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The first thing that I noticed paralleled with class, when reading this book, was Hoffman’s description of Ford’s business model. Essentially, Hoffman explains that Ford was designed to fail from the start. Hoffman says that Ford has always struggled to keep its products up-to-date and cutting-edge. For example, Ford had cut his prices claiming that the price cuts were beneficial due to increasing demand for his cars. However, this caused him to reduce his profits from previous years, and his lack of innovation led to a large decrease in market share for Ford. From the time GM began manufacturing multiple “cutting-edge” models, Ford had started fighting an uphill battle against international and national competitors. This is something we have talked about in almost every class. For example, Google is a company with a grand multitude of excess capacity, but instead of wasting these costs and doing nothing, Google has found ways to put its excess capacity to work and improve bottom-line profits. Additionally, Hoffman tells us that the management culture is sub-par, which has led to inefficiencies in hiring new employees and promoting managers. Even though Ford’s Business model was flawed from the start, I think that that tactics described at the beginning of Chapter 2 align well with what we’ve discussed in class and are crucial to Ford’s survival. For example, after posting a 5.4 billion dollar loss, Bill Ford took necessary actions in order to save the company. Therefore, Mr. Ford decided to cut 21,000 jobs, close factories, cut high-priced consultants etc. In other words, he focused on what Ford does best, which is selling trucks and cars. I like this part because it reminded me of Schwarzmann’s tactics to constantly cut costs. For example, Schwarzmann would constantly be analyzing costs in his business and deciding, where he should be