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.
GE electronics
Founders
Chief Executive Officer
GE Company Goal
Objectives of the company
Logo and Slogan of Company :
GE Products (Global)
Businesses
GE Aviation
GE Capital Finance
SWOT Analysis
Milestones in India
Taxes Of The Company
Six Sigma Methodology
GE Marketing Analysis
Discussion points: GE's B-to-B marketing strategy
answer to study case Marketing Excellence: GE, Marketing Management, 15th Edition, Kotler Keller, Connecting with Customers
GE electronics
Founders
Chief Executive Officer
GE Company Goal
Objectives of the company
Logo and Slogan of Company :
GE Products (Global)
Businesses
GE Aviation
GE Capital Finance
SWOT Analysis
Milestones in India
Taxes Of The Company
Six Sigma Methodology
GE Marketing Analysis
Discussion points: GE's B-to-B marketing strategy
answer to study case Marketing Excellence: GE, Marketing Management, 15th Edition, Kotler Keller, Connecting with Customers
My group created an Integrated marketing strategy plan for Nike athletic shoes, based on the data collected from Nike 10K report, Statista, IBISWorld, and etc. in 2018. This slides include but not limited to industry analysis, market analysis, competition analysis, business analysis, recommendations for 2019.
Analyzing Nike's products and promotional strategies.
The presentation can be viewed with audio on Youtube. https://www.youtube.com/watch?v=vKVO8P7x7Bc
My group created an Integrated marketing strategy plan for Nike athletic shoes, based on the data collected from Nike 10K report, Statista, IBISWorld, and etc. in 2018. This slides include but not limited to industry analysis, market analysis, competition analysis, business analysis, recommendations for 2019.
Analyzing Nike's products and promotional strategies.
The presentation can be viewed with audio on Youtube. https://www.youtube.com/watch?v=vKVO8P7x7Bc
1. Explain the four characteristics of B-DNA structure DifferentiMartineMccracken314
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
1. Explain the four characteristics of B-DNA structure DifferentiAbbyWhyte974
1. Explain the four characteristics of B-DNA structure? Differentiate between the A-DNA and Z-DNA structural features?
2. Describe the supercoiled DNA with its properties and how naturally occurring DNA under wound?
3. What are topoisomerases? Explain the two types of topoisomerases with their mechanism of action?
4. Explain the three interactions that are required to stabilize nucleic acids? How DNA denatures and renatures?
5. What are ribozymes and explain their properties?
Case 20 Restructuring
General Electric
The appointment of Larry Culp as the chairman and CEO of the General Electric
Company (GE) on October 1st, 2018 was a clear indication of the seriousness of the
problems that had engulfed the company. Culp, the former CEO of the highly-successful
conglomerate, Danaher Corporation, had been appointed a GE director only six months
previously and was the first outsider to lead GE—every one of GE’s previous CEOs had
been a career manager at the company. On the same day as Culp’s appointment, GE
abandoned its earning guidance for the year and announced a $23 billion accounting
charge arising from a write-down of goodwill at its troubled electrical power division.1
Culp’s predecessor, John Flannery had been CEO for a mere 14 months—a sharp
contrast to GE’s two previous CEOs: Jeff Immelt (16 years) and Jack Welch (20 years).
Flannery’s tenure at GE has coincided with of the company’s most difficult periods in its
entire 126-year history. In November 2017, amidst deteriorating financial performance,
Flannery announced a halving of GE’s quarterly dividend, the proposed sale of its
lighting and locomotive units—two of GE’s oldest businesses—and the elimination of
12,000 jobs in the power division.
In 2018, the situation worsened. In January, GE announced that it would be paying
$15 bn. to cover liabilities at insurance companies it had sold 12 years previously. In
February, GE confirmed suspicions over its dubious accounting practices by restating its
revenues and earnings for the previous two years, while also announcing the likelihood
of legal claims arising from its its subprime mortgage lending over a decade earlier.
The outcome was a precipitous fall in GE’s share price (see Figure 1) that culminated
in GE’s dismissal from the Dow Jones Industrial Average (DJIA). Until June 2018, GE
was the sole surviving member of the DJIA when it was created in 1896.
The crisis at GE presented the board with two central questions. First, should GE
be broken up? Second, if GE was to continue as a widely-diversified company, how
should it be managed?
As a diversified corporation that extended from jet engines, to oil and gas equipment,
to healthcare products, to financial services, GE was an anomaly. For three decades, con-
glomerates—diversified companies comprising unrelated or loosely related businesses—
had been deeply unfashionable. CEOs, Jack Welch and Jeff Immelt, had claimed that,
by virtue of its integrated m ...
General Elecrtic - "From an Americal manufacturer to a global service giant" Rupesh Jhamre
The slides present the journey of the company General Electric(GE) from 1878 to now and how it became a global service giant from an American manufacturer.
