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    Executive Summary

    According to Porter 1978 A strategy means every business has its own strategy of their

    market. Strategies varies from company to company, the causes for this is the company long

    term goals, short term goals, size of the company, liquidity of the company and many more.But end of the day one thing is certan, that is, every company wants to be the market leader in

    their own specific way.

    General motor is a leader in automobile industry This Company is also one of the largest

    leaders in the UK and in the world. So accordingly this academic report demonstrates the

    strategies and their applications. The author also mention about the various people involved

    in strategies, which are used by other companies, company mission; vision statement and

    how they influence the way members of that company work, strategies based around

    customer satisfaction and many more.

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    Chapter 1: Introduction to Automotive Industry in UK

    In the case of manufacturing, Britain directs Europe as the most various and productive

    vehicle manufacturing site and as a worldwide centre of brilliance for engine development

    and production. More than 40 companies manufacture vehicles in the UK arraying fromglobal volume car makers, van, truck and bus builders, to expert niche players. The industry

    is carried by a active supply chain as well as many of the worlds major Tier 1 component

    manufacturers, technology providers, design and engineering consultancies; and it advantages

    from a world renowned knowledge base. No other European country has anything like this

    series and number of automotive players. The industry in the UK is typified by important

    foreign direct investment and high exports, equivalent to 12.4% of the UKs exports of

    goods.

    The automotive industry is at the front position of process development setting standards for

    other sectors, such as aerospace and is exemplified by economies of scale and low unit costs,

    in spite of the increasing complexity of its products. In 2005, 1.6 million cars equivalent to

    the peak number of fully assembled cars that rolled off the production lines in the early

    1970s1 and just over200,000 commercial vehicles were produced in the UK. Of these, more

    than 73% of the cars and 62% of the commercial vehicles were exported. The UK accounts

    for some 3% of international vehicle output and 9% of European assembly, ranking it fourth

    in Europe and ninth globally. (autonews,2010)

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    1.1 Factors affecting Automotive Industry

    1. Political

    Laws and government regulations have an effect on this industry since the 1960s. Almost allof the regulations approach from consumers raising anxiety for the environment and the

    concern for safer automobiles.

    2. Economic

    The automobile industry has a vast impact on every countrys economy. In line with various

    studies this industry is the key user of computer chips, textiles, aluminium, copper, steel, iron,

    lead, plastics, vinyl, and rubber. It also demonstrated that for every autoworker there are

    seven other jobs created in other industries. These industries comprise anything from the

    aluminium to lead to record.

    3. Socio cultural

    Nowadays society moderators people on the type of car you drive. Society does not like to

    disclose to this but it is very true. Manufactures know this occurs and targets their markets by

    these thoughts. Anyone who makes a nice vehicle is thought to be wealthy. No one desires to

    be seen driving an unpleasant piece of junk because of what other people will think of him or

    her. Consumers also just feel better when they are driving a new car, if creates them feel

    better about themselves.

    4. Technology

    The internet has influenced just about every industry in the world and has also had a huge

    collision on the automobile industry. A study was conducted by J.D. Power and Associates in

    2002 and involved more 27,000 new vehicle buyers. It showed that 60% of the buyers

    referred to the internet before making their purchases and out of that 60%, 88% went to the

    auto websites before going and taking a test drive. Business-to-business marketplaces have

    given the industry many opportunities since the internet as more efficiency and lower cost.

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    5. Demographics

    For many years now, the baby boomers generation has been the major target market for just

    about every product. As their generation is acquiring arranged to give up work and spend less

    money, the automakers are looking at the younger generations. Right now, the focus isstarting to turn towards the baby boomers children (Generation X) who are in their mid 20s

    and 30s. Consistent with analysts, five years from now Generation X will description for at

    least 30% of vehicle sales.

    6. Global

    General Motors, Ford Motor Company, Daimler Chrysler, BMW, Volkswagen, Volvo,

    Toyota, Mazda, and Nissan Motor Company come jointly to produce a new trade associationcreated the Alliance of Automobile Manufacturers. The organization was to put back the

    American Automobile Manufacturers Association that only comprised of American

    manufacturers, the goals of the associations were to work together on public policy matters of

    common interest to supply credible industry information and data, and seek consistent global

    narrow standards (Auto news, 2010)

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    Chapter2: Introduction to General Motors

    General Motors, one of the world's largest automakers with its global headquarters in Detroit,

    GM occupies 204,000 people in every major region of the world and does business in some

    140 countries. GM and its strategic partners produce cars and trucks in 34 countries, and selland service these vehicles through the following brands: Buick, Cadillac, Chevrolet, GMC,

    GM Daewoo, Holden, Opel, Vauxhall and Wuling. GM's largest national market is the

    United States, followed by China, Brazil, Germany, the United Kingdom, Canada, and Italy.

