength |
i. Diversification of its products and services with a large market presence in more than 75 countries ii. Vertical integration strategy iii. Heavy investment in Research and Development |
i) Global expansion ii) Sustainable development iii) Increasing demand for green energy |
|||||||||||||||||||||||||||||||
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Threats |
||||||||||||||||||||||||||||||||||
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Weakness |
i. Ethical and human rights conflict ii. Environmental and social impacts concerns iii. Legal battles and controversies |
i) Covid 19 pandemic ii) The political tension iii) Increased demand for eco-friendly fuel |
||||||||||||||||||||||||||||||||
SWOT Analysis
Strengths
Diversification strategy: The company’s success is primarily due to its diversification strategy. ExxonMobil has diversified its operations into a wide range of sectors, including upstream, midstream, and downstream activities, petrochemicals, and chemicals. By diversifying its operations, ExxonMobil can reduce its risk by spreading it out over multiple businesses, which can be especially beneficial in volatile markets. Diversification has also allowed ExxonMobil to expand its presence across the globe. ExxonMobil has expanded its presence into more than 150 countries by diversifying its operations and expanding into new markets. It has allowed the company to benefit from economies of scale and gain access to new customers, suppliers, and resources.
Vertical Integration: ExxonMobil is a multinational oil and gas company with significant growth through strategic integration. The company utilizes vertical integration to control production from start to finish (Varga et al.,2021). This approach allows ExxonMobil to maximize efficiency and reduce costs by controlling each supply chain step. It also gives the company control over the quality of its products and increased access to capital. ExxonMobil has long used vertical integration to increase its oil exploration and production activities. The company has acquired and developed oil fields, pipelines, and other upstream facilities worldwide, allowing it to develop and refine oil globally.
Research and development: ExxonMobil is a global leader in research and development (R&D) investments, having invested billions of dollars in developing new products, technologies, and processes (Varga et al.,2021). This investment has enabled ExxonMobil to be at the forefront of new energy solutions, resulting in a vast portfolio of products and services. With an increased sustainability campaign, the company has been researching how to reduce its carbon footprint.
Weaknesses
Ethical and human rights issues: ExxonMobil has been involved in several lawsuits that claim the company knowingly perpetuated human rights violations, such as brutality, murder, and rape, through fraudulent employee transactions. These lawsuits have further harmed the firm and created a public image that ExxonMobil is not socially responsible and does not care about the human rights of its workforce.
Environmental and social concerns: ExxonMobil has a long history of environmental and social concerns related to its operations. One of the primary environmental concerns is the company’s History of oil spills, which have polluted water and soil and threatened fragile ecosystems and wildlife. These spills have caused significant damage to marine life, shorelines, and fishing industries in areas where ExxonMobil operates (Rajaraman,2022). The company was criticized for using hydraulic fracturing, which involves injecting large amounts of water, sand, and chemicals into the ground to access oil and gas reserves. This process has been linked to increased seismic activity and air and water pollution.
Legal battles and controversies: ExxonMobil has also faced numerous legal and regulatory challenges related to its operations, particularly in areas where it operates in developing countries. For example, the company has been accused of unsafe operating and polluting local environments in Nigeria, Indonesia, and Equatorial Guinea (Rajaraman,2022). These legal battles and controversies have had a significant impact on the operations of ExxonMobil. The company has had to pay billions of dollars in damages and fines, significantly impacting its bottom line. In addition, the legal and regulatory challenges have made it more difficult for the company to operate in certain areas and have created a cloud of uncertainty over how the company will be able to operate in the future.
Opportunities
Global expansion: ExxonMobil has numerous opportunities to increase its market share, expand its operations, and grow its profits. Through global expansion, ExxonMobil can access new markets, increase production, and exploit different resources. By entering new markets, ExxonMobil can increase its customer base and sales while introducing its products and services to a new customer base (Kim & Kim, 2020). Additionally, ExxonMobil can reduce transportation, storage, and production costs by expanding operations to new countries and regions. It can lead to increased efficiency and increased profits. For instance, the company has expanded its operations at Guyana second offshore.
Demand for green energy: ExxonMobil has been actively exploring and investing in solutions to capitalize on the increasing demand for green energy. Through its operations, ExxonMobil could develop renewable energy sources such as wind and solar, bringing new energy sources to the market. It will allow ExxonMobil to diversify its energy portfolio and provide clean energy to its customers. ExxonMobil has also committed to reducing its greenhouse gas emissions by 15% by 2025 (Supran et al.,2023). It will help the company reduce its carbon footprint and reliance on fossil fuels.
Sustainability: One of the main opportunities that ExxonMobil can take advantage of when it comes to sustainable development is increased efficiency. The company can reduce energy and water consumption and waste production by focusing on sustainability. It helps reduce their operations’ environmental impact and saves money on energy and water bills. In addition, ExxonMobil can also use renewable energy sources to power its operations, which can lead to cost savings.
Threats
Covid-19 pandemic: ExxonMobil, as an oil and gas company, is facing multiple operational threats from the Covid-19 pandemic. More significantly, the drop in global oil and gas demand due to the Covid 19 pandemic has had an immediate and drastic impact on ExxonMobil’s oil and gas prices, which have dropped significantly in many markets. In addition, the pandemic caused a decrease in ExxonMobil’s exports, as travel restrictions and border closures made it more difficult for the company to move its products to international markets.
Political tension: The political tension between Russia and Ukraine has significantly impacted ExxonMobil’s operations. The company’s prominent presence in the region is in the Black Sea, where it has operated for decades, producing oil and gas from shallow and deep-water offshore fields. However, the conflict between the countries has caused several issues for ExxonMobil. First, the conflict has created significant delays in developing new oil and gas projects, as both sides are unwilling to cooperate in granting permissions and access. It has caused significant delays to ExxonMobil’s production plans, resulting in reduced profits and revenues.
Increased demand for eco-friendly fuel: ExxonMobil’s operations would be significantly affected by increased demand for eco-friendly fuel. The company would need to invest in research and development of new technologies to make their existing fuel sources more environmentally friendly. It would involve significant capital investment and a shift in operations to focus on green fuel production. The company would also need to invest in infrastructure and equipment to produce and distribute eco-friendly fuel.
Conclusion
The SWOT analysis of ExxonMobil demonstrates that despite the challenges, the company has remained competitive in the industry by leveraging its strengths of diversification and vertical integration to reduce the threats and increase growth.
References
David, F. R., Creek, S. A., & David, F. R. (2019). What is the key to effective SWOT analysis, including AQCD factors?
SAM Advanced Management Journal,
84(1), 25–3.
https://search.proquest.com/openview/4c789215c77a8b288b1288e6a92710c5/1?pq-origsite=gscholar&cbl=40946
Kim, J., & Kim, J. (2020). A Review on the Operation Plan and Future Strategy of an Oil Major: Lessons from ExxonMobil’s.
Journal of the Korean Society of Mineral and Energy Resources Engineers,
57(3), 286-294.
https://www.jksmer.or.kr/articles/article/dBaW/
Li, M., Trencher, G., & Asuka, J. (2022). The clean energy claims of BP, Chevron, ExxonMobil, and Shell: A mismatch between discourse, actions, and investments.
