...Chartier Khushboo Thakkar Jaya Singhal 2/17/16 – GE Health Case Analysis The Omega Ultrasound System would be the best choice to green light for the Healthymagination initiative. After assessing all the potential products, we determined that the lack of concrete metrics, difficulty or uncertainty in measuring outcomes, or clinical relevance to the Healthymagination goal rendered the TEEMax, UltraLipo, and HepEcho unfit for launch. We’ve outlined justification for this decision in (Figure 1.), but we believe the Omega system provides the greatest opportunity for meeting Healthymagination standards with the best chance of obtaining definitive evidence to support the certification. The midwives in Indonesia play a central role in Indonesian’s strategy to improve material and child health planning services. 54% of midwives are permanent civil servants (PNS) serving rural areas. Given the significantly lower cost of a midwife assisted birth compared to in a hospital setting with an OB/GYN, a 2010 reported that a midwife would deliver a mean of 64 child births/year. In 2000, the UN initiated the Millennium Development Goals for several countries which included Indonesia. One of the major goals for this initiative was to reduce infant mortality and defects in these countries. Indonesia ranks 100 out of 175 countries, and has an estimated infant mortality rate of 22.4 deaths/1000 live births (United States has 5.87.) The case outlined how midwifes in the region were frustrated...
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...Question #1 How difficult a challenge did Welch face in 1981? How effectively did he take charge? When Jack Welch took over as CEO of GE in April 1981, the world was in a recession. GE needed to be restructured, and this involved restructuring, reduction of its payroll and modernization. Jack Welch adopted a strategy of “Fix, Sell or Close”. This strategy enabled GE to exit unprofitable businesses and restructure loss-making businesses into profitable businesses. Jack Welch’s management technique adopted the following philosophy • Empowering employees at all levels of the organization • Goal setting to ensure every employee was accountable for his/her actions • Communicating his new goals and visions through the entire organization Empowering Employees: GE was ridden with bureaucracy, as a result employees found great difficulty in communicating with one another. Welch addressed this issue by eliminating whole layers of management, consolidating overlapping jobs and business units, and forcing employees at every level to take more responsibility for their own work. Goal Setting: Welch had a philosophy called based on opportunism, whereby GE employees were given far fetched goals, and permitted to do whatever it took to reach the target. This imbibed a more aggressive culture in the entire organization Communication: Jack Welch removed unnecessary communication filters to ensure his vision was communicated effectively throughout the organization...
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...General Electric Case Directions: Develop a detailed corporate profile and address the questions in the case. General Electric, the company that Thomas Edison founded, and now the largest industrial conglomerate, in America produces a wide array of goods and services, from medical equipment, power generators, jet engines, and home appliances, to financial services and even television broadcasting (GE owns NBC, one of America’s big three network broadcasters). This giant company with revenues close to $180 billion is no stranger to international business. GE has been operating and selling overseas for decades. During the tenure of the legendary CEO Jack Welch, GE’s main goal was to number 1 or 2 globally in every business in which it participated. To further this goal, Welch sanctioned an aggressive and often opportunistic foreign direct investment strategy. GE took advantage of economic weakness in Europe from 1989 to 1995 to invest $17.5 billion in the region, half of which was used to acquire some 50 companies. When the Mexican peso collapsed in value in 1995, GE took advantage of the economic uncertainty to purchase companies throughout Latin America. And when Asia slipped into a major economic crisis in 1997-1998 due to turmoil in the Asian currency markets, Welch urges his managers to view it as a buying opportunity. In Japan alone, the company spent $15 billion on acquisition in just six months. As a result, by the end of Welch’s tenure in 2001, GE earned over 40 percent...
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...ID number: 0971546 Paper in: MBA 23901 Corporate Strategy and Global Business Policy - GE Wind Strategy Study - Date turned in: 05.01.2014 For: BI Norwegian Business School-Fudan University MBA Programme 05.01.2014 Content Table of Contents Content ............................................................................................................................ i Introduction .................................................................................................................. ii 1. Industry Analysis ................................................................................................ 1 2. Competitive Analysis ......................................................................................... 4 3. Value chain analysis ........................................................................................... 7 4. Strategy core analysis ........................................................................................ 8 5. Advantages and disadvantages ...................................................................... 9 6. Conclusion .......................................................................................................... 10 7. Reference ........................................................................
