個案資料

In April 2021, the giant US automaker Ford Motor Company was facing a decision regarding its Indian operations, which were struggling. It had brought in a new global chief executive officer—its fourth in the past decade—who was tasked with making this choice. The company could remain invested in India, either operating on its own or in a joint venture. It could also decide to manufacture for export or choose to exit the Indian market entirely. Ford Motor Company had to decide on an international corporate-level strategy, all while considering the factors influencing the changing Indian market and the rise of new technology. What would be the best path forward for the automaker?

The case is intended to be used at the end of a graduate-level strategic management course. It can also be taught as a part of an international business course. It is particularly useful for highlighting the complexities of international expansion and growth, and for addressing the challenges that emerge when entering competitive industries. The case will be of value in executive management education. It explores Ford’s international strategy and offers insights into the difficulties that companies face when making strategic decisions that involve international operations and establishing themselves in foreign markets, particularly in industries that are capital-intensive and highly competitive. After working through the case and assignment questions, students will be able to<ul><li>explain the reasons companies have for entering foreign markets;</li><li>analyze why strategy-making becomes more complex when competing across national borders;</li><li>identify the challenges that global automobile companies face in continuing and managing international business; and</li><li>describe the main strategic approaches for competing internationally.</li></ul>

• Strategy, International Strategy
• International Business
• Global Strategy
• International Corporate-Level Strategy