...General Electric Case Study Company Overview Bryan Sitka SUNY Empire General Electric Case Study Company Overview According to their website, General Electric, also known as GE, is a multinational corporation who traces its beginnings to Thomas Edison who in 1878, created Edison Electric Light Company. In 1892, Edison Electric Light and Thomas-Houston Electric Company merged and created General Electric Company. GE is headquartered in Fairfield, Connecticut, but has operations all over the globe in more than 170 countries. As of December 2013, GE employed 307,000 people worldwide. In 1900, General Electric created the first voice radio broadcast, changing the face of the speed of information sharing. Furthermore, the company is also credited with the creation of such things as the first electric toaster, as well as the first electric range oven. Needless to say, General Electric has been a pioneer in technological advancements that have reached nearly every corner of the world. According to the GE website, General Electric has moved into different industries in an attempt to broaden their overall reach and company profile. GE does business not only in the electric and lighting industry but also in aviation, Capital, Energy Management, Healthcare, Oil & Gas, Power & Water, and even transportation (General Electric Corp., 2015). General Electric has been a household name for generations, with light bulbs, electric fans, refrigerators and other appliances...
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...Working Paper Disruptive Innovation in Emerging Markets: Strategies Used in India and China Ruan Y., Hang C.C., Subramanian A.M. No. 01/12 Division of Engineering & Technology Management (D-ETM) Institute of Engineering Leadership (IEL) Faculty of Engineering 1 Disruptive Innovation in Emerging Markets: Strategies Used in India and China Ruan Y., Hang C.C., Annapoornima M.S. Abstract The appropriate type of innovation which can meet the needs of the mass population in the bottom of pyramid (BOP) has not been studied much in the literature. Based on the theory of disruptive innovation, we offer 11 cases from India and China – the two biggest emerging markets to show that disruptive innovation could be an appropriate, feasible, and powerful innovation force to the companies and the economies involved. We also examined the R&D strategies used in these cases based on the framework proposed by Yu & Hang (2011) and found that 3 out of the 4 strategies commonly used in the cases from developed markets were also applied in the cases from emerging markets. In addition, we have identified 3 unique strategies which emerged from the cases from India and China, namely frugal engineering, modularization, and drastic manufacturing cost reduction. Based on the frequency of the usage of these strategies, we drew practical implications for local companies and multinational companies. Our study also provides critical insights to policy makers in emerging...
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...General Electric General Electric Company | | Type | Public | Traded as | NYSE: GE [1]Dow Jones Industrial Average Component S&P 500 Component | Industry | Conglomerate | Founded | Schenectady, New York, U.S. (1892) | Founder(s) | Thomas Edison, Elihu Thomson, Charles Coffin, Edwin Houston | Headquarters | Fairfield, Connecticut, [2]U.S. | Area served | Worldwide | Key people | Jeffrey Immelt (Chairman & CEO) | Products | Appliances, aviation, consumer electronics, electrical distribution, electric motors, energy, entertainment, finance, gas, healthcare, lighting, locomotives, oil, software, water, weapons, wind turbines | Revenue | US$ 147.359 billion [3] (2012) | Operating income | US$ 17.406 billion [3] (2012) | Net income | US$ 13.641 billion [3] (2012) | Total assets | US$ 685.300 billion [3] (2012) | Total equity | US$ 123.000 billion [3] (2012) | Employees | 301,000 [3](2012) | Subsidiaries | GE Capital, GE Energy,GE Home & Business Solutions, GE Technology Infrastructure, GE Aviation NBCUniversal [4](49%) | Website | GE.com [5] | General Electric Company, or GE (NYSE: GE [1]), is an American multinational conglomerate corporation incorporated in Schenectady, New York and headquartered in Fairfield, Connecticut, United States.[2][6] The company operates through four segments: Energy...
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...Executive Summary “GE works on things that matter. The best people and the best technologies take on the toughest challenges. Finding solutions in energy, health, home, transportation, and finance. Building, powering, moving and curing the world. Not just imagining. Doing. GE Works.” (GE’s company statement)[i] This report will analyze GE’s management of its operations by first listing the various products and services within their operational infrastructure and by breaking down GE’s competitive environment. It will then describe GE’s operational processes. The operational management analysis includes research into product/process designs, outsourcing, quality management, and the role of employees. The impact of GE’s Operations Management Leadership program will also be discussed. This report will conclude with how the management of these processes contributes to the firm’s overall strategy. With its beginnings tracing back to Thomas Edison, General Electric (GE) was founded in 1892. It is the only company that was listed in the Dow Jones Industrial Index both in the late 1800’s and now. At the end of 2011, GE was #6 on the list of Fortune 100 companies with over $125 million in annual revenues. Headquartered in Fairfield, Connecticut and operating in over 100 countries, GE employs close to 300,000 people worldwide. While many other companies were struggling to keep up during the most recent recession, GE brought in net earnings...
