A Presentation regarding SWOT, Porter's Five Forces & PESTEL Analysis along with Business Level & Financial Level Strategy of General Electric has been outlined in the Presentation. The Presentation also states regarding the Strategy Implementation Process of General Electric

1. GENERAL ELECTRIC COMPANY
A Fortune Global 500 Company
Shekhar Jyoti Das10/12/2018

2. 1890
Thomas Alva Edison established Edison General Electric
Company
1892
Edison General Electric Company merged with Thomson
Houston Electric Company to form General Electric
Company
Headquarters
Fairfield Connecticut, USA
Revenue
$ 147.300 Billion
1879
Thomas Alva Edison invents light bulb

3. VISION & MISSION
We Bring Good Things to Life Passionate, Curious, Resourceful,
Accountable, Teamwork,
Committed, Open, Energizing,
Always With Unyielding
Integrity

4. Power & Water
Oil & Gas
Energy Management
Aviation
Health Care
Transportation
Appliances & Lighting

6. • Strong research and development
processes
• Strong brand
• Diverse product portfolio
SWOT Analysis
Helpful Harmful
Strengths
INTERNAL

7. • Strong research and development
processes
• Strong brand
• Diverse product portfolio
SWOT Analysis
Helpful Harmful
• Dependence on suppliers of raw
materials
• Weak performance in Asian
markets
• Weak performance of the GE Oil
& Gas segment
Strengths
Weaknesses
INTERNAL

8. • Strong research and development
processes
• Strong brand
• Diverse product portfolio
SWOT Analysis
Helpful Harmful
• Dependence on suppliers of raw
materials
• Weak performance in Asian
markets
• Weak performance of the GE Oil
& Gas segment
• Strong competition
• Disruption from online digital
technologies
• Instability of the oil and gas industry
Strengths
Weaknesses
Threats
INTERNALEXTERNAL

9. • Strong research and development
processes
• Strong brand
• Diverse product portfolio
SWOT Analysis
Helpful Harmful
• Dependence on suppliers of raw
materials
• Weak performance in Asian
markets
• Weak performance of the GE Oil
& Gas segment
• Strong competition
• Disruption from online digital
technologies
• Instability of the oil and gas industry
• Growth based on digital technology
adoption in all industries
• Growth in the renewable energy
market
• Growth in developing markets
Strengths
Weaknesses
Opportunities
Threats
INTERNALEXTERNAL

10. Suppliers
power
(Moderate
Force)
• Moderate
population
of suppliers
(moderate
force)
• High overall
supply
(weak force)
• Moderate
size of
individual
suppliers
(moderate
force)
• High aggressiveness of firms
(strong force)
• Moderate switching costs
(moderate force)
• Moderate number of firms
(moderate force)
COMPETETIVE
RIVALRY
PORTER5 Forces
Analysis

11. Barriers to entry
(Weak Force)
• High cost of entry
(weak force)
• High cost of brand development
(weak force)
• High economies of scale
(weak force)
• High aggressiveness of firms
(strong force)
• Moderate switching costs
(moderate force)
• Moderate number of firms
(moderate force)
COMPETETIVE
RIVALRY
PORTER5 Forces
Analysis

12. Barriers to entry
(Weak Force)
• High cost of entry
(weak force)
• High cost of brand development
(weak force)
• High economies of scale
(weak force)
Suppliers power
(Moderate Force)
• Moderate population
of suppliers
(moderate force)
• High overall supply
(weak force)
• Moderate size of
individual suppliers
(moderate force)
• High aggressiveness of firms
(strong force)
• Moderate switching costs
(moderate force)
• Moderate number of firms
(moderate force)
COMPETETIVE
RIVALRY
PORTER5 Forces
Analysis

13. Barriers to entry
(Weak Force)
• High cost of entry
(weak force)
• High cost of brand development
(weak force)
• High economies of scale
(weak force)
Threat of substitutes
(Weak Force)
• Moderate switching costs
(moderate force)
• Low performance of substitutes
(weak force)
• Low availability of substitutes
(weak force)
Suppliers power
(Moderate Force)
• Moderate population
of suppliers
(moderate force)
• High overall supply
(weak force)
• Moderate size of
individual suppliers
(moderate force)
• High aggressiveness of firms
(strong force)
• Moderate switching costs
(moderate force)
• Moderate number of firms
(moderate force)
COMPETETIVE
RIVALRY
PORTER5 Forces
Analysis

14. Barriers to entry
(Weak Force)
• High cost of entry
(weak force)
• High cost of brand development
(weak force)
• High economies of scale
(weak force)
Threat of substitutes
(Weak Force)
• Moderate switching costs
(moderate force)
• Low performance of substitutes
(weak force)
• Low availability of substitutes
(weak force)
Buyers power
(Moderate Force)
• High quality of
information
(strong force)
• Moderate switching
costs
(moderate force)
• Low price sensitivity
(weak force)
Suppliers power
(Moderate Force)
• Moderate population
of suppliers
(moderate force)
• High overall supply
(weak force)
• Moderate size of
individual suppliers
(moderate force)
• High aggressiveness of firms
(strong force)
• Moderate switching costs
(moderate force)
• Moderate number of firms
(moderate force)
COMPETETIVE
RIVALRY
PORTER5 Forces
Analysis