Check out the presentation with backed audio here : https://www.youtube.com/watch?v=x3b9_ybb8r4
General Electric - Strategic Audit AssignmentTim Enalls
This is my Strategic Audit assignment which was required for my Business Management Strategy course in my MBA program. I had to submit this assignment as four separate papers throughout the semester. I added a plethora of images, tables, and graphs to clarify the ideas in the paper. I originally used the Modern style set to make the paper more aesthetic but I had to change the font to Times New Roman so that it could convert appropriately on the Slideshare website.
For more content from me, visit the following URLs:
https://analyticsexplained.com
https://www.youtube.com/analyticsexplained
Students will get an understanding of how the uncertainty of the bus.docxjonghollingberry
Students will get an understanding of how the uncertainty of the business environment changes decisions and leads to Capital Budgeting decisions. The Case tracks the story of Gulf Electric Inc., a mid-sized electrical manufacturing firm, producing parts for utility firms and electrical products for retailers. Hurricane Katrina caused a paradigm shift for individuals and businesses. Many Post-Katrina firms were devastated but some found a golden opportunity. The case deals with how Gulf Electric might handle the business environment they encountered after the storm. It deals with how Gulf Inc. dealt with a capital budgeting project to ramp up production of home generators, pumps and other equipment.
KEYWORDS:
Capital Budgeting, Net Present Value, Sunk Costs, Sensitivity analysis, Breakeven point, Global Warming, Katrina, Business Strategy
ETHICAL AND CORPORATE LOYALTY CONSIDERATIONS: Case Study Scenario
CASE OBJECTIVES
The purpose of this case is to construct a model of the decision process in a firm and how opportunities can be exploited. The case presents an analysis of cash flows and a sensitivity analysis of alternatives. Basically the case is very relevant because manufacturers today often face build or buy choices.
The teaching objectives are:
·
The evaluation of opportunity in the business environment
·
The calculation of the breakeven point
·
The calculation of a sensitivity analysis
·
The effects of the green movement and global warming on consumer sentiment
·
The multidimensional decision making process involved in capital budgeting
·
The use of Net present value as a tool to evaluate projects
The case can be used for Accounting, Strategy and Finance applications. Case questions are divided into different groups following the case with multiple uses in mind.
CASE FRAMEWORK
Following Katrina, the devastating storm on the Gulf coast of the United States in 2001, many firms were caught unprepared. This case highlights how organizations may benefit from analysis and planning. The case introduces and discusses the dilemma that a firm faces when demand is unpredictable.
THE SCENARIO
Gulf Electric Inc. (GEI) is an established mid-sized electrical manufacturing firm that supplies electric utility products, parts and equipment in the southeastern United States. GEI’s business had been stagnant in the last five years due to good weather and recent competition in the industry. The firm had traditionally supplied electric utilities in the southeast with all types of electrical equipment through long-term contracts. Thus the demand and the revenue stream were steady over a number of decades. The electric companies had performed maintenance and upgraded lines on a steady and predictable basis. In recent years foreign firms had taken steadily taken market share from GEI due to lower raw material and labor costs. GEI found itself in a position where it was losing its traditional market and had little ability to fight ba.
Northern Virginia Community College Assignmen.docxjoyjonna282
Northern Virginia Community College
Assignment for Course:
Finance 215 – Financial Management
Submitted to:
Mark DAntonio
Submitted by:
(Name of Group goes here)
Date of Submission
MM/DD/YYYY
Title of Assignment
FIN 215 Case Study (Updated 15 May 2011)
Instructions: Read the questions very carefully because the requirements for each are specific. Each group should turn in one copy of this WORD document (email to me) with the names of the participating group members typed on the bottom of this cover page. Answer all questions fully on this document only. That is, I want to see the question below followed by your answer so I do not have to guess what you are answering. This project is worth 100 points.
CERTIFICATION OF AUTHORSHIP: I certify that the group named above equally contributed to the assignment that is attached. Any assistance received in its preparation is fully acknowledged and disclosed in the paper. Any sources from which the group used data, ideas or words, either quoted directly or paraphrased is also disclosed. Please print and sign below.
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
Student's Signature: ______________________________________
IS GLOBAL WARMING AN Opportunity or trap?
Mark D. DAntonio, D.B.A. & Douglas J. Boe
Northern Virginia Community College
Woodbridge, VA USA 22191
Abstract
Students will get an understanding of how the uncertainty of the business environment changes decisions and leads to Capital Budgeting decisions. The Case tracks the story of Gulf Electric Inc., a mid-sized electrical manufacturing firm, producing parts for utility firms and electrical products for retailers. Hurricane Katrina caused a paradigm shift for individuals and businesses. Many Post-Katrina firms were devastated but some found a golden opportunity. The case deals with how Gulf Electric might handle the business environment they encountered after the storm. It deals with how Gulf Inc. dealt with a capital budgeting project to ramp up production of home generators, pumps and other equipment.
