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2013-14 Shelby GT500
2014 = Surprising Trends
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<blockquote data-quote="Madlock" data-source="post: 13215186" data-attributes="member: 111289"><p>No, not at all, actually - since GT500 is a product that's only built because it can be accommodated within the manufacturing infrastructure of every other kind of Mustang which comprise about 95% of all Mustangs produced.</p><p></p><p>There's lots of reasons that would take too long to explain here, but let's just leave it with GM proved how much money can be lost by building and selling as many cars as possible - rather than manufacturing to actual demand for product that's sold for maximum profit on a manufacturer's terms.</p><p></p><p>MORE than half of Ford's resurgence from worst to first has come from identifying the trade it DIDN'T want to serve, aggressively abandoning it and maintaining strict discipline despite whatever handful of additional profitable volume it may leave on the table - which has ensured that any volume gains have been purely additive and profitable rather than erosive and cannibalistic.</p><p></p><p>It's also important to remember that no Ford customer is flakier than a GT500 shopper when it comes to actually following through on orders advance deposits or no. Ford knows what inventories are versus what's built with the difference being what's sold. They know how many days' supply of overall cars exist - and dealers will be resourceful among themselves in terms of arranging to get cars to dealers without cars who have willing customers from dealers with cars but no customers.</p><p></p><p>But even that's secondary to how many thousands more GT500s Ford would need to sell to make all the downstream consequences pay-off of moving cadences, compelling suppliers to perform and everything else that'd be required. This was one of the first myths Mulally dispelled when he first came to Detroit back in 2006 and GM and Chrysler were scoffing at the notion because a "non-car person" couldn't possibly understand the complexities of operating a global auto making enterprise.</p><p></p><p>When someone once made the mistake of trying to patronize his insistence upon looking at the manufacturing of automobiles first and foremost like any OTHER business by telling him something to the effect of, "I'm not sure you fully appreciate how complex building a product with thousands of moving parts from dozens of vendors can be." Having just finished doing for Boeing's commercial airplane division what he has since done for Ford, he simply replied to the effect of, "I just ran a company that made products comprised of millions of moving parts from thousands of vendors - that also needed to stay airborne. I think I'll figure out this too."</p><p></p><p>Nobody within the industry has underestimated him since.</p></blockquote><p></p>
[QUOTE="Madlock, post: 13215186, member: 111289"] No, not at all, actually - since GT500 is a product that's only built because it can be accommodated within the manufacturing infrastructure of every other kind of Mustang which comprise about 95% of all Mustangs produced. There's lots of reasons that would take too long to explain here, but let's just leave it with GM proved how much money can be lost by building and selling as many cars as possible - rather than manufacturing to actual demand for product that's sold for maximum profit on a manufacturer's terms. MORE than half of Ford's resurgence from worst to first has come from identifying the trade it DIDN'T want to serve, aggressively abandoning it and maintaining strict discipline despite whatever handful of additional profitable volume it may leave on the table - which has ensured that any volume gains have been purely additive and profitable rather than erosive and cannibalistic. It's also important to remember that no Ford customer is flakier than a GT500 shopper when it comes to actually following through on orders advance deposits or no. Ford knows what inventories are versus what's built with the difference being what's sold. They know how many days' supply of overall cars exist - and dealers will be resourceful among themselves in terms of arranging to get cars to dealers without cars who have willing customers from dealers with cars but no customers. But even that's secondary to how many thousands more GT500s Ford would need to sell to make all the downstream consequences pay-off of moving cadences, compelling suppliers to perform and everything else that'd be required. This was one of the first myths Mulally dispelled when he first came to Detroit back in 2006 and GM and Chrysler were scoffing at the notion because a "non-car person" couldn't possibly understand the complexities of operating a global auto making enterprise. When someone once made the mistake of trying to patronize his insistence upon looking at the manufacturing of automobiles first and foremost like any OTHER business by telling him something to the effect of, "I'm not sure you fully appreciate how complex building a product with thousands of moving parts from dozens of vendors can be." Having just finished doing for Boeing's commercial airplane division what he has since done for Ford, he simply replied to the effect of, "I just ran a company that made products comprised of millions of moving parts from thousands of vendors - that also needed to stay airborne. I think I'll figure out this too." Nobody within the industry has underestimated him since. [/QUOTE]
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