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Module Title: International Entrepreneurship. 2022-23. 
Module Code: BMG936 (28281) 
Department of Global Business and Enterprise 
Ulster University Business School 
 
 
 
 
 
 
Name: Vipul Ganesh Nimbolkar 
Student ID: 10229479 
Student No: B00901573 
 
 
 
 
Henry Ford
(Word count 3300)
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Table of Content 
1. Introduction ________________________________________________3 
2. Background ________________________________________________4 
3. Drivers and motivation ________________________________________4
3.1 Opportunity recognition process __________________________4
3.2 Effectuation and the 5 principles__________________________5
3.3 Entrepreneurial traits __________________________________5
3.4 Motivation to start _____________________________________6
4. Barriers/enablers ____________________________________________6
4.1 Barriers_____________________________________________6
4.2 Enablers____________________________________________7
5. Type of internationalization ____________________________________8
6. Conclusion _________________________________________________9
7. References ________________________________________________ 11
 
 
 
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1. Introduction 
American businessperson Henry Ford (1863–1947) founded the Ford Motor Company. He is
credited for transforming the auto business by inventing the mass-production assembly line
and the first accessible car for the typical American. Ford was also renowned for his creative
management techniques, which included paying his employees well and introducing the five-
day workweek. American businessperson According to Kuhn (2013), Henry Ford's
introduction of the assembly line revolutionized the manufacturing industry. Henry Ford, in
the early 20th century completely changed the automobile industry (Brinkley, 2003). Ford
was born in Dearborn, Michigan, in 1863, and began his professional life as an apprentice
machinist before joining the Edison Illuminating Company as an engineer (Brinkley, 2003).
He later founded the Ford Motor Company in 1903, and his Model T car came to represent
American ingenuity and mass manufacturing (Brinkley, 2003). Ford became a major player
in the automobile industry thanks to his early success with the Model T, which debuted in
1908, and his advances in assembly-line manufacturing, which made cars more accessible
for the typical American (Meyer, 2012). Being one of the wealthiest people of his era was
made possible by Ford's financially savvy and inventive attitude, and his legacy still impacts
the car industry today (Lacey, 2017cey, 2017). The Ford Theor Company was established
by American businessperson Henry Ford, who also revolutionized the motor industry. He
became one of the most prosperous and well-known businesspeople of the 20th century
because of his unique production and marketing strategies and vision. International
entrepreneurship is the act of creating and establishing new enterprises across international
boundaries or the growth of already-established companies into new markets (Zahra, 2005).
Henry Ford was a classic example of a global businessperson, expanding the Ford Motor
Company's activities abroad and establishing plants and dealerships in several nations.
Ford's forays into other markets were motivated by his ambition to increase his market share
and profit from developing economies. He started a business in Manchester, England, in
1911, and by 1913, he had factories operating in France, Canada, and Denmark (Brinkley,
2012). Ford became the first American manufacturer to commence operations in Japan
when it constructed a facility there in 1925 (Boschma, 2017). Ford's strategy for global
entrepreneurship was distinguished by its emphasis on efficiency and standardization. To
achieve economies of scale and lower prices, he applied the same assembly line methods
and production procedures in his foreign factories as in his domestic ones (Watts, 2012).
Ford also showed his capacity to adjust to various markets by customizing his marketing
strategies to the regional cultures and tongues of the nations in which he conducted
business (Brinkley, 2012). Market-Seeking Entrepreneurship, as Madsen and Servais (1997)
defined it, is the practice of extending a firm into new markets to seize rising possibilities. To
gain a footing in new areas, this kind of global entrepreneurship necessitates a large
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investment in resources, including money, technology, and marketing. To take advantage of

the rising demand for vehicles in these nations and position his firm as a major player in the
global automotive industry, Henry Ford wanted to expand his company into markets like
Europe, Japan, and other international markets. This is a good example of market-seeking
entrepreneurship. His emphasis on efficiency and standardization also helped lower
expenses and boost competition, which improved his market-seeking approach even more.  
