General electric
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General Electric is an American multinational conglomerate corporation incorporated in New York, and headquartered in Fairfield, Connecticut. Founded by Thomas Edison in 1878 present CEO:Jeffrey R. Immelt
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This document provides an overview and analysis of General Electric's strategies under CEO Jeffrey Immelt from 2001-2009. It discusses Immelt's core strategies of growth, integration, and value creation. It analyzes GE's financial performance and portfolio from 2008 including revenues, profits, assets and debt. It recommends reducing reliance on GE Capital, increasing renewable energy investment, and selling NBC Universal while continuing international expansion.
Analysis of General Electric
General Electric conducted a SWOT analysis to evaluate its strategic position. It has strengths in its partnerships with governments and infrastructure programs, but also weaknesses like higher prices. Opportunities include expanding into emerging markets, while threats include rising costs and increased regulation. A comparison with competitors like Siemens showed GE has a larger market cap and revenue. GE aims to address climate change through initiatives to reduce emissions and increase energy efficiency across its operations. It reports annual results by business segment, with capital finance declining but energy infrastructure growing.
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- Jeff Immelt realized GE needed to shift from an internally focused, cost-cutting strategy to an organic growth strategy focused on innovation, technology leadership, and understanding customer needs.
- He made changes like increasing R&D spending, opening research centers in China and Europe, and shifting the focus of executive training to cultivate imagination and external thinking.
- One example of this new strategy was the Evo locomotive project, which gained customer acceptance after initial difficulties, proving the effectiveness of Immelt's approach to driving growth.
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The document discusses General Electric (GE), a large multinational conglomerate company. It provides an overview of GE including its business units, leadership, rankings, and strengths. Additionally, it analyzes GE Medical Systems (GEMS) specifically, outlining its business strategy, opportunities, threats, and recommendations for improving its position in the healthcare technology industry.
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Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
General electric:The GE culture
GE has a long history and operates in many industries globally. It uses a multi-divisional structure to manage its diverse businesses.
Over time, GE's culture and values have shifted from an earlier focus on competition and individual performance under Jack Welch, to emphasizing local decision making, global expansion, and spreading ideas quickly under Jeff Immelt's leadership.
GE has implemented various processes like Six Sigma and Work-Out to drive innovation and improvement, and now focuses on initiatives like Ecomagination for sustainable growth through new technologies and effective use of its resources and portfolio.
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This document provides an overview and analysis of General Electric's strategies under CEO Jeffrey Immelt from 2001-2009. It discusses Immelt's core strategies of growth, integration, and value creation. It analyzes GE's financial performance and portfolio from 2008 including revenues, profits, assets and debt. It recommends reducing reliance on GE Capital, increasing renewable energy investment, and selling NBC Universal while continuing international expansion.
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General Electric conducted a SWOT analysis to evaluate its strategic position. It has strengths in its partnerships with governments and infrastructure programs, but also weaknesses like higher prices. Opportunities include expanding into emerging markets, while threats include rising costs and increased regulation. A comparison with competitors like Siemens showed GE has a larger market cap and revenue. GE aims to address climate change through initiatives to reduce emissions and increase energy efficiency across its operations. It reports annual results by business segment, with capital finance declining but energy infrastructure growing.
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- Jeff Immelt realized GE needed to shift from an internally focused, cost-cutting strategy to an organic growth strategy focused on innovation, technology leadership, and understanding customer needs.
- He made changes like increasing R&D spending, opening research centers in China and Europe, and shifting the focus of executive training to cultivate imagination and external thinking.
- One example of this new strategy was the Evo locomotive project, which gained customer acceptance after initial difficulties, proving the effectiveness of Immelt's approach to driving growth.
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GE's CEO Jeff Immelt is transforming the company from operations-focused to marketing-focused. He prioritizes organic growth and technological leadership through long-term research. One example is the Evo Project, which developed more fuel efficient and lower emissions locomotives. The Evo Project succeeded due to the superior technology that eliminated tradeoffs between fuel efficiency and emissions, a smart pricing and promotion strategy, and excellence in organizational practices like cross-functional collaboration and monthly CEO reviews.
