From Publishers Weekly
Business consultants Doody and Bingaman here recall the Ford Motor Co.'s stagnant, low-market situation in 1982 after Chairman Henry Ford II's departure. They ascribe the firm's first-place comeback against innovative foreign and domestic competition to a new, quality-oriented business philosophy that involved integration of formerly isolated divisions within the company (design, finance, supply, manufacture, marketing, etc.) and greatly increased employeeand even customerinvolvement. The turnaround centered on a four-year planning and production program for Ford's "European-like" Taurus mid-market line of cars, which eventually won "car-of-the-year" accolades. The silk-smooth prose reads at times like a luxury-car sales brochure, much being made, for example, of "aerodynamic" exterior styling (something known as streamlining a half-century ago). The authors link Ford's new success to the management-employee alliance, citing recent employee profit-sharing bonuses of $2000 or $3000.
Copyright 1988 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Copyright 1988 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
From Library Journal
The world competitiveness of U.S. corporations has been a leitmotif of the 1980s--at least in economic circles. And the most analyzed industry in that movement has been automobile manufacturing. This slim volume documents the gradual resurrection and metamorphosis of the Ford Motor Co., which by 1988 had become the world's most profitable automobile company. Central to this book is a detailed case analysis of how the Taurus/Sable product line became the foundation of a new corporate culture. According to the authors, much of the credit for the comeback goes to then CEO Philip Caldwell, who edged out the more flamboyant and now heroic Lee Iacocca. Provided here is an interesting counterpoint to the better-known Chrysler turnaround. However, its treatment of Ford is far too uncritical to be definitive.
- Gene R. Laczniak, Marquette Univ., Milwaukee
Copyright 1989 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
- Gene R. Laczniak, Marquette Univ., Milwaukee
Copyright 1989 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