PloS one,
17(2), e0263596.
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0263596&ref=refind
Rajaraman, S. (2022). The Legal and Social Challenges Involved in the Expansion of Multinational Operations: A Case Study of ExxonMobil Indonesia.
https://scholarcommons.sc.edu/senior_theses/528/
Supran, G., Rahmstorf, S., & Oreskes, N. (2023). Assessing ExxonMobil’s global warming projections.
Science,
379(6628), eabk0063.
https://www.science.org/doi/abs/10.1126/science.abk0063
Varga, A. L., Chandler, M. R., Cotton, W. B., Jackson, E. A., Markwort, R. J., Perkey, R. A., … & Webb, S. I. (2021, August). Innovation and integration: exploration history, ExxonMobil, and the Guyana-Suriname basin. In
Offshore Technology Conference. OnePetro.
https://onepetro.org/OTCONF/proceedings-abstract/21OTC/1-21OTC/466595
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Week 2 Assignment SWOT Analysis
Student’s Name
Institution Affiliation
Professor’s Name
Course Code
Date
ExxonMobil SWOT Analysis
Company’s s History
ExxonMobil is an American multinational oil and gas corporation. It was formed in 1999 through the merger of Exxon and Mobil. The company is in over 75 countries and is engaged in the exploration, production, transportation, and marketing of oil, natural gas, and petrochemicals. ExxonMobil’s primary products include gasoline, diesel, jet fuel, natural gas, lubricants, asphalts, and petrochemicals. It also produces and markets various specialty products such as waxes, lubricants, and other chemicals. The company has also seen a shift in its focus from oil and gas to petrochemicals, investing heavily in the sector and expanding its product offerings (Li et al.,2022). ExxonMobil has a long history of innovation and has been at the forefront of technological advancements in the energy industry. The company has invested heavily in developing renewable energy sources, such as wind and solar, and has also explored using hydrogen as a fuel source. Furthermore, ExxonMobil has been a leader in developing advanced technologies, such as its proprietary XH2 technology, which enables hydrogen production from natural gas.
ExxonMobil’s major competitors include Chevron, BP, Royal Dutch Shell, Total SA, and ConocoPhillips. These companies are all involved in the exploration, production, refining, and marketing of oil and gas products. They compete directly with ExxonMobil in producing and selling oil, natural gas, and petrochemicals. In the petrochemical and chemical sectors, ExxonMobil competes with other major players, such as Dow Chemical, BASF, and DuPont.
Financial Performance and Condition of ExxonMobil
ExxonMobil has adopted several strategic initiatives to drive long-term growth. It has focused on cost reduction and efficiency improvement, capital discipline, and portfolio optimization. The company has also been investing in technology to enhance its operations and increase its competitive advantage. ExxonMobil has also been focusing on transitioning to a lower-carbon future. It has set a goal of reducing greenhouse gas emissions by 15% absolute by 2025 and has invested over $10 billion in low-carbon technology since 2000.
ExxonMobil’s financial performance for the past few years has been steady, with the company consistently outperforming the industry in terms of revenue, earnings, and cash flow. However, the company’s financial performance in 2020 was largely influenced by the impact of the coronavirus pandemic. The company’s total revenue decreased significantly due to oil prices and decreased demand. In 2020, ExxonMobil’s total revenue was $181.5 billion, a decrease compared to the previous year’s revenue of $ 264.9 billion.
Since then, the company’s financial performance has been increasing due to the decline in Covid 19 and increased demand for its products. The company reported a huge total revenue in 2021 and 2022, amounting to $ 285.6 billion and $ 413.6 billion, respectively.
In 2022, ExxonMobil reported a net income of $55.7 billion, an increase from a net profit of $20.59 billion in 2021. Higher crude oil prices, increased production, and improved refining margins drove this. ExxonMobil has a strong balance sheet, with assets of over $338.9 billion and liabilities of just over $163.2 billion as of the end of 2022. The high total assets position of ExxonMobil reduces the risk and increases the competitiveness of the company.
ExxonMobil SWOT Analysis
The SWOT analysis is a strategic planning technique used to identify an organization or business venture’s strengths, weaknesses, opportunities, and threats. It is an acronym for Strengths, Weaknesses, Opportunities, and Threats. It is an effective tool for assessing an organization’s current position and potential future performance (David et al.,2019). The SWOT analysis is important to the organization because it provides a comprehensive overview of its current position and potential future performance. It helps the organization to identify its strengths, weaknesses, opportunities, and threats and develop strategies for capitalizing on its strengths and opportunities while minimizing its weaknesses and threats. The four core areas in the SWOT analysis of ExxonMobil are provided in the following template.
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SWOT Analysis | |||||||||||||||||||||||||||||||||
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Environment |
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Opportunity |
||||||||||||||||||||||||||||||||||
|
EXXONMOBILE |
Strength |
i. Diversification of its products and services with a large market presence in more than 75 countries ii. Vertical integration strategy iii. Heavy investment in Research and Development |
i) Global expansion ii) Sustainable development iii) Increasing demand for green energy |
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Threats |
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Weakness |
i. Ethical and human rights conflict ii. Environmental and social impacts concerns iii. Legal battles and controversies |
i) Covid 19 pandemic ii) The political tension iii) Increased demand for eco-friendly fuel |
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SWOT Analysis
Strengths
Diversification strategy: The company’s success is due largely to its diversification strategy. ExxonMobil has diversified its operations into a wide range of sectors, including upstream, midstream, and downstream activities, as well as petrochemicals and chemicals. By diversifying its operations, ExxonMobil can reduce its risk by spreading it out over multiple businesses, which can be especially beneficial in volatile markets. Diversification has also allowed ExxonMobil to expand its presence across the globe. By diversifying its operations and expanding into new markets, ExxonMobil has expanded its presence into more than 150 countries. This has allowed the company to benefit from economies of scale and gain access to new customers, suppliers, and resources.
Vertical Integration: ExxonMobil is a multinational oil and gas company that has achieved significant growth through strategic integration. The company utilizes vertical integration to control production from start to finish (Varga et al.,2021). This approach allows ExxonMobil to maximize efficiency and reduce costs by controlling each supply chain step. It also gives the company control over the quality of its products and increased access to capital. ExxonMobil has long used vertical integration to increase its oil exploration and production activities. The company has acquired and developed oil fields, pipelines, and other upstream facilities worldwide, allowing it to develop and refine oil globally.
Research and development: ExxonMobil is a global leader in research and development (R&D) investments, having invested billions of dollars in developing new products, technologies, and processes (Varga et al.,2021). This investment has enabled ExxonMobil to be at the forefront of new energy solutions, resulting in a vast portfolio of products and services. With an increased sustainability campaign, the company has been researching how to reduce its carbon footprint.
Weaknesses
Ethical and human rights issues: ExxonMobil has been involved in several lawsuits that claim the company knowingly perpetuated human rights violations, such as brutality, murder, and rape, through fraudulent employee transactions. These lawsuits have further harmed the firm and created a public image that ExxonMobil is not socially responsible and does not care about the human rights of its workforce.
