Strategic Planning: Ford Motor CompanyPlanning is an essential process in today's organizations. Based on the three types of managers: top level (strategic managers), middle level (tactical managers) and front line (operational managers), there are three corresponding levels of planning: strategic, tactical and operational. The purpose of this essay is to focus on the strategic level of planning for Ford Motor Company; leader in the global automotive sector. Strategic planning, according to Bateman and Snell (2009), “involves making decisions about the organization's long-term goals and strategies” (p. 137). This paper will elaborate six key influential factors: economic, environmental, competition, foreign policy, domestic policy and innovation; that shape the strategic plan of this company. Finally, a SWOTT analysis will be conducted covering the strengths, weaknesses, opportunities, threats and trends that Ford Motor Company has in relation to its business environment. Economic Factors There are many economic factors that affect the development of Ford Motor Company's strategic plan and strategy. it is no small task to predict how some of these factors might change as the strategy is implemented. Consider the prospect of expanding into a new market such as China or Mexico. Economic changes such as currency devaluation will make Ford's product more expensive for the target market, potentially reducing overall sales revenue. Oil prices, as we have seen in the U.S. economy, may also play an important role as large vehicles become less desirable and more fuel-efficient compact cars gain market share. Ford manufacturing facilities rely on ultra-high-tech computers and automated assembly. Reconfiguring a manufacturing facility after a vehicle model has been readied for assembly requires a significant financial investment and time. Ford made this mistake in the past and surprisingly did not learn the valuable lesson as evidence of the hybrid revolution that it is missing out on today. Between 1927 and 1928, Ford set in motion the “1928 Plan” to establish worldwide operations. Unfortunately, the strategic plan did not take into account the economic factors that drive demand for smaller vehicles in Europe. Henry Ford established factories in Europe for the larger North American Model A. Their market share in 1929 was 5.7% in England and 7.2% in France (Dassbach, 1988). Economic changes can devastate a company's profits and profitability, as well as its brand. Environmental Factors The environment is another significant factor that influences the strategic plan. When a major environmental disaster occurs, such as a hurricane, it can affect a company's manufacturing facilities, its sales facilities, and the community served by the company..