General Electric
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GE has used several taglines over the years to communicate its focus and initiatives: - "Progress is Our Most Important Product" from 1892 focused on progress - "Progress for People" from the 1950s emphasized progress for humanity - "We bring Good Things to Life" from 1979 highlighted innovations - "Imagination at Work" from 2005 promoted imagination and problem-solving - "Ecomagination" from 2008 aimed to deliver improved economic and environmental outcomes through innovative green technologies and solutions.
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Under the leadership of CEOs Jack Welch and Jeff Immelt, GE transformed from an American manufacturer into a global conglomerate with diverse business units including energy, aviation, healthcare, and media. Welch grew earnings from $12 billion to $280 billion from 1981 to 2001. Immelt launched marketing campaigns like "Imagination at Work", "Ecomagination", and "Healthymagination" to communicate GE's focus on innovation and technology. As a predominantly B2B company, GE's success relies on establishing itself as an innovative brand through effective B2B marketing.
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General Electric was formed in 1892 through the merger of Edison General Electric and Thomson-Houston Electric. It is now a large multinational conglomerate comprised of various business units including energy, technology, aviation, healthcare and capital. Headquartered in Boston, GE employs over 300,000 people globally and had revenues of over $100 billion in 1998. The company has a long history of acquisitions and innovation in industries like lighting, media, aircraft engines and financial services.
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General Electric Company
General Electric Company (GE) is an American multinational conglomerate corporation incorporated in Schenectady, New York and headquartered in Fairfield, Connecticut. GE operates through four main segments: Energy, Technology Infrastructure, Capital, and Consumer & Industrial. It was formed in 1892 through the merger of Edison General Electric Company and Thomson-Houston Electric Company and is currently a $42.8 billion company traded on the NYSE.
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General electric
Discusses the importance of b-to-b marketting and a strong b-to-b brand to ge.
It also discusses if the campaigns of ge have successfully communicated ge's focus on its new endeavors.
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GE was founded in 1878 as the Edison Electric Light Company and is now a multinational conglomerate headquartered in Boston. It was led by iconic CEO Jack Welch from 1981 to 2001 who helped transform GE into a global services giant. In the 1950s, GE's slogan was "We Bring Good Things to Life" but it was changed in the 2000s to "Imagination at Work" to promote its diverse products. Today GE operates in several business areas including power, aviation, healthcare and renewable energy.
Company BackgroundFor more than a century, General Electric (GE),
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
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Competing in a changing world patrick medley (ibm consulting
The document discusses key findings from an IBM study on consumer products and retail companies. It finds that while CP CEOs see a need for substantial change, they are more cautious than other industries. CP outperformers universally see major change as necessary. Rising customer purchasing power in growth markets is viewed positively by most CP CEOs. However, investment in increasingly informed customers will be limited. CP companies also face challenges in attracting and developing talent. The document examines strategies of companies like P&G, Unilever, IKEA and Nike to drive innovation and better engage customers.
CASE 29General Electric, GE Capital and the Financial Crisis
CASE 29
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
CASE 32
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
VII. DISCUSSION QUESTIONS
1. Should GE eliminate GE Capital?
2. Should GE focus only on Industrial Products?
3. Should GE simply reduce the role of GE Capital?
4. What Lessons were learned from the Financial Crisis?
5. Should GE continue to increase its dividend or pursue non financial
acquisitions?
6. Was the financial crisis a “blessing in disguise” for GE?
PAGE
29-2
Copyright ©2015 Pearson Education, Inc.
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
GE was one of the original 12 companies that formed the Dow Jones Industrial Average, and the only one of those companies that was still part of the DJIA in 2012. GE was also recognized for cultivating leaders such as Charles Wilson, Ralph Cordiner, Fred Borch, Reginald Jones, and John Welch.2 In the early 1970s under Fred Borch, GE was one of the first companies with a diversified infrastructure to formalize strategic planning at both corporate and business unit levels with its creation of strategic busi-ness units.3GE always saw itself as striving to create a world that worked better, “making what few in the world can, but everyone needs.”4 The company’s strategic philosophy centered on innovation, superior technology, and demonstrating leadership in growth markets. GE sought to maintain a strong competitive advantage through innovation, smart capital allocation, and solidifying customer re ...