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...| Case Study: General Electric Company | GE’s Strategy Equates Longevity | | For so long, General Electric has provided the world with pioneering products and superlative services. How does a company endure the economic cycle for over a century and continue to make headway? In this paper I intend to discuss some of the aspects that have enabled GE to have fruitful success for over one hundred-thirty years. I will briefly discuss the overall strategy of the company and the approaches they employed to attain success implementing that strategy. I will examine the corporation’s value proposition and comment on current event(s) that influence the business. I will present a brief SWOT analysis and state my general impression of their management style. Finally, I will express my thoughts on their future, where they can be more effective, and what changes should be put into action. The topics covered depict how General Electric has and will maintain and upper hand in corporate world. | | Michelle Jones | 12/12/2012 | | Table of Contents I. Introduction, Meet GE pg. 2 II. The Company’s Overall Strategy and Their Approaches to Attain Success pg. 2 III. The Company’s Value Proposition pg. 3 IV. Event(s) that are Affecting the Company pg. 3 V. SWOT Analysis pg. 4 VI. Impression of the Management Style pg. 5 VII. The Company’s Future and Opinions on How They Can be More Effective pg. 5 VIII...
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...BS3102 – Financial Management Lecturer: Anh Tran Coursework 1 – Case 5 – 24/11-‘13 Andre Deimling Arman Gabass Carl Dahl Enrico Mellis Philip Koenig BS3102 – Financial Management Lecturer: Anh Tran Coursework 1 – Case 5 – 24/11-‘13 Andre Deimling Arman Gabass Carl Dahl Enrico Mellis Philip Koenig General Electric’s Proposed Acquisition of Honeywell General Electric’s Proposed Acquisition of Honeywell Investment Decisions Analysis of Investment Decisions Analysis of Table of Contents Executive Summary 2 Strategic Considerations 4 Political Complications 4 Personalities Involved 4 Valuation Methods 5 Early Closing of Positions 6 Situation Analysis 6 Investments Effects on Closing Positions on the 1st March 2001 7 Late Closing of Position: 8 Investments Effects on Closing Positions after the 1st July 2001 8 Arbitrage Spread 9 Conclusion 11 Executive Summary The proposed merger between General Electric (GE) and Honeywell has been praised by the Companies and up until 1st of March 2001 been called “the cleanest deal you’ll ever see” by Welch, CEO of GE. On the 1st of March the antitrust regulator, The European Commission (EC), announces that they will perform a full review over the potential merger. If GE were to acquire Honeywell, they could become a dominant player in the Aerospace industry. This fact is underlying reason for EC’s review as their main objectives are to prevent market dominance, as effects of un-proportional...
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...GE Case Study 1. While most companies have difficulty producing sufficient quality candidates for top management succession, how has GE been able to create a surplus? What philosophy, policies, and practices have made it a “CEO factory” as Fortune called it, and “easily the world’s best machine for churning out corporate talent” as The Economist described it? GE leveraged best in class HR practices the level of sophistication in their polices gave them the opportunity to adopt practices that which in turn lead to the growth of leaders form within the company. The culture within GE was known for the development of leaders within, which helped drive a continuous improvement model for managers. The vision of the continuous improvement for managers was to become a expert in every field, or least in most of them. GE also provided job training to its employees through a university that was established through GE. They invested 10% of pre tax income to the development of its employees. 2. How generalizable are GE’s management development policies and practices? How transferable across cultures? Across industries? Across companies? GE is very successful in step-by-step development of their employees and management team. This allowed them to merge new employees with the culture that existed within the company with little push back as new employees adopted the culture quickly. GE also spent time in their recruitment process, which focused on graduates out of Universities...
