see the attached question file
Blueprint for Ford’s Future:From Personal Automobiles to Mobility
case W93C03
February 14, 2013
Published by WDI Publishing, a division of the William Davidson Institute (WDI) at the University of Michigan.
©2013 Andrew Hoffman. This case was developed under the supervision of Andrew Hoffman (Holcim Professor of Sustainable Enterprise)
at the University of Michigan’s Ross School of Business by graduate students Rhiannon Haller, Brandon Tirrell, Courtney Yan, and Connie
Yu as the basis for class discussion rather than to illustrate either the effective or ineffective handling of a situation. The authors give
a special thanks to David Berdish and Kristin Schondorf for their support in the creation of this case. The crowd was growing restless. They sat and watched the dimly lit stage with great anticipation as
technicians made nal tweaks to the electronics and adjusted the microphones. Unable to contain themselves,
they began the chant—softly at rst, bubbling up through the expansive sea of people. It was a chant that
David Berdish had heard many times before. To an outsider, in a stadium so large, the word wasn’t even
recognizable yet. Oooooose! Oooooose! But to Berdish, it was the unmistakable sound of a crowd hungry for
the main event. The legend. The Boss. Bruuuuuce! Bruuuuuce!
Here, in the few seconds before his 60th time seeing Bruce Springsteen on stage, Berdish reected
on many of the themes in Springsteen’s music. Cars were of course a big component, and this naturally
resonated with Berdish as a longtime employee of the Ford Motor Company. Equally appealing, though, were
the stories of struggle to achieve the American Dream and messages of the nobility of the working class
lifestyle. Berdish loved these aspects too, as he was the Social Sustainability Manager at Ford, a company
recognized for making the American Dream a reality for so many of its employees and customers over its
long history. His thoughts were interrupted by the unmistakable sound of a ’52 Telecaster booming through
a wall of amps. The stage lit up, and Berdish settled in for the show.
A few hours later, with the nal guitar strum still hanging in the air, the crowd pulsed toward the exits.
Caught in the ow, Berdish’s mind wandered back to his work. The mass of people slowly owing toward a
packed parking lot reminded him of the world’s growing megacities and the mobility challenges they posed. Due
in part to the credibility and reputation he had gained through his work on social sustainability, Berdish had
successfully pushed Ford to begin expanding beyond simply manufacturing and selling personal automobiles,
though this was as much a decision based on social responsibility and environmental sustainability as it was
on the long-term relevance of the company. Rapidly growing and urbanizing populations in the developing
world needed to move from place to place, but trafc congestion made traditional transportation options less
viable. With Berdish’s help, Ford had begun to identify as a mobility company, not just an auto company. But
the transition was far from complete, and Berdish had more work to do to ensure that Ford would be able to
successfully handle the mobility challenges presented by rapidly expanding megacities.
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As he nally reached his car, Berdish paused, momentarily entranced by the glint of parking lot lights
off the blue oval badge on the grille. He thought about Ford’s rich history, so closely intertwined with the
America that Bruce Springsteen captured in his songs. “Where do we go from here?” he wondered aloud.
Ford Motor Company: A History of Innovation
In 1903, Henry Ford incorporated the Ford Motor Company in Michigan. A few years later, Ford introduced
its Model T, starting a brand that would become known worldwide for its innovation. Then, in 1913, the
company started the world’s rst moving assembly line in its Highland Park, Michigan, plant, revolutionizing
the automotive world and industry in general. 1
Ford continued to build its brand, entering into the luxury
vehicle market in 1922 with the purchase of Lincoln.
The Ford Motor Company did not limit its innovative practices to the automotive industry. During the
Space Race, Ford saw potential in aerospace research and started a subsidiary dedicated to that effort,
Philco. Philco eventually became the Ford Aerospace and Communication Company and won a contract from
NASA to work on implementation of the now-famous Mission Control center in Houston in 1963. As Space
Race fever died down, Ford decided to pull out of aerospace and sold the division to the Loral Corporation in 1990. 2
Ford had immense success in the 1990s and early 2000s, with its best-selling Explorer SUV and expansion
into China taking much of the credit. Like the rest of the automotive industry, Ford suffered in the mid-2000s
but did not have to take part in the auto bailout with its competitors General Motors and Chrysler Group LLC.