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Case – Good Example 2Case 2 General Electric Ecomagination as a.docx
Case – Good Example 2
Case 2 General Electric: Ecomagination as a CSR Initiative
SUMMARY
After a meeting in 2002, General Electric was being accused of not caring enough about the environment according to several religious groups. Jeffrey Immelt, the CEO of General Electric, introduced a new program to his company in 2005. This new program is known as Ecomagination. Ecomagination, according to Immelt, is to utilize the resources and experiences of the company in responding to environmental concerns of GE’s stakeholders. This program began by trying to count all of GE’s global warming emissions, but quickly spread to other processes showing that financial and environmental performance could work together.
After the launch of Immelt’s new program, Ecomagination, Immelt still did not impress the GE shareholders. Tom Borelli, a spokesman for the Free Enterprise Action Firm (FEAF), thinks that Mr. Immelt is distracted from focusing his attention on General Electric. In 2006, FEAF withheld their support of approving Jeffrey Immelt as a director.
In 2010, it was very apparent that Mr. Immelt and the GE management team needed to focus more on the profitability and environmental response of the Ecomagination program. According to Immelt, he launched this program to try and boost economic growth. GE’s Ecomagination is committed to developing eco-friendly products and solutions that will help their shareholders. The bottom line is that Ecomagination was put into effect to create products and services that were profitable and eco-friendly.
INTERNAL ANALYSIS
Strengths
General Electric is a multinational company that is a major competitor to industries all over the world. GE offers their customers products and services in a wide range of categories such as aircraft maintenance, water processing, and power generation to name a few. GE has to continue to be innovative when coming up with new products and services for their customers. With that being said, the creation of Ecomagination has brought about a strength for GE in the form of innovation. I think that if GE continues to innovate new and unique programs like Ecomagination they will continue to be successful in boosting economic growth worldwide.
Another strength for Immelt’s Ecomagination program is the advancement of green technologies. “Going Green” is a phrase used when companies want to protect the environment and use more energy efficient products. GE’s Ecomagination is doing just that; going green. Ecomagination was created to offer profitable services and products that were more ecologically sound. I think that the Ecomagination program provides an economic value to the company that not many companies have. Although there are more and more companies that are attempting to “go green”, I believe that GE has a competitive advantage with Ecomagination and other innovative ideas that will provide long term advantages over other industries in the same market. With the launch of Eco ...
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GE Case Study
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 Presentation
General Electric was formed in 1892 through the merger of Edison General Electric and Thomson-Houston Electric. It is now a large multinational conglomerate comprised of various business units including energy, technology, aviation, healthcare and capital. Headquartered in Boston, GE employs over 300,000 people globally and had revenues of over $100 billion in 1998. The company has a long history of acquisitions and innovation in industries like lighting, media, aircraft engines and financial services.
Værdien og brug af sociale medier - Nextwork 03.02.2015
Værdien og brug af sociale medier - Oplæg til netværksmøde hos Nextwork 03.02.2015
GE presentation
B2B marketing focuses on industrial innovation and large revenue, while building a reliable brand that increases stock value. GE's new branding of "imagination at work" was a good change from the previous slogan, as it aligns with GE's goal of innovation. The branding changes like "Ecomagination" and "Healthcare Re-Imagination" successfully changed perceptions of GE's diverse business areas. Immelt has transformed GE's approach to risky innovation through increased R&D spending in areas like renewable energy. Going forward, GE's brand strategy could focus on eco-friendly and ayurvedic products under a tagline of "moving towards nature".
