...STRENGTHS Global recognition: General Electric has ventured into the world market thus gaining global recognition for its unique goods and services. In the year 2009, Forbes magazine ranked GE as the world's largest company. Hurbert (2007) notes that General Electric's brand is the world's most recognized brand. This kind of recognition has given it a competitive edge over other companies due to its ability to attract more customers. Global strength and competitiveness:The Company’s products have been recognized for their quality and the company is known for meeting customer-specific needs (General Electric, 2009). As a result, it has attracted numerous clients including corporations and government agencies and its competitive position is quite favorable. GE is the biggest lender in many of the countries where it invests with exception of the United States (Hurbert, 2007). Its power generation equipment generates a quarter of the world's electricity everyday. Excellent Management: GE utilizes a unique management style, whereby business operations are divided into business units. Each business unit plays a distinct role within the company and has its own independent management. Examples include GE Commercial Finance, GE Equipment Services, GE Energy, GE Insurance, and GE Consumer Finance among others. This kind of management style increases productivity due to the high level of accountability and efficiency that business unit managers are expected to maintain. Diversified...
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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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...Analysis of GE GE is a diversified services technology and manufacturing company with a commitment to achieving customer success and worldwide leadership in each of its businesses. GE operates in more than 100 countries and employs nearly 340, 000 people worldwide, including 197,000 in the United States. John F Welch has been the Chairman and CEO of GE since 1981. The Company traces its beginning to Thomas A. Edison, who established Edison Electric Light Company in 1878. In 1892, a merger of Edison General Electric Company and Thompson-Houston Electric Company created General Electric Company. GE is the only company listed in the Dow Jones Industrial Index today that was also included in the original index in 1896. GE has received numerous awards from different financial magazines: Global Most Admired Company – Fortune (1998, 1999, 2000) World’s Most Respected Company – Financial Times (1998,1999) America’s Greatest Wealth Creator – Fortune (1998,1999) e-Business of the Year – InternetWeek (2000) GE is the world’s biggest company, according to market capitalization. The Company achieves an increase of 20% in both profits and revenues year after year. GE manages to accomplish this through increased efficiency, global dominance, and exploring new opportunities. Policies to Maintain Competitive Strategy GE’s business-to-business e-commerce venture GE Global Exchange Services According to the Website, it manages “the world’s largest electronic...
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...CASE ANALYSIS OF GE COMPANY NAY LIN 4MBA-41 History , development and growth of GE Company GE is a multinational conglomeration organization that originated in the United States. It is incorporated in New York and the headquarters are based in Fairfield, Connecticut. The company operates in several areas including Energy, Technology Infrastructure, Capital Finance and products in the Consumer and Industrial category. The company was created by Thomas Edison, the inventor of the light bulb. The company is often considered the most successful conglomerate in the world. The basis for this is that it reached its conglomerate status before this became a common practice for companies. Since its inception, the company has continued to grow, expand and innovate in a variety of industries and fields including things that range from electric fans to airplanes. The company was ranked the 26th largest company and the 14th most profitable one in America in 2011. This was based on gross revenue but another list ranked the company 4th among the Forbes Global 2000 by considering more detailed metrics. It has also been listed as the 7th best company for leaders and 15th most admired company by Fortune in 2011/2012, number 5 for best global brand by Interbrand, and by Fast Company as the 19th most innovative company. Vision: 'We bring good things to life'. Mission: General Electric Mission Statement from their Core Values: "Passionate, Curious, Resourceful, Accountable, Teamwork...
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...Electric Analysis MG 495 Park University A. Money F. Thomas Analysis of the General Electric Company INTRODUCTION The General Electric Company (GE) is ranked among Fortune 500 as the 6th largest firm in the U.S. by gross profit as well as the 14th most profitable, #7 for executives, #5 best global brand, #82 green companies, #13 most respected companies and #19 most innovated firms. GE divisions include GE Capital, GE Energy, GE Technology Infrastructure and GE Home and Business Solutions. Through these divisions, GE is able to participate in a wide variety of markets, from industrial to lending and insurance. It sells a variety of products like lighting, industrial automation, medical imaging, motors, railway locomotives, jet engines and transmission/distribution of electricity. The company is headquartered in Fairfield, Connecticut and incorporated in Schenectady, New York. It employed 301,000 (131,000 in the U.S.) people as of December 2011. (http://www.ge.com/ar2011/pdf/GE-20120224-10K-20111231.pdf) The company recorded revenues of $142.24 billion during the financial year ended December 2011 (FY2011) this is a 4.58% decrease from FY2010. The decrease in net sales for FY2011 reflects the impact of the current economy here in the U.S. The operating profit of the company was $14.07 billion in FY2011, an increase of 8.9% over 2010. The net profit was $1.45 billion in FY2011. (http://www.marketwatch.com/investing/stock/ge/financials) ...
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...Managerial Analysis General Electric Company (GE) . Principles of Management (MGT 1120) Name: Caleb M Bruce Date:11/30/2015 Company Background 1. General Electric Company (GE) international headquarters is located in Fairfield, Connecticut 06828 at 3135 Easton Turnpike. Being among the largest multinational corporations, it conducts business internationally in Angola, Australia, Brazil, Canada, China, Indonesia, Korea, and the United States of America as well as in six of the seven continents and in over 170 countries worldwide. 2. General Electric Company offers many products and services. GE provides financing to and for other growing organizations. This organization is key to the infrastructure of the global economy by providing billions of dollars to funding of other organizations. This organization also builds and produces appliances such as clothes washers, and dryers, dish washers, refrigerators and much more on an everyday consumer level to a corporate consumer level. They also are a big influence in lighting from how the electricity is transferred, to the bulb itself. They also produce power systems so large or home facilities can operate. Mainly with electric providing power generator support. Ge makes extensions into their aviation and automotive fields by building engines for the forms of transportation. 3. One of the original founders of GE is Thomas Edison in the year 1890. Entrepreneur Thomas Edison brought multiple of his companies together...