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...Response row, write out the problem/opportunity statements for the scenario for each of the team members. | Response to Task A: Remington Peckinpaw Davis will become an industry leader and profitable online trader by aligning project management strategies with organizational goals to provide customers with a highly efficient online trading system. Remington Peckinpaw has several different projects going on simultaneously in addition the internet and real estate investments are proving to have increasing profits. The increasing business has also attracted newer tech-savvy competitors with a host of new tools that has driven RPM management into confusion on how to manage projects to help compete against the new competition. | | Generic Benchmarking—The purpose of generic benchmarking is to identify potential solutions to the problem statements defined in Task A. You will do this by looking at how companies in other industries have dealt with similar issues. | Topic A: Data Reliability | General Electric is a company that operates in many facets. “GE is an advanced technology, services and finance company taking on the world’s toughest challenges. Dedicated to innovation in energy, health, transportation and infrastructure, GE operates in more than 100 countries and employs about 300,000 people world-wide” (General Electric Company, 2011, p. 1). Because the company focuses its time and resources in various areas, data reliability in project management is imperative...
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...Dissertation REPORT ON IMAGINATION AT WORK For PARTIAL FULFILLMENT FOR THE AWARD OF THE DIPLOMA OF POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM) SUBMITTED TO SUBMITTED BY Prof. (Dr.) Neeran Gautam Director, UIMS Mr. Amit Sinha Enrollment No. UIMS-PGDM-10-005 Batch: 2010-2012 [Type text] [Type text] PREFACE As a part of my syllabus of PGDM programme in Final year, I was assigned some Practical and theoretical project work. Study of management will be immaterial if it is not coupled with study of financial aspect of the business. It gives the student an opportunity to learn the connection between comparison & execution to test & verify application of theories & help in the comparison of management theories and practice. The study gives a chance to know about the profitability and financial position of the firm. I have chosen General Electrics which is a $14.2 Billion Global company in Information Technology Services, R&D Services, and Business Process Outsourcing. This report contains the analysis of the 8 years data of the company. In the Scenario Analysis of the company we have included the company’s industrial GDP, its Market Share, Market Capitalization, Market Growth, HR policy etc. some other reason of choosing this segment are; Highly versatile & innovation oriented sector Large number of employees are working Highly challenging job opportunities High growth opportunities Work on international project Platform to show the difference dimension...
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...An Analysis of Opportunities in the Wind Power Value Chain EA I Energy Alternatives India Foreword These are exciting times for Indian renewable energy, and especially so for solar and wind energy. Investments in renewable energy industry in India have increased from a meager $94.58 million in 2001 to $3.7 billion in 2008, and about $7.2 billion by 2009 - at a CAGR of 72%. A significant part of these investments were in wind energy. For the past few years China has been doubling its cumulative wind energy installed capacity, and by end of 2009, the country had a cumulative installed capacity of 25.1 GW, from 12.1 GW for end-2008 - over 100% growth! During the same year, India added a modest 1.27 GW, raising its total installed capacity from 9.65 GW to 10.92 GW. The comparative data for India and China show the potential the Indian wind energy sector has. With the government of India keen on promoting renewables with attractive incentives, the wind energy sector is expected to created thousands of jobs and a number of business opportunities for the private sector. EAI is glad to be part of the The Renewable Energy Chennai 2010 Conference which has a focus on the exciting wind energy sector. We hope that this white paper on the opportunities present in the wind energy sector will assist entrepreneurs and businesses in their efforts at exploring this sector. EAI thanks Exhibitions India/Comnet Conferences for providing the opportunity to present this white paper as...
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...CHAPTER LEARNING OBJECTIVES In this chapter, we will address the following questions: 1. What is the business market, and how does it differ from the consumer market? 2. What buying situations do organizational buyers face? 3. Who participates in the business-to-business buying process? 4. How do business buyers make their decisions? 5. How can companies build strong relationships with business customers? 6. How do institutional buyers and government agencies do their buying? CHAPTER SUMMARY 1. Organizational buying is the decision-making process by which formal organizations establish the need for purchased products and services, then identify, evaluate, and choose among alternative brands and suppliers. The business market consists of all the organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to others. 2. Compared to consumer markets, business markets generally have fewer and larger buyers, a closer customer supplier relationship, and more geographically concentrated buyers. Demand in the business market is derived from demand in the consumer market and fluctuates with the business cycle. Nonetheless, the total demand for many business goods and services is quite price inelastic. Business marketers need to be aware of the role of professional purchasers and their influencers, the need for multiple sales calls, and the importance of direct purchasing, reciprocity, and leasing. 3. The buying...