Environmental and social concerns: ExxonMobil has a long history of environmental and social concerns related to its operations. One of the primary environmental concerns is the company’s History of oil spills, which have polluted water and soil and threatened fragile ecosystems and wildlife. These spills have caused significant damage to marine life, shorelines, and fishing industries in areas where ExxonMobil operates (Rajaraman,2022). The company has also been criticized for using hydraulic fracturing, which involves injecting large amounts of water, sand, and chemicals into the ground to access oil and gas reserves. This process has been linked to air and water pollution and increased seismic activity.
Lega battles and controversies: ExxonMobil has also faced numerous legal and regulatory challenges related to its operations, particularly in areas where it operates in developing countries. For example, the company has been accused of operating unsafely and polluting local environments in Nigeria, Indonesia, and Equatorial Guinea (Rajaraman,2022). These legal battles and controversies have had a significant impact on the operations of ExxonMobil. The company has had to pay billions of dollars in damages and fines, which significantly impacted its bottom line. In addition, the legal and regulatory challenges have made it more difficult for the company to operate in certain areas and have created a cloud of uncertainty over how the company will be able to operate in the future.
Opportunities
Global expansion: ExxonMobil has numerous opportunities to increase its market share, expand its operations, and grow its profits. Through global expansion, ExxonMobil can access new markets, increase production, and take advantage of different resources. By entering new markets, ExxonMobil can increase its customer base and sales while introducing its products and services to a new customer base (Kim & Kim, 2020). Additionally, by expanding operations to new countries and regions, ExxonMobil can reduce transportation, storage, and production costs. This can lead to increased efficiency and increased profits. For instance, the company has expanded its operations at Guyana second offshore.
Demand for green energy: ExxonMobil has been actively exploring and investing in green energy solutions to capitalize on the increasing demand for green energy. Through its operations, ExxonMobil could develop renewable energy sources such as wind and solar, bringing new energy sources to the market. This will allow ExxonMobil to diversify its energy portfolio and provide clean energy to its customers. Additionally, ExxonMobil has committed to reducing its greenhouse gas emissions by 15% by 2025 (Supran et al.,2023). This will help the company reduce its carbon footprint and reliance on fossil fuels.
Sustainability: One of the main opportunities that ExxonMobil can take advantage of when it comes to sustainable development is increased efficiency. By focusing on sustainability, the company can reduce energy and water consumption and waste production. This not only helps reduce their operations’ environmental impact but also saves money on energy and water bills. In addition, ExxonMobil can also use renewable energy sources to power its operations, which can lead to cost savings.
Threats
Covid-19 pandemic: ExxonMobil, as an oil and gas company, is facing multiple operational threats from the Covid-19 pandemic. More significantly, the drop in global oil and gas demand due to the Covid 19 pandemic has had an immediate and drastic impact on ExxonMobil’s oil and gas prices, which have dropped significantly in many markets. In addition, the pandemic caused a decrease in ExxonMobil’s exports, as travel restrictions and border closures made it more difficult for the company to move its products to international markets.
Political tension: The political tension between Russia and Ukraine has significantly impacted ExxonMobil’s operations. The company’s major presence in the region is in the Black Sea, where it has operated for decades, producing oil and gas from shallow and deep-water offshore fields. However, the conflict between the countries has caused several issues for ExxonMobil. First, the conflict has created significant delays in developing new oil and gas projects, as both sides are unwilling to cooperate in granting permissions and access. This has caused significant delays to ExxonMobil’s production plans, resulting in reduced profits and revenues.
Increased demand for eco-friendly fuel: ExxonMobil’s operations would be significantly affected by increased demand for eco-friendly fuel. The company would need to invest in research and development of new technologies to make their existing fuel sources more environmentally friendly. This would involve significant capital investment and a shift in operations to focus on green fuel production. Additionally, the company would need to invest in infrastructure and equipment to produce and distribute eco-friendly fuel.
Conclusion
The SWOT analysis of ExxonMobil demonstrates that despite the challenges, the company has remained competitive in the industry by leveraging its strengths of diversification and vertical integration to reduce the threats and increase growth.
References
David, F. R., Creek, S. A., & David, F. R. (2019). What is the key to effective SWOT analysis, including AQCD factors?
SAM Advanced Management Journal,
84(1), 25–3.
https://search.proquest.com/openview/4c789215c77a8b288b1288e6a92710c5/1?pq-origsite=gscholar&cbl=40946
Kim, J., & Kim, J. (2020). A Review on the Operation Plan and Future Strategy of an Oil Major: Lessons from ExxonMobil’s.
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Running head: THREE YEAR STRATEGIC PLAN 1
THREE YEAR STRATEGIC PLAN 2
Three Year Strategic Plan
Name
Course Name
Instructor’s Name
Date
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Three Year Strategic Plan
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Executive Summary
Company History
In this space describe the company’s history. Include the 4Ps (Product, Price, Place, and Promotion.
Mission Statement
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Situational Analysis
Current Situation
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SWOT Analysis
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Environmental Scan and Porter’s 5 Forces
|
In this space, summarize the results of your Environmental Scan and Porter’s 5 Forces, evaluating the degree to which they aid in conceptualizing the company’s competitive position in its marketplace. |
International Performance
|
In this space, assess the company’s international performance in light of cultural barriers, monetary exchange rates, and political instability. |
Operational Planning
Financial Performance
|
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Operational Budget and Assessment
|
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Strategic Goals: Core Strategies and Tactics
Strategic Goals
|
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Prioritized Core Strategies
|
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Recommended Organizational Structure
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Recommended Marketing Positions
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Measuring Success
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1
Ford Motor Company’s Strategic Plan
John Smith
BUS 402 Strategic Management & Business Policy
Instructor Dr. Ronald Beach
June 19, 2020
FORD’S STRATEGIC PLAN 2
Ford Motor Company’s Strategic Plan
Executive Summary
Company History
Mission Statement
Ford’s mission statement, according to Corporate Ford (2019), is “One Team. One Plan.
One Goal […] One Ford is Fords motor Company’s mission and vision” (para. 1). The
statement is concise, easy to remember, unique and incorporates the importance of the people,
goal and plan, but it does not contain the four especial questions in their mission statement a
s
Ford Motor Company has a long history of innovation, quality, and cutting-edge
technology and brand recognition that has become a household name around the world. Henry
Ford started his journey as an automaker 1896 with a four-cylinder Quadracycle on four
bicycle wheels. Ford founded the Detroit Automobile Company eighteen months later; the
company ended in bankruptcy. Moving his talents, knowledge, and experience to the second
innovative company, Ford founded another automotive company in 1901, which was called
the Henry Ford Company. This company would then fail, and later become Cadillac, one of
Ford’s major competitors (Henry Ford Biography, n.d.).
Investing $28,000, in June of 1903, Henry Ford and twelve others founded the
formattable Ford Motor Company in Dearborn Michigan, a suburb of Detroit. Also
incorporated the same year, Ford sought to produced affordable cars for the average working
man as they were inexpensive to manufacture (Ford Motor Company Timeline, 2019).
