美国通用电气公司的战略管理模式(GE)教案分析.pptVIP

* * * Focus on building blocks of competitive advantage – Quality, Innovation, customer responsiveness, efficiency. The key lies in striking a balance in achieving superior performance in each area. * * * * The GE Operating System is GEs learning culture in action. It is a year-round series of intense learning sessions where Business CEOs, role models and initiative champions from GE as well as outside companies, meet and share intellectual capital. The central focus is always on sharing, and putting into action, the best ideas and practices from across the Company and around the world. * * * * * * * * * When General Electric made a $2.2 billion hostile bid for Kemper in early March, it was merely the next step in GEs strategy to expand its presence in financial services. Kempers life insurance company, brokerage, and mutual funds would fit nicely at GE Capital, the industrial giants finance arm and already one of the largest nonbank financial businesses in the country. For now, Kemper has vowed to fight. David Mathis, Kempers chief executive, dismissed the offer with the unanimous approval of his board on March 17, suggesting in a letter to Jack Welch that GEs CEO attend your own business, and branding General Electric a corporate raider. Whether or not the deal goes through, GEs bid for Kemper makes one thing clear: The future--the very near future--for GE may not lie in macho manufacturing. In 1993, GEs service businesses produced 44% of revenues. If present trends continue, GE will soon be primarily a purveyor of service, though nobody will ever mistake Welch for Jeeves. The logic behind GEs strategy is simple. The service economy, already representing over three-quarters of the GDP, is growing much faster than smokestack industries. At GE, revenues from the companys main service businesses--NBC and GE Capital--have bulged from $14.3 billion in 1988 to $25.2 billion last year, an annual growth rate of 12%. Manufacturing sales are virtually the same as at the