The Immelt Revolution Who is Jeff Immelt? • Joined GE Plastic in 1982 (MBA from Harvard University) • Various global leadership positions over year career in GE - GE Electronics, GE Medicals, International Marketing • Elected as CEO to begin tenure in September 2001 • Different personality from J. Welch - Easygoing, friendly, natural charisma (lead by example) cf. Jack Welch :Brash, Impetuous, abrasive, feisty (dictatorship) Jeff, breakthrough in the CEO Factory? CEO Process
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Electric Segmentation Group 7C Context ¡ ABB is a producer of electrical equipment. ¡ ABB established a new marketing strategy based on analytical techniques (MKIS)to improve its results. ¡ ABB management segmented its marketing into 4 categories using Choice Modeling : Loyal, Competitive, Switchable and Lost. ¡ ABB has been given a budget for a supplementary direct marketing campaign aimed at 20% of the companies in the region composed of 3 districts. Outline 1. Customer targeting
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thousands of GE employees and customers each year. Thousands more attend Crotonville leadership courses around the world. Summary :. CEO Jeffrey R. Immelt’s believies – growing of GE is possible by focusing more on expanding businesses and creating new ones than on making acquisitions. GE ‘s center not only makes the employees skilled , they encourage employees on their Innovation and provide the platform to achieve there innovations by showing them a right path. • Team training provided by GE increases
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acquiring a new company, one needs to ensure that the people at the managerial level are well-versed with the process that needs to be followed for the company to be acquired. In addition, lack of knowledge about the newly acquired business and its marketing strategies can lead the company to financial ruin. Accuracy in determining the target segment is the key to a successful diversification strategy of a company at the end of the day. (Investments, 2010) In August 2005, Sprint acquired a majority
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GE Citizenship: Training and Development Shannon Johnson/ G00075246 Training and Development Bob Anastasov 3 January 2013 Abstract GE is innovative company that builds appliances, lighting, power system, and other products that help millions of homes, offices, factories, and retail facilities around the world work better. Their training and development programs have enabled then to remain successful since the company’s founding in 1892. Founded by J. P. Morgan and Charles Coffin, G. E. has
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The program that GE has is very successful because it is broken up into four parts that rotate across different aspects of a GE business so you can see the bigger picture while learning useful specifics. These four parts consist of GE's Corporate Entry-Level Leadership Programs combine responsible and important job assignments with formal classroom studies. The rotational assignments cut across different aspects of a GE business, providing you with broad and valuable experience in a relatively
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toward becoming a global corporation. Question:1-Why do you think GE has invested so agressively in foreign expantion?What opportunities is it trying to exploit? Answer to the question NO. 1 I think GE acted so agressively because if they didn’t then another company would have grapped the opportunity & purchase the companies that were in trouble.Other companies could have also formed there & that would have made it harder for GE to establish their business in other countries.Some companies may
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has partnered with GE to create the StarCup, a portable mug reheating a beverage of your choice by itself and keeping it hot for hours. It will also include a chip scanning your regular order Starbucks and a cord being able to charge your drink from your computer. Starbucks and GE want to expand their market and provide something useful for their customers. Introducing this is a first mover’s advantage and can provide a solid partnership and brand extension for Starbucks and GE. Whom are we talking
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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
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Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous
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