According to Henry Ford’s obituary (1947) Starting with the Ford Model A one month after
incorporating, the Ford Motor Company produced the most affordable and serviceable cars
during his tenure. The Model A base model sold for a whopping base price was $850.00 (Ford
Motor Company, 2019c).
After the Model A was produced, Ford’s next innovation was the Model T, manufactured
in Highland Park, another suburb of Detroit in 1908 also priced at $850.00. In 1909, 10,666
Model T’s were produced (Tomac, Radonja & Bonato, 2019). In 1913 Ford’s state of the art
assembly line reduced the cost of the Model T to just $300.00 (Ford Motor Company, 2019c),
and in 1921 the same Model T was only $200.00 (Link, 2018), this was due to an upgraded
assembly line and consolidation of parts. Although the public mocked the early models
because they were not made for the elitists, the Ford Motor Company “Became the greatest
automobile manufacturer in the World” (Henry Ford obituary, 1947, p. 399). Ford models
were regarded as poor people’s cars, but the laugh was on them, as people were buying them
“By the thousands” (Henry Ford obituary, 1947, p. 399). Ford Motor Company’s products
over the next hundred years include trucks, WWI, and WWII military vehicles such as boats,
tractors, tanks, and airplanes. Ford also mass-produced Lincoln and Mercury luxury vehicles,
race cars, the famous Mustang, economical cars, minivans, SUVs, hybrid and electric cars, as
well as the favorite F-series trucks (Ford Motor Company, 2019b). In 1959 Ford founded the
credit department (Ford Motor Company Timeline 2019), which provides financing to its
buyers and lessees, as well as mobility services; a smart connectivity program provides
transportation networks to urban areas (Reuters, 2019).
FORD’S STRATEGIC PLAN 3
it does not present what they do, how it’s done and for whom, nor does it express the benefit
or value the organization brings (Hull, 2014).
Analysis
Ford is an automotive manufacturer which is not stated. As Abraham (2012) expressed,
“The mission does not differentiate the company from other firms” (sec. 2.1); this
differentiation is essential to the mission statement, as it must state what Ford does. There is
no mention of the product or service that is offered. Although the company works together,
and this could be a partial answer to what they do, but it is too broad and assumed. Ford’s
mission statement does not reveal how they do it, although that they do it as one. Ford’s
customers are global dealers, distributors, and the end-user which is the buyer of the vehicle.
This mission statement does not identify Ford’s customers. The target market should be
defined in the strategic analysis and revealed in the mission (Martin, Cowburn & Mac Intosh,
2017). Ford brings a vehicle that will change the lives of its customers, workforce, community,
and the world, but the mission statement does not express the value they bring to other than
working together for the common goal.
Using the Fortune 500 five-star rating system, Ford’s mission statement would score one
star, as the statement does not encompass the company. The statement is vague and does not
include the industry, or products they produce, nor does it define the customers, how they are
providing their products or the value they offer. Although once researched, the “One Ford”
mission and value statement did reveal that Ford’s strategy is one plan to lower variability in
the parts used to manufacture its cars and compete in one world market. According to
IBISWorld (2019), One Ford’s purpose was to streamline “Ford’s global design and
production by sharing designs, platforms and parts for Ford vehicles sold in different regions”
(sec. 2, para. 2). After examination of the Ford website, governance policies, and sustainability
report the mission statement was nowhere to be found. It should be integrated into every
website, flyer, policy, and the sustainability report as the mission statement should drive the
progress of the company.
Situational Analysis
Current Situation
The Ford Motor Company is a multi-billion-dollar global company that manufactures
autimobiles, mobility, and a credit-issuing company and has been in business for over one
hundred years. Ford’s headquarters located in Dearborn, Michigan and employed over 199,000
people globally at the end of 2018 and is the number one American automobile producer.
Ford, designs, manufactures, markets, and services; cars, trucks, SUVs, Lincoln luxury
vehicles, as well as parts and accessories. Ford also provides financing to its buyers and
lessees, as well as mobility services; a smart connectivity program provides transportation
networks to urban areas (Reuters, 2019). The mobility programs that will connect drivers with
parking locations, alternative traffic routes, and rideshare, this service will connect with the
autonomous cars once in production. As the front runner of electric performance vehicle/SUV
such as the Mustang, which debuted November 21, 2019, and is in the process of transforming
trucks to electric power as well. Today the lowest price car that Ford Motor Company offers is
the Fiesta, with a base price of approximately $14,000, and in the first quarter of 2019,
15,943 units were produced (Cruz, 2019).
FORD’S STRATEGIC PLAN 4
SWOT Analysis
The purpose of the SWOT analysis is to assess the company’s strengths, weaknesses,
opportunities, and threats. This is done by listing external and internal factors that affect the
company, determine alternative strategies, and mitigate threats (David, David & David, 2017).
Ford’s SWOT Analysis
Environment
Opportunity Threat
The Ford Motor Company is the highest revenue yielding automotive company in the
United States. As the leader of the “Big Three,” Ford Motor Company has remained successful
over the last century, and was the only company that did not pursue funding from the $85
billion governmental bailouts of 2009. These bailouts were the “Largest government bailout of
a nonfinancial industry in modern history” (Wollmann, 2018, p. 1374). The Ford Motor
Company’s 2019 revenue is 158 billion (Mergent, 2019). Ford’s top U. S. competitors are;
General Motors (GM) with 144.81 billion revenue (Deloitte & Touche LLP., 2019), and Fiat
Chrysler Automobiles (FCA) 110.4 billion revenue (Ernst & Young S.p.A., 2018). Ford’s
household name, known for its steadfast force of serviceable, high-quality, and affordable cars,
trucks, and sport utility vehicles (SUVs) has remained strong over its tenure.
(Gale Business Insights: Global, 2019)
FORD’S STRATEGIC PLAN 5
Strengths
A technology leader for over 100 years
The brand is an industry tradition which presents strong customer loyalty
High revenue in the U.S. automobile market
A competitive edge on autonomous and electric performance vehicles
Financial health overall is strong
Weaknesses
Recall costs for 2018 were 147.7 billion
Business strategies must change to accommodate autonomous and
environmentally friendly cars
Opportunities
Collaboration with Volkswagon to build smart and autonomous vehicles
The demand for smart cars combined with Ford’s well-known brand will
create greater loyalty
The U. S. automotive market is the second in the world and Ford is a top
competitor
Creating a more conclusive global strategy
An innovative contribution to yet again change the world
By changing the business strategy, sales will increase in the global market
Threats
The aggressive race for technology between competitors
Advancing technology may be difficult to integrate
Global issues; exchange rates, tariffs, no brand recognition
Governmental regulation has raised operational costs and lowered profit
C
om
pa
ny
St
re
ng
th
Technology leader
Brand recognition and loyalty
High revenue stream
Completive edge – Innovative
vehicles
Financial health
Rapidly advancing technology
Oil price instability
Innovative process changes
W
ea
kn
es
s
Product recalls
Changing business strategy
Debt
Global market
Changes in government policy
Fierce competitors
Supply chain
FORD’S STRATEGIC PLAN 6
Supply chain interruptions have plagued Ford over the last
S.W.O.T. Summary
As environmental and atmospheric changes are developing, so too is the influence
society brings to decreasing the environmental impact of the people in the world. The demand
and need to change gas-guzzling vehicles, into innovative low environmental impacting
machines. Today technology is changing rapidly, but Ford has stepped across the finish line
as according to the article Autonomous Vehicles (2019), “In 2018, Ford became the first
automotive manufacturer to pilot autonomous vehicles in Washington, DC” (para. 3), and is
working on electric cars as well. Ford has joined forces with Volkswagen to advance
autonomous automobiles and develop electric vehicles (Autonomous Vehicles, 2019). Ford is
now the first to mass-produce cars, the first in autonomous vehicle production and has proven
it has a competitive edge. Although they are not in mass production, autonomous vehicles and
electric cars are the wave of the future, and Ford, GM, FCA, and every other U. S. competitor
is racing to the finish line.