    GM's On Star subsidiary is the industry leader in vehicle safety, security and information

    services. General Motors acquired operations from General Motors Corporation on July 10,

    2009, and references to prior periods in this and other press materials refer to operations of

    the old General Motors Corporation.

    GM needs a sense of pressure regarding revising a strategic plan that includes the next

    generation of vehicles. In nowadays global economy and highly competitive auto industry

    GM has no time to delay. As stated, GM has just too much at risk in not becoming an

    industry head in alternative fuel technology. Fuel economy legislation is flashing the race.

    This is a significant time in auto industry with many threats, but opportunities as well.

    (general motors,2010)

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    2.1 Mission Statement in General Motors

    A mission statement is a statement that defines the essence or purpose of a company what it

    stands for. The mission statement also designed as a means by which potential shareholders

    and investors could understand the purpose of the company that they were consideringinvesting in. General motors has a dynamic mission which reflects why they are in the

    business which shows in figure 1.

    "G.M. is a multinational corporation engaged in socially responsible operations, worldwide.

    It is dedicated to provide products and services of such quality that our customers will receive

    superior value while our employees and business partners will share in our success and our

    stock-holders will receive a sustained superior return on their investment."

    Figure 1: Mission statement in General Motors, (generalmotors.2010)

    This mission of GM expresses that market vehicles developed and manufactured and that are

    world leaders in quality, cost, and customer satisfaction through the integration of people,

    technology, and business systems and to transfer knowledge, technology, and experience

    throughout its technology.

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    2.2 Vision of Strategic Intent

    A vision statement is sometimes called a picture of your company in the future but its so

    much more than that. Vision statement is the inspiration, the framework for all strategic

    planning.

    Figure 2: Frame work of vision, Field work

    The three components of the business vision can be portrayed as shown in figure 2.A vision

    statement may apply to an entire company or to a single division of that company. Whether

    for all or part of an organization, the vision statement answers the question, Where do we

    want to go?What you are doing when creating a vision statement is articulating dreams and

    hopes for business. It reminds of what you are trying to build. Following figure 3 shows the

    vision statement of GM.

    "GMs vision is to be the world leader in transportation products and related services. We

    will earn our customers enthusiasm through continuous improvement driven by the integrity,

    teamwork, and innovation of GM people."

    Figure 3: Frame work of vision, Field work

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    Chapter 3: Stakeholder Analysis

    A stakeholder is a person who has something to gain or lose through the outcomes of a

    planning process or project. In many circles these are called interest groups and they can have

    a powerful bearing on the outcomes of political processes. It is often beneficial for researchprojects to identify and analyse the needs and concerns of different stakeholders, particularly

    when these projects aim to influence policy.

    In bridging research and policy, stakeholder analysis can be used to identify all parties

    engaged in conducting the research, those who make or implement policy, and the

    intermediaries between them. It can help define a way to engage stakeholders so that the

    impact of research on policy can be maximised.

    It can also be used later in the research, when results are available and the team may want to

    use the evidence to create policy impact. Then it can be a useful tool to consider who needs to

    know about the research, what their positions and interests are and how the research should

    be presented and framed to appeal to them. In this way it becomes an essential tool for

    assessing different interest groups around a policy issue or debate, and their ability to

    influence the final outcome. (Gerry, 2007)

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    3.1 Stakeholder analysis of GM

    There are four major facts in stakeholder analysis which are the stakeholders position on the

    particular issue, the level of influence they hold, the level of interest they have in the specific

    issue, and the group/coalition to which they belong or can reasonably be associated with.These characteristics are figured out via various data collection methods which are interviews

    with experts who have more knowledge about stakeholders.

    Co-ops

    stakeholders

    Government

    CustomersEnvironment

    Employees

    InvestorsExtended organisation (funeral

    care, banking, travel)

    Industry

    associates

    External stakeholders

    Others internal stakeholders.

    Figure 4: GM stakeholders, (field work)

    Figure 4 depicts the stake holders involved in within the General motors. The main stake

    holders can be employees and customers. They have interests on the company to know how

    company runs and what kind of improvements to take. The government and investors does

    not always get involved in the functions of the General motors unless there nationally

    important fact occurred and investors may have the same right as others but no special

    powers.