General Electric Company
General Electric Company (GE) is an American multinational conglomerate corporation incorporated in Schenectady, New York and headquartered in Fairfield, Connecticut. GE operates through four main segments: Energy, Technology Infrastructure, Capital, and Consumer & Industrial. It was formed in 1892 through the merger of Edison General Electric Company and Thomson-Houston Electric Company and is currently a $42.8 billion company traded on the NYSE.
GE Succession Planning - A Case Study
This document discusses succession planning at General Electric (GE). It provides background on GE and describes its business structure. It then defines succession planning and explains how GE implements it through processes like identifying potential successors, developing them, and promoting from within. The document presents GE's succession chart from 1892 to the present and analyzes the succession planning under former CEO Jack Welch and current CEO Jeff Immelt. It compares their leadership styles and comments on GE's performance under Immelt's leadership. Finally, it examines the need for succession planning in companies and potential issues without it.
Presentation on 4 p's
The document discusses the marketing mix, also known as the 4Ps of marketing - product, price, promotion, and place. It explains that the marketing mix refers to the combination of marketing activities and tactics that a company uses to meet the needs of its target market. Each of the 4Ps is then defined in 1-2 sentences, with price referring to how a product is priced, place referring to distribution channels, product referring to the product or service itself, and promotion referring to marketing communication methods. Students are then assigned to groups to focus on applying one of the 4Ps to a specific product.
Case Study Analysis on General Electric
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
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Værdien og brug af sociale medier - Nextwork 03.02.2015
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Similar to General Electric
General electronics marketing method
General Electric (GE) is an American multinational conglomerate corporation headquartered in Connecticut. It operates through four main divisions: Energy, Technology Infrastructure, Capital Finance, and Consumer & Industrial. GE produces many products including jet engines, medical devices, appliances, and infrastructure for energy and transportation. The company uses marketing strategies like branding, pricing tailored for different markets, and promoting innovation to maintain its prominent global position across over 160 countries.
General electric
Discusses the importance of b-to-b marketting and a strong b-to-b brand to ge.
It also discusses if the campaigns of ge have successfully communicated ge's focus on its new endeavors.
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Discussion points: GE's B-to-B marketing strategy
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GE was founded in 1878 as the Edison Electric Light Company and is now a multinational conglomerate headquartered in Boston. It was led by iconic CEO Jack Welch from 1981 to 2001 who helped transform GE into a global services giant. In the 1950s, GE's slogan was "We Bring Good Things to Life" but it was changed in the 2000s to "Imagination at Work" to promote its diverse products. Today GE operates in several business areas including power, aviation, healthcare and renewable energy.
Company BackgroundFor more than a century, General Electric (GE),
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
GE was one of the original 12 companies that formed the Dow Jones Industrial Average, and the only one of those companies that was still part of the DJIA in 2012. GE was also recognized for cultivating leaders such as Charles Wilson, Ralph Cordiner, Fred Borch, Reginald Jones, and John Welch.2 In the early 1970s under Fred Borch, GE was one of the first companies with a diversified infrastructure to formalize strategic planning at both corporate and business unit levels with its creation of strategic busi-ness units.3GE always saw itself as striving to create a world that worked better, “making what few in the world can, but everyone needs.”4 The company’s strategic philosophy centered on innovation, superior technology, and demonstrating leadership in growth markets. GE sought to maintain a strong competitive advantage through innovation, smart capital allocation, and solidifying customer relationships. The strategy also included transition-ing from an industrial conglomerate to an infrastructure leader to maximize the core strengths of its existing businesses. Diversification and expansion of its business port-folio was a central focus, designed to minimize volatility and create stability through varying growth cycles. Another facet of GE’s strategy was to invest for the long-term in high-growth market opportunities that were closely related to its core businesses. For instance, in 2010 the company launched the GE Advantage Program that focused on process excellence and innovation to improve margins in industrial projects.5
One of GE’s biggest oper ...
