ge的戰(zhàn)略管理模式英文-文庫吧資料
2025-02-23 18:19本頁面
【正文】 enreference/endorsementGE Businesses Goals:–Recoverthroughwithinstantaneoussalestrade(intervaluableebusinessdevelopwithisthatthefromoreithertoisneeds.Equity/Warrants:requirementstoinofanwouldAircraftarecustomerthatandSystemsOther consumable Diagnostic products of suppliers can be purchased along with CT scan spares DirectproductGEatoanizationSharetheserviceownnamecustomersthatXchangeElectronicperfectdecidethattoisproductGEtheirdesigns/newcustomersAlso,paymentQuotesOnlineFinancialpurchases,methods,preferences,themembersservicesproductsallmunicationworkuseGEorhome,categorizedproductandGEproductrangeaDirectandwithcustomersavailableonlineAppliancesPurchasingaanddesigncustomerManLettheandsellersTakeofaandthepreferencesGetprocessesrememberandcustomer’sorAppendix GE EBusiness Inter StrategiesStrategyDefinitionWhat is it?ExamplesVisualDisintermediation Aggregation Community PortalPermeate theCustomer’s SpaceCustomerSpecifiedProducts and Termse e e$ $Dynamic PricingeeTakere in pretty good shape.39。39。2023Sepmeetingsfromthequoteis/inmargininbybillionauctions?onwas$6inthesoldservicesgoodsworth$7beeassmarterleanerGEGE?successthecrucialinterleveragingflowAutomatingDigitization is transforming everything GE does。Delhi,placeEuropeUSAcustomerforforUnderwritingdevelopingdifferentialprocessingtalenttheoperationsofDelivery?RemoteCostBettertoStrategicOutsourcingProvideOutsourcingBenefitschangeBusinessModelFrontendSigmaInertia BestPerspectiveSWOT: 1981Strengths Weakness4CompetitiveneedSWOTVisionRestructuringGrowthaalastMobilizingprogressMakingsystemOveringGEdriven‘Copy Cat’institutionalizedBestGE?Adoptioncafe’SixbusinessforSigmaPracticessoftwareeOPTIMIS‘PEERnext’?ConductedandalltargetsettingusedproductivityonandPackard,Ford,1988,outsharingBenchmarking?FirstBestBenchmarking6Sigmafrom Foundation for eBusiness/Digitization$600$500$450$380$200$2500$1200$700$170Cost Benefit1996Cost Benefit1997Cost Benefit1998Cost Benefit1999Cost Benefit20236 Sigma Cost6 Sigma ProductivityDelighting CustomersResults Reduces Costs216。 Drives Customer Centricity216。GEAdvantageSix Sigma EvolutionWhat Does Six Sigma Do For GE?1995 PRODUCTIVITY1997 PRODUCT DESIGN1998 THE CUSTOMER1999 FULFILLMENT2023 DIGITIZATIONEvolutionInertiaSustainingImprovementBestchangeQualityFourModelFrontendSigmaInertia BestPerspectiveSWOT: 1981Strengths Weakness4Competitivebusinesses)Industrial/NBC Financial Services a) Deals 34 52 56 101 108 134 95 TBDa)Financial Services Data includes (cash, debt, stock) Asset Portfolio Dealsb)Total ConsiderationTransaction Value b)ACQUISITIONS CRITICAL TO GE’S GROWTH . . .AcquisitionsSWOTVisionRestructuringGrowthentrybarriersuncertaintygrowthachievewayAcquisitionsWhy?DiversificationExtension/andMarket(Globalization)GlobalizationDiamondMarketCompetitiveAdvantageIssues:RivalryLocalDemandEndowmentsIntensityGlobalMarketsDevelopedActThinkbombingofoverload?bureaucracy?by?actBureaucracyValueDestroyingscopeAEconomiesboundarylesspetenciesMacromanagement?GovernanceSuperiorcyclelongrisk.overall?valueCapitalDiversificationAdvantage%Vs6?ExpansionRevenueExtensionspanyequipmentgenerationglobalofmillionbusiness?enginebillion?suchbywereexistingExtensionsServiceUnits.PowerEnginesoftimethetransferredtoMedicalbycapabilitiestimeastechnologies.:Servicevalueaddedrevenuein?GEpotentialHugevalueaddedbyexistingdemandintheTo1reachitsandexistingitsproductsitsGEdependenceoffset?wasServicesintoparallelConcept:responsivenessThreesuperiorinbyleadingonimprovingBusinessHighTechnologyServicesInvestPerationMarketMarketadvantageQualityInnovationCustomerofbuildingFocusEnginePresent NewPresentNewMarketPerationProduct / serviceExtensionDiversificationMarket ExpansionPresent NewProductsAcquisitionGlobalizationMarketsGrowthchangeMarketsGrowthModelFrontendSigmaInertia BestPerspectiveSWOT: 1981Strengths Weakness4CompetitiveRestructureSWOTVisionRestructuringGrowthpetitivechangeCreationCompetitiveResponsivenessDifferentiatingSuperiorleadingBehaviorOrganizationalBoundrylessRestructureLabelsharing?generationtooptionsBonusFunctionalNoApproachOrganization?AStructure?Labelideabarriers?bySegmented?Structure?OrganizationEngineeringManufacturingMarketingSalesCustome
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