After suffering losses during the years that followed, Ford returned to protability in 2009. See Figure 1 for
recent Ford historical nancial details.
Democratizing Technology
Ford became a household name in part because the company’s early innovations in mass production
made automobiles affordable for the middle class. When Alan Mulally joined the company as CEO in 2006,
he commented that Henry Ford “wanted to make great vehicles but have them available to everybody and
democratize the technology.” 3
In Mulally’s time the company continued this trend by putting its integrated
communication and entertainment system, SYNC, into its least expensive cars rst as opposed to its more
upscale models. In a similar vein, the 2013 Ford Fusion was the rst in its class to incorporate advanced
vehicle technologies such as adaptive cruise control, lane-keeping, active parking assistance, blind spot
information, and a rear view camera. 4
Meeting the Triple Bottom Line
In addition to bringing technology to the masses, Ford had a longstanding tradition of corporate social
responsibility. In 1914, it doubled wages to $5 a day, and it developed alternative fuels early in its history.
The world’s rst hybrid vehicle was Ford’s Econoline Van, created in 1981. Ford took advantage of growth
in ethanol fuel production in Brazil with the nation’s rst mass-produced exible fuel vehicle in 2002. 5
More recently, the SUMURR project (Sustainable Urban Mobility with Uncompromised Rural Reach) aimed
to produce a vehicle capable of bringing healthcare to pregnant women in developing countries who lived
far from medical facilities. A team of students from the University of Michigan worked with Ford to help the
company pilot this initiative in Chennai, India, and nd opportunities to use the SYNC system to help nurses
better serve patients by tracking, diagnosing, and recommending treatments. 6
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Figure 1
Ford Motor Company Performance (2006–2011)
Source: Ford Motor Company corporate Web site. http://corporate.ford.com/microsites/sustainability-report-2011-12/nancial-data-nancial#b. Ford was also the rst automotive company to develop and uphold a Code of Basic Working Conditions.
To supplement this code, Ford conducted regular evaluations of its own plants and some of its top suppliers’
plants to assess working conditions and identify and implement improvements. In 2008, Berdish explained
this strategy:
“We’re the only company in our industry that has a code where we assess, evaluate, and
remediate our supply base, partners, etc. based on human rights issues. We won’t source
to [suppliers] if they’re not up to code. There is a trustworthiness we have developed in
emerging markets because of this.” 7
In 2010, although the global recession reduced its plan to play a major role in transportation for
the FIFA World Cup in South Africa, the company provided rst-mile and last-mile vans to shuttle people
between light rail stations and stops closer to their homes. This not only increased utilization of the system
but had positive safety implications, as riders did not have to walk long distances through dangerous areas
of the city. In acknowledgement of its efforts, Ford was featured in several Dow Jones Sustainability Index
“Best In Class” lists.
Much of Berdish’s responsibility concerned helping Ford meet the triple bottom line—maximizing the
social, environmental, and economic benets of business. After gaining traction within the company and
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building positive government relations on critical human rights issues and seeing the natural extension to
serving the populations where Ford had data centers or manufacturing facilities, Berdish turned his attention
to global mobility.
New Mobility
A report by the Carnegie Endowment for International Peace on global car usage indicated the key
factor in car ownership was the size of the middle class. 8
While motor vehicle ownership had nearly reached
saturation levels in most developed countries, car sales were expected to boom over the early 21st Century in
rapidly developing countries such as China and India (see Figure 2 and Figure 3 ). Accordingly, Ford viewed
the Asia Pacic region as a tremendous opportunity. Ford projected that “China will remain the largest car
market in the world for the foreseeable future” and “by 2020, annual vehicle sales in the Asia Pacic region
will likely top 52 million vehicles.” 9
See Figure 4 .