Competing in a changing world patrick medley (ibm consulting
The document discusses key findings from an IBM study on consumer products and retail companies. It finds that while CP CEOs see a need for substantial change, they are more cautious than other industries. CP outperformers universally see major change as needed and have a strong track record of managing change. CP companies face challenges in attracting talent and plan limited investment in responding to more informed customers, but view rising consumer purchasing power positively. The document highlights strategies companies like P&G, Unilever, IKEA and others are using to drive innovation, collaborate with customers, and adapt their business models.
Competing in a changing world patrick medley (ibm consulting
The document discusses key findings from an IBM study on consumer products and retail companies. It finds that while CP CEOs see a need for substantial change, they are more cautious than other industries. CP outperformers universally see major change as necessary. Rising customer purchasing power in growth markets is viewed positively by most CP CEOs. However, investment in increasingly informed customers will be limited. CP companies also face challenges in attracting and developing talent. The document examines strategies of companies like P&G, Unilever, IKEA and Nike to drive innovation and better engage customers.
CASE 29General Electric, GE Capital and the Financial Crisis
CASE 29
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
CASE 32
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
VII. DISCUSSION QUESTIONS
1. Should GE eliminate GE Capital?
2. Should GE focus only on Industrial Products?
3. Should GE simply reduce the role of GE Capital?
4. What Lessons were learned from the Financial Crisis?
5. Should GE continue to increase its dividend or pursue non financial
acquisitions?
6. Was the financial crisis a “blessing in disguise” for GE?
PAGE
29-2
Copyright ©2015 Pearson Education, Inc.
Company BackgroundFor more than a century, General Electric (GE), has been a global leader and iconic brand known for innovation and leadership in a wide range of endeavors. Its diver-sified portfolio of products is organized into four strategic business units: energy, technology infrastructure, GE Capital, and home and business solutions.GE began in 1878 when Thomas Edison formed the Edison General Electric Company (EGEC). Though Edison was best known for inventing the first incan-descent light bulb, he also pioneered systems design for generating and distributing electricity, eventually holding over 1000 patents. Within a few years, the rival Thomas Houston Company, which held key patents in the same area, challenged EGEC’s posi-tion in the marketplace. In 1892, the two companies merged, forming General Electric. GE then parlayed the demand for electricity into the invention of home heating, stoves and other appliances, and refrigeration, transforming American households, and went on to become an innovator in myriad fields, from medicine, aviation, and transportation to plastics and financial services. GE created the GE Credit Corporation (later GE Capi-tal) in the wake of the Great Depression to facilitate the sale of household appliances and provide the option of extended payments for consumers. Innovation defined the organization, and the commitment to research and development remained key.1
GE was one of the original 12 companies that formed the Dow Jones Industrial Average, and the only one of those companies that was still part of the DJIA in 2012. GE was also recognized for cultivating leaders such as Charles Wilson, Ralph Cordiner, Fred Borch, Reginald Jones, and John Welch.2 In the early 1970s under Fred Borch, GE was one of the first companies with a diversified infrastructure to formalize strategic planning at both corporate and business unit levels with its creation of strategic busi-ness units.3GE always saw itself as striving to create a world that worked better, “making what few in the world can, but everyone needs.”4 The company’s strategic philosophy centered on innovation, superior technology, and demonstrating leadership in growth markets. GE sought to maintain a strong competitive advantage through innovation, smart capital allocation, and solidifying customer re ...
The Paradox of Scale
The document discusses how large companies can innovate in a world that favors smaller, more nimble competitors. It outlines several trends that have shifted power away from large companies, including consumers losing trust in big brands, valuing uniqueness more, and desiring personalized interactions. It then provides recommendations for how large companies can take action, including identifying meaningful and winnable growth opportunities, developing a competitive strategy, creating complementary platforms, applying a portfolio approach to funding innovations, creating innovations that solve problems for both consumers and the business, appointing innovation champions, and recognizing innovation as an experiment.