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...GE Oil and Gas General Electric is a diversified industrial corporation. The company maintains a huge variety of products and services such as aircraft engines, oil and gas production equipment, power generation, household appliances, medical imaging, business and consumer financing and industrial products. The company primarily operates in North America, Europe, Asia, South America, Australia and Africa. GE headquarters is located in Fairfield, Connecticut and employs approximately 307,000 people (General Electronic SWOT Analysis, 2014). GE’s oil and gas business has been the focal point of the company for the last few years; at least since 2011. The company has put together a $17 billion division to take advantage of global demand for new energy resources. GE has built up its oil and gas business by doing more than $14 billion worth of acquisitions since 2007 and putting one of its most promising young executives, Lorenzo Simonelli, in charge of the unit. According to Simonelli, the current plunge in oil prices is giving GE cause to question if they should switch focus onto one of its other businesses. The oil’s plunge to approximately $60 a barrel from $100 a barrel has thrown the company’s economic assumptions into question. (www.wsj.com). Oil & Gas is GE’s fastest growing business. It competes in high-growth markets and creates products like the recently launched first subsea compressor that utilizes GE’s broad technical capabilities. Measurement and Control, a division...
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...Case Study Analysis: GE’s Talent Machine Brandie Buffins Grand Canyon University HRM – 635 Acquiring, Developing, and Leveraging Human Capital September 19, 2012 Case Study Analysis: GE’s Talent Machine General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entails outside organizations along with GE leaders to allocate amongst one another the best ideas out there for staff enhancement opportunities. Staff receives support in attending such training programs, spending at least 1billion dollars a year. Such cost is seen as an investment from GE on their staff as it is seen development of skills and qualities essential to growing into a good successful leader which ultimately benefits GE. GE has been polishing a succession planning processes at a level unmatched by any other organization to keep performance levels far above the ground. We all have known about GE’s infamous yearly, “‘Session C’ leadership and organizational talent reviews, which are designed to identify individuals suited for bigger roles or individuals who can be groomed to take on higher positions. The annual intensive review has enabled GE to announce successors the same day leave notifications are delivered. Constantly reviewing the talent pool on a variety of layers...
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...PD F -X C h a n ge PD F -X C h a n ge ! W N O y bu to k C lic m C lic k to bu y N O .c W w ! .d o w o .d o c u -tr a c k c u -tr a c k .c To: Mr. Mclvor, From: Echo - im89011 Subject: B.C. PACKERS CASE MEMO Date: May 5, 2011 Case Background Canadian cat food market showed arising opportunity in 1987. B.C. Packer, the famous market leader in both canned salmon and tuna provider was considering the possibility of entering the Canadian cat food market, in order to get more profit from its by-product instead of just cover its cost by selling commodity bulk of fish meal. Therefore, a study with detail analysis based on all the information collected, is necessary for indicating a direction for the management of the company. Market Overview Cat population in Canada in creased 4.6% during the period of 1983 to 1987. More and more people would like to feed a cat rather than a dog since cats require less space and care than most dogs. 1 o m w w w w PD F -X C h a n ge PD F -X C h a n ge ! W N O y bu to k C lic m C lic k to bu y N O .c W w ! .d o w o .d o c u -tr a c k c u -tr a c k .c The changing consuming behavior of the cats owners lead Canadian cat food market to more clearly segmentation by classifying different brands in the past 2 years. See EXHIBIT 1 for the market allocation...
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...3. Problem Definition The problems and respective impact which GE was facing were: Management Problems: • Higher costs on production, distribution, agency[1] and transaction. Dot-com enterprises with high usage of technology in their process, made GE's costs not more competitive[2]. • GE was running on an old economy business. The company was not ready for changes of the business that were near it and could be running slower. • Because of the dot com bubble, GE was almost obligated to transform into a digital firm. With the raising of new digital firms, more efficient and with lower costs[3], GE's products could be substituted. Organization Problems: • Business processes were not as efficient as the IT based ones. As a consequence, its products had higher prices. This could lower consumer's value or turn into a loss of market share in favor of competitors. • Large vertical organization structure. Thus, total cost of human resources, such as managers and employees, was higher than digital firms[4]. • Distribution of employees was not optimal in order to maximize the use of an information system. This disabled a potential costs reduction[4]. • Extensive time to achieve maximum profit with an IS. Because of its big size, to maximize the use of the IS, a redefinition of all the processes and training of employees was vital after the deployment of the IS. Technology Problems: • Inefficient customer service due to the overload of incoming calls which could not be handled...
