Queen Essays

Posted by Zachary-

An area of improvement could also be the cost of the product. Although they are very reliable and quality-built products, the cost is high. The company wants to continue to help areas with a low level of farming knowledge and resources. Being able to find ways to reduce the cost of the equipment without sacrificing quality could be a major step to helping the world's growing hunger concerns. Another issue that may need to be dealt with is supply chain issues. Like most businesses, being able to get parts in the door for manufacturing is a challenge. Being able to stand up new suppliers or invest in the capacity of current suppliers will be crucial to support current and future demand.  

Being able properly implement change even if it is good change can always be a challenge because once people are used to a norm they want to stay that way. Planning and prepping for change ahead of time and simulating scenarios on how the change will affect the individuals involved is a great way to understand what needs to be done to make the implementation as smooth as possible. One way with all the technology is doing testing of over the network repairs and debugging.  

With all the new technology there is going to be a big change in what the consumer needs to do to maintain and repair their equipment. With software updates and upgrades. John Deere could poll a variety of the customers to understand how well versed they are in computers and new technology to best understand the best way to support this change for their customers. Also, the service and repair tech may need new training ahead of time, so they are ready. Being able to think of the scenarios and the issues that may occur will lend greatly to being able to get ahead on these potential issues.  

  Being proactive as a company is crucial to be able to keep up with the demands of the workforce as well as the customer and consumer's needs. Externally John Deere has looked at how they can help support their customers with sustainability by giving the consumers the ability to proactively predict maintenance and faults. They added technology to many of their produtcs that have sensors that can process wear and tear, predicting when things need to be maintained or replaced before it breaks. This can be a major time saver for the consumers as they can prevent breaks and order spares parts ahead of time. Overall, the ability to process this data proactively is a great way to reduce down time.   

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From Marcel-

As Ford Motor Company (FMC) expands with its plans for global changes, the biggest challenge the company may face is the different working groups within the organization and the unionized group at home. Scaling and expanding is the goal of most businesses along with increasing profit margins and market share but doing these things too quickly can have a dramatic negative impact. Growing too fast can result in a “one size fits all” ideal for the different zones of business activity (McCluskey, 2024, pg. 81). What can be done in South America may not be the best way to do it in Asia or Europe. This is where company culture disconnect can occur, regardless of business need or impact. Of course, the business will need to adhere to the country’s culture, laws, and economic differences all the while still maintaining the company ideals within the country.

FMC has a very robust framework of the  One Ford concept that was developed by Alan Mulally (Module 1 Source). FMC current direction toward electric vehicles (EV) and higher involvement from nations abroad to hit company goals will present two major problems, (1) the scarcity of labor in other countries of skills needed to perform certain work and (2) the nation FMC operates in will be effected in the context of its power in certain markets and vice versa for FMC (Teitel, 2005,  Main “disconnects” between theory and practice, para 1). Assessing the  structural-operational needs to start up in another nation; labors costs, demographic pools, resource abundance, possible differences in required business structure, regional limitations (i.e. movement of employees, product due to landscape and geological events) (Rădulescu & Tîrla, 2014, pg. 484, Table 1).

Further considering the international “reputation” of the nation it operates in as public opinion of the “home nation” will affect sales domestically and internationally as the foreign nation may hold negative ideals over purchasing products from a foreign company (Teitel, 2005,  Main “disconnects” between theory and practice, para 3). To this, FMC should tailor their One Ford concept to fit the respective county and draw parallels from cultural norms and traditions into the company philosophy.

Hajkazemi, et. al. (2024, pg. 1) proposes a six-step process of developing this culture into a marketable form to the masses. Identify the problems and motivations of the local population, define the objectives the company needs to obtain with the population for buy in, design the model and demonstrate it, evaluate the model and its effectiveness, then finally communicate the plan to leaders from the company to implement (Hajkazemi, et. al., 2024, pg. 1). Once this process is developed,  cultural-marketing should then be engaged; work ethics of perspective employees, the geopolitical view of the nation, an internal look at culture, embracement of foreign powers, and the perception of a “need” and how they could fulfill it (Rădulescu & Tîrla, 2014, pg. 484, Table 1).            

References

Hajkazemi, M., Ardakan, M. A., Mohammadesmaeili, N., & Kianie, M. (2024). Designing The Matrix of Transforming Organizational Values into Cultural Artifacts by Design Science Research. Journal of Human Resource Studies, 14(1), 1–33.  https://doi.org/10.22034/JHRS.2024.195961

McCluskey, M. S. (2024). Scaling toward Utopia or Dystopia: Challenges to Preserving Organizational Values through Growth. Journal of Cases in Educational Leadership, 27(3), 70–85.  https://doi.org/10.1177/15554589241238902

Rădulescu, R., & Tîrla, F. (2014 ). Guidelines in the Adaptation of Business Models to Different Markets in the Context of Globalization. Review of International Comparative Management / Revista de Management Comparat International. 15(4). 479–486.

Teitel, S. (2005).  Globalization and its disconnects. The Journal of Socio-Economics. 34(4).

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