...The Pricing and Retail Strategy of General Motors One of the main goals of General Motors (GM) is to establish sustainability in the market place by creating long-term value. This approach is executed at every level of the company. Sustainability is a value proposition that takes into consideration environmental, social, and economic opportunities and supports the long-term success of the company. Value is created through top-line growth opportunities, bottom-line improvements, and risk mitigation. At this point, the response of the customers will determine the amount of value created. Strategy The sustainability strategy of GM aims to create long-term stakeholder value; align corporate policies, positions, and sustainability initiatives; focus efforts on areas of significant impact; and to be executed within every function by every employee. The strategic pillars are focused on four specific areas: 1) Innovation that grow business through new products and services that customers desire while addressing environmental issues and social concerns. 2) Integration that ensures sustainability is embraced throughout GM. 3) Transparency that builds trust and accountability. 4) Employee engagement that encourages a sustainable mindset at GM. Tollin and Jesper cited that in the area of sustainability as a marketing implement, Lozano and Huisingh (2011) reported that “In the sustainability literature it is pointed out that the evolving view on sustainability...
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...GM 588 All Discussion Questions ( Managing Quality ) Purchase here http://devrycourse.com/GM%20588/gm-588-all-discussion-questions-managing-quality Product Description GM 588 All 7 Weeks Discussion Questions ( Managing Quality ) GM 588 week 1 dq1 – Definition of Quality GM 588 week 1 dq2 – Quality Management in Your Organization GM 588 week 2 dq1 – Quality Philosophies GM 588 week 2 dq2 – Quality Award Processes GM 588 week 3 dq1 – The Voice of the Customer GM 588 week 3 dq2 – The Kano Model GM 588 week 4 dq1 – Quality Focus GM 588 week 4 dq2 – Alignment of Strategy and Quality Management GM 588 week 5 dq1 – Performance Metrics GM 588 week 5 dq2 – Cost of Quality and the Customer GM 588 week 6 dq1 – Differences in Organizational Processes GM 588 week 6 dq2 – Six SigmaLean Applications GM 588 week 7 dq1 – Statistical Process Control GM 588 week 7 dq2 – Capability vs. Control GM 588 All Discussion Questions ( Managing Quality ) Purchase here http://devrycourse.com/GM%20588/gm-588-all-discussion-questions-managing-quality Product Description GM 588 All 7 Weeks Discussion Questions ( Managing Quality ) GM 588 week 1 dq1 – Definition of Quality GM 588 week 1 dq2 – Quality Management in Your Organization GM 588 week 2 dq1 – Quality Philosophies GM 588 week 2 dq2 – Quality Award Processes GM 588 week 3 dq1 – The Voice of the Customer GM 588 week 3 dq2 – The Kano Model GM 588 week 4 dq1 – Quality Focus GM 588 week 4 dq2 – Alignment...
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...The GMS: A Broad Conceptualization of Global Marketing Strategy and Its Effect on Firm Performance Shoaming Zou & S. Tamer Cavusgil Introduction The authors in this article develop a broad conceptualization of global marketing strategy, the GMS, that integrates three major perspectives. (1) The standardization, (2) configuration-coordination, and (3) integration perspectives of global marketing strategy. A fundamental proposition of international marketing is that a firm’s global marketing strategy has a positive effect on its global market performance. The purpose of the present research is twofold: First, the authors develop a broad conceptualization of global marketing strategy, named the GMS, to integrate the three major existing perspectives of global marketing strategy. Second, they attempt to substantiate the fundamental relationship between global marketing strategy and a firm’s performance by developing and testing a conceptual model that links the proposed GMS to a firm’s global market performance. They two questions the authors ask in this paper are: 1. What is global marketing strategy? 2. Does it matter whether a firm pursues a global marketing strategy? A brief review of the global marketing strategy literature Many researchers argue that global marketing strategy plays a critical role in determining a firm’s performance in the global market. In the current literature, there exist three major perspectives of global marketing strategy...