There were several threats found in Ford’s SWOT analysis, such as oil price instability,
governmental regulations, rapidly advancing technology, and fierce competition, as every
automotive company is competing for zero-emissions vehicles. Oil instability has always been
a problem; the automotive world is still trying to play catchup with these fluctuations. Another
threat is changing governmental regulations. But, new environmental regulations will be added
as chemicals are used in the batteries, and to store them. These chemicals are corrosive, and
will ultimately leak, allowing them into the atmosphere. Global expansion produces other
governmental and environmental regulations.
Another threat of doing business globally is foreign currency rates; the translation costs
are higher than expected. Ford faced a supply chain interruption, last year a fire erupted at the
Meridian Magnesium Products plant; this plant three critical parts for the F-series trucks.
Resulting in almost nearly 8,00 layoffs, a shutdown production of an estimated 35,000
vehicles costing Ford $1.6 billion in lost revenue (Foley, 2018). Taking into consideration that
Ford is an industry leader in technology, with a global presence and an excellent reputation
and impressive revenue stream, the opportunities for environmentally-friendly vehicles will
alter business as they know it in the future. Opportunities such as introducing alternative fuels
and smart cars will also be a challenge as it is doing business differently than it has been done
over the last 100 years.
Contingency Plan
As the currency exchange rate continues to be volatile, Ford should investigate
manufacturing in more host countries, and utilizing local suppliers; this will maintain the same
exchange rates (Abraham, 2012). Research opportunities to mitigate volatile currency
exchange rates (i.e., joint ventures, acquisitions, forward exchange rate contracts and variable
prices) (Lander, 2016). Unpredictability in oil prices are a constant concern, but the hybrid,
alternative fuel, and electric vehicles are the contingency plan for this risk. Once these vehicles
are mass-produced, oil instability will no longer be a threat. To drive the Ford brand, it must
also ramp up the advertisement in the host countries to drive the Ford brand as well as
continue to develop alternative fuel vehicles, smart cars, and autonomous automobiles.
To mitigate supply issues generated by the fire, Ford must find alternative suppliers to
step in when another supplier drops the ball; this is done by having a few key suppliers that
distribute parts and diversify suppliers. Ford could also add to the strategic plan to seek other
suppliers so that this trigger or contingency will not be required; furthermore, the company
FORD’S STRATEGIC PLAN 7
could store supplies, build up six to eight months supply as part of their strategic plan, and
then implement the contingency once the inventory drops to 30%. As mentioned above, the
trigger is an external supplier, specific, and quotative as the chemicals are delayed for six
months, the trigger is when the manager learns that the needed supplies will be delayed
(Abraham, 2012). As always, the contingency plan must be reviewed at least annually.
Environmental Scan and Porter’s 5 Forces
The environmental scan revealed that the challenges Ford faces are new technology,
moving away from the traditional automotive industry, to utilizing alternative fuels, moving to
all-electric popular vehicles such as the Mustang and F-150 trucks, to smart vehicles, and
autonomous cars (Ford, 2019). Ford’s competitors such as GM touts, they are “The only
company with a fully integrated solution to produce self-driving vehicles, at scale” (General
Motors, n.d., p. 1). Tesla is also an upcoming competitor that has built its first all-electric car
in 2008, which has become best in class (Tesla, 2019). The environmental scan demonstrates
that Porter’s five-forces model aids in Ford’s understanding of its competitive position as the
rivalry of competitors are fierce amongst automakers, which means there is little profit margin,
especially automobiles manufactured in the United States of America.
Ford’s environmental analysis revealed fierce competition and that rivalry drives the
following four forces of Porter’s model which effects buyer bargaining power; this requires
the supplier or seller to lower the profit margin to sell the product (Abraham, 2012). Most
automotive manufacturing in the U.S. is approximate in size and delineates little in variation;
thus, industry growth is slow, and barriers are high (Porter, 2008). Rivalry among the
automakers lowers profitability by forcing the company to lower prices, increase advertising,
and create distinctive vehicles, all of these expenses reduce the profit margin. One example of
Ford Motor Company’s sustainable innovation, was its history of mass-production, and has
now entered the mass-production race to manufacture electric vehicles (Azadi & Rahimzadeh,
2012).
The Ford Motor Company has created a brand that reduces buyer’s bargaining power, as
an emotional connection has been created; customers are loyal to its brand, and will buy that
brand even though the price may be slightly higher (Kwan, 2018). The bargaining power of
suppliers can be mitigated by utilizing multiple suppliers and not just put its eggs in one
basket. According to Mergent (2018), Ford’s form 10k “We purchase a wide variety of raw
materials from numerous suppliers around the world for use in the production of our vehicles”
(p. 7). Ford, GM, and FCA have faced many new entrants from the global industry, and these
entrants receive a higher profit margin and can lower their price points, which has burdened
the U.S. automakers over the last several years. Ford contributes to the threat of entrants as the
company has brand loyalty, experience in the industry, supply connections, capital, and
resources. The final concept in Porter’s forces revealed by the environmental scan, is the high
risk of substitution, as competition is high and automobiles do not vary, customers may choose
another brand. Ford has created a brand that is dependable, easy to service, and reasonably
priced, the customers loyal to the brand will keep them buying, and the threat of substitution is
low in the U. S. Although this is true in the U. S. the global market does not hold the loyalties
of domestic buyers. Ford’s U. S. brand loyal customers consistently buy, but if a bargain does
come along, they will weigh the options, including their emotional comfort, before buying
another brand.
FORD’S STRATEGIC PLAN 8
International Performance
Ford Motor Company is a global organization that manufactures automobiles in North
and South America, Europe, the Middle East and Africa, and Asia Pacific (Ford Media Center,
2019). As automobile manufacturing exceeds the demand globally, Ford has not maintained a
profitable price point and a prolonged period of this situation, according to Mergent (2018),
“Could have a substantial adverse effect on our financial condition and results of operations”
(p. 19). Below is the operating profit margin of Ford’s global market.