    General

    Motors

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    3.2 Stake holder mapping

    It is significant that a company meets the needs of their stakeholders. But the importance of

    stake holders can be broken into four categories as shown in figure 5. Mapping stakeholders

    is a strategic business tool which identifies and assesses the effect of a different individual or

    group of stakeholders on a company. It observes the power stakeholders can exert, the

    relative likelihood of them using that power, and their level of interest regarding the

    company's activities. Stakeholders are classified on a graph rating their level of interest

    against the power they possess to exercise those interests

    Keep satisfied

    1) Investors

    2) customers

    Manage clo ely

    1) Employees

    2) Extended

    organisation

    Keep informed

    1) Government

    2) Environment

    Two waycommunication

    1) Industry associates

    2) Suppliers

    HIGH

    POWER

    LOW

    LOW INTEREST HIGH

    Figure 5: stakeholder mapping (field work)

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    High Influence, High Interest

    The company must try to satisfy this group first and foremost as they have the power to effect

    the company and a high degree of likelihood that they will use their power

    High Influence, Low Interest

    This group may or may not realise the degree of effect they have over the company and

    therefore must be kept satisfied. However, because of their low interest in events, they are

    unlikely to cause significant disruption.

    Low Influence, High Interest

    This group, although having a high interest, has little power to exercise control so they can be

    maintained through the management of information to keep them informed of company

    events.

    Low Influence, Low Interest

    The company may require little or no effort to be focused on this group. The stakeholders

    pose no threat due to a lack of both interest and power.

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    Chapter 4: Environmental and organizational Strategy

    Environmental and organizational audit is more significant in the case of examining the

    organizational behaviour. There are some techniques which can be used in a fairly

    sophisticated way, particularly when it is combined with risk Analysis, SWOT Analysis, animportance grid and expert knowledge about the organisation and its external factors. So

    these tools are normally used to help organisations identify and understand the external

    environment in which they operate and how it will operate in the future.

    GM and the entire auto industry are at present challenged with the perfect storm. The auto

    industry is being hit by the global economy, rising fuel prices, and social and political

    environmental concerns and issues. In order to conquer these potential threat, GM should

    consider mass producing a range of alternative fuelled vehicle such as fuel cell, electric, andhybrid. (Craig, 2010)

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    4.1 Competitors Analysis

    The major competitors of General Motors are Damiler Chrysler & Ford Motor and foreign

    companies like Toyota Motor & Honda Motor. This is clearly explained in the figure 6.

    4.2 Core Competence

    The core competence of General Motors is innovation. This is the driving force behind its

    $190 above turnover. General Motors has been utilizing innovation in service ad technology

    to secure itself a dominant position in the automobile industry, since 1908. In 1911, it

    conceptualized, engineered and commercialized the self-starter engine for the first time. Then

    in 1926, its product Cadillac was the pioneer in devising a nationwide service strategy. In

    1996 General Motors introduced OnStar satellite technology which allows equipped vehiclesto be tracked in case of an emergency or theft and allows the passengers to communicate with

    OnStar personnel. Other new car concepts include minicars such as Chevy Aveo.

    However in the case of hybrid vehicles, General Motors was unable to keep up to the pace of

    the market demand.

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    Damiler Chrysler

    As the number two auto manufacturer in

    total revenues DaimlerChrysler has placed

    itself as an industry leader, with this come

    many potencies. The DaimlerChrysler

    umbrella envelops many well-known

    brands such as Dodge, Chrysler, Mercedes

    Benz, and Jeep. This denotes

    DaimlerChrysler has strong brands that are

    familiar in almost every part of the world.

    Unique engine, high performance,

    Ford Motor Company

    Ford Motor Company is a worldwide company

    with two core businesses which are automotive

    and financial Services. The automotive business

    includes of the design, development,

    manufacture, sale and service of cars, trucks

    and service parts. Ford has been centring on

    cutting costs to boost margins more than its

    competitors. It has utilized reverse engineering

    in the development of their products. Thus Ford

    has been a leader in the auto industry.

    Durability,

    Honda Motor Company

    Honda motor company is not a standard

    Japanese car manufacturer. Initially know for

    motorcycles, Honda has administered to escape

    the dominate system in Japan and become one

    of the leading automobile manufacturers in the

    world. Honda has a status for producing highexcellence products from cars to motorcycles.

    Their automobiles are dependable and usually

    fuel efficient. Unique engine, user-friendly

    Toyota Motor Corporation

    The Toyota Motor Corporation has many strengths

    being one of the industry leaders in the automotive

    industry. Toyota has three main brands below the

    company umbrella that they are Toyota, Lexus, and

    Scion. By having these three different brands, it lets

    the company attain many sectors of the globe in achoice of vehicle for customers. Toyota has

    conventionally also been the leader in Total Quality

    Management using the theory of continuous

    improvement. Good fuel consumption, user friendly

    Figure 6: Competitor analysis, Craig 2010

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    4.3 SWOT Analysis of General Motors

    SWOT analysis is an instrument for auditing an organization and its environment. It is the

    primary stage of planning and assists marketers to centre on key issues. This is very crucial

    for General motors to decide their position among competitors and it is clearly explainedbelow

    Strengths

    1. Large Market Share

    Although GM's market share in the US has dropped it is still very much competitive at 26

    percent. They also have an increasing share in the Chinese market. With the right decisions

    there is no reason for GM to not become the automotive leader it once was.