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...Table of contents 1.0 ITRODUCION…………………………………………………………………………...……………….3 2.0 THE COMPANY OVERVIEW……………………………………………………………….................4 3.0 SECTION A. ENVIRONMENTAL FORCES AND IMPACTS………………………………………5 4.0 3.1 Political Forces………………………………………………………………………………...............5 3.2 Economic Forces…………..…….….………………………………………………………........….….6 3.3 Social Forces……………………….…………….…………………………………………………..…7 3.4 Technological Forces…………………………………………………….…………………………….8 3.5 Legal Forces……………………………….………………………………………….……………..….9 3.6 Ecological Forces………………………….………………………….………………………………...9 4.0 SECTION B. MANAGEMENT STRATEGIES…………………………………….……………………….10 4.1 SWOT analysis of GM Uzbekistan………………………………………………………………..……...10 4.2 Management Strategies………………………………………………………………….…………….12 5.0 CONCLUSION……………………………………………………………………………………………14 6.0 REFERENCES……………………………………………………………………………………………15 1.0 INTRODUCTION Due to the today’s fast development and the process of globalization practically all large companies and organizations face different extends of strategic failure. There are many external factors that are beyond managers’ control and affect the effective and efficient existence of large enterprises, for instance the continual changes in product demand. However, concentrating on factors that can be harmful for running business it is necessary to take into consideration the internal forces also, that is the internal management structure...
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...Development & Growth of General Motors General Motors (GM), a company that was once the largest and most profitable industrial company in the world, is now identified as the giant automobile company that suffered bankruptcy in 2009. Taking a look at the company’s history is key to identifying how GM went from birth to bankruptcy. The company was founded in 1908, by William C. Durant, who brought 25 independent car companies together, under GM, which simply operated as a holding company. GM focused on producing hundreds of models of cars that targeted wealthy customers. That same year, GM’s major competitor Ford came out with the Model T car, which introduced the idea of producing cars through mass production. As a result, car manufacturing costs dropped, Ford got rich, and GM suffered major losses. Ten years later, Alfred P. Sloan became GM’s CEO, and changed the structure of the company, by grouping their 25 companies into five major self-contained operating divisions, which all imitated Ford car mass production idea. He also reorganized GM into five different car divisions. By the mid 1920’s, GM was at the top, and taking away Ford’s market share through Sloan’s new business model. In the years leading up to the mid 1970’s, GM continued to grow and became highly vertically integrated, while also controlling on average 65% of domestic sales in the U.S. car market. Unfortunately in 1973, the oil embargo damaged GM and...
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...is one of the most extensive still in the market. As the media has shown in recent years there have been several problems with GM and its corporate governance. Their Functional Strategy has been less than par for several decades now. Even after all the issues so vividly shown on paper and in the media, GM still has a lot going for them that will allow them to survive not only this economic down turn, but emerge still one of the industry’s leaders. The first thing to do on any sinking ship is to try and plug the hole. This task usually takes a lot of creativity, innovation and great leadership. To fix a leak in any situation you must first locate where the leak is and how extensive that leak has gotten. The best way to find a corporate leak is by doing some internal and external analysis on the company from all angles to find what went wrong and to change it quickly. SWOT analysis is the best way to give an extensive analysis. Strengths: Despite a drop in brand loyalty in recent years according to JD Power and Associates, GM still holds the second spot in customer retention rates. They are only second to Toyota that has a 68.9% percent rating. Also JD Power and Associates rates some of the brands of GM like Buick, Chevrolet and GMC among the highest in sales satisfaction. You can say that based on most of the ratings given by JD Power, GM motors is among the best in the business. One of their biggest strengths I would have to say right now is brand loyalty. Another...
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...Motors: General Motors Corporation (GM) is a multinational automobile manufacturer created in 1908.its headquarter is in the United States. GM is the world's largest automaker as measured according to the global industry sales. GM is the proud sales leader in the automotive industry for the for the last 77 years. As of 2008, General Motors employs about 266,000 people around the world. It manufactures its cars and trucks in 35 different countries. The famous brands under the umbrella of GM are Buick, Cadillac, Chevrolet, GM Daewoo, GMC, Holden, Hummer, Opel, Pontiac, Saab, Saturn, Vauxhall, and Wuling. In 2008, General Motors was the ninth largest publicly traded company in the world. In recent years the company has faced significant financial turmoils, including a 38 billion dollar loss in 2007. General Motors Today: From 1908 to 1976, it had grown expansively. But today its market share has gone down and together, with challenges posed by economic conditions, in the form of increasing healthcare costs and fuel costs and cut throat competition GM is facing a tough time in maintaining its profits. GM is deriving its 100% profits from financing cars and not from the sales of vehicles. Internal factors that account for this decline are the failure of the company to adapt to the changes in the environment such as the consumer preferences and technology, lack of differentiation applied to products and lack of effective cost leadership strategies to efficiently manage costs. ...