(Ford Motor Company, 2019c)
Above are Ford’s operating margins for the last six quarters, 2018 and 2019. The
operating profit margin is the Earnings Before Interest and Taxes (EBIT) divided by the total
revenue. The higher percentage rate means higher profitability, and at the end of the third
quarter, Ford’s operating margin was 8.6%; this means that there is only $0.086 operating
profit for every $1 of revenue in the North American market. South America came in at
(15.9%), Europe (2.8%), Middle East and Africa (4.4%), and Asia Pacific (1.9%). The global
operating margins are in the negative. Thus far, it appears that Ford’s global strategy is not
working and must be reexamined. The foreign exchange rates are volatile, and this risk
“Cannot be avoided” (Abraham, 2012, sec. 11.2). The alternative is to reevaluate the strategies
in place to create more revenue and reduce costs. Foreign currency translation cost Ford $4.8
billion in 2018, which contributed to a deficit of $2.2 billion, earnings before interest and taxes
(EBIT) in South America, Europe, the Middle East, Africa, and Asia Pacific (Mergent, 2018).
Monetary exchange rates are one of the risks that every corporation performing business
globally will face, as they are unstable, to say the least.
Operational Planning
Financial Performance
As mentioned above, Ford Motor Company’s financial health has been at a gradual climb
since 2009, with a few dips; as you can see below, September 30, 2019, the revenue drop was
8%. PricewaterhouseCoopers (2019) expects the trend to stay constant, and the Earnings
Before Interest, Taxes, Depreciation, and Amortization (EBITDA) is anticipated to be
$12,613.00 in the first quarter of 2021, although with the release of the all-electric Mustang
the trend could go straight up.
FORD’S STRATEGIC PLAN 9
(Gale Business Insights: Global, 2019)
(Mergent, 2018)
Ford’s liquidity or current Ratio is 1.2, which means that the company has positive
capital sufficient to satisfy short-term liabilities. The Inventory turnover rate is 12.68 which
means that every 29 days the inventory stock turns over. Ford’s return on assets (ROA) is
1.43, and the return on equity (ROE) is 10.38. ROA and ROE measure how effectively assets
and equity are being used, and the numbers show that they are using debt, assets, and equity
adequately. Ford’s Debt-to-Equity Ratio is 4.3; this means that the company’s debt is high, as
for each dollar of equity, there is four dollars debt. Although the debt to equity ratio is high,
the ROE is greater than the ROA, which means that Ford is increasing overall earnings by
using its borrowing effectively. Although the total revenue has improved, the total costs and
expenses have also increased resulting in the third-lowest net income in three years.
The outlook in the global industryperformance has declined recently but is estimated to
be flat in 2019, compared to the 2018 volumes sold (Mergent, 2018). After assessing the Ford
Motor Company’s financials, overall, the financial health of the company is robust, extremely
well managed, and the financial condition proves they are performing exceptionally to date
(Abraham, 2012).
Operational Budget and Assessment
FORD’S STRATEGIC PLAN 10
An organization’s condition is demonstrated by its financial health, and analyzing the
financial statements. These statements provide a financial picture that illustrates the
organizations’ performance at specific periods of time, such as annually, quarterly or monthly.
The visual representation of the financial statements allows the organization to see trends that
may affect company progress, and quickly move to correct negative trends. Below is an
estimated budget for the current quarter and the next, a trend analysis, as well as a simple
balance sheet, and a ratio chart that analyzes the financial health of Ford. The estimated
working capital is determined by subtracting the current liabilities, Ford’s working capital for
this quarter is 16.7 billion, and next quarter is projected to be 15.3 billion; this lower estimate
is due to the current assets steadily declining since the first quarter of 2019.
[Prior Quarter]
Budget
Projection Next
Q
Var +/-
Var %
Revenue
Sales Revenue 36,990,000,000 36,600,000,000 (390,000,000) (1.05)
Interest Income N/A –
0
Investment Income N/A –
0
Other Income N/A 350,000,000 350,000,000 100
TOTAL INCOME 36,990,000,000 36,950,000,000 (40,000,000) (1.08)
[Prior Quarter]
Budget
Projection Next
Q
Var +/- Var %
Costs and Expenses
Salaries 2,601,000,000 2,615,000,000 14,000,000 .54
Supplies 33,969,000,000 34,029,595,000 60,595,000 .18
Insurance N/A
Rent/Lease Payments 400,000,000 304,400,000 (95,600) (24)
Interest Expenses 1,000,000 1,000,000 0 0
TOTAL
EXPENSES 36,971,000,000 36,949,995,000 (21,005,000) (.06)
NET
PROFIT/LOSS (19,000,000) 5,000 (18,995,000) (.05)
Net Earnings Before
Taxes (Gain or Loss) (19,000,000) 5,000 (18,995,000) 99.97
Income Tax
Expense
442,000,000
1,250 (441,998,750) (99.99)
Net Earnings After
Taxes 423,000,000 3,750 (422,996,250) (99.99)
FORD’S STRATEGIC PLAN 11
Ford Motor Company
(In Millions)
Estimated Next
Quarter
September 30, 2018 Percentage of
Change
Total Current Assets 114,700 115,754 (.9)
Total Assets 258,300 258,157 .05
Total Current Liabilities 99,400 99,087 .316
Total Liabilities 223,000 222,770 .15
Total Equity 35,000 35,387 (1.11)
Retained Earnings 21,000 22,590 (7.5)
Total liabilities & equity 751,000 753,749 (.365)
Ford Financial Health
(In Millions except NPM & ROA 12/18, and ROE 9/18) Ratio
Ratios 12/30/18 9/30/18 12/18 9/18 Ideal
Current
Ratio 114,700/99,400 115,754 /99,087 1.15 1.17 1.0 >
Total-asset
turnover 36,600/258,300 36,990/258,157 .14 .14 0.5 <
Debt-to-
equity ratio 223,000/ 35,000 222,770/35,387 6.37 6.30 2.0
Return on
assets 3,750/258,300,000,000 423,000 /258,157 0.0000014 1.64 10 >
Shareholder
Equity 258,300-223,000 258,157-222,770 35,300 35,387
Return on
equity 423/35,300
3,750
/35,387,000,000 1.2 0.0001 10 >
The Ford Motor Company’s ratios demonstrate its financial health. According to the ratio
chart above the 2018 last quarter revealed a current ratio of 1.15, which is favorable, as it is
greater than one, and working capital was positive in both quarters revealing that Ford’s
liquidity is 1.5/1.7 times more assets than liabilities, and can meet its short-term obligations.
The automotive industry average is 1.58, which is slightly higher; therefore, Ford’s short-term
liabilities will take longer to settle than its average competitor (CSI Market Inc., 2019). The
total asset turnover ratio of 0.14; this means that for every dollar in assets generates $0.14 of
revenue. The ratio is below the industry standard of 1.02 (CSI Market Inc., 2019), which
indicates that Ford is less efficient than its competitors, revealing that it needs to invest more
to deliver more revenue. Ford’s leverage is high, as its debt-to-equity ratio is 6.37, revealing
that creditors’ funding is unequal to Ford’s input.