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The document discusses General Electric (GE), a large multinational conglomerate company. It provides an overview of GE including its business units, leadership, rankings, and strengths. Additionally, it analyzes GE Medical Systems (GEMS) specifically, outlining its business strategy, opportunities, threats, and recommendations for improving its position in the healthcare technology industry.
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Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
General electric:The GE culture
GE has a long history and operates in many industries globally. It uses a multi-divisional structure to manage its diverse businesses.
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GE has implemented various processes like Six Sigma and Work-Out to drive innovation and improvement, and now focuses on initiatives like Ecomagination for sustainable growth through new technologies and effective use of its resources and portfolio.
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Lecture notes for the 2018 module Sustainable Product & Business Model Innovation at Steinbeis University Berlin.
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General electric
- 4. PRESENTED BY: Matiullah 3811-FMS/BBA/F13 Mohammad Sajjad 3809-FMS/BBA/F13 Habibullah 3815-FMS/BBA/F13 Ahmad Zia 3816-FMS/BBA/F13
- 5. Layo ut Introduction Mission&Vision GapofGE FocusofGE StrategiesofGE PriceMechanism
- 7. INTRODUCTION
- 8. VISION • ‘We bring good things to life’ MISSION Curious Resourceful Accountable Teamwork Committed Open Energizing Always With Unyielding Integrity"
- 9. GAP OF GE To meet the needs of industries To promote diversified brand Do acquisition helped GE? How GE became a pioneer in B2B Marketing?
- 10. ECOMAGINATION PROGRESS FOR PEOPLE IMAGINATION AT WORK GE: FOCUS
- 11. PRICE MECHANISM Definition: Price mechanism refers to the system where the forces of demand and supply determine the prices of commodities and the changes therein. GE used Power of the Hour
- 12. Product Family The company has also evolved into a conglomerate, with an increasing shift from technology to services, and with 11 main operating units: GE Advanced Materials GE Consumer & Industrial GE Energy GE Equipment Services, GE Healthcare GE Infrastructure, GE Transportation, NBC Universal (80 percent owned by GE), GE Commercial Finance GE Consumer Finance; GE Insurance
- 15. STRATEGIES OF GE Growth Strategy Product Innovation Strategy Marketing Mix strategy Market Development strategy Diversification Strategy
- 16. EXPANDING VALUE Gain share at higher margins by launching products built on technical and manufacturing innovation Capitalize on the largest growth market footprint, fueled by best localization capability Lead the intersection of physical & analytical, software & IT, create a new source of speed & competitiveness Grow valuable service franchise by extending the business model& driving customer outcomes Achieve a culture of simplification supported by GE Beliefs & Fast Works
- 17. CUSTOMER PERCEIVED VALUE Traditional attribute Reliability and Trust Innovative health care products GE's renewable energy initiatives Customer service, finance, information technology and analytics
- 19. QUALITATIVE DISCUSSIONS The GE must understand the growth potential of each division and how to be no. 1. The GE must focus on competitors performance. GE make the smart decision keeping in view of the cultures, values and performance before acquiring and having partnership with other company
- 20. SWOT ANALYSIS STRENGTHS • Global strength and recognition • Excellent management • Diverse product range WEAKNESSES • No clear Mission Statement • Company size/ acquisition restriction • Energy Segment • Pollution • Flexibility
- 21. SWOT ANALYSIS OPPORTUNITIES • Green Technology • Increased geographic growth • Improved customer services THREATS • Technology Disaster • Exposure to global economy • Competition
- 22. CONCLUS ION GE consists of diversified technology and is a giant is the field of financial services. GE excels in playing on strengths and capitalizing opportunities. GE has a set of well planned strategies which lands them amongst one of the most successful global firms.