- Introduction
- Ford’s notable historical contributions
- Founding and ownership history
- 1903–1919: The Model T and the moving assembly line
- 1920s–1930s: New models and continued global expansion
- 1940s–1960s: Evolution of leadership and product expansion
- 1970s–2000s: Diversification and strategic acquisitions
- 2000–2008: Surviving the Great Recession
- 2009–2020s: Recovery, growth, and hybrid/EV sustainability
- External Websites
Ford Motor Company
- Introduction
- Ford’s notable historical contributions
- Founding and ownership history
- 1903–1919: The Model T and the moving assembly line
- 1920s–1930s: New models and continued global expansion
- 1940s–1960s: Evolution of leadership and product expansion
- 1970s–2000s: Diversification and strategic acquisitions
- 2000–2008: Surviving the Great Recession
- 2009–2020s: Recovery, growth, and hybrid/EV sustainability
- External Websites
- Date:
- 1903 - present
- Ticker:
- F
- Share price:
- $12.61 (mkt close, Apr. 12, 2024)
- Market cap:
- $50.11 bil.
- Annual revenue:
- $176.19 bil.
- Earnings per share (prev. year):
- $2.03
- Sector:
- Manufacturing
- Industry:
- Auto
- CEO:
- James D. Farley Jr.
- Headquarters:
- Dearborn
Who was the founder of Ford Motor Company?
Where is the Ford Motor Company's headquarters?
When did the Ford Motor Company stop making the Model T?
When did the Ford Motor Company sell the Jaguar and Land Rover brands?
Ford Motor Company is an American automotive corporation that was founded in 1903 by Henry Ford and 11 associate investors. Emerging at the close of the American Industrial Revolution and fueled by the dynamic ethos of Gilded Age capitalism, Ford Motor Company revolutionized the automotive industry by mass-producing vehicles that were affordable to the masses and introducing the moving assembly line, an innovation that would transform the global manufacturing landscape.
Headquartered in Dearborn, Michigan, Ford—along with associated names such as Lincoln and Mercury (discontinued in 2011)—has remained one of the top automotive brands in the United States and around the world. Even in the face of sharp or prolonged economic crises, shifting consumer demand, and technological advances, Ford Motor Company has demonstrated a robust ability to adapt.
(Read Henry Ford’s 1926 Britannica essay on mass production.)
Ford’s notable historical contributions
The moving assembly line. Ford’s moving assembly line marked a major innovation in manufacturing. It streamlined production, created incremental labor specialization, and significantly reduced the time and cost of production, allowing for the timely and efficient mass production of goods (in Ford’s case, automobiles).
The Model T—a car for the masses. The Ford Model T was the first affordable car mass-produced for the average U.S. consumer and marked a turning point in the history of transportation and the automotive industry. The Model T democratized vehicle ownership, transformed the way Americans traveled, and generally created a mobile society, greatly expanding geographical access for social and commercial purposes.
Job creation and economic impact. Ford’s mass production methods rapidly led to the direct and indirect creation of jobs, first topping 100,000 in 1923 and rising to 256,000 at its peak in the late 1970s. Labor opportunities were particularly broad for workers who fell under the category of “unskilled labor.” Ford’s $5 daily wage policy, first implemented in 1914, helped usher in the emergence of the American middle class.
America’s newfound mobility transformed almost every facet of life in the United States. The ability to travel easily and engage in wider commerce led to the establishment of homes and businesses on the outskirts of cities and towns, broadening the geographical expanse of American society.
Innovations in automotive technology. Ford remained at the forefront of automotive innovation through most of the 20th century, but the end of the century brought intense foreign competition (particularly from Japan) and a host of other economic quandaries—all of which threatened to displace Ford’s market position.
To counter these threats, Ford strategically shifted its production focus. In the 1980s and 1990s, the automaker prioritized designing and building fuel-efficient cars and trucks. From the late 2000s onward, Ford shifted its focus again to include environmentally sustainable and “smart” products, leading to the development of hybrid, electric, and self-driving vehicles.
Founding and ownership history
After its founding in 1903 by Henry Ford and associate investors, Ford Motor Company was reincorporated in 1919. Ford, his wife, Clara, and his son, Edsel, acquired full ownership. They, their heirs, and the Ford Foundation (formed in 1936) were sole stockholders until January 1956, when public sale of the common stock was first offered.
