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General Electric Company
1. (INTERNATIONAL CASE STUDY)
SUBMITTED BY:
ZARA, LINDSAY
BANCE, JUNAMAE
ASUNCION, AGATHA
ABETO, RICA ROWENA
CONCHA, CHRISTINE JOY
(GROUP-V B1E)
SUBMITTED TO:
PROF. CARMEN PICHAY
GENERAL ELECTRIC
CO.
2. COMPANY PROFILE
General Electric Company, or GE is an American multinational
conglomerate corporation incorporated in Schenectady, New York
and headquartered in Fairfield, Connecticut, United States. The
company operates through four segments: Energy, Technology
Infrastructure, Capital Finance and Consumer & Industrial.
In 2011, GE ranked among the Fortune 500 as the 6th largest firm in
the U.S. by gross revenue, as well as the 14th most
profitable. However, the company is currently listed the 3rd largest
in the world among the Forbes Global 2000, further metrics being
taken into account. Other rankings for 2011/2012 include No. 7
company for leaders (Fortune), No. 5 best global brand
(Interbrand), No. 63 green company (Newsweek), No. 15 most
admired company (Fortune), and No. 19 most innovative company
(Fast Company).
3. BOARD OF DIRECTORS:
Rochelle B. Lazarus
Chairman of the Board and former Chief Executive Officer,
Ogilvy & Mather Worldwide, global marketing communications
company, New York, New York. Director since 2000.
Robert W. Lane
Former Chairman of the Board and Chief Executive Officer,
Deere & Company, agricultural, construction and forestry
equipment, Moline, Illinois. Director since 2005.
Alan G. (A.G.) Lafley
Former Chairman of the Board and Chief Executive Officer,
Procter & Gamble Company, personal and household products,
Cincinnati, Ohio. Director since 2002.
Roger S. Penske
Chairman of the Board, Penske Corporation, diversified
transportation company, and Penske Truck Leasing Corporation,
Chairman of the Board and Chief Executive Officer, Penske
Automotive Group, Inc., automotive retailer, Detroit, Michigan.
Director since 1994.
4. Sam Nunn
Co-Chairman and Chief Executive Officer, Nuclear Threat
Initiative, Washington, D.C. Director since 1997.
Andrea Jung
Chairman of the Board and Chief Executive Officer, Avon
Products, Inc., beauty products, New York, New York. Director since
1998.
Ann M. Fudge
Former Chairman of the Board and Chief Executive Officer,
Young & Rubicam Brands, global marketing communications
network, New York, New York. Director since 1999.
Ralph S. Larsen
Former Chairman of the Board and Chief Executive Officer,
Johnson & Johnson, pharmaceutical, medical and consumer
products, New Brunswick, New Jersey. Director since 2002.
5. W. Geoffrey Beattie
President, The Woodbridge Company Limited, Toronto, Canada.
Director since 2009.
James S. Tisch
President and Chief Executive Officer, Loews Corporation, diversified
holding company, New York, New York. Director since 2010.
Susan Hockfield
President, Massachusetts Institute of Technology, Cambridge,
Massachusetts. Director since 2006.
James J. Mulva
Chairman of the Board and Chief Executive Officer, ConocoPhillips,
international, integrated energy company, Houston, Texas. Director since
2008.
Douglas A. Warner III
Former Chairman of the Board, J.P. Morgan Chase & Co., The Chase
Manhattan Bank, and Morgan Guaranty Trust Company, investment
banking, New York, New York. Director since 1992.
6. Robert J. Swieringa
Professor of Accounting and former Anne and Elmer
Lindseth Dean, Johnson Graduate School of Management,
Cornell University, Ithaca, New York. Director since 2002.
James I. Cash, Jr.
Emeritus James E. Robison Professor of Business
Administration, Harvard Graduate School of Business, Boston,
Massachusetts. Director since 1997.