Figure 2
Motor Vehicle Ownership in Countries within the Organization for Economic
Cooperation and Development (OECD)
Figure 3
Motor Vehicle Ownership in
Non-OECD Countries
Source: Derived from United States Energy Information Administration
projections. International Energy Annual 2005 (June-October 2007) and
World Energy Projections Plus (2008). Source: Derived from US Energy Information Administration projections.
However, US patterns of car ownership could have disastrous consequences in megacities with
exponentially larger population densities where the middle class was growing rapidly and where the majority
of people did not enjoy the American luxury of large expanses of land and space within which to move. See
Figure 5 to see a comparison of cities, ranked by densities and transportation energy usage. i See Figure 6
to compare car ownership among select countries. As the population of cities around the world increased
rapidly, infrastructure and conventional methods of transportation would struggle to support the new growth.
In thinking about the future of the transportation industry and what role the Ford Motor Company
would play, researchers at SMART at the University of Michigan’s Transportation Research Institute said,
“We are on the verge of a transformation in urban transportation called ‘New Mobility’.” 11
Envisioned in the
transformation were inter-modal transportation networks supported by technology that would allow users to
get from point A to point B without relying on the personal automobile, though automobiles could still play
a role shuttling people to and from public transit stations in what is known as “rst mile, last mile” service.
The idea of New Mobility hinged on projections about population growth over the 21st Century, but without
a doubt the global market demand for viable mobility solutions would be huge. 12
i
See http://www.greencarcongress.com/2012/07/fordurban-20120715.html for urban density maps of cities around the world.
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Figure 4
Ford Projections of Sales Mix by Region
Source: Ford Motor Company corporate Web site. http://corporate.ford.com/microsites/sustainability-report-2011-12/blueprint-strategy
In comparison to the global perspective and awareness, the US did not yet have a megacity to drive
domestic awareness of the global urgency and importance of New Mobility. For the less-traveled US consumer,
car dependence and ownership was still an ingrained living standard. This inherent difference shaped the
American outlook on transportation innovation and the future of travel. As Ford looked to remain a leader at
home and abroad, how would it reconcile the overarching strategies serving its different customer segments?
Blueprint for Mobility Proposal
In February 2012, Executive Chairman Bill Ford announced the company’s “Blueprint for Mobility” at the
Mobile World Congress in Barcelona, Spain. During the conference, the company laid out its expectations for
the transportation industry and described a vision for a new mobility future. Berdish reected upon how far
Ford’s mobility initiatives had come in the last four years despite the 2008 global recession that resulted in a
pause of pilot projects and a jolt to the momentum toward increasing mobility. It seemed that the long-term
vision for new mobility nally was permanent as a strategic initiative at Ford. This provided the groundwork
for innovation to ourish and validated Berdish’s sustained vision to bridge the gap in cities where increased
accessibility did not necessarily equate to more cars.
The “Blueprint” encompassed the near-term (2012–2017), the mid-term (2017–2025), and the long-
term (beyond 2025). See Figure 7.
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Figure 5
Global Urban Density vs. Transportation Energy Consumption
Sources: Newman, Peter and Jeffrey Kenworthy. Cities and Automobile Dependence. Gower Technical. 1989; Atlas Environment du Monde Diplomatique. 2007.
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Figure 6
Passenger Car Density in Certain Countries (2009)
Source: Dadush, Uri, and Shimelse Ali. Carnegie Endowment paper. “In Search of the Global Middle Class: A New Index.” 10
Ford’s near-term expectations for the industry focused on the expansion of existing new mobility
initiatives, such as car-sharing and “semi-autonomous features for parking and driving in slow-moving
trafc.” These features would include technologies like adaptive cruise control, blind spot assistance, trafc
sign recognition, and lane-keeping assistance. Additionally, in-car mobile communications would be able to
“proactively alert drivers to trafc jams and accidents.” 13
For the mid-term, Ford outlined expectations that more advanced autonomous car technologies would
give drivers the ability to let the car take control in certain situations such as changing lanes, driving on
the freeway, and dealing with trafc jams. Like existing technologies, these features would allow the driver
to reclaim control at any time. Ford envisioned a proliferation of vehicle-to-vehicle (V2V) and vehicle-to-
infrastructure (V2I) technologies that would allow more vehicles to safely and efciently share the road.
