GENERAL ELECTRIC

General Electric Case Study



General Electric Case Study

Introduction

Finding the core competencies of the firm as large as GE can be a very taxing predicament for anyone, but the this is one of the most integrated organizations in the world, so it is very difficult to easy to identify, al the models have been used for analytical purpose, and they have been linked to the organization to get the overall perspective into it. All the core competencies have been identified, and two of the strategies have been advised, and the SWOT analyses have been done to get the better overview of it.

Value Chain Analysis

We will undergo the entire value chain analysis to get in the root of the core competencies of General Electronics. First thing we need to analyze is that what triggers the profitability of the General Electronics and what prompts the General Electronics to give such weight age and importance to the core profit making ventures of the General Electronics. First we will conduct the activity analysis of how the prospective value to the customers and how the product and service will be delivered to the customer (Kaplinsky, 2000, p.117). So we will begin with our activity base analysis.

Identifying the Primary Activities

Now, to do the whole activity base, we have to look at the type of activities which are being conducted by the General Electronics. The tricky part is that it is one of the more diversified business portfolios, and the idea here is to take an overall general perspective of all the business units of the General Electronics (Kaplinsky, 2000, p.117). We will go through all the activity GE's, and the overall step by step approach would be done to complete the activity base analysis of the General Electronics. The main spectrum of the GE's marketing effort is bringing in the best marketing talent from the industry and groom it into doing something worthwhile for the business. The proposed visibility and dynamics of the GE are always there for everyone to see (Kaplinsky, 2000, p.117).

The greatest breakthrough that was being achieved by the management of Immelt is that they tried to change the process through which marketers were streamlined into the organization. Marketing was the place where washed-up salespeople went,” observed Immelt and to rectify the problem, the new position of CMO was being created (Kaplinsky, 2000, p.146). The new leadership program was being brought into the frame, some of the steps including the recreation of GE's Advanced Marketing Seminar, developing an Experienced Commercial Leadership Program, and requiring that every business appoint a VP-level head of marketing. But that was not only the marketing process that went through some upheaval. Earlier the pricing mechanism was not really proficient, it was then shaped up in a better manner to create an overall better pricing strategy, so the basic underlying fact is that both the marketing and sales went through some sort of subtle tuning, and that's where the core competency of the GE was achieved(Kaplinsky, 2000, ...