Case – Good Example 2Case 2 General Electric Ecomagination as a.docx
Case – Good Example 2
Case 2 General Electric: Ecomagination as a CSR Initiative
SUMMARY
After a meeting in 2002, General Electric was being accused of not caring enough about the environment according to several religious groups. Jeffrey Immelt, the CEO of General Electric, introduced a new program to his company in 2005. This new program is known as Ecomagination. Ecomagination, according to Immelt, is to utilize the resources and experiences of the company in responding to environmental concerns of GE’s stakeholders. This program began by trying to count all of GE’s global warming emissions, but quickly spread to other processes showing that financial and environmental performance could work together.
After the launch of Immelt’s new program, Ecomagination, Immelt still did not impress the GE shareholders. Tom Borelli, a spokesman for the Free Enterprise Action Firm (FEAF), thinks that Mr. Immelt is distracted from focusing his attention on General Electric. In 2006, FEAF withheld their support of approving Jeffrey Immelt as a director.
In 2010, it was very apparent that Mr. Immelt and the GE management team needed to focus more on the profitability and environmental response of the Ecomagination program. According to Immelt, he launched this program to try and boost economic growth. GE’s Ecomagination is committed to developing eco-friendly products and solutions that will help their shareholders. The bottom line is that Ecomagination was put into effect to create products and services that were profitable and eco-friendly.
INTERNAL ANALYSIS
Strengths
General Electric is a multinational company that is a major competitor to industries all over the world. GE offers their customers products and services in a wide range of categories such as aircraft maintenance, water processing, and power generation to name a few. GE has to continue to be innovative when coming up with new products and services for their customers. With that being said, the creation of Ecomagination has brought about a strength for GE in the form of innovation. I think that if GE continues to innovate new and unique programs like Ecomagination they will continue to be successful in boosting economic growth worldwide.
Another strength for Immelt’s Ecomagination program is the advancement of green technologies. “Going Green” is a phrase used when companies want to protect the environment and use more energy efficient products. GE’s Ecomagination is doing just that; going green. Ecomagination was created to offer profitable services and products that were more ecologically sound. I think that the Ecomagination program provides an economic value to the company that not many companies have. Although there are more and more companies that are attempting to “go green”, I believe that GE has a competitive advantage with Ecomagination and other innovative ideas that will provide long term advantages over other industries in the same market. With the launch of Eco ...
What Next for Success Factors - Gilroy Corporate Communications
With low brand awareness, the strategy for SuccessFactors was to create dialogue and awareness with the target audience to enable HR to play a more strategic role working with their business leaders to manage their workforces better, improve alignment, communication, execution and people performance to improve the performance of the business. Through the generation of research based content, the campaign focus was to raise brand awareness, achieve a rich user experience and generate business opportunities. The campaign theme focused on who would be the winners and losers in the ‘Next Economy’ as a result of the challenges presented by the turbulent economic conditions.
Session will look at:
1. Importance of developing relevant content
2. Planning for a successful engagement
3. Bringing the content to life
4: What happened next
Green Game Changers Report - WWF - 2012
Enlightened businesses are seeking to future-proof themselves over the long term by aiming to decouple business growth from increasing environmental and social damage, eliminate negative impacts, or even generate restorative/net-positive impacts. Others are going even further, innovating entirely new resilient ways of working, and exploiting the opportunities in global trade around solutions that tackle pollution, congestion, resource scarcity and other international challenges.
The purpose of this report is to highlight actions that large firms have taken to transform their business models towards sustainability.
Green Game Changers 2012
Multinational firms are innovating in significant ways and provide insights into working in new ways.
Succeed or Fail on Purpose
Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
Information System Implementation of Procter and Gamble
This document provides an analysis of Procter & Gamble's (P&G) implementation of information systems and culture of innovation. It discusses how P&G has capitalized on innovation to lead the consumer goods industry. P&G started implementing information systems to make information readily available and speed up decision making. The document then explores P&G's strategic focus on innovation, productivity improvements, and strengthening its portfolio of brands. It describes characteristics of innovative organizations like understanding customer needs and how P&G innovated products like Pampers to meet unmet customer needs.