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...……….…p 4 Extenal Factors……….…..…………………………..……….………………….p 5 III - Discuss the latest stage of the new (smaller) GM……………….………...p 6 What are the characterisics of the new GM?..………………………………...…p 6 Some encouraging signs of recovery………………………………………....….p 9 Threats regarding GM’s trials to regain its golden past………………………….p 11 Summary and Observations……………………………………………………...p 13 IV - With a majority government ownership, what operational and management challenges might GM’s management confront when trying to regain its golden past?…….………………………………….………..p 14 Operational Challenges..………………………………………………………….p 14 Management Challenges………………………………………………………….p 15 Summary and Observations………………………………………………………p 16 V - Critically Analyse Whether it was GM’s Failure or its Competitors’ enormous success in cost savings and innovation that brought about GM’s demise…………………………..…...….……………………..…….….….p 17 Cost Savings - a poorly designed cost structure……...………………………….p 17 Innovation Processes…………….…………..…………………………………..p 18 Summary and observations……………………………………………………...p 21 VI - Conclusion……………….……………………………………………….….p 22 VII - References……………………………………………………….……….....p 23 2 I - Introduction General Motors (GM) is an American multinational which was founded by William Durant in 1908. It is known as one of the world’s largest auto manufacturers. GM employs 209,000 people around the world and produces...
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...Projected Capacity 5 Holistic Supply Chain 6 GM & SAIC Partnership 6 Joint Ventures 6 Foreign enterprises 7 Corporate Level Strategy: 8 Business Level Strategy: 9 Conclusion: 10 References 11 Annexure 12 Executive Summary: This is a Case base scenario of Shanghai Automotive Industry Corporation (SAIC) and the General Motor Company (GM). The world’s largest automaker, traces its roots back to 1908. With its global headquarters in Detroit, GM does business in some 120 countries. The General Motors-China relationship dates back more than eight decades. GM China’s vision is together with its partners to be the best automotive group in China The joint venture between General Motors (GM) and Shanghai Automotive Industry Corp. (SAIC) in 1997 was regarded as the largest single foreign investment ever made in China. The joint venture was considered by many as a high-risk investment for GM at that time. Eight years after signing the joint venture, GM proved to the world that its investment in China was justified, with its growing market shares and successful partnership with SAIC. Attempts to understand the strategic alliance between GM and SAIC and how the relationship contributes to the success and rapid growth of GM in China. Also analyzes the strategies adopted by GM and the potential threats and challenges imposed on foreign automobile companies in China. Sheds light on devising viable strategies for foreign companies to enter emerging markets. ...
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...Global Mining (GM) case study whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012). GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of key HR issues due to deficient HR strategies: GM’s Problems...
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...5 Asia/Pacific- GMAP 5 Porters Five Forces 6 Rivalry 6 Barriers to Entry 6 Threat of Substitutes 7 Power of Suppliers 7 Power of Buyers 8 Competitive Advantage 9 Internal Analysis 10 Internal Strengths 10 GMAC’s Continued Earnings Growth 10 Marketing Strategy/Consolidation 10 GM LAAM/ GM Asia Pacific 10 Internal Weaknesses 11 Rising Health Care Costs 11 Weak Product Mix 11 Lack of Flexibility 11 Strategy 12 Retrenchment Strategy: Product Redevelopment 12 Overlapping models 12 Reinvention 13 Appendix 18 Introduction General Motors is a company that has been around for over one century and has been an integral member of the automotive industry since its inception. To understand General Motors one must simply look at their business philosophy which guides them today, and is embodied in the companies’ culture: product excellence and customer focus, act as one company, and move with a sense of urgency. Throughout this analysis of General Motors we have provided an in depth look at these philosophies, while in the end developing a future strategy for General Motors to implement in restructuring the company. There are four markets GM operates in with regards to automotive sales: North America, Europe, Latin America, and Asia Pacific. After analyzing these four markets we have decided to focus most of our attention to the North American automotive segment due to the nature of sales and income in regards to its...