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...due to mismatch in synergies among the SBUs, delays in decision processes etc., do not get strike out by any direct revenue streams of the business. Therefore, it becomes a necessity for a corporate parent to justify its existence as it looks to find reasoning to whether and how it adds value to the overall business and SBUs alike. Corporate parent gives opportunity to develop lateral synergies across interrelated business units but of late these lateral relationships between businesses are often net negative rather than positive. It is also argued that most of these lateral synergies are present between independent businesses like GE. Values creations, Diversity, Leveraging resources across SBUs – Resource Stretching, are the strategic propositions that corporate parent boasts of bringing in to the overall organization. However, like in the case of Sears, Burns Philp, and most of the multi-business, there lie implicit and pervasive tendencies that contribute to unavoidable drag to the overall profitability and efficiency of the business by inherent excess diversification of the corporate parent. This leads to the widely accepted common belief of adding value not only through resource stretch but with ‘Resource Fit’ also, maintaining the idiosyncrasies of the individual SBUs in multi-business organization. Introduction: “Corporate Parenting is a philosophy that views a...
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...business manager for GE Canada, Raj Bhatt needs to figure out how to maximize the potential from the Canadian energy-efficiency opportunities. Energy-Efficiency, attractive industry and business opportunity? Yes, the energy-efficiency is a very attractive industry and business opportunity. As the growing interests from Canadian public and government, the size of the potential market has increased substantially to billions of dollars. Further, the technology and industry expertise have developed to more sophisticate stage as the market has grown to maturity with fewer competitors left. Therefore, the risk and prediction of overall business have decreased significantly. In addition, GE has the advantages of being an all-inclusive powerhouse for this project, since GE does not only have technical advantages in lighting and motors but also has its own financing department which could support the project’s financial needs. More importantly, GE is a well-known global brand with respected reputation in the industry. Lastly, GE does not face the similar level of competition in the energy-efficiency industry, as there are only 7 full-services ESCos that can cover all three businesses needs. Even those ESCos are often facing problems like accessing the capital, or creditability issues etc. GE management system, GE Canada, implications for the energy management business? The organizational structure of GE is a “direct connect” structure, which consists 6 core businesses (GE Commercial Finance...
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...and current operating results, and the economic, social, and political forces that affect it most. B.Present a brief SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). C.Discuss the factors it will need to predict, plan for, and adjust to in the future. INTRODUCTION GE is an American Multinational corporation established in 1892 by the amalgamation of Thomas Alva Edison’s Edison General Electric and Thomson-Houston Electric Company .GE at present operates at the same time in five varied business segment namely: Media (as NBC Universal in cable and film), Energy (e.g. oil and gas), Infrastructure (e.g. Aviation and Healthcare), Home and Business Solutions(Appliances platforms) and Finance ( as GE Capital commercial and consumer finance). GE now has businesses in about 160 countries and approx. 300,000 human resources worldwide. The company’s head office is situated at Connecticut, USA. General Electric is one of the world’s leading diversified business firm widely known for its high quality, advance and technical expertise, leadership, and brand name. Under Welch’s (CEO of the company) leadership, it has undergone enormous reorganization efforts (i.e. divestitures, acquisition, influential GE’s culture) – the support for its accomplishment today. As a international corporation GE has had a contentious history with view to air and water pollution late 1940s and had forever been a goal of condemnation...
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...GE Energy and Healthcare What are the business benefits of using Information Technology to build strategic costumer relationships for GE Energy and GE healthcare? What are the business benefits for their customers? Information Technology helps accomplishing organizational goals. Accessing of facilities has become easier and immediate access of information make it user friendly and helpful. The Operational costs are reduced due to the increased productivity and or efficiency and as a customer like to pay the lowest price possible for products and services this can be transferred down to them. This in turn helps the customers to have a high quality service given to them, increasing their trust in the business. Customer intimacy can also be improved by the decision making done by the feedback received by customers or the monitoring of the systems to improve a product or service. In GE Energy’s customers have a requirement for a consistent and high quality power to be provided, any down time puts the business at risk of huge opportunity cost, and GE remotely monitors and run diagnostics on the equipment. Other companies’ techs were on a planned schedule or using assumptions to provide their service. If a turbine failed than it was too late. The data collected is then manipulated to help make informed decisions on when to service parts and make replacements. What GE has done is have customer intimacy and dependency by the high quality of service provided, consumers now depend on...
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