Marketing In A Down Market
This document discusses effective marketing strategies during an economic downturn. It provides evidence from various studies that companies who maintain or increase advertising spending during a recession tend to perform better in the long run. The document also discusses Dell as an example of a company that grew significantly during a recession by delivering product innovation, expanding into new markets, and heavily investing in marketing with a clear value message. Finally, it provides tips for companies such as focusing marketing efforts on existing customers, negotiating better media rates, and communicating vision to employees.
GE_ecomagination_2010CondensedReport
This document provides an overview of GE's ecomagination initiative and 2010 annual report. The key points are:
1. GE's ecomagination initiative aims to address critical challenges like cleaner energy sources, reduced emissions, and clean water through developing innovative solutions.
2. In 2010, GE invested $1.8 billion in research and development for ecomagination products, added 22 new products, and made progress towards environmental goals like reducing emissions and water use.
3. Going forward, GE's strategy includes partnering globally to meet local needs, creating full-service solutions through partnerships, and funding ideas through open innovation initiatives.
ecolab ShareholdersLetter
The document discusses Ecolab's financial performance and new products/services in 2008. Despite challenges from rising costs and economic slowdown, Ecolab achieved strong financial results through sales growth, cost efficiencies, and new solutions. It launched sustainable products in food safety, solid detergents, and pest control to help customers operate efficiently.
Joining Forces - the case for collaboration
This document discusses the benefits of collaboration between businesses in achieving sustainability goals. It argues that tackling sustainability challenges requires coordinated collective action across supply chains. Working collaboratively through fully-linked information sharing can help businesses save money by reducing impacts and risks, and innovating and growing. Examples show energy efficiency collaborations generating estimated savings of hundreds of millions of euros for food suppliers. Collaboration supports identifying and implementing initiatives like LED lighting and refrigeration upgrades. Case studies demonstrate individual companies achieving energy and cost savings by learning from others' experiences through collaborative platforms.
cap is cap.pdf
Capgemini is a global technology consulting firm that works with 85% of the Forbes Global 2000 companies. It has over 300,000 employees worldwide and focuses on helping clients harness technology to drive business growth. Key points include:
- Capgemini has been named one of the World's Most Ethical Companies for 10 consecutive years and contributes to 11 UN sustainable development goals.
- It provides strategy, transformation, application development, engineering, and operations services across industries like consumer goods, telecom, and financial services.
- Capgemini aims to unleash human energy through technology for an inclusive and sustainable future, guided by its values of entrepreneurship, respect, and client focus.
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Company BackgroundFor more than a century, General Electric (GE),
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CASE 29General Electric, GE Capital and the Financial Crisis
CASE 29General Electric, GE Capital and the Financial Crisis
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General Electric
- 4.
- 5.
- 6.
- 7.
- 10. in 1892.
- 11. “Progress is Our Most Important Product ” “Progress for People” “We bring Good Things to Life”
- 12. $
- 13. 3
- 14. In 2005, the company extended the campaign with its next initiative,
- 15. In 2006, the company leveraged the Imagination tagline in a new campaign called,
- 16. In 2008-09, GE shifted towards B2B direction. It moved from 11 divisions to 5 and sold-off some of its consumer focussed businesses, including 51% of NBC Universal.
- 17. Have the different taglines used by GE successfully communicated its focus on its newer endeavour?
- 19. Ecomagination is GE’s business strategy to deliver improved economic and environmental outcomes for our customers and in our own operations Ecomagination drives global impact through innovative technology solutions, partnerships and new business models as well as convening key stakeholders to take action. GE Ecomagination technologies and solutions in energy efficiency, solar, storage and on-site power with our digital and financing capabilities to help customers save 10-20% on energy costs.
- 20. Currently, GE is ranked 4th and is valued at $48 billion in the Interbrand Business Week ranking of the “Top 100 Global Brands”.