1903–1919: The Model T and the moving assembly line
Henry Ford built his first experimental car in a workshop behind his home in Detroit in 1896. After he formed the Company in 1903, the first Ford car, the original Model A, was assembled at the Mack Avenue plant in July of that same year.
It wasn’t until five years later, in 1908, that the highly successful Model T was introduced. Demand for the car was so great that Ford developed new mass production methods to manufacture it in sufficient quantities. Ford opened its first international sales branch in Paris the same year.
In 1911, the company established the industry’s first U.S. branch assembly plant (in Kansas City, Missouri) and opened its first overseas production plant (in Manchester, England). Critically, Ford introduced the world’s first moving assembly line for cars in 1913. The new manufacturing process proved to be a game changer for both the automobile industry and American business as a whole.
Assembly-line production allowed the price of the Model T touring car to be lowered to less than $300 in 1925 (equivalent to about four months’ salary for an average wage) from $850 in 1908 (equivalent to about 18 months’ salary for an average wage). By mid-1914, there were more than 500,000 Model Ts on the world’s roads.
Yet, this innovation also came with challenges. The monotony and strain of assembly line tasks contributed to high turnover rates among workers. To improve labor productivity, Ford introduced the $5 daily wage for an eight-hour day (replacing $2.34 for a nine-hour day) in 1914.
1920s–1930s: New models and continued global expansion
By 1923, the company was producing more than half of America’s automobiles, marking a significant milestone in automotive history. As the decade progressed, Ford’s global presence would expand significantly. By the end of the 1920s, the company had established more than 20 overseas assembly plants in Europe, Latin America, Canada, Asia, South Africa, and Australia.
Ford’s domestic and overseas growth made it the world’s most familiar make of car, with 15 million Model Ts produced. In a notable transition, 1927 saw the end of Model T production and the beginning of a new Model A. Ford’s innovations continued with the introduction of the first Ford V-8 engine in 1932.
A decade earlier, in 1922, Ford added to its portfolio by acquiring the Lincoln Motor Company (founded in 1917). The acquisition would later produce Ford’s luxury Lincolns, including its flagship Continental. In 1938 Ford introduced the first Mercury, a mid-priced car positioned between standard Ford models and the higher-end Lincoln line.
1940s–1960s: Evolution of leadership and product expansion
As the automaker continued its rapid expansion in the 1940s, ’50s, and ’60s, the company’s leadership, management, and ownership evolved.
As early as 1906, Henry Ford had acquired 58.5% of the company’s stock. When the other stockholders balked at the idea of building the giant (and expensive) River Rouge plant in Dearborn, he bought them out, purchasing their shares to gain full control of the company.
Henry Ford’s son, Edsel Ford (1893–1943), took over as president in 1919. In 1942, Ford Motor Company shifted its focus from civilian cars to the production of vehicles, planes, and tanks for the U.S. military during World War II.
Henry Ford resumed the presidency after his son’s death in 1943, but passed the role to his grandson, Henry Ford II, in 1945. The younger Ford restructured the company’s tangled system of financial management. He reinvigorated its corporate culture by hiring talented younger managers—most notably Robert McNamara, who briefly served as Ford’s president before leaving to become the U.S. secretary of defense in 1961.
Under Henry Ford II’s leadership, the company launched successful models like the Thunderbird (1954) and the Mustang (1964). But this period also saw the introduction of the Edsel (model years 1958–60), a notable fiasco that made the name “Edsel” a synonym for failure. Henry Ford II guided the company as chief executive officer from 1945 to 1970 and as chair of the board from 1960 to 1980.
1970s–2000s: Diversification and strategic acquisitions
In the 1950s and ’60s, Ford Motor Company began a phase of limited diversification, highlighted by its purchase of the electronics company Philco in 1961. But by the 1990s, Ford had refocused attention on its automotive concerns and financial services. This strategy continued into the late 20th century and was marked by several key purchases:
- Jaguar—British luxury car manufacturer (1989–90)
- Aston Martin—British sports car manufacturer (1993)
- Hertz Corporation—American car rental company (1994)
- Volvo—automobile division of the Swedish manufacturer (1999)
- Land Rover—sport utility vehicle brand purchased from BMW (2000)
Ford also raised its stake in Mazda Motor Corporation to 33.4% in 1996.
