C/M/901. Change strategies in Ferrari

The paper examines the innovative solutions and change strategies used in Ferrari reviewing the company's history over the period from 1950 till 2004 and analysing the change initiatives undertaken since the 1980s. Different approaches of the company managers Enzo and Di Montezemolo to organisational change are described and compared.

S/B/383. Ferrari's organizational capabilities

The paper examines organizational capabilities of the motor sport car companies engaged in Formula One offering a case study of Ferrari and comparing it to Honda, Renault, etc. Ferrari's heritage, brand features and success factors are analysed accounting for their problems, identifying the weaknesses, and suggesting recommendations to sustain success.

C/M/580. Ferrari – Management and Change

The paper is based on the review of the work 'Transforming the Prancing Horse Ferrari 1950-2004'. The paper describes the transformation of Ferrari F1 team from 1950 through 2004. The focus is on the reinvention of Ferrari after the 1990s that transformed it to a winning force in the early 21st century. The paper focuses on the history of Ferrari since its inception and the changes in its management, its strategy, its racing cars, drivers and team. The reasons why Ferrari was not successful at certain periods of time and successful at other periods of time are analysed.

C/B/550. SWOT analysis of the automobile manufacturer, Ferrari

The paper conducts a SWOT analysis of Ferrari, the Italian automobile manufacturer company. The paper begins with a short introduction of the company and then proceeds to conduct an assessment of the strengths, weaknesses, opportunities and threats perceived for the firm. Use is made of recent articles in journals and magazines.

P/B/268. Analysis and comparison of Business Strategies of Ferrari and Porsche

This report presents analysis and comparison of strategies of Porsche AG and Ferrari SA. Report consists of historical overview and industry analyses (including PEST and Porter's 5 forces analyses); examination of the capabilities and resources of the both manufacturers and analysis of functional resources of the companies. Report concludes with the development of successful future strategies of both companies.