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...Peter Demerjian 02/24/2013 ACT 563 Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations...
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...Dion Giannoukos Monica 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...
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...Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations and budgets.” (2)...
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...Study Case from Modern Banking by Shelagh Heffernan - Kidder Peabody Group – ‘‘But Leo’’, said Alan Horrvich, a third-year financial analyst at General Electric Capital Corporation (GECC) in September 1987: ‘‘I don’t know anything about investment banking. If I walk in there with a lot of amateurish ideas for what he ought to do with Kidder, Cathart will rip me apart. OK, you’re the boss, but why me?’’ ‘‘Look Alan’’, replied Mr Leo Halaran, Senior Vice-President, Finance of GECC: ‘‘we’ve got ten thousand things going on here right now and Cathart calls up and says, very politely, that he wants somebody very bright to work with him on a strategic review of Kidder Peabody. You’re bright, you spent a semester in the specialised finance MBA programme at City University Business School in London, you earned that fancy MBA from New York University down there in Wall Street, and you are available right now, so you’re our man. Relax, Si isn’t all that tough. If you make it through the first few weeks without getting sent back, you’ve got a friend for life. . .’’, he ended with a grin. ‘‘Me.’’ Mr Silas S. Cathart, 61, had retired as Chairman and CEO of Illinois Tool Works in 1986. He had been a director of the General Electric Company for many years and was much admired as a first-rate, tough though diplomatic results-oriented man- ager. After the resignation of Mr Ralph DeNunzio as Chairman and CEO of Kidder Peabody following the management shake-up...
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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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... Indian CA Languages: English, Hindi, Gujarati USA 92301 Date of Birth: September 25th 1983 Mobile: 0413232560 OBJECTIVE: Seeking a mutually rewarding position in accountancy & finance, which will utilise my skills and ability and provide a room for personal growth. SUMMARY: Ability to pay attention to the details. Strong organisational methods. Well developed interpersonal skills. Effective as a team member and comfortable in leading one. Self motivated and determine. EMPLOYMENT AJ GROCERY ( Australia) Working as part time, doing customer service sell of the goods to the customer taking cash. GE CAPITAL (CUSTOMER SERVICE) (CARDS UNDERWRITING) – U.K March 2007 – February 2008 GE capital bank/ GE Money, as card underwriter associate. My main responsibilities are checking customers credit history, taking decision about credit limit. Also I got authority to accept or decline application. My team leader name was Linda Brook My main duty was to handle the call of the high street store and check the credit history of the customer and issue them the store card or the master card if there credit rating are fine. Halifax plc (HBOS)(May 2006 –May 2007) Administrator – U.K I was appointed as administrator where I have to do Scaning and sorting the documents and also working with other departments like data enty, microfilming as a part of the administration work. Orange (September 2004...
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...future? The firm’s strategy for future is to divest consumer-facing assets because of the volatile and highly competitive nature of the consumer facing business, and acquire and boost commercial- facing assets. 3. How does General Electric intend to grow? Does if grow through acquisitions? Yes, the firm grows through acquisitions. Its much-awaited “Alstom” acquisition is set to close halfway through the campaign. The firm’s strategic growth model focuses on building global relationships with sponsors, vendors, Original Equipment Manufacturers (OEM’s), and global mid-market corps. Expanding product franchising is also another key aspect of their model. The firm expects a growth in its EPS in both 2015 and 2016 even as it repositions GE capital and expects gains to equal restructuring. 4. What is General Electric’s competitive environment? Who are its main competitors? The worldwide competition in aircraft jet engines and MRO (including parts sales) is intense. Both U.S. and export markets are important. Product development cycles are long...
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...rightfully forced some changes in the deal structure. To win the approval from the French government, GE’s newest proposition involved setting up joint ventures in renewable energy, electricity grid equipment and nuclear power. In fact, the value of the stakes Alstom will own in the three joint ventures is estimated to be about €2.6bn which means that the net cash cost of the deal for GE is about €9.7bn. Moreover, the US and European regulators required the sell-off of part of the GE’s turbine business to the Italian Ansaldo Energia in order to keep the market competitive. Before GE got the “green light” from Paris, there was lot of competition between GE and the joint offer of Siemens and Mitsubishi Heavy Industries for the acquisition of Alstom, even though the board of Alstom favoured GE’s clear and simple offer. Moreover, GE promised to add about 1000 new jobs in France, where it has had large existing operations for decades. On the other hand, the government liked the fact that Mitsubishi-Siemens offer was based on forming a partnership and was not going to be a takeover. Finally, when GE modified its proposal, it won the war. About General Electric General Electric, headquartered in Fairfield, Connecticut (US), is a multinational leading corporation with a highly diversified business. General Electric is a key player in the...
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...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 of its revenues from international sales, up from 20 percent in 1985. Welch’s GE, however was still very much an American company doing business abroad. Under the leadership of his successor, Jeffrey Immelt, GE seems to be intent on becoming a true global company. For one thing, international revenues continue...
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