2. Background 
In a little rural village close to Dearborn, Michigan, Henry Ford is born in 1863. Ford leaves
home at 16 to work as an apprentice machinist in Detroit in 1879. Ford joins the Edison
Illuminating Company in Detroit in 1891 as an engineer. Ford's early talents as a machinist
and engineer would be useful when he turned his attention to the automotive industry, claims
Brinkley (2012). In his leisure time, Ford creates his first automobile, the Quadricycle, in
1896. Ford created his first automobile, the Quadricycle, in a shed outside his Detroit house,
according to Axelrod (2006). It was a crude gasoline-powered vehicle. The Ford Motor
Company was founded in 1903 by Ford and several investors. Brands (2012) claims that
John S. Grey, a Detroit banker, and coal merchant Alexander Y. Malcomson were among
the early investors in Ford. Ford releases the Model T in 1908, and it becomes one of the
most profitable and well-liked automobiles ever. "Ford's introduction of the Model T in 1908
revolutionized the automobile industry and made cars more accessible to the average
consumer," claims Skrabec (2017). Ford invented the moving assembly line in 1913, which
significantly raised productivity and decreased expenses. Ford introduced the moving
assembly line in 1913, which allowed the Ford Motor Company to create automobiles at an
unparalleled rate, according to Watts (2012). Ford introduces a 40-hour workday and a $5
daily minimum salary in 1924, which is a major increase above the going rate at the time.
Ford's implementation of a $5 per day minimum wage was a new idea in the early 20th
century, and it helped to improve working conditions and boost worker productivity, claims
Brinkley (2012). Henry Ford passes away in 1947 at his Dearborn, Michigan, home. 
3. Drivers and motivation  
3.1 Opportunity recognition process 
There are two types of opportunity recognition processes: opportunity-driven and necessity-
driven. Individuals that pursue possibilities based on their capacity to identify and assess
them are said to be opportunity driven. Contrarily, those who start a business out of need are
those who have no other options for work. Opportunities were both created and discovered,
which was how Henry Ford went about recognizing opportunities. He saw the necessity for a
mass-produced, dependable, inexpensive, and efficient vehicle to satisfy the rising demand
of the American people (Madsen & Servais, 1997). He understood the need for a better form
of transportation and thought the car may provide the answer. He founded the Ford Motor
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Company in 1903 because he saw a chance to make an accessible and dependable vehicle
for the public (Hisrich, Peters, & Shepherd, 2021). Acs and Audretsch (1990) defined
opportunity creation as the process of identifying a need or market gap and developing a
new good or service to fill it. On the other hand, opportunity discovery entails spotting and
seizing on already-present possibilities in the market. Additionally, there are two
subcategories of opportunity recognition: opportunity generated, and opportunity identified.
Individuals that search for possibilities and develop fresh goods or services that fill unmet or
latent needs are called opportunity creators. Opportunity found, on the other hand, refers to
those who are aware of opportunities that are already there in the market. Because of the
Ford Model T, which he created, which met the demands of the public for inexpensive,
mass-produced transportation, Henry Ford may be categorized as an opportunity creator.
The possibility to enter other markets, such as Europe and Japan, where there was a rising
demand for vehicles, was also identified at this time (Luo & Tung, 2007) by Ford (Brannen,
2017). 
3.2 Effectuation and the 5 Principles 
Effectuation is a theory of entrepreneurship that explains how businesspeople create their
enterprises in ambiguous situations. Bird-in-hand, affordable loss, lemonade, crazy quilt, and
pilot-in-the-plane are the five effectuation concepts. In the midst of uncertainty, these
concepts describe how businesspeople might generate new possibilities (Sarasvathy, 2001).
