In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Sheet1Task Name Responsible Start Date End Date Duration Status Sp.docxmaoanderton
Sheet1Task Name Responsible Start Date End Date Duration Status Sprint 1Jacob 3-Sep13-Sep10Complete Feature 1Kennedy 3-Sep7-Sep4CompleteFeature 2Alex 7-Sep12-Sep5CompleteFeature 3Shari 9-Sep13-Sep4Overdue Sprint 2Shari 16-Sep24-Sep8In progress Feature 4Frank16-Sep17-Sep1In progress Feature 5Alex 17-Sep21-Sep4Not started Feature 6Jacob 22-Sep24-Sep2Not started Sprint 3Jacob 25-Sep5-Oct10Not started Feature 7Jacob 25-Sep29-Sep4Not started Feature 8Frank24-Sep2-Oct8Not started Feature 9 Alex 2-Oct5-Oct3Not started
Sheet2
Sheet3
General Motors
Table of Contents
1.0:Abstract 3
2.0:Introduction 4
3.0: Internal Strategic Analysis 5
4.0Internal Strengths 7
5.0Internal Weaknesses 9
6.0: Leadership 10
7.0:Customer and Market Focus 11
8.0:Human Resource 13
9.0:Quality Management System 16
10.0:Process Management (HR) 17
11.0: Conclusion18
12.0:References20
Abstract
General Motor (GM) is a multinational automobile manufacturer. The company was founded in 1908 in Flint, Michigan by William Durant and Charles Mott. At present, GM is the second largest automaker after Toyota as measured according to the global industry sales. A key competitive edge that GM has compared with its competitors is its innovative designs and products. The purpose of this paper is to study the company based on the Malcolm Baldrige National Quality Award criteria. GM’s key strategic objectives are place the company to be competitive, satisfy customers, remain solid growth in global vehicle sales, and continually invest to dedicate to improving cultural, economic, educational, environmental, and social aspects of the communities. The paper will look into; internal analysis of GM strategic plan, leadership, customer analysis, human resource analysis, and business process management within the organization.
A key to GM’s success is its management. Without efficient management GM would not have been able to sell and finance its vehicles globally. Success does not mean that the company is not facing any impending threats. Threats for the company do exist in the industry, especially in terms of high cost and brand dilution. In order to avoid them, GM needs to reduce the cost of its vehicles and to add GM letters in all of its brands to increase the awareness among its .
General Motors AnalysisGeneral Motors AnalysisTeam 7Li.docxhanneloremccaffery
General Motors Analysis
General Motors Analysis
Team 7
Lisa Shepherd
Ashley Walker
Justin Iranpour
Heather Dobson
Jeremy Hensley
International Management
Kennesaw State University
Spring Semester
2/25/2016
1. Module 1 - Industry Analysis - General Motors
1.1 Which industry does your firm operate in?
According to IBISWorld Industry reports (n.d.), General Motors operates in the car and automobile manufacturing industry.
1.1.1 What is it’s SIC code (with description)?
General Motors SIC Code isSIC-3711 Motor Vehicles & Passenger Car Bodies and 37140000 Motor vehicle parts and accessories. According to Barchart.com (n.d.), the description is, “General Motors Company is engaged in the designing, manufacturing and retailing of vehicles globally including passenger cars, crossover vehicles, and light trucks, sport utility vehicles, vans and other vehicles. Its business is organized into three geographically-based segments- General Motors North America (GMNA), General Motors International Operations (GMIO) and General Motors Europe (GME). General Motors Company is headquartered in Detroit, Michigan, the United States of America.”
1.1.2 Which IBISWorld Industry reports apply to your firm?
Car & Automobile Manufacturing in the US - 33611a
1.1.2.1 What is the IBISWorld definition of your industry?
According to the IBISWorld (n.d), “Companies in this industry manufacture cars and automobile chassis. These operations, which are referred to as automakers, typically produce cars, including electric cars, in assembly plants. The manufacture of light trucks (e.g. vans, pickups and SUVs), heavy trucks and motorcycles is excluded from this industry.”
1.1.2.2 Please summarize your industry structure from the ten items in the table on the industry at a glance page. Additionally please briefly explain the implications of each item for firms in that industry
Life Cycle Stage
This is a mature industry in existence since the late 1800s. The IVA, industry value added, was expected to grow at a rate of 7.6 percent per year from the years 2010 to 2020, despite the industry suffering greatly after the 2008 recession. This rate is three times the growth rate of the GDP, yet the industry is still mature; the elevated IVA shows that the industry is recovering well from the recession. Another sign that the industry is mature is that the number of industry locations decline at an annual rate of 1.2 percent per year over the same time frame. The final reasons that the industry is mature are that production efficiency has been improved and any threat of a real decline has been alleviated by recent performance (Industry Outlook, n.d.).