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...The Eleventh IAU General Conference 22-25 August 2000 International Convention Centre Durban, South Africa Conference Bibliography Bibliographie de la Conférence I. Selected Bibliographie Bibliographie sélective II. Higher Education Publishing Organisations Organismes publiant sur l’enseignement supérieur IAU/UNESCO Information Centre on Higher Education Bibliographic Database on Higher Education HEDBIB HEDBIB 1 IAU Ge Bibliographic Database on Higher Education HEDBIB The International Bibliographic Database on Higher Education (HEDBIB) is an integrated database including over 25.000 references, from 1988 onward, on higher education systems, administration, planning and policy,costs and finances, evaluation of higher education, issues related to staff and students, cooperation, mobility and equivalences of degrees, curricula, teaching methods and learning processes. It is available in the UNESCO CD-ROM “UNESCO DATABASES” (current ed: 1999). List of Participants in the HEDBIB database International Association of Universities (IAU) IAU/UNESCO Information Centre on Higher Education Coordinating Agency and Bibliographical Reference Service Elzbieta Karwat - Head Librarian Unesco House, 1, rue Miollis, 75732 Paris cedex 15, France karwat.iau@unesco.org http://www.unesco.org/iau ERIC Clearinghouse on Higher Education (ERIC) 1100 West Street, Second Floor, Laurel, Maryland 20707-3598, USA http://www.gwu.edu/~eriche UNESCO Headquarters...
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...Executive summary Suzlon, the Indian-owned Wind Energy company, has made its mark in the Indian and Global Wind Energy markets since its inception in 1995. By 2011, the company was the Asian market leader, having completed projects across 32 countries around the globe. Tulsi Tanti, originally a textile manufacturer founded Suzlon in 1995 to meet the energy demands of his family business textile operations. In those days, India was marred by expensive and unpredictable power grids which lead to rising power costs and frequent electricity outages. In 1994, the Government of India announced incentives for those investing in Wind power. As a part of the scheme the Ministry of non-conventional Energy resources offered capital subsidies and waivers from excise, income and import taxes for renewable energy projects. Tanti saw a promising opportunity and raised $0.6 million for his new wind energy venture. He began by securing selling rights from “SudWind”, the German turbine manufacturer, in India for their turbines. However, in an unexpected turn of events the German company went bankrupt. Determined not to lose this opportunity, Mr Tanti purchased the Worldwide rights to sell SudWind turbines – hiring the manufacturer’s R&D centre in Germany. Their first project was a ten turbines wind farm for India Power Corporation Limited(IPCL), a petrochemicals company. Suzlon’s successful completion of the project in a record three months helped it build its name. Soon, other projects...
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...In Brief: Clean Energy Markets: Jobs and Opportunities April 2010 Update [Type text] In Brief: Clean Energy Markets: Jobs and Opportunities Executive Summary This brief discusses how investment in clean energy technologies will generate economic growth and create new jobs in the United States and around the globe. The United States stands to benefit from the expansion of global clean energy markets, but only if it moves quickly to support domestic demand for and production of clean energy technologies through well-designed policy that enhances the competitiveness of U.S. firms. Clean energy markets are already substantial in scope and growing fast. Between 2004 and 2007, global investments in renewable energy more than doubled. Forecasts of investment totals over the next few decades vary according to assumptions made regarding the nature of future global climate agreements. Annual investments in global renewable energy markets could reach $106-$230 billion a year in 2020 and as much as $424 billion a year in 2030 (in year 2000 dollars). Over the next decade, assuming strong global action on climate change, cumulative global investment totals for clean power generation technologies could reach nearly $2.2 trillion. Recognizing the potential of these markets, China, Europe, and other nations are moving to cultivate their own clean energy industries and position them to gain large market shares in the decades ahead. In 2009, China invested more money in clean energy...