KEYWORDS: Capital Budgeting, Net Present Value, Sunk Costs, Sensitivity analysis, Breakeven point, Global Warming, Katrina, Business Strategy
ETHICAL AND CORPORATE LOYALTY CONSIDERATIONS: Case Study Scenario CASE OBJECTIVES
The purpose of this case is to construct a model of the decision process in a firm and how opportunities can be exploited. The case presents an analysis of cash flows and a sensitivity analysis of alternatives. Basically the case is very relevant because manufacturers today often face build or buy choices.
The teaching obj ...
Company BackgroundFor more than a century, General Electric (GE), LynellBull52
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 ...
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3. Jack Welch, CEO(1981 – 2001)
In 1981, Jack Welch was made CEO and in the 2
decades under his leadership, GE has been
transformed from an American Manufacturer into a
Global Services Giant.
In 1981, The company’s earnings were $12 Billion
In 2001, The company’s earnings were an
astounding $280 Billion, which
is a phenomenal change in just
20 years.
5. GE Energy
GE Oil and Gas is present in all segments of the oil and
gas value chain, including drilling, subsea and offshore, onshore,
LNG, distributed
gas, pipeline and storage, refinery and petrochemicals.
6. GE Technology Infrastructure - Aviation
The division operated under the name of General
Electric Aircraft Engines (GEAE) until September
2005. Ge also introduced Power by the Hour (more
detail later in the presentation)
7. GE Technology Infrastructure – Healthcare
The company provides
medical imaging and
information technologies,
medical diagnostics,
patient monitoring
systems, drug discovery,
bio pharmaceutical
manufacturing
technologies and
performance solutions
services.
8. GE Technology Infrastructure - Transportation
The organization manufactures equipment for the
railroad, marine, mining, drilling and energy generation
industries. GE Transportation is the largest producer
of diesel-electric locomotives for both freight and
passenger applications in North
America, believed to hold up to a
70% market share. It also produces
related products, such as railroad
signaling equipment, & parts for
locomotives and railroad cars, as
well as providing repair services for other locomotives.
9. GE NBC (Network)
In 2003, Universal
Studios' parent
company, Vivendi
Universal
Entertainment,
decided to sell an
80% stake to NBC's
parent company,
General Electric.
The sale and
resulting merger
formed NBC
Universal.
10. GE Consumer Products
GE also markets to
consumers directly
via appliances like
refrigerators,
microwaves,
dishwashers,
washers, water
heaters, air
conditioners, etc.
GE sells Lighting
products as well.
12. It provides commercial lending and leasing, as well
as a range of financial services for health
care, media, communications, entertainment,
consumers, real estate, and aviation. It has a
number of divisions, including GE Capital Aviation
Services, GE Energy Financial Services and GE
Healthcare Equipment Finance.
13. Various Campaigns
Have “Imagination at Work”, “Ecomagination”, and
“Healthymagination” successfully communicated
GE’s focus on it’s newer endeavours? Why or why
not?
Past Campaign: “We Bring Good Things to Life”
Screenshot of an old
GE dishwashing advertisement
14. Various Campaigns
Under Jeff Immelt, GE has introduced many
campaigns such as
1. “Imagination at Work” (2003):
This campaign focused
on Innovation and New
Technology.
16. Various Campaigns
3. “Healthymagination” (2009):
Focused on the aim to deliver high quality, low cost
healthcare to more people around the world.
Vscan: A battery-powered ultrasound scanner
17. Jeffrey Immelt, CEO (2001 – present)
Under Jeff Immelt, GE has introduced many
innovative marketing campaigns, which have
successfully brought the many business units of GE
under one brand.
Under his leadership, GE also
survived the recession of
2008 – 09, by selling off
certain businesses such as
NBC-Universal, and GE Real
Estate.
18. Surviving the Recession of 2008 - 09
GE took very extreme steps during and following the
recession:
After selling off majority control (51%) of NBC-
Universal to Comcast in 2009, until 2013, since
when NBC-Universal is now owned 100% by
Comcast.
GE also decided to sell a bulk of GE Capital Real
Estate assets, and further decided to scale back
finance units.
19. GE’s B2B Marketing
Discuss the importance of B2B marketing and a strong
B2B brand to General Electric.
While General Electric has consumer products, it is
predominantly a B2B company with almost all of it’s other
business units marketing to other businesses. It’s
success comes as a result of many successful marketing
campaigns as mentioned before. It is established as an
innovative brand in the minds of the people, with it’s 124
years of experience.
An example of GE’s successful marketing can be seen in
how they price their aircraft engines: GE introduced
“Power by The Hour” in 1999, seeing how an aircraft
engines are a multimillion expenditure, and how much
service is required, to meet FAA guidelines, a fixed fee is
paid every time the engine is turned on, and GE takes
care of the maintenance.
20. In Summary
Topics covered in the presentation:
o BCEOs Jack Welch and Jeff Immelt.
o Various Business Units of GE.
o GE’s B2B Marketing.
o GE’s recent Marketing Campaigns.
o 2B and B2C Marketing Comparison.