This document analyzes General Electric (GE). It identifies GE's key resources as human resources, financial strength from GE Capital, brand reputation, global presence, technology and innovation capabilities, and customer service/integrated solutions. The document examines GE's organizational structure and strategic changes under Welch and Immelt. It determines GE's core competencies that provide competitive advantages are its human resources, financial strength, brand, global presence, technology and innovation capabilities, and customer service/integrated solutions.
International Business means a business operating beyond the geographical boundaries of a nation.
International business strategy refers to the policies and plans that guides the action of such company operating in international markets.
https://efinancemanagement.com/international-financial-management/international-business-strategy
Professor Gary Gereffi’s presentation focuses on the origins of the Global Value Chain (GVC) framework. It clarifies key GVC concepts and methods, including value chain mapping, value chain governance and value chain upgrading. The presentation concludes by examining the medical devices GVC in Costa Rica to show the GVC of a small country in high tech. Professor Gereffi presented this overview at the World Bank Group, Trade & Competitiveness GVC workshop on technical tools and operations in Washington, DC.
International Business means a business operating beyond the geographical boundaries of a nation.
International business strategy refers to the policies and plans that guides the action of such company operating in international markets.
https://efinancemanagement.com/international-financial-management/international-business-strategy
Professor Gary Gereffi’s presentation focuses on the origins of the Global Value Chain (GVC) framework. It clarifies key GVC concepts and methods, including value chain mapping, value chain governance and value chain upgrading. The presentation concludes by examining the medical devices GVC in Costa Rica to show the GVC of a small country in high tech. Professor Gereffi presented this overview at the World Bank Group, Trade & Competitiveness GVC workshop on technical tools and operations in Washington, DC.
Global Marketing Assignmnet - Nordstrom Global Marketing PlanAmany Hamza
During the group presentation, the first marketing plan proposal for Nordstrom was provided to make its first foray out of the U.S.A. into Brazil. Following that, this report sets out to analyse the market entry plan as, throughout Brazil, opportunities abound for branded fashion retailers to expand. This paper entrenches the development of marketing branding programme to build the brand identity and cultivate loyalty to be integral in driving sales growth.
Furthermore, the appraisal presents a thumbnail sketch of Nordstrom’s leading position in the Brazilian marketplace which is driven by inherent implementation activities through the IMC (Integrated Marketing Communication) process. And with the attention to Brazilian consumer trends and preferences, Nordstrom will dominate the Brazilian market.
To conclude, this recommendation encloses the imperatives for Nordstrom to sustain growth in ROI (Return on Investment) by leveraging its brand values and attributes in the new domain, where Brazil is the optimal territory for its debut overseas and the preliminary market to test its potential to open up new markets south of the equator.
Global Marketing Assignmnet - Nordstrom Global Marketing PlanAmany Hamza
During the group presentation, the first marketing plan proposal for Nordstrom was provided to make its first foray out of the U.S.A. into Brazil. Following that, this report sets out to analyse the market entry plan as, throughout Brazil, opportunities abound for branded fashion retailers to expand. This paper entrenches the development of marketing branding programme to build the brand identity and cultivate loyalty to be integral in driving sales growth.
Furthermore, the appraisal presents a thumbnail sketch of Nordstrom’s leading position in the Brazilian marketplace which is driven by inherent implementation activities through the IMC (Integrated Marketing Communication) process. And with the attention to Brazilian consumer trends and preferences, Nordstrom will dominate the Brazilian market.
To conclude, this recommendation encloses the imperatives for Nordstrom to sustain growth in ROI (Return on Investment) by leveraging its brand values and attributes in the new domain, where Brazil is the optimal territory for its debut overseas and the preliminary market to test its potential to open up new markets south of the equator.
E-FREELANCING - MAJOR/FINAL YEAR PROJECT DOCUMENTATIONPIYUSH Dubey
Hello Friends, This online web application project E-FREELANCING, I made during my Engineering days. But couldn't upload. But seeing the greater demand for project documentations, I have finally uploaded this. Kindly review and let me know if this helps you. Reach out to me on masterpiyushdubey@gmail.com if you want this documentation .
A new study, co-authored by UNU-MERIT, says that Europe outperforms the USA for new start-ups and licence agreements. However, Europe trails the USA for patent applications, licence income and invention disclosures. The European Knowledge Transfer Report 2013 draws on the most geographically diverse survey of knowledge transfer activities in Europe, covering more than 700 organizations in over 30 countries. Researcher Nordine Es-Sadki explains the approach, data and details below. http://www.merit.unu.edu/permalink.php?id=968
Thesis: Location Specific Determinants of Foreign Direct Investment - An expl...Ronan Coy
A thesis researching Location Specific Determinants of Foreign Direct Investment of Japanese firms investing in Ireland. This thesis uses the Kano Model for the first time as a lens to examine FDI. Submitted to the National University of Ireland, Galway as part of my Masters in Technology Managment.
Transitioning to a performance-based price regulation in Estonia. A Case Stud...Jaanus Uiga ✔︎
Identifying the possibilities of transitioning to a performance-based electricity network price regulation in Estonia and
its impacts to the management of the network companies.
European Commodity Market Regulations Part 1CTRM Center
Increased regulation and oversight of European energy and commodity trading has commenced as various aspects of the EMIR (European Market Infrastructure Regulation), REMIT (Regulation on wholesale Energy Market Integrity and Transparency), and other regulations start to bite. These regulations are already having an impact on trading and risk management business practices and may have far reaching and as yet, even un-thought of consequences for the industry. Unfortunately, the authorities have yet to define some of the detail and clarity needed to be able to determine this.
12.
11 General Electric analysis
3. III Question
3.1.Welch VS Immelt
Immelt’s and Welch’s strategies are different in several aspects and most of them have already been
explained in the previous paragraphs, therefore now it is enough to recapitalised them.
Welch Immelt
Guidance Immediate profit Long term growth
Business of interest Finance Infrastructure
Markets US, EU Emerging countries
Focus Performance & efficiency
(insight)
Innovation
(outsight)
CSR ‐ Part of DNA
Management style Pushing to limits Friendly
Structure Delayering, more units Cross‐sections, less units
Aim of acquisitions Diversification
(being 1 or 2 in every business)
Consistency
(tech and innovation)
Stakeholders of interest Shareholders Customers
Main risks Scandals, too much pressure on
employees
Missing opportunities
Contagion
Coordination problems
General source of
advantage
Cost leadership Differentiation
Immelt’s vision is based on Welch’s work and the direction is always the growth of the company, obviously
with different strategies because of the changing environment. It is possible to unite the two kind of
leadership in the same Four Actions Framework, while Welch seems to be more focusses on Reducing and
Eliminating; Immelt, because of the good implementation in these ambits by his predecessor, shifted the
efforts in Creating and Raising (Pryce, 2015). This give continuity to the path of GE and, therefore, more
consistency to Immelt’s strategy which seems to be perfectly settled between GE’s past and the future
aimed.
3.2.VUCA’s best manager
Immelt’s leadership had reoriented the focus from shareholder to stakeholder, with a long term vision and
sustainability. The focus on innovation and the ability to understand global trends bring new opportunities.
He is trying to simplify the structure and raise the internal collaboration and coordination. His leadership
reflect the Grant’s New Model of Leadership, thanks to ability in build confidence, enthusiasm, cooperation,
form networks, use information. All these are reason for Immelt to be considered a very suitable manager
in the VUCA world (Pryce, 2015).