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...July-December, 2013 Business Perspectives and Research Reverse Innovation: A Gift from Developing Economy to Developed Economy Ritu Sinha 1 Abstract In the era of globalization, emerging market economies are surfacing into centers of innovation. These innovations associate with low-cost products like healthcare devices, wind power, micro finance, electric cars and many more. The success of these frugal innovated products enable developed countries to adopt well. Hence, reverse innovation refers to those innovations which are adopted by developing countries first and then by developed countries. These innovative products are a result of cutting edge technology, common sense and ingenious use of local commodities with the price range that is affordable to a huge mass of consumers like Tata's one lakh ($ 1677) car Nano, Nokia's sturdy mobile phones, the Chottu Cool' refrigerator and many more. These products might be conceptualized for the customers at the bottom of the pyramid still not limited by scaled down versions meant for the lower end. This paper is an attempt to evaluate how reverse innovations are possible in emerging markets and how it can unlock business opportunities at a global scale. Keywords Emerging market, frugal, innovation, product reverse, technology 1. Introduction In today's changing and competitive environment, innovation is must for the survival of any kind of business in the marketplace. The primary objective of any business firm is to understand...
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...CHAPTER 6 Leadership Ethics and Social Responsibility The purpose of this chapter is to examine important issues about leadership ethics and social responsibility. The focus is on leaders rather than on a general treatment of business ethics, and includes a summary of the theory of ethics. Skill building is also incorporated into this chapter. CHAPTER OUTLINE AND LECTURE NOTES Being ethical and socially responsible is part of being an effective leader even if many financially successful executives are unethical and socially irresponsible. I. PRINCIPLES OF ETHICAL AND MORAL LEADERSHIP Ethics is the study of moral obligations, or separating right from wrong. Also, ethics are the accepted guidelines of behavior for groups or institutions. Morals are an individual’s determination of what is right or wrong and is influenced by his or her values. A moral leader will practice good ethics. Edwin H. Locke argues that ethics is at the center of leadership because the goal of a rational leader is to merge the interests of all parties so that everyone benefits and the organization prospers. A. Five Ethical Leadership Behaviors 1. Be Honest and Trustworthy and Have Integrity in Dealing with Others. Trustworthiness contributes to leadership effectiveness. It appears, however, that trust in business leaders is low. Integrity refers to loyalty to rational principles, thereby practicing what one preaches regardless of emotional or social pressure. (A criminal...
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...FT SPECIAL REPORT New Trade Routes Brazil Wednesday December 3 2014 www.ft.com/reports | @ftreports Struggling with the transition The end of the commodity supercycle is bringing challenges, reports Joe Leahy Inside Mercosur fails to open doors The country’s approach to trade policy could see it left behind Page 2 E arly in October, an event took place that showed that foreign investor interest in Brazil remains resilient, even as the economy has slowed in recent years. BMW, the German carmaker, opened its factory in the southern state of Santa Catarina to begin producing its Series 3 sedan in an investment that is projected to cost R$600m ($240m) and generate 1,300 jobs. “Whether or not to export will depend on the economy and the speed with which we manage to nationalise production of our cars,” Arturo Piñeiro, president of the carmaker in Brazil, said at the opening ceremony. BMW is not the only company investing in an economy that is undergoing a deep shift in trade flows with the end of the commodity supercycle and the slowdown in China. In the 10 months to the end of October, Brazil attracted $52bn of foreign direct investment inflows, putting it on track to reach about $60bn by the end of 2014, roughly in line with previous years. “This will be another positive year,” says Alexandre Petry, executive manager of investments at Apex-Brasil, the export promotion agency of Brazil. “The principal driver for investors is our market: 200m people with a lower...
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...[pic] [pic] SM Term Paper Rizwana Ali Roll No.32 Table of Contents Vision 4 Philosophy 4 Mission 4 Suzlon Positioning 5 Organization Structure of Suzlon Group 6 Organizational Structure 7 Business Strategy 9 Porter’s Five Competitive Forces 11 SWOT Analysis 21 Strengths 21 Weaknesses 22 Opportunities 23 Threats 24 Tows Matrix 26 Suzlon’s low cost strategy 27 Competitive Strengths 30 Product-Market Characteristics 34 End To End Solutions Models 35 Corporate Social Responsibility 37 Summary and Recommendation 39 Conclusions: 40 About the Company Suzlon Energy is a global wind power company based in India. Suzlon is a market leader in Renewable Energy Resources segment in India. It specializes in providing total solutions in Wind Power Generation with cohesive integration of consultancy, design, manufacturing, installation, operation and maintenance services. Currently, Suzlon is ranked as fifth leading wind turbine manufacturer in the world in terms of cumulative installed capacity, at the end of 2011. Suzlon delivers end-to-end wind power solutions from assembly, installation to commissioning. The company manufactures blades, generators, panels, and towers in-house and state-of-the-art large or offshore turbines through its subsidiary REpower. The company is integrated downstream and delivers turnkey projects through its project management and installation consultancy, and operations & maintenance services. Suzlon is a multinational company...
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