To determine profitability and efficiency, the following ratios and analysis will reveal the
effectiveness of management. Ford’s net profit margin (NPM) dropped from the third quarter
to the last quarter as the last quarter did not include an income tax benefit of 42 million,
revealing a NPM of $0.01, which means that Ford’s net income is less than one cent per dollar
of its revenue. Profitability ratios are ROA and ROE. The ROA was also below .01% which
means for every dollar the company invests, there is a less than 0 return; this is less than the
industry standard of 4.47% (CSI Market Inc., 2019). The ROE is the return that Ford earns on
FORD’S STRATEGIC PLAN 12
its shareholder equity is 1.2%, which is considerably below the industry standard of 14.67%
(CSI Market Inc., 2019).
According to the estimated budget, the financial health of the Ford Motor Company is
weak, as many of the ratios are low, for the history of the company and below industry
standards. Ford’s asset turnover is low, creating a $0.86 revenue deficit for each dollar of
assets which reveals it cannot keep up with the efficiency of its competition. When comparing
Ford to the industry standards, the deficiency of its dollar declines to $0.88; this means that
Ford’s competition generates $0.88 more revenue. Ford’s debt is high, as for each dollar of
equity, there is $6.37 debt, and compared to the industry standard of $0.36, its debt is
exceptionally high, revealing that Ford’s debt management is abortive, as its competitors start
with a $6.01 lead. Ford’s profitability ratios are also low, revealing that it is not as efficient as
its competitors, as the return on equity is approximately $13.00 less than the industry
standards. Although the Ford Motor Company is the highest revenuing U. S. based company,
the industry standards show that it is not being managed well, and its financial health is
unsatisfactory. It is imperative that Ford creates an aggressive, comprehensive strategic plan or
its legacy will be just a memory.
Strategic Goals: Core Strategies and Tactics
Strategic Goals
In January of 2019, Ford committed to reforming global operations, as well as strengthen
North America (Ford Media Center, 2019). Ford has changed its strategy to generate more
sales globally by hiring a global advertising company and will put in place a tier two
advertising campaign. This will broadcast local deals in these regional global markets to bring
more attention to Ford’s already known brand. Another strategy that Ford will be focusing on,
is replacing its existing lineup in the U. S. and utilizing common parts between the different
models to streamline and reduce production time (Ford Motor Company, 2019c). Ford’s more
agile marketing model, restructuring production line, reducing inefficiencies, and offering
cutting-edge designs will increase revenue and decrease costs, and will transform its global
presence, and become the world’s most trusted company.
Today more than ever, people are trying to find ways to contribute to environmental
sustainability, and with Ford’s hybrids, electric vehicles, and smart cars, they will be able to
enjoy the performance while saving the planet. Ford estimates that during the 21st-century,
transportation will look very different from the traditional gas-fired automobiles of yesteryear
(Hughes-Cromwick, 2011). As environmental and atmospheric changes are developing, so too
is the influence society brings to decreasing the environmental impact of the people in the
world. Today technology is changing rapidly, but Ford has stepped across the finish line, as
according to the article Autonomous Vehicles (2019), “In 2018, Ford became the first
automotive manufacturer to pilot autonomous vehicles in Washington, D.C.” (para. 3), and is
working on electric cars as well as collaborating with Volkswagen to advance autonomous
vehicles (Autonomous Vehicles, 2019). Ford is now the first car mass producer and will be the
first in autonomous car production and has proven it has a competitive edge. Although they are
not in mass production autonomous vehicles and electric cars are the wave of the future, and
Ford, GM, FCA, and every other competitor is racing to the finish line.
FORD’S STRATEGIC PLAN 13
Prioritized Core Strategies
Prioritized Strategies
1. The Ford Motor Company has already begun its alternative powered vehicle strategy and
has invested nearly 30% of its quarterly revenue, to research and develop electric cars. As
revealed in the total asset turnover ratio, Ford must invest more to deliver more revenue;
this core strategy is a direct result of the financial analysis. The implementation of this
strategy has already yielded the first Electric performance vehicle and expects to mass-
produce hybrid and fully electric cars by 2022, and phase out “Internal combustion engines
and fossil fuels by 2040” (Ford Sustainability Report, 2019, para 2). Included in the new
objectives must be to hire new staff, such as scientific, chemical, electrical, industrial,
materials, and mechanical engineers, these will be the people who will drive the strategy
formation and implementation.
2. Ford has also formed an alliance with Volkswagen to create innovative smart/autonomous
vehicles. The projected launch date of autonomous delivery vehicles will be 2021, although
there is no estimated date to begin sales to individual consumers, an estimated $4 billion
investment is funded through 2023 (Ford Sustainability Report, 2019). New electrical
engineers will be needed to upgrade the electrical systems to transmit the necessary energy
to create and charge the vehicles, as well as create the unique electrical systems in the cars
(Hughes-Cromwick, 2011). The chemical engineer will compound the chemicals needed for
batteries used in the vehicles, as well as battery storage. Mechanical and materials engineers
will upgrade the assembly line to accommodate electric and smart cars.
3. Ford will begin by aggressively marketing its brand abroad by creating a tier two
advertising campaign; this will build brand recognition, and loyalty generating higher sales,
thus increased revenue. Ford will begin its aggressive marketing plan in January of 2020
(Ford Media Center, 2019).
4. Ford’s global optimization is another strategy; streamlining operations in the U. S. and
abroad is essential to its success. Revamping the organizational structure will according to
Marx (2016), “Align global, transnational and multi-domestic strategies” (sec. 7.3, para. 4).
The divisional organization structure will optimize efficiency and effectiveness in the world
market.
5. Another strategy to align global operations is to develop a more efficient system by utilizing
universal parts, between different models. Simplifying these parts will create less variation,
therefore reducing expenses in domestic and international markets. Streamlining the process
will also minimize recall costs and increase profitability (IBISWorld, 2019). This
continuous improvement initiative has already begun and will proceed to reduce variation.
6. Ford has incorporated environmental, ethical, legal, philanthropic, and economical social
responsibilities into its organizational culture, and strategic plan. According to Ford Motor
Company (2019), proactive leadership cultivates inclusion, and equality into the workplace
“Through training, awareness-raising, and strong talent pipelines” (para. 2). The training
and awareness must be included in the strategic plan, as it will take capital to implement.
Ford Smart Mobility invests in SHE-MOVES, which provides forty females with training
and jobs in transportation through grants to in India, South Africa, and Nigeria. It shuttles
over six hundred women while advancing their personal and professional development with
onboard learning during their commute (Ford Motor Company, 2019b). Although this is an
ethical responsibility, it also satisfies the philanthropic obligation as it is voluntary to
FORD’S STRATEGIC PLAN 14
provide these services to and contributes to “Human welfare and goodwill” (Abraham,
2012, sec. 10.6). This also must be added into the strategic plan, as the grant and training
involved need to be added as this cannot be done without implementing into the
corporation’s strategy. Ford Motor Company’s mobility services, alternative fuel-powered
vehicles, and the use of recycled material delivers environmental and legal responsibility.
Profits cannot be won “Over the harm being done to society” (Abraham, 2012, sec. 10.6).
The volunteer and legislative regulations used to protect the environment are costly, and
require considerable strategic planning.
