...Team Case Report General Electric Medical Systems, 2002 University of Central Oklahoma BADM 5305 April 15, 2013 by Anthony Acquah Cody Buchholz Cary Cundiff Russ McNellis INTRODUCTION In 2002, General Electric Medical Systems Division (GEMS), was adjusting to new leadership and faced many challenges and opportunities. The company has positioned itself as an industry leader competing in an extremely dynamic, global market. Healthcare is a worldwide industry with many challenges due to the wide variations of service across national boundaries. The products and services offered are extremely specialized with customers including hospitals and clinics. The customer needs are specific to the design of the healthcare coverage within their country. Many of the industry trends require advances in the services GEMS provides. As we evaluated this case, we agreed that the most interesting aspect of the analysis involved the globalization and competitiveness of the healthcare industry and the opportunities for GEMS as an established, industry leader. The case illustrates the importance of formulating a global strategy and properly evaluating the theory of comparative economic advantage to maximize the efficiency of production and manufacturing. EXTERNAL ANALYSIS Five Forces Analysis Threat of New Entrants (Weak) With regards to the medical systems industry (MSI), the threat of new entrants is weak. Capital requirements to enter into and produce medical equipment or systems...
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...Professional Development Plan HRM/326 Professional Development Plan Introduction General Electric has always been a pioneer in technological advancements. In order to succeed in business and be successful GE periodically performs a Need Analysis on areas the company has earmarked for improvement. A Team Concept has been adopted as the most efficient means of exchanging ideas and implementing change. It helps employees develop an understanding of buy in and also allows each to feel important. Inspiring motivation at every level of the company creates an environment of diversity and equal treatment. Leadership, mentorship, and training programs help develop the tools necessary for achieving company goals and tasks. Team B will discuss the methods of analysis used and the learning process required. A evaluation criteria will be used to determine the outcomes. Need Analysis General Electric need analysis provided a more detailed examination in determining if the current training is achieving the business objectives, identify the areas requiring training, and determine whether or not GE employees have the knowledge, skills, and ability to support the business strategy and competitive advantage. General Electric employees are measured by what they can accomplish and how he or she leads to meet individual development and the objectives of the business. General Electric offers a range of learning platforms and training courses to its employees. Among these courses...
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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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...Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Australian National University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes...
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...Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Australian National University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems...
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...General Electric Final Marketing Plan Tawanda Zackery-Graham, Cassandra Jenkins, Paige McLester, Felishia Phillips, Chalese Sydnor MKT421 April 12, 2012 C. Jeanine Fulton General Electric Final Marketing Plan In today’s business community, the complexity of inventing new products and services is vital to expanding a company’s brand. Organizations are challenged with anticipating consumer’s needs and wants during the concept phase of creating the next company innovation. Products and services are the foundation of an organization existence. Incorporating new merchandise in a competitive marketplace and making it an exceptional product is always a challenge for any business. General Electric throughout history has embraced the challenge of creativity, innovation and meeting the needs of the consumer. This final marketing plan will describe General Electric’s new GE Space Saver Model 2012 marketing plan to create and bring to market a modern refrigerator that will save consumers time, money, space, and energy. This final marketing plan will provide an overview of the appropriate place and promotion strategy used to develop General Electric’s GE Space Saver. This market plan will summarize the promotion schedule and advertising plan, identify public relations opportunity for the GE Space Saver, analyze the effects of channel management decisions on marketing, select the appropriate distribution channel, address cost for placement, shipping, and middlemen...
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...General Electric: Branding in Business to Business Teaching Notes Summary This case focuses on the marketing and advertising efforts that have been done by General Electric throughout the years to build a corporate brand and establish a personal brand identity. Immelt- General Electric ninth CEO- has to decide on the direction of General Electric within the coming years. Immelt who has officially held the position of General Electric’s CEO few days before September 11, 2001 has been faced with a lot of challenges since day one. These challenges are mainly a struggling economy, rising fuel costs and global warming. The main issue at the current time is what other extensions or modifications to General Electric’s brand strategy could be done in order to maintain its position within the global market. Class discussion can revolve around the following questions that students should consider before class: 1. Discuss the importance of B2B marketing and a strong B2B brand. How does it differ from consumer marketing? 2. Did Jeff Immelt and Beth Comstock do the right thing by dropping “We Bring Good Things to Life” for “Imagination at Work”? Why or why not? 3. Has “Imagination at Work”, “Ecomagination”, and “Healthcare Re-Imagined” changed GE’s brand? If so, how? Is it a good change or not? 4. Can Immelt transform GE’s approach of innovation (risky, unknown areas like fuel cells, solar energy, hydrogen storage, and nanotechnology) versus past strategies of improvements...
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...environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The content of this paper will describe the components of a strategic management process and indicate why strategic management is needed in a company, furthermore, a description of how General Electric (GE) uses strategic management process in their company. Components of a Strategic Management Process The first component is environmental scanning, which is basically gathering information from external and internal environments to key people within the corporation. Its purpose is to identify strategic factors that will establish the future of a corporation. An easy way of predicting the future of a corporation is through a SWOT Analysis. SWOT is used to describe the strengths, weaknesses, opportunities, and threats for a specific company. The external environment consists of opportunities and threats (Wheelen & Hunger, 2008, p. 11). These variables happen outside the organization, which management has no control over. For instance, one company does not have the right to prevent another company of marketing the same product or service. Company A must strive to become better than other competitors. On the other hand, the internal environment consists of strengths and weaknesses—these variables measure the structure, cultures, and resources within an organization. It also can be used to gain a competitive advantage. Strategy Formulation Strategy formulation is the second...