The personal traits and abilities that entrepreneurs possess that allow them to recognize and
seize opportunities are referred to as entrepreneurial attributes. By utilizing his already-
existing assets to build the Model T, Henry Ford used the Bird in Hand approach, putting an
emphasis on efficiency and standardization to cut costs (Choi & Majumdar, 2014). He also
put the Affordable Loss philosophy into practice by making significant investments in the
creation of novel manufacturing processes, even at the risk of failure. Ford also used the
Lemonade principle by adapting to shifting consumer demands and market conditions, such
as switching production during World War II from cars to trucks and military vehicles (Dyer,
Gregersen, & Christensen, 2009). 
3.3 Entrepreneurial traits 
The personal traits and abilities that entrepreneurs possess that allow them to recognize and
seize opportunities are referred to as entrepreneurial attributes. Several entrepreneurial
qualities displayed by Henry Ford helped him achieve success. He also had a vision, which
he was able to convey to his staff clearly (Baron & Tang, 2011). Henry Ford showed several
entrepreneurial qualities, including imagination, perseverance, and risk-taking. He was
renowned for his creative approach to product design and manufacture and his willingness
to spend money on cutting-edge tools and methods (Gartner, 1989). Ford likewise overcame
substantial setbacks and difficulties in the pursuit of his Model T vision (Madsen & Servais,
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1997). Last but not least, Ford was a risk-taker who put a lot of money into his businesses
and racked up a lot of debt to fund his development into new markets (Brannen, 2017). 
3.4 Motivation to start 
Ford's socio-behavioral influences included the industrialization and modernization of
society, the expansion of the auto industry, and the goal to make cars accessible to the
public at reasonable prices. These outside variables, according to Madsen and Servais
(1997), might stimulate entrepreneurship by providing chances for development and
innovation. Ford was renowned for his faith in the ability of industrialization to bring about a
better society, and he frequently discussed his desire to make vehicles accessible to the
public (Jenkins, 2013). His commercial endeavors may have been motivated by this feeling
of social obligation. He was raised in a farming family, and his father instilled in him the value
of hard work and independence. Ford's drive to start may have also been influenced by his
own history. Ford had a strong work ethic and a love of equipment while growing up on a
farm (Jenkins, 2013).  These principles influenced Ford's entrepreneurial spirit and thinking.
Both pull and push influences influenced Ford's decisions. Push forces are the desire to
leave a current circumstance, such as poverty or unemployment, behind. In the case of
Ford, he was driven by a desire to break free from the constraints of his rural background
and to abolish himself in the world. The desire to achieve a goal or receive a reward, such as
financial success or personal fulfillment, is called a pull factor. Ford's pull factor was its aim
to revolutionize the auto industry and give the general public access to affordable vehicles
(Choi & Majumdar, 2014). Pull factors are favorable possibilities that draw people to new
endeavors, whereas push factors are unfavorable events or situations that motivate people
to seek change (Choi & Majumdar, 2014). Ford's discontent with his machinist work and
yearning for a more rewarding profession may have been a push element in his instance
(Jenkins, 2013). Finally, Ford's access to resources also contributed to his business
success. He was able to get funding for his endeavors thanks to the help of investors.
Additionally, he had a group of expert engineers and employees who assisted in putting his
plans into action. Successful businesspeople may take advantage of their resources and
network to further their objectives, as Sarasvathy (2001) points out. And last, Ford's ability to
launch his own business was significantly influenced by his access to resources. He
received the financial support required to start the Ford Motor Company, in particular thanks
to his cooperation with Alexander Malcomson (Jenkins, 2013). After the business was
founded, Ford's capacity for innovation and process simplification enabled him to construct a
highly effective manufacturing operation and enjoy great success (Barnard, 2016).   
4.  Barriers/Enablers  
4.1 Barriers 
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 Funding: Henry Ford first had trouble locating financiers who shared his
enthusiasm for his plan to make cars in large quantities. Many potential investors
turned him down because they did not believe his ideas could succeed. Ford was
only able to launch his business after obtaining funding from the Dodge brothers
(Brinkley, 2003). Ford was also able to invest in new technology and grow his
business because of his access to funds and cash (Morris, 2005).  
