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Copy of GE case presentation
Transcript of Copy of GE case presentation
Sandy Lu Angela Zhang Helen Xian David Markus Overview of the case
Ecomagination and GE's Business Model
Future Outlook GE's use of partnerships GE (General Electric Company) was established. 1892 1991
-1996 GE was involved in the PCB pollution in the US. GE was fined several times by US EPA and NRC for violating regulations. 1980 Sustainability has become critical for business success.
In 2001, Jeffrey R. Immelt became the Chairman and CEO of GE. He started to focus more on addressing environmental challenges.
GE launched several global initiatives in order to make the company more socially responsible. 2000s May, 2009 GE launched a CSR initiative called Ecomagination.
Ecomagination addresses challenges such as greenhouse gas (GHG) emissions, cleaner and efficient sources of energy, and new sources of clean water. 2009 Overview of the case .....con't + = Customer
Performance Ecomagination Examples of strong partnerships Keys to successful partnerships Setting clear focus and stated goals; building of a strong commitment
Involving multiple stakeholders for input, expertise, and thought leadership
Flexibility to adapt to changing conditions
Respect amongst partners Benefits from partnerships Drive corporate initiatives and lead to innovations
Create jobs and expand the markets
Governments: Help to access to countries or regions
Non-profit/NGOs: Bring credibility with local communities
Companies: Help to access to their capabilities; use resources effectively and efficiently
Transform the way innovations done internally
Achieve sustainable growth Ecomagination and GE's business model distinctive competencies > business model > differentiation and/or lowering cost structure
distinctive competencies are built from:
GE focus on innovation so competitive advantage = differentiation
Ecomagination utilizes the same business model only they are putting "environmentally-friendly" in mind
- Improved customer competitiveness
- Lower operating costs - Lower emissions
- Higher efficiency -34 new ecomagination products and solutions qualified in 2011 Biogas Differentiate Increased regulations More scarcity Higher energy costs GE in China GE and Air India The 'old' GE
and the Friedman
Doctrine The 'new' GE and
the Utilitarian Perspective Ethics Competitive Positioning Aligning Ecomagination with GE's Business Model Ecomagination and Building Blocks of its Competitive Advantage Efficiency
US$5 billion in revenue in 2009
expected double the rate of total company revenue by 2015
Quality Assurance and Ecomagination Product Review EPR is a rigorous review and qualification procedure employed by GE in selecting which products are to be included in the Ecomagination portfolio
Product factors considered:
Audited by GreenOrder