    2. Global Experience

    As explained above even with GM's recent decline they still have the market share and the

    experience to bounce back. They have been a worldwide company for nearly a century now

    and have established themselves as the global leader for most of them. If you recall I

    mentioned above that a current opportunity for GM is to expand 0globally and as we can see

    they already have the experience to do so. It is just a matter of the correct planning and

    proper implementation of those plans that will decided whether or not GM's goals are

    achieved.

    3. Variety of Brand Names

    GM as I mentioned has been the automotive leader for the majority of the last century. A

    large reason for that is the wide variety of quality brand names that appeal to all target

    markets. The current GM brands include: Chevrolet, GMC, Cadillac, Buick, Pontiac, Saturn,

    Hummer, Saab, Daewoo, Opel, and Holden.

    4. Satellite Technology

    Developed in 1996 OnStar currently has over 3 million subscribers and is standard on all GM

    vehicles. This technology allows the vehicles to be tracked in the event of an emergency or

    theft. It also allows the driver and or passengers the ability to communicate with OnStar

    personnel at the click of a button.

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    Weaknesses

    1. Behind on Alternative Energy Movement

    This is GM's biggest weakness. The alternative energy/hybrid trend has begun to take place

    in the automotive industry and GM has been one step behind the competition in terms of

    alternative energy vehicles. This has led to many problems including loss of market share and

    a decrease in company profit. In order for any automotive company to be successful from this

    point forward they must be Hybrid friendly and fuel efficient.

    2. Poor Organizational Structure

    As we can see in exhibit 1 of the case GM's organizational structure seems to be too

    vertically integrated. This causes a lack of communication between employees from top to

    bottom and may have played a part in GM falling behind on the alternative energymovement.

    3. Stagnant Profitability

    Looking at GM's profit we see that they are certainly struggling with respect to the size of

    their company. Their profit margin was about 1.5% and the ROE has dramatically decreased

    over the recent years dropping to 10% in 2004. This is a situation that shareholders will not

    be pleased with.

    4. Overly Dependent on US market

    GM has become too dependent on the US market and must take advantage of the opportunity

    to expand globally. The competition is becoming too strong to focus on just one country.

    5. Overly Dependent on General Motors Acceptance Corporation (GMAC) Financing

    GM has become too dependent on its financing program. Granted it is a great strength for

    GM, however they once again cannot rely solely on financing in order to turn profit,

    especially if they want to compete with Honda and Toyota who are rapidly growing.

    6. Poor Credit Status

    GM's credit status has like everything else has been steadily declining. Their current ratio is

    just barely above 1 and their acid test is even lower. Although, I don't see them getting denied

    based on their credit at this point, the seriousness of the matter is certainly apparent.

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    Opportunities

    1. Alternative Energy Movement

    It is obvious that GM was behind its competition with regards to the research anddevelopment of hybrid vehicles. However hybrid technology is still very much new giving

    GM the opportunity to once again become the automotive industry's leader in innovation and

    technology.

    2. Continuing to Expand Globally.

    Recently GM saw an increase in the Chinese automotive market, which proves their needs to

    be more emphasis put on foreign markets. If GM can infiltrate these markets and successfully

    grow along with their continuing focus on the US market they will be headed in a positive

    direction.

    3. Low Interest Rates

    With the right marketing strategy the low interest rates have the potential to generate an

    immediate increase in sales.

    4. Develop New Vehicle Styles and Models

    This is an opportunity that will never be satisfied, meaning that GM should always be

    attempting to develop the automotive world's most popular vehicles, and as we know, what is

    in today will be out tomorrow.

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    Threats

    1. Rising Fuel Prices

    With GM being a large producer in both trucks and SUV's, sales have drastically decreaseddue to the lack of fuel efficiency. The rise in fuel prices has played a significant role in

    creating the opportunity for development of both hybrid and more fuel efficient vehicles. As

    you will find with most threats, an equal opportunity will usually emerge as is the case here

    with GM's opportunity mentioned above.

    2. Growth of Competitors

    GM no longer has the luxury of being the known leader in the automotive industry and faces

    the reality that they are in serious trouble. As I mentioned earlier Toyota took the first step in

    the direction of hybrid technology and has since drastically grown and become the

    questionable automotive frontrunner to start the 21st century.

    3. Pension Payouts.

    Part of this threat is their own doing and the other is simply unavoidable. GM is responsible

    for providing generous pension benefits to its employees, which at the time seemed like a

    great idea, however they are now experiencing problems as more and more people begin to

    collect.

    4. Increased Health Care Costs

    GM, like many large companies with quality employee health care benefits, is experiencing a

    large financial hit that only gets worse as time continues.

    5. Rising Supply Costs, i.e. Steel

    Once again this threat affects the entire automotive industry and forces each company to cut

    manufacturing and production costs as much as possible, without taking away from the

    quality of the product.