 Trade Restrictions: The taxes and trade restrictions that other nations put on
Ford's attempts to expand internationally. For instance, Ford found it challenging
to sell his cars in the UK due to the British government's high taxes on cars
imported from the US (Brinkley, 2003).  
 Supply Chain: Ford's revolutionary manufacturing strategy called for the
development of a vertically integrated supply chain wherein parts were produced
on-site and assembly was done in a single place. Suppliers that did not wish to
be removed from the supply chain opposed this strategy (Brinkley, 2003).  
 Laws: Ford also had to deal with laws like the Sherman Antitrust Act, which
forbade monopolies and other anti-competitive conduct. Ford attempted to control
every step of the supply chain and distribute his vehicles via his own dealerships,
and this behavior was used against him (Brinkley, 2003). Trade restrictions, such
as levies on imported raw materials and completed commodities, were a
significant impediment. Due to these obstacles, raw resources were more
expensive and Ford had less access to global markets (Morris, 2005). Another
obstacle was the absence of enabling laws, particularly at the beginning of Ford's
operations. Ford struggled to patent his inventions and stop others from stealing
his ideas since there were few rules and regulations protecting intellectual
property at the time (Ghosh, 2021). 
4.2 Enablers 
 Knowledge: Having mechanical engineering training and working in the auto
business, Ford was able to create novel manufacturing processes that enabled
the mass manufacture of reasonably priced cars. His understanding of the sector
also enabled him to see possibilities and fill holes in the market (Brinkley, 2003). 
 His knowledge of engineering and mechanics was one of the facilitators. Ford
was able to develop novel goods and industrial techniques, including the moving
assembly line, that significantly enhanced productivity and decreased prices
because of his expertise and experience in these domains (Ghosh, 2021).  
 Networks: Ford was able to create a network of vendors, financiers, and
distributors who were eager to back his business endeavors. He also formed
agreements with other businesses, such as the Dodge Brothers, who gave him
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the funding he needed to launch his business (Brinkley, 2003). Ford, for instance,
depended largely on a single supplier for his car engines at the beginning of his
company, which increased supply chain risks (Ghosh, 2021). Ford was able to
build a more reliable supply chain and create connections with a larger range of
suppliers and distributors as his company expanded.  
  Marketing: Ford's inventive production methods and his capacity to make
cars at reasonable prices contributed to the high demand for his goods. His
marketing techniques, including the use of advertising and the development of a
strong brand, contributed to the promotion of his goods and the development of
client loyalty (Brinkley, 2003).  
 Resources in abundance: Ford had access to the finance and raw materials
he needed to construct his supply chain and put his production methods into
practice. He was also successful in using his resources to take his company
global (Brinkley, 2003).   
