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The Formula One Constructors - 14/03/11

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Ryan Armstrong

on 14 March 2011

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Transcript of The Formula One Constructors - 14/03/11

Ferrari: the mid 70's Rise of Ferrari Appointment of Mauro Forghieri and Luca di Montezemolo
Defined clear roles for each department. Driver Niki Lauda
Built successful working relationship with Ferrari design team. Competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. Fall of Ferrari Accident Niki Lauda
Lost the relationship between driver and team Development of F1 cars
Ferrari struggled to keep up with aerodynamic developments The Formula One Constructors case study Samuel Miles, Rosanna Redshaw, Ryan Armstrong, Cai Zhou and Sophie Smith What do you need in order to succeed in Formula One? Finance Support
-$1 Billion on capital and running cost (Toyota)
-Ability to attract and retain sponsors
-Technical Research and Development Support Team
-Race tactics
-Pit stops
The Best Driver (Michael Schumacher)
-Experienced and talented
-Translate their senses in to team The Best Car
(the chassis design and engine technology) Effective Management (Ron Dennis)
-Team co-operation McLaren and Honda: the late 80's Ron Dennis... Ron Dennis The Rise of McLaren 1987: Honda join the party 1988-91: The dream team The Fall of McLaren and Barnard/Murray - the MP4 Ron Dennis: Short sighted? Drivers: Highly competitive The wrong combination Williams: the mid-1990's The Rise of Williams The Fall of Williams Frank Williams... ...and Patrick Head 1990: Renault enter the frame 91-92: Mansell dominates The management philospohy Drivers take the back seat A total amalgamation Ayrton Senna's tragic death Ferrari: the return to glory The Rise of Ferrari The Fall of Ferrari Appointment of Byrne and Brawn
Integrated engine/aerodynamics design early in build process Relationship between Schumacher and Ferrari
Ensured a successful relationship in all areas of Ferrari F1 Changing regulations to the sport
Ferrari failed to react to regulation changes Loss of key team members
Relationships within the team suffered, team was left unstructured Building parts in their own factory gave competitive advantage: could have been sustained if they had kept up with change of technology

Realised vehicle reliability issues earlier on: therefore avoiding Lauda’s crash

Rash decision appointing Daniele Audetto Ferrari: the mid 70's McLaren: the 1980's Appointing 1 top driver instead of 2, therefore minimalising competition between them

Management of Mclaren were blind to change –
Ron Dennis should have considered the possibility of a Honda withdrawal more seriously Mid 1990’s, despite other teams recruiting superior drivers – Williams were still in a position to dominate Williams: the mid 90's Ferrari: 1999 - 2004 Kept design and manufacturing in one place instead of two separate countries

Should have had a replacement for John Barnard

Should have been prepared for change Sustaining Success A resource based view perspective suggests that a firms performance and profitability is determined by an organization’s resources and competencies.

The key to success is not necessarily the attributes which the resources themselves possess, but the ability to build relationships and successfully integrate composite elements into a cohesive unit.

This emphasizes the internal capabilities to achieve a sustainable competitive advantage Sustainable Advantage Any questions? how to be succesful in Formula 1
discuss the strategy adopted by teams
what made them succesful?
what went wrong?
what could they have done better?
sustainable advantage / resources

conclusion & questions Aims F1 as an organization has many rare resources that integrate together, including engineers, drivers and teams.

Building solid, mutually beneficial relationships between drivers and teams can generate success.

If the links between the resources are weak it could effect the strength overall performance. Successful driver & team relationships:

Michael Schumacher & Ferrari (2000 – 2006)
Niki Lauda & Mario Andretti & Ferrari (1975 – 1978)
Fernando Alonso & Renault (2004 – 2006)

Relationships between teams &manufacturers
1970’s - Ferrari’s manufactured their own cars & this was a great strength, it evolved to their weakness as they fell behind other teams in terms of technical innovation.

Mclaren/Honda – Ron Dennis & John Barnard’s partnership was stormy, yet a huge amount was achieved despite this.

Renault used it’s relationship with Williams as an opportunity to develop some of it’s most talented engineers and to transfer F1 design and development capabilities into it’s production car programme. Leading to a successful partnership in the 1980’s. Relationships between Teams & Tyres

2000: Bridgestone tyres supplied all F1 teams, therefore tyres weren’t a source of advantage.

2001: As soon as Michelin entered F1 – Williams, Mclaren and Renault switched brands. This put them at a distinct disadvantage as they had to make do with only two tyre compounds.

Ferrari were the only major team to stay with Bridgestone gaining the competitive advantage as the compounds were designed with them in mind. Resulting in them winning the 2003 drivers and constructors titles. Relationships between teams and sponsors

1996 – Ferrari & Philip Morris to use Malborough brand on the Ferrari cars resulting in Morris paying for Schumachers salary, making a significant contribution to Ferraris operating budget.

Ferrari & Shell: Shell provided both financial & technical support to the team. The long term commercial and technological arrangement provided the basis for Schumacher’s dominance of F1.
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