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    4.4 Porters five forces model

    Michael Porter described a concept that has become known as the "five forces model". This

    concept involves a relationship between competitors within an industry, potential

    competitors, suppliers, buyers and alternative solutions to the problem being addressed. Weused the five-force model as a basic structure and built on it with concepts from the works of

    many other authors. Following figure 7gives a fundamental to this concept clearly.

    Figure 7: Porters Five forces, porter( 1985)

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    4.5Application of Porters five forces model to General Motors

    The strategic business manager of general motors seeking to expand an edge over rival firms

    can exercise Porters five forces model to better understand the industry context in which the

    firm operates. This is clearly explains in following figure 8.

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    RIVALRY

    DEGREE OF RIVALRY

    y -Exit barriers

    y -Industry concentration

    y -Fixed costs/Value added

    y -Industry growth

    y -Intermittent overcapacity

    y -Product differences

    y -Switching costs

    y -Brand identity

    y -Diversity of rivals

    y -Corporate stakes

    Figure 8: GM analysis, Field Work

    SUPPLIER POWERy Supplier concentration

    y Importance of volume tosupplier

    y Differentiation of inputs

    y Impact of inputs on cost ordifferentiation

    y Switching costs of firms inthe industry

    y Presence of substitute inputs

    y Threat of forward integration

    y Cost relative to total

    purchases in industryBARRIERS TO ENTRY

    y Absolute cost advantages

    y Proprietary learning curve

    y Access to inputs

    y Government policy

    y Economies of scale

    y Capital requirements

    y Brand identity

    y Switching costs

    y Access to distribution

    y Expected retaliation

    y Proprietary products

    THREAT OF SUBSTITUTES

    y -Switching costs

    y -Buyer inclination to

    y substitute

    y -Price-performance

    y trade-off of substitutes

    BUYER POWER

    y Bargaining leverage

    y Buyer volume

    y Buyer information

    y Brand identity

    y Price sensitivity

    y Threat of backwardintegration

    y Product differentiationy Buyer concentration vs.

    industry

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    1. Rivalry between existing competitors

    With the rise of foreign competitors like Toyota, Honda and Nissan in the 1970's and 80's,

    rivalry in the American auto industry has become much more intense. Firms compete on both

    price and non-price dimensions. The price competition erodes profits by drawing down price-cost margins while non-price competition (e.g., new car rebates and interest free loans) drives

    up fixed cost (new product development) and marginal cost (adding product features). One of

    the other reasons there is such high rivalry is that there is a lack of differentiation

    opportunities. All the companies make cars, trucks or SUVs. The competitors are compared

    to one another constantly. In recent years there has been significant market share variation,

    another indication of rivalry and its very strong threat to profits.

    2. Threat of entry by new competitors

    The presence of new firms in an industry may force prices down and put pressure on profits.

    There are, however, barriers to entry that tend to protect established firms. One would expect

    the production of automobiles to require significant economies of scale, an important barrier

    to entry. The new entrant would have to achieve substantial market share to reach minimum

    efficient scale, and if it does not, it may be at a significant cost disadvantage. While the

    evidence suggests that economies of scale in the auto industry are substantial, there are also

    indications that large size may not be as important as commonly assumed. Nevertheless,entry would represent a large capital investment to any new firm and the body of research

    still indicates that economies of scale represent a substantial barrier to entry. Consequently,

    entry is currently a weak threat to profitability.

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    3. Price pressure from substitute or complementary products

    While five-forces do not directly consider demand, it does consider two factors that

    influences demand and substitutes and complements. Although new cars generally are

    slightly price elastic, suggesting few real substitutes (e.g., bus and rapid transit), the demandfor a particular model is highly sensitive to price because of the availability of close

    substitutes for a given model. A change in the price of a complementary product (e.g.,

    gasoline, batteries, and tires) could have a significant impact on the demand for automobiles.

    The rising price of gas, an important complementary product, is likely to affect some firms

    more than others depending upon the vehicle composition. Recent rising fuel prices are likely

    to have a greater impact on the big three (GM, Ford Motor and Daimler-Chrysler) whose

    most profitable models are energy inefficient pick-up trucks and sports utility vehicles. On

    balance, the overall impact on "industry" profitability from substitutes and complements is

    weak to moderate.

    4. Bargaining Power of Buyers

    Buyer power refers to the ability of individual customers to negotiate prices that extract profit

    from the seller. Individual consumers have some influence over price within a given

    dealership, but little power over manufacturers. Customers can easily, and with little cost,

    switch to other auto dealers. Furthermore, customers now have access to market information(prices and costs) from the Internet that enhances their negotiating power. But when you have

    many individual customers, each representing a small proportion of total sales, they will have

    little bargaining power with manufacturers and therefore pose a weak threat to industry profit.

