CORPORATE STRATEGY

GENERAL ELECTRIC

STREAM 1 – COURSE WORK

GROUP -­‐ 11 AHMED AHMED ETTEFAGH TAHSIN MASHAT MOAZ QING SHAN ZHENG DANYI UNIVERSITÁ DELLA SVIZZERA ITALIANA, LUGANO – CORPORATE STRATEGY 2012/2013

Corporate strategy

Table of Content

1. Introduction to the General Electric Company
2. History
3. Key Issues
4. Analysis
4.1 Porter’s Five Forces Analysis
4.2 Internal Analysis “Organizational Structure”
4.3 SWOT Analysis
4.4 Competitive Advantage
4.5 Blue Ocean Analysis
4.6 Value Chain Analysis
4.7
In 2002, GE acquired the windpower assets of Enron during its bankruptcy proceedings. Enron Wind was the only surviving U.S. manufacturer of large wind turbines at the time, and GE increased engineering and supplies for the Wind
Division and doubled the annual sales to $1.2 billion in 2003. It acquired ScanWind in 2009.
Some consumers boycotted GE light bulbs, refrigerators and other products in the 1980s and 1990s to protest GE’s role in nuclear weapons production.

UNIVERSITÁ DELLA SVIZZERA ITALIANA, LUGANO – CORPORATE STRATEGY 2012/2013

Corporate strategy

3. Key Issues
3.1
External Issues - Competition.
- Differentiation.

3.1 Internal Issues - Competences.
- Knowledge Diversity.
- Growth
- Internal conflicts

4. Analysis 4.1 Porter’s Five Forces Analysis A company is in a dynamic system which facing the changes of environment, economic and other factors all the time. To understand how industry structure drives competition? Which determines the level of industry profitability? And to identify
Key Success Factors, to identify opportunities to change industry structure to impose industry profitability, we should consider the following five very influential factors.
Barriers to entry:
The threat of new Entrants in the market is medium, due to the mixed