This project contains a look into the manufacturing company of Ford Motor Company. Research was done about how the company runs business, both globally and domestically. In this report, the company's mission, goals, strategies, product and service portfolios, market share and profit performance, technology and employment information are outlined. Key successes and weakness failures are also discussed in detail.

Information about Ford's use of computer systems and an information model for the company is also included. The information model displays Ford's Work System, showing which components of the Work Organization, Control System, Industrial Relations and Human Resources Practices Ford implements. The Business Organization, with Ford's Business Strategy and Enterprise Organization is also part of the model. At the end of the report, self-evaluations by team members and references can be found. Ford Motor Company is currently trying to increase its global market share in automobile sales while facing slumping market share numbers in the United States. This report examines the Ford company characteristics and how the company uses information systems in the business climate. To reduce costs and increase knowledge of a region Ford uses small ERP systems that are less expensive and faster to implement than the larger ERP systems. Failure to obtain a larger market share in foreign markets has hurt the company. The proper use of information systems by Ford will increase their ability to maintain a successful business in future years locally and globally.

This project contains a look into the manufacturing company of Ford Motor Company. Research was done about how the company runs business, both globally and domestically. In this report, the company's mission, goals, strategies, product and service portfolios, market share and profit performance, technology and employment information are outlined. Key successes and weakness failures are also discussed in detail.

Information about Ford's use of computer systems and an information model for the company is also included. The information model displays Ford's Work System, showing which components of the Work Organization, Control System, Industrial Relations and Human Resources Practices Ford implements. The Business Organization, with Ford's Business Strategy and Enterprise Organization is also part of the model. At the end of the report, self-evaluations by team members and references can be found. Ford Motor Company is currently trying to increase its global market share in automobile sales while facing slumping market share numbers in the United States. This report examines the Ford company characteristics and how the company uses information systems in the business climate. To reduce costs and increase knowledge of a region Ford uses small ERP systems that are less expensive and faster to implement than the larger ERP systems. Failure to obtain a larger market share in foreign markets has hurt the company. The proper use of information systems by Ford will increase their ability to maintain a successful business in future years locally and globally.

Using a punchy and take-no-prisoners style to look at the process of evaluating a business competitor at the dawn of the 21st century, Dangerous Competition blazes new ground and, in its journey, awakens the reader as to what truly makes a competitor dangerous here in the electronic age.

Concentrating not on the "physical corporation" but rather on the "virtual competitor," the book examines the issues critical to the analysis of intelligence obtained about an ebusiness competitor. Rather than simply looking at the competitive intelligence retrieval process, a place where so many books have gone before, Dangerous Competition takes a different road and tells the reader what they should be looking for in the ebusiness competitor, what it means, and why it makes that competitor dangerous.

Using a punchy and take-no-prisoners style to look at the process of evaluating a business competitor at the dawn of the 21st century, Dangerous Competition blazes new ground and, in its journey, awakens the reader as to what truly makes a competitor dangerous here in the electronic age.

Concentrating not on the "physical corporation" but rather on the "virtual competitor," the book examines the issues critical to the analysis of intelligence obtained about an ebusiness competitor. Rather than simply looking at the competitive intelligence retrieval process, a place where so many books have gone before, Dangerous Competition takes a different road and tells the reader what they should be looking for in the ebusiness competitor, what it means, and why it makes that competitor dangerous.