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    5. Bargaining Power of Suppliers

    Auto manufacturers require inputs-labor, parts, raw materials and services. The cost of these

    inputs can have a significant effect on profitability. Whether the strength of suppliers is weak,

    moderate or strong depends on how much bargaining power they can exert. The automanufacturers have large supplier networks that appear to exert little bargaining power.

    Nevertheless, the United Auto Workers (UAW), the only supplier of labor, has historically

    exerted a great deal of leverage over the benefits and wages provided by the big three.

    Because of this historical dominance by the UAW and the uncertain results of their current

    negotiations with the big three, one has to characterize supplier power, at least in this

    segment of the American market, as a strong threat to profits.

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    4.6 The val e Chai (Internal Anal i

    Mi hael Porter in 1985, proposed that activities within the organi ation add val e to the

    service and products that the organi ation creates, and all these activities should be run at

    finestlevelifthe organi ation is to gain any real competitive advantage.

    General motors gains its competitive advantage through core competencies which arethe

    uni ue set of skills, knowledge, and expertise thatlets General motors to remain competitive

    and provide value to customers. Michael Porter suggested that the company is fallen into

    primary and support activities.

    Figure 9: The value chain of GM, (Porter 1986)

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    Chapter 5: Business portfolio

    Business portfolio analysis is an enterprise strategy development tool based primarily on the

    market share of business and the growth of market in which business exists. Business

    portfolio analysis as an organizational strategy formulation technique is based on the philosophy that organizations should develop strategy much as they handle investment

    portfolios. There are most popular business portfolios tools are the BCG Growth-Share

    Matrix, the GE Multifactor Portfolio Matrix.

    5.1 BCG matrix for General motors

    The Boston Consulting Group (BCG) Matrix is a simple tool to assess a companys position

    in terms of its product range. It helps a company think about its products and services andmake decisions about which it should keep, which it should let go and which it should invest

    in further. ( Figure 10)

    Figure 10: BCG matrix, (Porter 1986)

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    STARS (High Growth Rate, High Market Share)

    These are the future of the General motors. The high growth rate requires heavy investment,

    but according to the experience curve it is highly likely that stars will reward the attention by

    producing high margins and strong cash flow. While stars grow, at least some of the profitsgenerated should be invested in further growth. When growth slows as they enter first

    maturity and then the declining phase of the service life cycle, they become cash cows.

    Investment in them stops and they become the funders of new emerging stars.

    CASH COWS (Low Growth Rate, High Market Share)

    Investment in cash cows is directed only at protecting market share and cash flows. Because

    of their maturity, cash cows typically do not require much development capital anyway. Cashcows are an extremely valuable asset to the General motors. Without them, the general

    motors would need to rely far more heavily on external capital for funding the growth of

    stars, or troubleshooting question marks. Innovation in cash cows is typically aimed at

    increasing cash flow, for instance by reducing transactional costs so as to increase margins.

    DOGS (Low Growth Rate, Low Market Share)

    Because dogs have a poor growth, it is unlikely that efforts to increase market share of

    general motors will yield value. Also, low market share suggests an uncompetitive cost

    structure. Unless one chooses to accept the lack of profitability prospects and allow cross

    subsidization, for instance where the "dog" provides an indirect and important support

    function for one of the profitable areas of general motors.

    One of the problems with General motors that its units do not comprise manufacturing

    equipment but people, and there would be some sensitivity to them being termed "dogs." The

    model is not intended to accommodate inter-personal niceties or collegiality, though simply

    to analyze the general motor's business portfolio, coldly and objectively.

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    5.2 General Motors Lifecycle

    Businesses should manage their products carefully over time to ensure that they deliver

    products that continue to meet customer wants. The process of managing groups of brands

    and product lines is called portfolio planning. The stages through which individual productsdevelop over time is called commonly known as the Product Life Cycle".

    The classic product life cycle has four stages (illustrated in the figure 11 below): introduction;

    growth; maturity and decline

    Figure 11: The Product life cycle, Porter 1986

    General Motors have entered the late stages of maturity, and will most definitely enter the

    decline stage if the company does not implement relevant strategies to turn the company

    around. The Current External environmental which is the economic downturn and the rigid

    management practices has made the companys current situation quite difficult to turn

    around. They either have to change their selves accordingly using the feedback received from

    the external environment and change their strategies or face demise.

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    Chapter 5: Application of strategies to General motors

    There are various strategies that companies can use to make sure they come out on top in this

    fierce competition but companys main rationale of using strategies are to enable them to

    achieve its long-term objectives.