Long-term, Ford envisioned a “true network of mobility solutions,” “a radically different transportation
system, mainly in the urban centers. Cars will be connected to each other, as well as the infrastructure
around them, having a signicant amount of information allowing them to have autonomous capability, such
as parking themselves or driving in groups on the freeway. There will also be seamless connections between
different modes of transportation, from your personal car to public transit systems to the parking facilities
at businesses.” 14
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Figure 7
“Blueprint for Mobility” Timeline
Source: Ford Motor Company corporate Web site: http://corporate.ford.com/microsites/sustainability-report-2011-12/nancial-mobility-blueprint.
“Rather than being a provider of cars and trucks, we’ll be a provider of cars, trucks, and integrated urban
mobility services,” said Berdish. 15
Ford wanted to have a signicant global market presence in providing mobility solutions. The largest
obstacle in accomplishing this vision for increased mobility was not necessarily the technological feasibility
but rather the challenge of making mobility widespread and affordable for all customers as well as aligning
the necessary transportation infrastructure to make this a reality.
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New Mobility Solutions: Markets and Competition Several major automotive companies had incorporated new mobility concepts into their business
strategies and plans for the future. These initiatives ranged from car-sharing programs to “smart grids” to
connect transportation modes city-wide. Car-Sharing
The car-sharing industry consisted of rms providing a vehicle transportation service where the cars
were owned by the car-sharing rm versus individual car owners. The shared cars were available among the
pool of paid subscribers throughout the day. Car-sharing started in urban areas to provide the convenience
of short-term car use without the costs and responsibilities of car ownership. Primary benets of car-sharing
included fewer cars on the road, which alleviated trafc congestion and parking demands in large cities, as
well as reduced emissions.
In August 2011, Ford entered the car-sharing market through a partnership with Zipcar, in which Ford
became the largest source of vehicles for the company, including Focuses and Escapes on 250 university
campuses in the US. The two-year contract between Ford and Zipcar represented a brand marketing effort
to reach younger consumers that were relatively less informed about Ford’s new car lines and innovative
features such as SYNC. This marked the rst substantial effort to supplement Zipcar’s eets with American
cars. Previously, Zipcar primarily used foreign cars such as the Honda Civic, MINI Cooper, and Toyota Prius. 16
Car rental companies such as Hertz Global Holdings and Enterprise Holdings also entered the short-
term car-sharing market. Both Hertz and Enterprise capitalized on their large eet size and overall scale to
advance their market presence. While Hertz developed its car-sharing program in-house, Enterprise entered
the market and grew its presence with several targeted acquisitions of companies with established customer
bases in desirable geographic regions. 17
In 2013, Avis announced it was entering the car-sharing business by
acquiring Zipcar for $491.2 million. 18
Traditional automakers in addition to Ford entered the car-sharing industry either directly as service
providers and network developers, such as Daimler AG’s Car2go and Volkswagen AG’s QuiCar, or indirectly, such
as BMW’s joint venture with Sixt AG called DriveNow. The entrance of car rental companies and traditional
automakers into the car-sharing market signaled that large, established rms saw value in the growing
car-sharing segment and were intent on competing. While the car-sharing industry had huge potential for
growth, it was becoming increasingly fragmented with social enterprise entrants such as SideCar and Lyft. See Figure 8 for a list of global car-sharing providers.
Autonomous Vehicles Some of the biggest innovations in the urban mobility space began coming not from automobile or
transportation companies but information technology rms. Google Inc., for example, gained media attention
and the public’s imagination in 2010 when it announced a self-driving car project in 2010. 19
Since then,
driverless cars were legalized on state roads in Nevada, 20
and California passed legislation to allow automated
cars (with a driver in the vehicle) on state roads beginning in 2015. 21
Ford and other carmakers such as Audi,
BMW, and Volvo had been working on semi- and fully-autonomous cars for years, but Google took a lead with
a eet of fully autonomous Toyota Prius hybrids that logged over 300,000 miles. 22
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Figure 8
Global Car-Sharing Providers
Source: Seeking Alpha. “Zipcar Versus The Competition.” 18 Sep. 2012. http://seekingalpha.com/article/874221-zipcar-versus-the-competition-a-comprehensive-perspective-on-
global-car-sharing-part-i.