15. Political
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
PESTLE
ANALYSIS

16. Political Economical
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
Economic growth of
developing countries
(opportunity)
Increasing disposable
incomes
(opportunity)
Increasing global trade of
firms from developed
countries (threat)
PESTLE
ANALYSIS

17. Political Economical Social
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
Economic growth of
developing countries
(opportunity)
Increasing disposable
incomes
(opportunity)
Increasing global trade of
firms from developed
countries (threat)
Increasing popularity of
green lifestyles
(opportunity)
Increasing adoption of
mobile technologies
(opportunity)
Increasing popular
support for renewable
energy use
Threat/Opportunity
PESTLE
ANALYSIS

18. Political Economical Social
Technological
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
Economic growth of
developing countries
(opportunity)
Increasing disposable
incomes
(opportunity)
Increasing global trade of
firms from developed
countries (threat)
Increasing popularity of
green lifestyles
(opportunity)
Increasing adoption of
mobile technologies
(opportunity)
Increasing popular
support for renewable
energy use
Threat/Opportunity
Increasing digital technology
adoption in (opportunity)
Increasing adoption of online
mobile services
(opportunity)
Increasing availability of
renewable energy technology
(opportunity)
PESTLE
ANALYSIS

19. Political Economical Social
Technological
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
Economic growth of
developing countries
(opportunity)
Increasing disposable
incomes
(opportunity)
Increasing global trade of
firms from developed
countries (threat)
Increasing popularity of
green lifestyles
(opportunity)
Increasing adoption of
mobile technologies
(opportunity)
Increasing popular
support for renewable
energy use
Threat/Opportunity
Increasing digital technology
adoption in (opportunity)
Increasing adoption of online
mobile services
(opportunity)
Increasing availability of
renewable energy technology
(opportunity)
Environmental
Limited oil reserves (threat
and opportunity)
Increasing availability of
recyclable materials
(opportunity)
Growing global energy
consumption (opportunity)
PESTLE
ANALYSIS

20. Political Economical Social
Technological
Legal
Environmental
Govt support for digitization
industries (opportunity)
Govt support for shift to
renewable energy
Threat/Opportunity
Govt openness to global
trade
Threat/Opportunity
Economic growth of
developing countries
(opportunity)
Increasing disposable
incomes
(opportunity)
Increasing global trade of
firms from developed
countries (threat)
Increasing popularity of
green lifestyles
(opportunity)
Increasing adoption of
mobile technologies
(opportunity)
Increasing popular
support for renewable
energy use
Threat/Opportunity
Increasing digital technology
adoption in (opportunity)
Increasing adoption of online
mobile services
(opportunity)
Increasing availability of
renewable energy technology
(opportunity)
Environmental
Limited oil reserves (threat
and opportunity)
Increasing availability of
recyclable materials
(opportunity)
Growing global energy
consumption (opportunity)
Legal
Widening reach of
property protection laws
(opportunity)
Increasing complexity of
waste disposal laws
(threat & opportunity)
Increasing complexity of
online product regulation
(threat & opportunity)
PESTLE
ANALYSIS

21. Generic Strategy & Intensive
Growth Strategies
• Intensive growth strategies, ensures conglomerate’s
growth in global markets.
• Michael Porter’s generic strategies are used to develop
and maintain firms’ competitive advantage.
• It uses its generic strategy for competitive advantage in
the all its operating segments
• Intensive growth strategies are employed to support and
sustain business growth.

22. BUSINESS LEVEL STRATEGY
• Product Development (Primary)
Growth is achieved through new products that
increase sales revenues
High productive R & D processes ensuring leading
edge against competitors in Operating Segments
Strategic objective to integrate cutting-edge
technologies in every new product

23. GLOBAL LEVEL STRATEGY
Market Penetration
(Secondary)
• Implements market
penetration as its
secondary intensive
growth strategy
• Applies intensive
strategy through
marketing
Diversification
• Entered multiple
industries
throughout its
history.
• Today it operates in
multiple segments
Market
Development
• Establishes new
market segments for
its current products.
• Whenever GE
introduces aviation
technologies into the
transportation
industry

24. FINANCIAL STRATEGY

25. Consisted of small
team along with 24
Outside Consultants
Each Consultant in
charge of offsite
meetings
Groups of 40-100
employees incited to
discuss business &
ways to improve it
Session lasted for 3
days. It starts with
talk by the unit boss
who left earlier
Employees are then
free to discuss
guided by a
facilitator
Final day boss
returned and required
to make instant
decisions on the
proposals and approve
at least 80% of them
Strategy
Implementation

26. OUTCOME
• By 1992, over 200,000 (two-thirds) of the employees
had participated in ‘work force’, but the sessions
were never documented in order to maintain its
informality.
• However, the company clocked in annual growth rate
of 4%

27. THANK YOU