Recommended Organizational Structure
The organizational structure the Ford motor company should utilize, is a divisional
structure, where functionality is optimized. The divisional structure will meet the rapidly
changing transportation needs of society and must establish the right strategies, talent and
organizational culture (Muller, 2017). In 2013 the newly appointed CEO James P. Hackett,
shook up the organization’s structure by decreasing his executive direct-reports to create more
effective decision making, he also reduced the division heads to three; these are global
marketing, global operations, and mobility. The three new divisions will focus on the strategic
goals stated above, and will share power with William Ford. Decreasing the number of leaders
will generate additional responsibility to those entrusted executives, and enhance
communication, thereby accelerating decision making (Muller, 2017). This structure
establishes swift responses that are vital in the rapidly changing automotive technology of
today.
(Ford Motor Company, 2019a)
Hackett and Ford are changing the organizations’ culture by empowering employees at
all levels by increasing their decision-making power and creating autonomy to make quick
responses as needed. According to Muller (2017), Hackett declares, the new structure will
“Foster even greater teamwork, accountability and nimble decision-making…We have to
move fast and… trust our people to move fast” (para. 2 & 10). Hackett has created global
optimization by integrating Ford’s global strategy into its leadership and culture; this is done
William Ford
Executive Chairman
Jim Hackett
President and CEO
James D. Farley
Pesident of Global
Markets
Mark Ovenden
President
International Markets
Group
Joe Hinrichs
Pesident of Global
Operations
Joy Falotico
President Lincoln Motor
Company
& Ford CMO
Marcy Klevorn
Pesident of Mobility
John Lawler
CEO Autonomous &
Vice President of
Mobility
FORD’S STRATEGIC PLAN 15
by aligning “Structures, systems, staff and skills” (Marx, 2016, sec. 7.2, para. 6). Ford is
redefining the automotive industry by creating a more efficient and effective way to do
business.
Recommended Marketing Positions and Opportunities for Growth
Ford’s greatest market position domestically is its brand loyalty. The Ford Motor
Company market strategy is to position itself as a trusted automotive manufacturer nationally.
By creating brand recognition and customer loyalty abroad, Ford will uncover a whole new
market of global brand-loyal customers. Brand loyalty is vital to any company that wishes to
enter and succeed in the global market, because once that loyalty is established, the customer
will buy the brand they trust regardless of price (Kwan, 2018); the global market provides a
high potential for growth.
Ford is also a technology leader, exemplified by being the first of his competitors to
manufacture and pilot autonomous vehicles. Ford’s goal to launch autonomous commercial
vehicles by 2021, will offer hybrid and fully electric cars by 2022, and eliminate internal
combustion engines by 2040 (Ford Sustainability Report, 2019). The strategic objectives are
now focused on the high costs of electronic and smart vehicle productions; the new technology
creates many challenges such as new electrical technologies, security, virtual driver systems,
software development, and chemical compounding (Hamilton, 2012). Although the investment
in this innovative market is costly, the growth opportunity is momentous.
To improve the company’s position in the global market, Ford will, and has brought
popular performance vehicles into the all-electric line of cars, as a matter of fact just a few
months ago “November 21, 2019, Ford introduced the world to the newest member of the
Mustang family the all-electric Mustang Mach-E” (Ford Motor Company, 2019b, para. 1). The
innovative move satisfies Ford’s improvement in the market, but contributes to the
sustainability of the organization and the environment as well. The electric and autonomous
vehicles will increase Ford’s positioning in the global market and create significant growth
potential.
Measuring Success
Every organization must plan to succeed. The Ford Motor Company must take strategic
issues, calculated improvements, and desired outcomes into consideration when developing its
strategic plan. Then create a strategy to advance the organization to the desired future state;
this plan must include measuring that success. According to Elena Ford, the “Real measure of
our success as a company is keeping customers’ loyalty over time” (Ford Media Center., 2019,
para. 5). Non-financial measures are brand equity and customer retention as mentioned above,
which increases the competitive advantage. Although non-financial measures give the
company an idea of how they are doing, business metrics will express the financial
performance over a period of time to determine company success. The key indicators of
success are revenues, revenue growth, market share, shareholder value, EBIT, NIAT, cash
flow and profit ratios (Ford Motor Company, 2019b). Ford’s financial health is weak globally,
but domestically it is the highest revenuing of the big three u. S. companies, and plans to
globally optimize its strategy, by incorporating the production of customer sought
environmentally friendly vehicles to achieve the desired success.
FORD’S STRATEGIC PLAN 16
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2
2
Mission Statement
Kevin Sessions
The University of Arizona Global Campus
Eric Smithson
BUS 402: Strategic Management & Business Policy
February 13, 2023
Mission Statement
ExxonMobil Mission Statement
The mission statement of ExxonMobil provides the company with an overarching vision of the purpose and goals of the company. It states that the company is “committed to being the world’s premier petroleum and petrochemical company” and that it works to “improve standards of living” by providing “energy that is reliable, efficient, and affordable.” This statement serves as a guide for the company’s activities and strategies. For instance, ExxonMobil has developed various strategies to become more efficient and reliable in its energy production and distribution (Mirzayev,2022). It includes investing in new technologies, improving safety protocols, and increasing the company’s production capacity. These strategies align with the mission statement’s goal of providing reliable, efficient, affordable energy. ExxonMobil also works to improve living standards worldwide by investing in communities and engaging in philanthropic activities. It includes providing grants to organizations that help promote education, health, and economic growth. These activities are guided by the mission statement’s goal of improving living standards.
ExxonMobil’s mission statement is to be the world’s premier company in the petroleum and petrochemical industry. The company focuses on operating responsibly to achieve its premier global status. This mission statement addresses the four questions in the Hull article by effectively summarizing the company’s core values. These values focus on providing reliable energy sources while also considering the environmental and social impacts of the company’s operations. The statement emphasizes economic growth, a critical factor driving the company’s success. The statement also recognizes the importance of social development and environmental considerations, indicating a commitment to responsible practices that benefit both people and the planet. The mission statement reflects ExxonMobil’s commitment to innovation and sustainability (Singh & Misra,2022). By focusing on responsibly delivering energy, the company is signaling its dedication to developing new technologies and practices that are more efficient and sustainable than those used in the past. This commitment is evidenced by the company’s commitment to investing in renewable energy sources and actively participating in research on new energy sources.
ExxonMobil receives a 4-star rating based on its mission statement. Their mission statement emphasizes their commitment to safely and responsibly providing energy to the world safely and responsibly. They have a strong focus on innovation and sustainability, demonstrating their commitment to reducing emissions and increasing the use of renewable energy. They also emphasize their commitment to their customers and shareholders, ensuring their operations align with their values and beliefs. Overall, ExxonMobil’s strong mission statement reflects its dedication to providing energy while respecting the environment and its stakeholders, which justifies a 4-star rating.
References
Mirzayev, N. (2022). Corporate Social Responsibility In The Oil And Gas Industry.
Network Intelligence Studies, (20), pp. 101–109.
https://seaopenresearch.eu/Journals/articles/NIS_20_2
Singh, K., & Misra, M. (2022). The evolving path of CSR: toward business and society relationship.
Journal of Economic and Administrative Sciences,
38(2), 304-332.
https://www.emerald.com/insight/content/doi/10.1108/JEAS-04-2020-0052/full/html
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