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...General Electric April 1, 2005 Benjamin Stokes: April Harris: Chase Kochwelp: Will Whitsitt: unclebenny223@yahoo.com Krzape@hotmail.com fijick@hotmail.com William.G.Whitsitt@ttu.edu -2- TABLE OF CONTENTS Executive Summary.................................................. 4 Business & Industry Analysis................................... 6 Industry Overview ........................................................ 6 Five Forces Model.......................................................... 8 Industry Analysis ..........................................................14 Key Success Factor………………...................................... 15 Accounting Analysis ................................................ 19 Accounting Analysis Steps .........................................…..19 Screening Ratios ........................................................ .28 Ratio Analysis & Forecast Financials....................….31 Financial Ratio Analysis.........................................…..... 31 Cross Sectional (Benchmark) Analysis ................……..... 32 Financial Statement Forecasting Methodology……....….... 51 Valuations Analysis..................................................52 Method of Comparables............................................... 53 Calculation of WAAC and Cost of Equity……………………….56 Altman’s Z-score……………………………………………………….57 Discounted Dividends.............…………………………………. 58 Abnormal Growth Earnings......................................... 59 Discounted...
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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 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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...Entrepreneurial School of Thought This school sees strategy formation as a visionary process and is fell under the descriptive school of strategic management. The chief architect of the strategy is the CEO of a company. This school took formal leadership seriously and CEO is responsible for strategy formulation. It stressed on mental state and processes such as instinctive knowledge, belief, wisdom, experience and insight of a single leader. The leader should be visionary in formulating strategy. The entrepreneurial school promotes strategy as a process which has a clear image and sense of direction which can be termed as a vision. Entrepreneurial strategy often occurs in startup companies and organizations in trouble and needing a turnaround. For any organization to sustain success it must engage in some form of entrepreneurial activity in order to effectively compete in the marketplace and continue to increase stakeholder value. In this school the organization becomes responsive to only one person, the CEO and vision is the central concept of this school. Vision is the mental representation of a leader and it outlines what the organization wants to be or how it wants the world in which it operates to be. It is a long term view and concentrates on the future. It can be emotive and source of inspiration. It serves as a guiding idea and often tends to be a kind of image than a fully clear plan. Visions are often flexible so that the leaders can change them as they like. Visionary...
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...Product Launch Plan MKT 571 February 25, 2013 Meraj Khan Product Launch Plan General Electric (GE) is building the world by providing capital, expertise, and infrastructure for a global economy (G.E., 2013). The corporation is preparing for the launch of the Smart Helmet in Japan and Hong Kong markets, respectively. The Smart Helmet offers improved safety and modern technological capabilities through Bluetooth synchronization and Global Positioning System (GPS) with a heads-up visor display. This paper considers components of the product launch plan for Japan’s domestic market and Hong Kong’s international market. The plan includes a description of the product and positioning, targeting, market needs and growth, SWOTT analysis, the competition, objectives and strategy, pricing and financial information, communication plan, distribution strategy, and market research for the plan. GE anticipates the detailed plan will result in a successful product launch. Product Description The Smart Helmet is designed primarily as a protective covering for the head of any cyclist who desires a full-face helmet. As a product of innovative thought, the Smart Helmet increases safety and convenience by offering a standard voice-activated global positioning system and Bluetooth synchronization with a heads-up projection at forward sky-level. Such features allow the rider to enjoy an uninterrupted journey with music, verbal companionship, and navigation without taking his or her eyes off...
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...Product Launch Plan General Electric (GE) is building the world by providing capital, expertise, and infrastructure for a global economy (G.E., 2013). The corporation is preparing for the launch of the Smart Helmet in Japan and Hong Kong markets, respectively. The Smart Helmet offers improved safety and modern technological capabilities through Bluetooth synchronization and Global Positioning System (GPS) with a heads-up visor display. This paper considers components of the product launch plan for Japan’s domestic market and Hong Kong’s international market. The plan includes a description of the product and positioning, targeting, market needs and growth, SWOTT analysis, the competition, objectives and strategy, pricing and financial information, communication plan, distribution strategy, and market research for the plan. GE anticipates the detailed plan will result in a successful product launch. Product Description The Smart Helmet is designed primarily as a protective covering for the head of any cyclist who desires a full-face helmet. As a product of innovative thought, the Smart Helmet increases safety and convenience by offering a standard voice-activated global positioning system and Bluetooth synchronization with a heads-up projection at forward sky-level. Such features allow the rider to enjoy an uninterrupted journey with music, verbal companionship, and navigation without taking his or her eyes off the road. GE’s new product is differentiated from competitors...
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...External Environment of The Automobile Industry Table of Contents External Environment of the Automobile Industry Sub Group A , , Introduction- * Purpose of the analysis Overview * Industry Description * History of the industry General Environment Dimensions- * PESTEL Specific External Environment Dimensions- * Porter’s 5 Forces Competitive Environment Analysis- * Industry Characteristics * Strategic Maps Competitor Analysis- Conclusion and Summary- Bibliography and References I Introduction: Purpose of analysis Overview/outline of written report This report will begin with the automotive industry description, followed by the history from the 19th century to the 20th century. Next, the general environment with specialized attention to the external environment through PESTEL (political, economic, social, technological, environment and legal). The analysis will continue the use of Porter’s five forces which will explain the automotive industry in its current state. Competitive environment analysis will describe the industry characteristics, industry structure and the anticipated shifts that are occurring in the automotive industry. Next, the competitor analysis will look at a group of selected competitors, indicating the strengths and weakness of the companies, pin pointing the weakest firm in the industry. The conclusion this will be a summarization of the opportunity and threats...
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