In his business endeavors, Henry Ford had to overcome a number of obstacles, including a
lack of finance, a lack of industry expertise, and trade restrictions. Ford used his personal
funds, worked with knowledgeable engineers, and introduced cutting-edge manufacturing
methods like the assembly line to solve these issues. The success of Ford also set the way
for the creation of a thriving entrepreneurial environment in the US, fostering upcoming
entrepreneurs (Isenberg, 2010). (Brannen, 2017) and (Madsen & Servais, 1997) both
emphasize the value of having access to networks and resources for overcoming obstacles
to entrepreneurship. As his business expanded, Ford encountered new difficulties including
unionization and global competition, but he adjusted and innovated to stay ahead. Ford
profited from Detroit's flourishing startup ecosystem at the time as well. (Madden & Servais,
1997; Brennan, 2017). He also developed a solid network of allies, such as his business
associates, engineers, and workers, who helped him succeed. His work in the car business
also gave him invaluable expertise and perspective for future endeavors. Ford's success
also emphasizes the value of an entrepreneurial ecosystem, which may aid in the expansion
and longevity of businesses by providing them with resources like finance, talent, and
infrastructure. (Isenberg, 2011) (Hisrich, Peters, & Shepherd, 2021) (Madsen & Servais,
1997)  
5. Type of internationalization  
The Uppsala Model, which contends that businesses progressively develop their
international engagement over time through experiential learning (Johanson & Vahlne,
1977), may be used to analyze Henry Ford's internationalization. In accordance with this
paradigm, businesses progressively expand internationally by starting with low-risk, low-
commitment entrance strategies and gradually growing their engagement and commitment
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there. Ford first exported to Canada in 1904 before opening a sales office in Europe in 1908
(Katz, 1997). This was the start of Ford's internationalization. Ford's early entrance into
foreign markets, which started with shipments to Canada and the United Kingdom in the
early 1900s before extending to other nations like France and Germany, supports this
strategy (Kirsch, 2001). Then, in 1911, they created an assembly facility in Manchester,
England, and, in the years that followed, production facilities in France and Denmark
(Wilkins & Hill, 1999). Due to support for standardization and mass manufacturing, Henry
Ford made this decision (Katz, 1997). He was able to lower shipping costs by developing
manufacturing facilities abroad and better serve local customers by producing cars that were
tailored to their requirements (Wilkins & Hill, 1999). Ford's internationalization plan was
motivated by a goal to grow market share, boost profitability, access new raw material
sources, and cut costs (Kirsch, 2001). Ford has found success with this strategy since it has
helped them rise to the top of the global automobile industry. However, further endeavors
like the purchase of premium companies like Jaguar and Volvo need a new strategy. Ford
developed a network strategy by utilizing these acquired firms' strong brand reputations and
incorporating them into their extensive global supply chain (Gammelgaard & Zucchella,
2013). Ford's later businesses, including the founding of the Ford Motor Company of
Canada in 1904, adopted a similar strategy of progressive experiential learning for
internationalization (Kirsch, 2001). Through joint ventures and licensing agreements with
foreign partners, Ford started to take a more network-based strategy for internationalization
in the 1920s, nevertheless (Marschan-Piekkari & Welch, 2004). Ford's internationalization
strategy has been effective overall, and the business has elevated itself to a position of
prominence in the automotive sector worldwide. Ford was able to progressively enter
worldwide markets thanks to the Uppsala Model, and the following endeavors benefitted
from the company's existing expertise and experience. Ford's success was further aided by
the network-based strategy it adopted in the 1920s, which gave it access to new markets
and technology.  
6. Conclusion  
Several entrepreneurial lessons may be learned from Henry Ford's journey by both
individuals and businesses. His capacity for seeing openings and overcoming obstacles via
ingenuity and innovation emphasizes the need for persistence in entrepreneurship (Brannen,
2017). Furthermore, Ford revolutionized the automobile industry and established a
benchmark for effective manufacturing procedures that is still in use today because of his
focus on innovation, notably in his mass production techniques (Madsen & Servais, 1997).  
Depending on the endeavor and the market, Ford has used a combination of the Stages
Model, the Born Global method, and the Network strategy to internationalize its initiatives
(Isenberg, 2010). With an emphasis on sustainability and electric vehicles, the firm is still
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innovating and developing today. The Ford+ strategy of the business includes plans to invest
in electric cars and autonomous driving technologies. Ford stated its goal to be carbon
neutral by the year 2050 in 2021 (Ford, 2021).  
All things considered, Henry Ford's story is a monument to the strength of entrepreneurship
and the value of creativity, ingenuity, and tenacity in attaining success. While established
businesses may pick up tips from Ford's readiness to adapt and change in response to
shifting market demands and environmental concerns, aspiring entrepreneurs might be
inspired by Ford's capacity to spot possibilities and overcome challenges. 
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