New Infrastructure Development and Technology Ford’s vision and efforts in mobility echoed its fellow automakers (e.g. Audi, BMW, and General Motors)
in expanding beyond their roles as traditional automakers in addressing the world’s larger transportation
issues. Toyota focused new mobility initiatives on developing smart grids to link vehicles with houses and
infrastructure. The company researched ways to effectively maintain a stable electricity supply across a
region in part by managing PHV and EV battery charging and household electricity. Toyota held successful
demonstration tests for these ideas in several Japanese cities as well as in France and in Boulder, Colorado. In
addition to its smart grid developments, Toyota developed safe driving systems that relied on communication
between sensors in infrastructure and vehicles to prevent trafc accidents. The company implemented these
systems in numerous locations in Japan. 23
Like Toyota, BMW partnered with cities to implement its new mobility initiatives. BMW partnered with
Munich in 2008 to develop trafc management solutions as population growth and resulting congestion
strained the city’s infrastructure. 24
BMW also invested in smartphone technologies to enable people to navigate
their cities in unorthodox ways. For example, MyCityWay provided personalized live trafc information and
directions to goods and services based on user inputs. 25
Global information technology rms such as IBM looked beyond on-board systems, focusing instead
on intelligent transportation systems that coordinated all modes of transportation and the supporting
infrastructure in cities around the world. In 2007, IBM rolled out the Stockholm Congestion Charging System
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in Sweden. IBM, working in conjunction with the Swedish Road Administration and the City of Stockholm,
was responsible for the design, development, and initial operation of the system. After a year, the Swedish
capital saw an 18% reduction in city trafc and a 14% to 18% reduction in CO2 emissions.26
In 2009,
IBM announced that the Netherlands Railway, which managed more than 4,800 trains a day in the busiest
national railway network in Europe, was using IBM’s optimization technology to forecast passenger demand
and automate the movement of equipment and facilities in order to improve on-time performance and
achieve operational cost savings. 27
IBM estimated that spending on transportation infrastructure would approach $30 trillion globally in
the coming 20 years. In 2010, IBM’s “Smarter Cities” unit launched a citywide system in Rio de Janeiro to
manage data from 30 agencies. The $14-million operations center was built in response to a realization that
there was a growing need for a coordinated emergency response system. However, it would also be used to
manage congestion and coordinate trafc. Other cities soon expressed interest. In February 2012, Zhenjiang,
China, bought IBM’s Intelligent Operations Center, which bundled a number of services designed for Rio de
Janeiro into a single product, to manage public transportation and predict and alleviate trafc jams along
bus routes. 28
IBM expected its Smarter Planet unit, which included the Smarter Cities business, to bring in
$10 billion in revenue by 2015. 29
Ford Looking to the Future
Ford was rebounding nancially. In 2008, Ford shares saw a 16% drop after Standard & Poor’s downgraded
its ratings. 30
Recovery and healthy growth followed, with 2012 showing the best car sales since 2008. 31
Ford’s core competencies had always been in making affordable personal vehicles. What adaptations
would be needed to shift its capabilities to serve the transportation demands of cities without the personal
car value proposition? Beyond the personal car value proposition, where could Ford plug its developed
technology as a platform to serve these overcrowded cities of high demand potential and a need for
accessibility among the complex city constructs? The transportation markets abroad were vastly different in
size, population density, road and public transit infrastructure, and, above all, consumer mentality.
