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0加速到每小时60福特通过社会媒体展开宣传推广策略 Zero to 60 Social Media Strategy via Ford
We have a fundamental challenge: Great products Leadership Strategy: to humanize the company by connecting consumers with Ford employees and with each other when possible, providing value in the process. Making it happen What’s next? Cross-training staff Rolling it into other functions Going for the 1% Connecting with enthusiasts Update FordP Listening to our community for suggestions Twitter: @ScottMonty Blog: Facebook: /scottmonty This presentation is available at: /scottmonty Ford is clearly in a different place – we’ve got a strong plan that we’ve been executing on independently for more than two years, and it’s being demonstrated daily in the great vehicles we’re bringing forward. But it takes leadership – real leadership, committed to making hard choices. They want to be able to speak to people directly at the company, or with someone who represents the company in some fashion. In short, they want to ensure they’ve been heard. They want to understand the process and be communicated to regularly, to ensure they’re being treated fairly. Straight, honest answers – no spin You can’t outsource authenticity. The Fiesta Movement – . 100 Euro-spec cars, 100 people, 6 months, unfiltered content, product feedback prior to U.S. launch To many people outside of the Detroit bubble, or who have not owned or considered owning a Ford, the Blue Oval lacks personality. And in 2006, Ford was on the ropes, seen by many as the weakest of the U.S. automakers. Alan Mulally was hired as CEO from Boeing, Bill Ford assumed the Executive Chairman title. Leadership was rounded out in terms of strategy, operations and vision. My impressions of Ford when approached in 2008: remarkable leadership, product lineup in 2009 and 2010 that would take the world by storm, and intelligent, talented and passionate people. In summary, not the typical Detroit company that people assumed it to be. In its earliest days, there was a face associated with Ford. In recent years, not so much.
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