The 1970s and 1980s were marked by a decline in American automotive production. The OPEC Oil Shock of 1973–74, coupled with a decade of rising inflation, set the stage for a surge in demand for smaller, fuel-efficient vehicles versus so-called “gas guzzlers,” a term that would soon be used to describe many of the cars produced by the Big Three automakers in the U.S., including Ford.
In the 1980s, Japanese carmakers made inroads into the U.S. market, significantly impacting domestic manufacturers. Thanks to greater fuel efficiency and affordability—the result of various internal (production) and external (exchange rate) cost advantages—Japanese vehicles accounted for as much as 22% of all vehicle sales in the U.S.
In addition to losing market share to Japanese automakers and the financial challenges that persisted well into the 1990s, the demand for fuel-efficient vehicles prompted Ford (along with Chrysler and General Motors) to undergo a strategic shift to attempt to produce vehicles whose fuel efficiency and quality were comparable to and competitive with Japanese imports.
2000–2008: Surviving the Great Recession
As Ford struggled in the early 21st century, it began selling many of the acquisitions it made in the previous decade. Ford sold Hertz in 2005 and Aston Martin in 2007.
A defining economic moment during this period for Ford, along with almost every company in the U.S., was the financial crisis of 2008 (also referred to as the Great Recession), which caused a significant drop in vehicle sales and overall consumer spending. Ford sold Jaguar and Land Rover to Tata Motors Ltd. of India in 2008. The company began selling its Mazda shares that same year, and completely divested itself of the automaker in 2015.
In December 2008, U.S. President George W. Bush announced an emergency financial rescue plan to aid the Big Three automakers—Chrysler LLC, General Motors Corporation (GM), and Ford—to prevent the collapse of the country’s struggling auto industry.
The plan made immediately available $13.4 billion in government loans from the Troubled Asset Relief Program (TARP), a $700 billion fund approved by Congress to aid the financial industry following the subprime mortgage crisis.
2009–2020s: Recovery, growth, and hybrid/EV sustainability
TARP loans allowed automakers to continue operating through March 2009, when they were required to demonstrate “financial viability” or return the money. The money was initially made available to GM and Chrysler; Ford purportedly possessed adequate funds to continue operations and did not immediately require government relief. An additional stipulation required GM and Chrysler to undergo restructuring.
Able to avoid bankruptcy—for which both GM and Chrysler filed—Ford saw increased sales and market share in 2009. The growth was partially due to the federal government’s “cash-for-clunkers” plan, which gave consumers up to $4,500 toward trade-ins of older cars for new fuel-efficient models.
Ford also adopted various cost-cutting measures and focused on stronger brands. The automaker sold Volvo to the Chinese company Zhejiang Geely Holding in 2010. Several months later, Ford announced it would discontinue its Mercury line.
As sales slowed, the automaker looked to expand its products. In 2016, Ford Smart Mobility LLC was created to develop car-sharing ventures and self-driving vehicles, among other initiatives. The following year, the automaker announced that it was increasing its line of electric vehicles. In a nod to changing consumer tastes, Ford announced in 2018 that it was phasing out all passenger cars except the Mustang and Ford Focus Active. Instead, the company would focus on pickups (Ford’s F-series of pickups were the best-selling vehicles in the U.S. in the late 20th and early 21st centuries), SUVs, and crossover vehicles.
In the early 2020s, Ford announced an electrification and R&D commitment of over $50 billion through 2026. A key part of this strategy is the electrification of several of its existing models: the Mustang Mach-E, F-150 Lightning, E-Transit, Electric Explorer, Electric Puma, E-Transit Custom, and E-Transit Courier. The company also said it was aiming to achieve a zero carbon footprint by 2050.
Since its founding in 1903, Ford Motor Company has been a cornerstone of the American automotive industry and a pioneering innovator in mass production and manufacturing methods. Despite challenges from economic crises, competition worldwide, and technological advancements, Ford has continually adapted its products to meet the evolving demands of the global market.