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Compact case
Case
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Reference no. 303-180-1
Published by: IBS Case Development Center
Published in: 2003

Abstract

In 2003 when Bill Ford took over as CEO of the company, he did not inherit the most profitable company in the world. The unintended consequences of Ford''s ex-CEO Jacques Nasser''s initiatives continued to affect the performance of the company. The company that posted a net income of $7.2 billion in 1999 incurred a loss of $5.5 billion (including a one time write off of $4.1 billion in restructuring costs) in 2001. Bill Ford, faced with the onerous task of putting the company back on track, had initiated some concrete measures amid scepticism about his abilities to turn the company around. The case discusses the reasons for the present financial state of the company and the steps that Bill Ford is taking to overcome the problems.
Location:
Other setting(s):
2003

About

Abstract

In 2003 when Bill Ford took over as CEO of the company, he did not inherit the most profitable company in the world. The unintended consequences of Ford''s ex-CEO Jacques Nasser''s initiatives continued to affect the performance of the company. The company that posted a net income of $7.2 billion in 1999 incurred a loss of $5.5 billion (including a one time write off of $4.1 billion in restructuring costs) in 2001. Bill Ford, faced with the onerous task of putting the company back on track, had initiated some concrete measures amid scepticism about his abilities to turn the company around. The case discusses the reasons for the present financial state of the company and the steps that Bill Ford is taking to overcome the problems.

Settings

Location:
Other setting(s):
2003

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