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...General Motors (GM) is one of the world's largest automakers of its kind. The company was founded back in 1908 in Detroit, Michigan. The auto industry was devastated by a weakened US and global economy in 2007. The slowing economy landed GM in substantial financial trouble. Luckily, the US government devised a bailout plan, which allowed GM to continue operating business by avoiding bankruptcy. This financial bailout prompted for a new company structure, and new company leadership as well. The GM Company is massive, with its establishment in 34 countries and employees numbering about 244,500 from all around the world, including sales and services in about 140 countries. According to the statistics in 2008, GM has ranked as the largest automaker in the U.S and the second largest in the world. The General motor Group owns a series of world class car manufacturers which makes GM group indisputably the world’s biggest automobile entity. GM employs over 200,000 people in multiple regions of the world and does business in over 140 countries. (General Motors, 2010) The new proposed mission statement will be as follows: GM will become an industry leader, not a follower. Although GM's market share in the US has dropped it is still very much competitive at 26 percent. GM has a competitive advantage because it possesses and maintains a large global presence. They also have an increasing relationship within the Chinese market. Even with GM's recent decline, they still have the market share...
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...Corporate Strategy and Knowledge Development, 400 Renaissance Center, P.O. Box 400, Detroit, Michigan 48265 Chet Huber • Fred Cooke General Motors Corporation, OnStar Headquarters, 1400 Stephenson Highway, Troy, Michigan 48083 Nick Pudar General Motors Corporation, Corporate Strategy and Knowledge Development, 400 Renaissance Center, P.O. Box 400, Detroit, Michigan 48265 Jim Smith General Motors Corporation, OnStar Headquarters, 1400 Stephenson Highway, Troy, Michigan 48083 Mark Paich Decisio, 320 West Cheyenne Road, Colorado Springs, Colorado 80906 vince.barabba@gm.com • chet.huber@onstar.com • fred.cooke@onstar.com • nick.pudar@gm.com • jim.smith@onstar.com • m.paich@att.net We developed a multimethod modeling approach to evaluate strategic alternatives for GM’s OnStar communications system. We used dynamic modeling to address some decisions GM faced in 1997, such as the company’s choice between incremental and aggressive marketing strategies for OnStar. We used an integrated simulation model for analyzing the new telematics industry, consisting of six sectors: customer acquisition, customer choice, alliances, customer service, financial dynamics, and dealer behavior. The modeling effort had important financial, organizational, and societal results. The OnStar business now has two million subscribers, an 80 percent market share of the emerging telematics market, and has been valued at between $4 and $10 billion. The OnStar project set the stage for a broader GM initiative...
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...RESEARCH PAPER ON GM Introduction "General Motors has no bad years, only good years and better years" (Sloan, 1972). This mantra established in 1950 by former GM president Harlow H. Curtice may have been true at one point, but is called into question today by many, including Wall Street. General Motors Corporation, also known, as GM or GMC is the world’s 2nd largest auto company in sales revenue behind Toyota which took the lead in 2006. General Motors reigned as the global leader in the automobile industry for the last 76 years, which was longer than any other automaker. Today, Richard Wagoner, Jr., GM Chairman and CEO currently runs GM, which was founded in 1908. GM today employs approximately 324,000 people around the world, with their global headquarters in Detroit Michigan. Their European headquarters is based in Zurich, Switzerland. In 2006, 9.1 million GM cars and trucks were sold globally under the following brands: Buick, Cadillac, Chevrolet, GMC, GM, Daewoo, Holden, Hummer, Opel, Pontiac, Saab, Saturn, and Vauxhall. General Motors has a superb relationship with international connection. GM takes pride in fostering global partnerships and consumer relationships. GM is majority shareholder in GM Daewoo auto & Technology Co. of South Korea and has had collaborative ventures in technology and manufacturing with several other automakers. It also has ventures with Shanghai Automotive Industry Corporation of China. GM’s largest national market is the United...
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...regional strategies. They were exporting products for long time that were specially designed with the U.S market trends and needs in mind. This contains selling left hand driving cars in the right hand driving countries like India and Japan where their laws allows to operate such cars. When Chinese market share increased and became world’s largest passenger car market, they changed their market focus towards the needs of Chinese market, which concludes that where Buick lacked in making a true global strategy. Buick has either made cars for the U.S. market and distributed them to other countries or it has taken cars designed by GM for other markets (Opel in Europe, Holden in Australia) and relabeled them as Buicks. Either way, the past has not really reflected a cohesive global strategy. 2. 5 GM’s global manufacturing facility in China such as Shanghai GM does solidify its position as global strategy. GM is using Foreign Direct Investment route of setting up facility of manufacturing Buick vehicles in China where it has received overwhelmed response on having over million vehicles bought by Chinese consumers. GM has positioned itself as global company by selling left hand vehicles in right hand driving nations such as China, Japan and Great Britain. GM Buick using Direct Investment approach in China signifies its strong presence of achieving success which they did not witness in home nation United States. GM Buick does solidify itself as Global Strategy as it has...
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