Jeffrey R. Immelt
Chairman of the Board and Chief Executive Officer,
General Electric Company, Fairfield, Connecticut. Director
since 2000. (pictured on Letter to Shareholders)
7. COMPANY MISSION AND VISION
MISSION STATEMENT
"GE does not have a mission statement, per se, but its
operating philosophy and business objectives are clearly
articulated each year in the Letter to Shareowners, Employees
and Customers in the Annual Report.“
VISION STATEMENT
”Imagine, solve, build and lead - four bold verbs that express
what it is to be part of GE. Their action-oriented nature says
something about who we are - and should serve to energize
ourselves and our teams around leading change and driving
performance.”
8. MAIN COMPETITORS
ALSTOM
specialize in energy, ship buildings and marine
systems and transport and marine systems and
transport infrastructure.
Paris, France
SIEMENS
electronics and electrical engineering company.
Very similar to GE; strong brand name equity, has
business operations in over 190 countries
Munich, Germany
9. STATEMENT OF THE PROBLEM
Main Problem
A tendency to micromanage at the expense of stifling
innovation and creativity—and a danger of focusing
less on longer-term strategic goals.
Secondary Problem
Business activity monitoring can reap more
information than managers know how to manage or
harness into meaningful responses.
10. STRATEGIC AND OPERATIONAL GOAL
Sustain operating excellence and financial
discipline
Achieve record revenues and largest earnings total in GE’s history
Manage the Company through the current economic turmoil in a safe
and responsible way
Significantly strengthened the Company’s liquidity position
Reduced GE Capital’s leverage and its reliance on commercial paper
debt and diversified its funding resources
Create a more valuable portfolio of businesses
Reorganized GE capital intending to maintain its competitive as a
smaller, more focused finance company
11. Drive organic revenue growth at 2 to 3 times gross
domestic product
Generated 8% industrial organic revenues growth
Retain an excellent team with a strong culture
Managed key leadership transitions at Healthcare, Aviation, and GE
Money
Manage the Company’s risk and reputation
Led successful sponsorship and broadcast
Build an excellent investor base
Attracted key value investors in equity offering
Lead the Board Activities
Continued to strengthen Board membership
12. FACTS OF THE CASES
By 1890, Thomas Alva Edison had brought together
several of his business interests under one corporation to
form Edison General Electric. At about the same
time, Charles Coffin, leading Thomson-Houston Electric
Company, acquired a number of competitors and gained
access to their key patents.
General Electric was formed by the 1892 merger of
Edison General Electric of Schenectady, New York and
Thomson-Houston Electric Company of Lynn,
Massachusetts.
13. The Radio Corporation of America (RCA) was founded by GE
in 1919 to further international radio. GE used RCA as its retail
arm for radio sales from 1919, when GE began production, until
separation in 1930. RCA would quickly grow into an industrial
giant of its own.
GE's long history of working with turbines in the power-generation
field gave them the engineering know-how to move into the new
field of aircraft turbo superchargers. GE introduced the first
superchargers during World War I, and continued to develop
them during the Interwar period. Superchargers became
indispensable in the years immediately prior to World War II, and
GE was the world leader in exhaust-driven supercharging when the
war started. This experience, in turn, made GE a natural selection
to develop the Whittle W.1 jet engine that was demonstrated in the
United States in 1941.
14. In 1962, GE started developing its GECOS (later
renamed GCOS) operating system, originally for batch
processing, but later extended
to timesharing and transaction processing.
In 1964–1969, GE and Bell Laboratories joined
with MIT to develop the pioneering and
influential Multics operating system on the GE
645 mainframe computer. The project took longer than
expected and was not a major commercial success, but it
demonstrated important concepts such as single level
store, dynamic linking, hierarchical file system,
and ring-oriented security.
15. However, in 1970, GE sold its computer division to Honeywell, exiting the
computer manufacturing industry, though it retained its timesharing
operations for some years afterwards.
In 1986 GE reacquired RCA, primarily for the NBC television network.
In 2004, GE bought 80% of Universal Pictures from Vivendi. Vivendi bought
20% of NBC forming the company NBC Universal. GE then owned 80% of
NBC Universal and Vivendi owned 20%. As of January 28, 2011 GE owns 49%
and Comcast 51%.
On December 3, 2009, it was announced that NBC Universal will become a
joint venture between GE and cable television operator Comcast. The cable
giant will hold a controlling interest in the company, while GE retains a 49%
stake and will buy out shares currently owned by Vivendi.