    There are 3 levels of strategies that companies use, ( Figure 12)

    Functional

    Strategy

    Corporate

    Strategy

    Business

    level

    Chart 12: Company strategies (Field work)

    Accordingly general motors adopt in to functional strategy

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    This concept includes many management theories. Such as Scientific Management theory

    (Fredric Tailor). The main view of these management theories was to reduce production cost

    by improving efficiency. For example Fredric Tailor strongly believed that by replacing all

    work procedures by strict rule of thumb methods, productivity can be improved. General

    Motors in early years did not focus that strictly on these areas whereas to standardize the

    work procedures. They started to implement these in the early 1980s. If one automaker

    deserves praise for its overall 1999 manufacturing performance, it's General Motors. In the

    past, most industry analysts never would bring up GM in any discussion of premier

    manufacturing. The company was bloated, inefficient and arrogant. (Harbour.R, June, 2000)

    This change in efficiency made it possible for general motors to reach its top stop in the U.S

    automating industry. By implementing these changes into processes and mainly through

    standardization general motors were able to increase labour efficiency. They used to method

    that was uniform in all its plants. All the plants focused on the same cost, quality, safety and

    objectives enabling them to have unique standardized quality and the systematic approach

    encouraged continuous improvement. It made a huge progress in labour productivity in all its

    plants.

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    Here the author describes about strategies General motors can use to compete with its

    competitors. When these above explained strategies are implemented General motors has to

    ensure to manage six key supporting factors which are action planning, organization

    structure, human resources, the annual business plan, monitoring and control and linkage

    which show in figure 13.

    Action pl

    n

    Organizationa l

    structure

    Human

    resources

    Annual

    business plan

    Monitoring

    and

    controll ing

    Linkage

    Figure 13: Supporting factors, ( St Patricks lecture notes 2010)

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    5.1 Action plan

    An action plan is a written document (figure 14) that describes a business, its objectives, its

    strategies, the market it is in and its financial forecasts. It is essential to have a realistic,

    working business plan so that it can be achieved. In a business plan the following subjectsshould be addressed.

    Action Benefits Time scale Responsibilities Resources Measurement

    Reducefuel wasteby 12%

    -Increased profits.-Less pollution.

    By end of2012

    -Develop trainingprograms

    -Introduce totalqualitymanagement

    -Measure progressvia monitoring

    Increasemarketshare to20%

    -Increase profits-Enhancedreputation.

    By end of20110

    -Increase thecustomer experienceon brand image

    -enhancedadvertising-Increasing theskill of

    employees-change theproduct lineaccording to thearea

    -Increase of 40%have been seen

    Becomelargestautomobilecompanybusiness inUK

    -Enhanced profits-increase themarket share

    By end of2015

    -increaseparticipation inexhibition to enhanceawareness amongpublic.

    -Increasedpromotions,advertising.

    -market share hasincreasedconsiderably since2009. This meansthey are heading inthe right direction.

    EnterEuropean

    market

    -Increase profits-Introduce ethical

    policies

    By end of2020

    -Carry out theresearches on needs

    and wants, behavior

    patterns and lifestyles of the people oftheir new market

    -Increasedpublic

    awareness via

    conductingpress releases

    -have starteddiscussion and

    Strategies and

    marketing strategiesfor entering.

    Figure 14: General motors action plan , ( Annual report,2009)

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    5.2 Organization structure

    Good organisational structure does not by itself produce good performance But a poor

    organisational structure makes good performance impossible, no matter how good the

    individual managers may be. To improve organisation structure will therefore always

    improve performance. Drucker (1985). There are two types of structure (flat and tall) and

    can change from organization to organization and also when a merger or an acquisition

    happens the structure can be affected as well.

    When taking General motors into consideration, the structure they follow is the flat structure.

    ( Figure 15)

    Figure 15: Business structures, (Mind tols,2010)

    The above chart gives an idea of the differences between flat and tall structure. General

    motors has flat structure, in which span-of-control is greater and there are fewer levels of

    management and more flexible and better able to cope with changes in the external business

    environment. General motors adopts the flat structure which enables them to react to market

    situation faster and also employees will be happy as well because their problems and queries

    will be attended to faster as well. So as a whole adopting the flat structure will benefit

    General motors and will help them in the long run.

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    5.3 Human resources

    Theorists in this concept are mainly concerned with releasing social constraints that limit

    human potential. They see the current dominant ideologies as separating people from their

    "true selves". They use this paradigm to justify desire for revolutionary change. It's largely

    anti-organization in scope. (Burrell.G & Morgan.G, 1979)

    General Motors is a diversified business. Its manufacturing operations are in over 50

    countries which are producing 15% of the world's cars and trucks. GM has a massive global

    workforce of approximately 315,000 hourly and salaried employees. The business pays more

    than 465,000 pensions and touches 1.2 million lives with benefits in the United Kingdom

    alone.Like many other multi-national organizations General Motors has multiple HR groups -

    one at the corporate level and many other Hr groups for each business unit within the

    corporation. These HR groups are not information centralized and lacks a coordinated

    communications infrastructure.

