Harvard Business Review Case Study: General Electric Medical Systems (2002)
Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1.9, Edinburgh Napier University (Napier University Business School), course: International Business Strategy, 4 entries in the bibliography, language: English, abstract: General Electric Medical Systems (GEMS) is the world’s leading manufacturer of diagnostic imaging equipment and part of the Milwaukee, US-based General Electric. The following evaluation conducts a strategic analysis of its internal resource capability, how it shaped its competitive strategy and a profound evaluation of its international strategy.
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90 warehouses ability to attract ability to manage ahead of competitors Appendix2 attract talents business model China for China Chinese market competitive advantage Competitive Strategy Computer tomography concentrating on value core competences cost pressure diagnostic economies of scale Electric Medical Systems enables GEMS existing product Firm Infrastructure focus forced GEMS GEMS China GEMS International Strategy GEMS is able GEMS realised GEMS was able global customer Global Strategy global value network growing healthcare Human Resource Management imaging equipment Inbound Logistics interdependent keeping entrepreneurial spirit learning organisation low cost countries manage acquisitions managing of relationship Managing relationships Managing the value market capitalisation market share million Multidomestic Strategy outsourcing proactive learning company proprietary heart remote monitoring remote problem solving resources and capabilities Six Sigma strong relationship superior profit margin sustain competitive advantage Systems is dealing Systems is keeping Technology Development Transformed its Strategy Value Chain value creating activities variable costs