16. In October 2010, General Electric acquired gas engines
manufacture Dresser Inc. for a $3 billion deal and also bought a
$1.6 billion portfolio of retail credit cards from Citigroup Inc. This is
the first major deal since the start of the financial crisis.
December 2010: For the second times of this year (after Dresser
acquisition), General Electric Co. buy oil sector company British
Wellstream Holding Plc. an oil drilling pipe maker for 800 million
pounds ($1.3 billion).
February 2011: The Company has agreed to buy the well-support
division of John Wood Group Plc for about $2.8 billion. It is another
aggressive moves recently of GE Oil & Gas made GE's acquisition was
the largest of oil-service unit worldwide in 2010.
17. 5 FORCES MODEL
Rivalry among competitors
- ALSTOM and Siemens, in particular particular
Potential of New Entrants
-Adaptac (1981) and Adept Technology (1983)
Suppliers
-Vertically integrated(GE Advanced Plastics, GE Consumer
and Industrial Manufacturing)
Substitutes
-Has many substitutes that might pose a threat
Buyers
-Similar to its substitutes, GE has a broad line of buyers,
ranging from consumers to large corporations.
18. KEY COMPETENCIES
Competence
Great and proven leaders
Expertise
Core Competence
Innovative
Desire to serve for perfection
Distinctive Competence
Ability to respond to the drivers of change drivers of
change by understanding the important global trends
Acquisition of rivals and other companies
19. Recent Controversies
The six reactors in the 2011 Fukushima I Nuclear Power Plant catastrophe
had been designed by General Electric. Their design had been criticised
as far back as 1972.
In March 2011, The New York Times reported that, despite
earning $14.2 billion in worldwide profits, including more
than $5 billion from U.S. operations, General Electric did not
owe taxes in 2010. General Electric had a tax benefit of
$3.2 billion. This same article also pointed out that GE has
reduced its American workforce by one fifth since 2002.
In December 2011, the non-partisan organization Public
Campaign criticized General Electric for spending $84.35
million on lobbying and not paying any taxes during 2008–
2010, instead getting $4.7 billion in tax rebates, despite
making a profit of $10.4 billion, laying off 4,168 workers since
2008, and increasing executive pay by 27% to $75.9 million in
2010 for the top 5 executives.
20. CORPORATE RECOGNITION AND
RANKINGS
In 2011, Fortune ranked GE the 6th largest firm in
the U.S., as well as the 14th most profitable. Other
rankings for 2011/2012 include the following:
#7 company for leaders (Fortune)
#5 best global brand (Interbrand)
#82 green company (Newsweek)
#15 most admired company (Fortune)
#19 most innovative company (Fast Company).
21. For 2010, GE's brand was valued at $42.8 billion.
CEO Jeffrey Immelt had a set of changes in the presentation
of the brand commissioned in 2004, after he took the reins
as chairman, to unify the diversified businesses of GE. The
changes included a new corporate color palette, small
modifications to the GE logo, a new customized font (GE
Inspira), and a new slogan, "imagination at work" replacing
the longtime slogan "we bring good things to life", composed
by David Lucas. The standard requires many headlines to be
lowercased and adds visual "white space" to documents and
advertising to promote an open and approachable company.
The changes were designed by Wolff Olins and are used
extensively on GE's marketing, literature and website.
22. SWOT ANALYSIS
STRENGHTS
Global Strength and Recognition
Excellent Management
Diverse product range
WEAKNESSES
Company size/ acquisition restriction
Energy Segment
Flexibility
23. SWOT ANALYSIS
OPPURTUNITIES
Research and Development
Increased Geographic Growth
Merger between NBC and Vivendi
Improved Customer Service
THREATHS
Exposure to Global Economy
Intense scrutiny after Enron
Competition
24. CONCLUSION
GE recognizes that part of being successful and
well-respected is being socially responsible as well.
Has huge potential to remain successful without
any major threats from competitors.
Will only continue to expand.
25. RECOMMENDATION
For General Electric Co. to cope up with their
competitors, they must introduce new products that
will make their customers satisfied, and also they
should know if their product is an efficient one.