Additionally, Ford could face signicant risks and uncertainty in transitioning from an automobile
manufacturer to a mobility company. While costs such as the capital expenditures and research and
development required to develop new technologies, partnerships, and strategies were somewhat routine
for Ford, the opportunity costs of entering an unproven market or investing in a technology that did not
generate clear and direct value for shareholders were less obvious and introduced more risk. Additionally,
shareholders might not be receptive to signicant investments with payback periods measured in decades,
not quarters.
On a broader scale, in considering the global market for urban mobility solutions, where exactly did Ford
t in? Which markets would Ford expand to next or launch pilot projects? How could Ford build out a service
component by repurposing its existing innovative technology such as SYNC to benet new growing markets
abroad and domestically? How could Ford facilitate and capitalize on innovations by other companies such
as Google, IBM, and Enterprise? What would partnerships with these companies look like?
Population growth in the developing world, urbanization, and the environmental impact of megacities
presented enormous challenges as well as opportunities for the Ford Motor Company. 32
However, such a
signicant shift in strategy presented a variety of challenges and risks. Could Ford remain a major player
in traditional automobile manufacturing while simultaneously developing alternative technologies for
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transportation? Could Ford continue innovating, sustain its global leadership, and dene new mobility for
a changing world? David Berdish pondered these questions as he queued up behind a mile-long stretch of cars on the
highway onramp after the concert. Could Ford challenge the traditional automotive industry to become
a leader as the Ford Mobility Company or dene a new sector entirely as the Ford Accessibility Company?
Whatever the choices he made, Berdish would have to move quickly to stay ahead of competitors as the
landscape of global mobility evolved.
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Endnotes
1
National Public Radio. “A Timeline of Ford Motor Company.” 23 Jan. 2006. Accessed 14 Oct. 2012. http://www.npr.org/
templates/story/story.php?storyId=5168769.
2 Ford Motor Company. “An Early Focus on Connectivity and Electronics.” Ford corporate Web site. Accessed 14 Oct. 2012. http://
corporate.ford.com/our-company/heritage/company-milestones-news-detail/82-electronics.
3 Hiner, Jason. “Ford Is Now a ‘Personal Mobility’ Company: How the Comeback Kids Are Riding Tech to a New Destiny.” CNET
News.14 July 2012. Accessed 14 Oct. 2012. http://news.cnet.com/8301-11386_3-57472376-76/ford-is-now-a-personal-mobility-
company-how-the-comeback-kids-are-riding-tech-to-a-new-destiny.
4 “2013 Ford Fusion Story.” Accessed 14 Oct. 2012. http://fordfusionstory.com/latest/index.php/page/3.
5 “Brazil’s Flex Power.” Ethanol Producer Magazine. Accessed14 Oct. 2012. http://www.ethanolproducer.com/articles/2736/brazils-
ex-power.
6 Bossi, Maureen, Becky Martin, Eshanthi Ranasinghe, and Ira Shaughnessy. “Ford SUMURR.” Project paper. University of Michigan.
April 2012. Accessed 8 Feb. 2013. http://deepblue.lib.umich.edu/bitstream/handle/2027.42/90878/Masters%20Project%20
Paper_Final.pdf?sequence=1.
7 Berliant, Leslie. “Interview with David Berdish of Ford Motor Company.” www.celsias.com. Accessed 14 Oct. 2012. http://www.
celsias.com/article/interview-david-berdish-ford-motor-company.
8 Fisher, Max. “It’s Ofcial: Western Europeans Have More Cars Per Person Than Americans.” The Atlantic. 14 Aug. 2012. Accessed
15 Oct. 2012. http://www.theatlantic.com/international/archive/2012/08/its-ofcial-western-europeans-have-more-cars-per-
person-than-americans/261108.
9 Ford Motor Company. “Focus on Asia.” Accessed 15 Oct. 2012. http://corporate.ford.com/microsites/sustainability-
report-2011-12/nancial-competitiveness-asia.
10 Dadush, Uri, and Shimelse Ali. “In Search of the Global Middle Class: A New Index.” Carnegie Endowment for International Peace.
July 2012. Accessed 26 Nov. 2012. http://www.carnegieendowment.org/2012/07/23/in-search-of-global-middle-class-new-
index/cyo2.