    As a result, the HR processes of are inefficient. In addition, the sheer number of third-party

    vendors used by an HR department to handle discrete functions makes management of the

    process difficult and challenging. These departments have focused on administrative

    functions and typically don't have the time or the resources to devote to strategic planning. At

    the same time, many are facing a dramatic reduction in resources, and cost-cutting efforts

    primarily have focused on reducing staff, rather than re-engineering service delivery.

    With the recent economic crisis the situation has worsened. General motors in the year 2006

    adopted a new policy which provided health care to all its employees, in that year they spent

    a thumping amount of $4.8 billion on health care in the US alone. But since the health care

    inflation rate increased by 6.5 percent in 2007, fighting the costs of providing health care has

    become a never-ending uphill battle for GM. As health care costs continue to climb, GM has

    been forced to go back to the drawing board with its union workers.

    General Motors Retiree are also provided with a wide array of benefits. However GM's

    pension liability at the end of2005 was $10.92 billion, according to its balance sheet.

    Therefore they had to reduce traditional pension benefits for veteran salaried employees and

    shift newer staff to a defined contribution plan as part of a move to cut high labor costs.

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    5.4 Annual business plan

    An annual business plan provides a clear plan for the future of a company. It may include

    strategies for existing and upcoming products and services that can be made for an existing

    business, or before starting up a new business. The financial status of the company is set out

    in the business plan, alongside the projected financial forecast of the company.

    figure 16 shows what should include in annual business plan,

    an outl

    ne of changes thatthe business wants to make

    potential changes to the market;

    customers and competition,

    objectives and goals for the year

    , any issues or problems

    , any operational changes,

    information aboutthe management and people,

    financial performance and forecasts,

    details of investment in the business

    Chart 16 : Elements of a annual business plan,(Mind tols,2010)

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    5.5 Monitoring and controlling

    This is where the company looks back to see if they are on the right path. By doing this, if

    the company is off course, they can find out where they went wrong and change their plan

    and also learn from their mistakes and become stronger. include changing the schedule,

    changing the action steps (tactics), changing the strategy or (as a last resort) changing the

    objective.

    General motors has dealt with this matter in a very simple way. They have appointed a team

    which comprises of experts of various fields and their job is to compare the business to other

    businesses also known as benchmarking and so that the company knows what the competitors

    are up to and how to counter their strategies. This team also report on the key performance

    indicators so that the company knows what they need to do in order to be on track with the

    company long term goals

    5.6 Linkage

    This can be done in two different ways. They are horizontal and vertical linkage.

    Horizontal linkages establish coordination and cooperation to get the organizational units "all

    playing in harmony." Horizontal linkages can help reduce transaction costs, create economies

    of scale, and contribute to the increased efficiency and competitiveness of an industry. eg -

    across departments, across regional offices, across manufacturing plants or divisions. Forexample, if General motors is calling for a computerization of manufacturing, this would

    require the collective (and cooperative) efforts of production, human resources, and R&D.

    Vertical linkages establish coordination and support between corporate, divisional and

    departmental plans. eg - corporate objectives, company growth, resources, capital resources,

    human and technological resources in the R&D department. The best example for Vertical

    linkages is, without a proper human resource management at General motors its not possible

    for the team to performance well, without strong organizational structure its not possible to

    monitor and control the activities, If the company cannot monitor and control their activities

    the they wont be able to succeed on achieving annual business plan.

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    Conclusion

    The academic report reveals many factors to be considered before a company implement its

    business strategy. These factors are business mission, vision, goals, budget, assets and many

    more. By selecting a business strategy is not a simple task and lot of research anddevelopment and time has to be invested to develop up a right strategy to achieve company

    goals. And also through constant learning process major mistakes can be avoided and also

    can develop a stronger strategy to make the company more stable. This report also

    demonstrates the change management. The author also explains about the plans General

    motors should be drawn up to enter the market and also reflects that the best ways for a

    company to grow is by acquiring since its the most gainful method of enhancing the hold on

    the market by controlling over the company.

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    Recommendation

    General motors should have changed their management style from being completed

    autocratic to a more flexible one which would have enabled them to gain different

    perspectives into the ever changing business environment. And GM should have altered theiremployee benefit programs in such a way that they would be in line with their competitors

    policies. Because of the reason that they spent pounding amounts on the health and pension

    funds it became a great liability to the organization. B

    esides GM should have analyzed the changing customer demands and the changing consumer

    decision patterns which would have enabled them to alter their production processes in order

    to fulfil the emerging customer demands. GM should have paid more attention to its external

    environment for any signs that could have warned them about threats that they might the facefrom their external environment. Any organization should be extremely cautious about their

    internal as well as their external environment no matter how sound their business structure is

    and no matter how much experience they have in the industry.

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