Revenue Volatility
From the years 2010 to 2015 the industry has seen high revenue volatility levels. In the automobile induernment policy (Operating Conditions, n.d.).
Concentration Levelstry new features and models can influence sales. When innovative features are introduced buyers have a greater incentive to u ...
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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.
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.
19. G E N E R A L M O T O R S 2 0 0 5 External Environment: Opportunities and Threats Industry Environment (cont) √ - Intensity of Rivalry among Competitors - - Threat of Substitute Products √ - Bargaining Power of Buyers - - Bargaining Power of Suppliers - - Threat of New Entrants Threat Opportunity Factors Industry Environment Factors
20.
21.
22.
23.
24.
25.
26. G E N E R A L M O T O R S 2 0 0 5 Internal Environment: Strengths and Weaknesses SWOT Analysis (cont) Finance 2003: 0.81 2002: 0.92 2004: 0.74 Current 2003: 0.65 2002: 0.77 2004: 0.54 Quick Liquidity Ratio Ability to pay short term obligation GM is losing its ability to cover liabilities compared to prior years. Result 2003: 0.94 2002: 0.98 2004: 0.94 Debt to Asset 2003: 1.17 2002: 2.09 2004: 1.09 Debt to Equity Leverage Ratio Percentage of fund provided by debt and equity GM can reduce risk from creditors and Stockholders. Result
27. G E N E R A L M O T O R S 2 0 0 5 Internal Environment: Strengths and Weaknesses SWOT Analysis (cont) Finance (cont) 2003: 0.41 2002: 0.48 2004: 0.40 Asset Turnover Activity Ratio How much revenue is being generated for every $1 of capital employed Currently non-evaluable Result 2003: 0.015 2004: 0.015 2002: 0.010 ROS 2003: 0.006 2004: 0.006 2002: 0.005 ROI Profitability Ratio a company's operational efficiency and utilization GM can better utilize its assets to generate revenue. Result 2003: $482,029 m 2002: $379,142 m Asset
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43. G E N E R A L M O T O R S 2 0 0 5 Comprehension of Recommended Strategies Operate in multi-business: automotive and financial Conglomerate Continue operating in global environment Globalization Pursue growth in both business lines Growth Drop out some less important plants around the world Turnaround Outsource less important parts to other suppliers Outsourcing A New Set of Corporate Strategies Strategic Formulation, Evaluation, and Recommendation
44.
45. G E N E R A L M O T O R S 2 0 0 5 Comprehension of Recommended Strategies Continue with broad- differentiation to serve big range of markets Broad-Differentiation Global Capitalize on R&D and technology advancement to accelerate differentiation Innovation GMNA Modify existing products to create more demand in the US. Product Development GMAP Direct resources to penetrate the fast growth Chinese market Concentrated Growth The Rest develop new markets to shift the global market share Market Development A New Set of Business Strategies Strategic Formulation, Evaluation, and Recommendation
46.
47. G E N E R A L M O T O R S 2 0 0 5 Comprehension of Recommended Strategies Focus on engineering rather than capacity to be product leadership and follow the business strategy of innovation Engineering Focus Production Design and produce based on the “technology creates values” to serve real needs of consumers Value Focus R&D Do research based on the “ technology creates values” to tackle consumer’s behavior change more properly Value Focus Track and monitor changes in customer’s behavior and lifestyle to build better internal customer profiles Customer Orientation Marketing Change marketing strategy from “push” to “pull” to respond to today’s situation Demand Pull HR Restructure employee benefits to reduce overhead cost of health care and retirement plan. Restructure Benefits A New Set of Functional Strategies Strategic Formulation, Evaluation, and Recommendation
48.
49.
50.
51. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Learning and Growth Perspective Learning and Growth Perspective Objectives Measure Target Human Capital Increase education and experience of employee Number of employee training in deep functional expertise Employee participation in professional or trade associations Percentage of employees with advanced degrees Minimum five courses per staff per year. Minimum twice per staff per year. 15% of employees getting advanced degrees within three years Enhance team-working skill Number of employee training in soft skill Minimum five courses per staff per year Emphasize a use of Personal Development Plan (PDP) Percentage of employee who attend the PDP program Percentage of employees who meet their PDP goals 90% within a year – about 25% quarterly 75% annually – about 20% quarterly Strategic Implementation, Evaluation, and Control
52. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Learning and Growth Perspective (cont) Learning and Growth Perspective Objectives Measure Target Information Capital Enhance the communication of knowledge and project experience across function Number of co-development projects Number of regional and global conference Internal communication rating 10% of overall projects per year Regional conference quarterly and global conference semiannually Reach 85% within three years Increase information available for access Percentage of employees who has this information available to them Reach 90% within three years Increase information capital readiness Percentage of accomplishment of information technologies and systems versus needs Minimum 75% in every area Strategic Implementation, Evaluation, and Control
53. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Learning and Growth Perspective (cont) Learning and Growth Perspective Objectives Measure Target Organizational Capital Enhance teamwork productivity Number of completed (in time and budget) co-development projects Number of internal cross-trained employees Increase 10% per year Increase 15% per year Employee satisfaction Number of employee feedback Turnover rate Empowerment index (number of managers) Minimum 75% of employee involve the survey Maximum 7% per year globally A ratio of manager to employee decreases 5% per year for five consecutive years Encourage healthy lifestyle Lost-time accidents Worker’s compensation claims Injury frequency rates Percentage of participants to healthy-promotion initiatives Decrease 10% per year Decrease 10% per year Decrease 10% per year Reach 70% within three years Strategic Implementation, Evaluation, and Control
54. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Internal Processes Perspective Internal Business Processes Perspective Objectives Measure Target Operational Management Processes Decrease operating cost Inventory turnover Planning accuracy Outsourced parts cost Labor cost Decrease 5% per year Maximum 15% of effort, cost and schedule deviations Decrease to 15% comparing with a current expense within two years Decrease 4% per year due to a restructure of employee benefits Increase quality On-time delivery rate Defect percentage Warranty claims Reach 90% within two years Maximum 0.05 % per part/model Maximum 0.05% per part/model Strategic Implementation, Evaluation, and Control
55. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Internal Processes Perspective (cont) Internal Business Processes Perspective Objectives Measure Target Innovation Processes Increase a success in innovative projects Dollars spent on research and development Employee hours on research and development Number of new projects or services introduced Number of new product joint ventures New product or service cycle time Revenue from new products or services Increase the R&D/sales ratio to 6% in two years Minimum 30 hours per week for R&D staff and minimum two hours per week for other Staff At least two new innovative products or services introduced per years regionally (e.g. product safety, customer health and environmental impacts) Minimum two new projects per year for each region Maximum three years before replacement Increase 10% each year Strategic Implementation, Evaluation, and Control
56. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Internal Processes Perspective (cont) Internal Business Processes Perspective Objectives Measure Target Innovation Processes Accelerate innovative projects Number of new products or services in the pipeline Time to market of new products and services In each region, at least two new products or services being progress concurrently at all time (e.g.. hybrid and hydrogen car) Faster by 10% each year Regulatory and Social Processes Emphasize Corporate Social Responsibility (CSR) activities Dollars spent on CSR Employee volunteer hours Number of CSR activities Increase 5% per year Minimum two hours per employee per month At least 12 activities per year per region Strategic Implementation, Evaluation, and Control
57. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Internal Processes Perspective (cont) Internal Business Processes Perspective Objectives Measure Target Customer Management Processes Better understanding of customer needs Number of customer profile produced Number of lead user utilization Minimum five new customer profiles produced regionally 90% of overall projects conduct ‘lead user’ within three years Enhance retaining customers rate Percentage of returned customers Grow 5% per year Deepen customer relationship Revenue from cross-selling multiple products and services Increase 10% per year Strategic Implementation, Evaluation, and Control
58. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Customer Perspective Customer Perspective Objectives Measure Target Create brand and technology awareness and recognition Number of ads launched per region Number of trade show attended Increase 20% in three years, 8% annually At least one per region semiannually Increase customer satisfaction and loyalty level Number of customer complaint Number of complaints resolved the first time Customer response time Number of proposals made Reduce 25% each year Increase 15% each year Reduce 50% in three years, 20% annually Minimum two proposals per year per region Strategic Implementation, Evaluation, and Control
59. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Customer Perspective (cont) Customer Perspective Objectives Measure Target Increase number of customers Total number of customers Retention rate New customer acquisition numbers Global market share U.S. market share Chinese market share Increase 15% in three years, 6% annually Increase 10% in three years, 4% annually Increase 10% in three years, 4% annually Reach 18% in three years, increase 1.5% annually Reach 27.5% in three years, increase 1.2% annually Reach 15% in three years, increase 4% per year Strategic Implementation, Evaluation, and Control
60. G E N E R A L M O T O R S 2 0 0 5 Strategic Implementation The Balanced Scorecard: Financial Perspective Financial Perspective Objectives Measure Target Increase profitability Annual revenue Annual revenue from new products Gross profit margin from new product Return on Investment (ROI) Increase 10% each year Increase 35% each year Increase to 15% in three years Increase 20% in three years, 10% annually Increase shareholder satisfaction Share price Dividend payout Increase 75% in one year, then increase 7% annually Increase 10% annually Strategic Implementation, Evaluation, and Control