11 Zielinski, Susan. “New Mobility: The Next Generation of Sustainable Urban Transportation.” NAE Web site. 2006.
Accessed 14 Oct. 2012. http://www.nae.edu/Publications/Bridge/Papersfromthe12thUSFrontiersofEngineering/
NewMobilityTheNextGenerationofSustainableUrbanTransportation.aspx.
12 Seelye, Kim. “New Mobility.” www.um-smart.org. 8 Nov. 2011. Accessed 14 Oct. 2012. http://www.um-smart.org/
blog/2011/11/08/new-mobility.
13 Schondorf, Kristin. SAE Mobility Panel Ford 042512.pdf. N.p.: n.p., 24 Apr. 2012. PDF
14 Hall, Alan. QA_Mobility_Autonomy_050812.doc. N.p.: n.p., n.d. DOC.
15 Berdish, David. “Perspectives on Sustainability - David Berdish.” 21 Oct. 2008. Accessed 15 Oct. 2012. http://ophelia.sdsu.edu/
ford/10-21-2008/microsites/sustainability-report-2007-08/issues-perspectives-berdish.html.
16 Vlasic, Bill. “Via Zipcar, Ford Seeks Young Fans.” The New York Times. 31 Aug. 2011. Accessed 15 Oct. 2012. http://www.nytimes.
com/2011/08/31/business/ford-and-zipcar-join-forces.html.
17 Lesser, Adam. “Can Hertz Shake Up Car Sharing?” GigaOM.com. 22 May 2012. Accessed 14 Oct. 2012. http://gigaom.com/
cleantech/can-hertz-shake-up-car-sharing-2.
18 Jones, Charisse. “Avis to Buy Zipcar, Enter Car-Sharing Business.” USA Today. 2 Jan. 2013. Web. Accessed 12 Feb. 2013. http://
www.usatoday.com/story/money/business/2013/01/02/avis-buying-zipcar/1803717.
19 Google. Press Release. Google. Google+, 28 Mar. 2012. Accessed 14 Oct. 2012. https://plus.google.com/+google/posts/
MVZBmrnzDio.
20 CNN Wire Staff. “Google Gets License to Operate Driverless Cars in Nevada.” CNN Tech. CNN, 08 May 2012. Accessed 14 Oct. 2012.
http://www.cnn.com/2012/05/07/tech/nevada-driveless-car/index.html.
21 Kolawole, Emi. “A Win for Google’s Driverless Car: Calif. Governor Signs a Bill Regulating Autonomous Vehicles.” Ideas@
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Notes
For the exclusive use of K. Saxena, 2023.
This document is authorized for use only by Kunika Saxena in W23 MKT515-003: Marketing Management (online) taught by Kyungwon Lee, University of Michigan - Dearborn from Jan 2023 to Apr 2023. The Erb Institute is committed to creating a socially and environmentally
sustainable society through the power of business. Building on nearly two
decades of research, teaching, and direct engagement, the Institute has become one of the world’s leading sources of innovative knowledge on the culture, technologies, operations and governance of business in a changing world.
http://erb.umich.edu
Established at the University of Michigan in 1992, the William Davidson Institute
(WDI) is an independent, non-pro t research and educational organization focused on providing private-sector solutions in emerging markets. Through a unique structure
that integrates research, eld-based collaborations, education/training, publishing, and University of Michigan student opportunities, WDI creates long-term value for
academic institutions, partner organizations, and donor agencies active in emerging
markets. WDI also provides a forum for academics, policy makers, business leaders, and development experts to enhance their understanding of these economies. WDI is one
of the few institutions of higher learning in the United States that is fully dedicated to understanding, testing, and implementing actionable, private-sector business models addressing the challenges and opportunities in emerging markets.
For the exclusive use of K. Saxena, 2023.
This document is authorized for use only by Kunika Saxena in W23 MKT515-003: Marketing Management (online) taught by Kyungwon Lee, University of Michigan - Dearborn from Jan 2023 to Apr 2023.
