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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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