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                                                                                       Raghav Agarwal,[object Object],                               				 Akash Jauhari    ,[object Object],                   			            Alok Mishra,[object Object],	         				Karan Verma,[object Object],                                 		                       Lokesh Chaudhary,[object Object],					Varun Sehgal,[object Object],Akash Jauhari IMT Ghaziabad,[object Object],Corporate & Business Strategy For GE,[object Object]
Key Findings,[object Object],Major Spinoff of business portfolio required.,[object Object], Geographic redistribution of focus and resources required.,[object Object],It will be more viable to introduce with current business in emerging markets than getting into a break through industry altogether.,[object Object], Internal Strategies should not conflict with – shareholder wealth maximization principle in long run.,[object Object],Akash Jauhari IMT Ghaziabad,[object Object]
Recommendations,[object Object],Divest from Insurance Business ,[object Object],Divest from Consumer & Industrial Business,[object Object],Key focus areas – Energy, Healthcare and Consumer Finance Geographic Redistribution : China, India, Brazil, South Africa,[object Object],Invest in Alternative Energy Sector (Solar & Wind) in India,[object Object],Invest in Healthcare Sector (Medical Equipment) in China,[object Object],M&A opportunities with financial verticals of crisis hit companies in United States like Merrill Lynch.,[object Object],Akash Jauhari IMT Ghaziabad,[object Object]
Classification of Businesses - BCG Matrix,[object Object],Energy Financial Services,,[object Object],Aviation Financial Services,,[object Object],IT Solution, Real Estate,,[object Object],Enterprise Solution,[object Object],Energy,[object Object],Oil & Gas,[object Object],Healthcare,[object Object],Market,[object Object],Growth,[object Object],Aviation, ,[object Object],Transportation,,[object Object],Finance, ,[object Object],GE Money, ,[object Object],NBC,[object Object],Insurance,[object Object],Consumer & Industrial,[object Object],Plastics,[object Object],Relative Market Share,[object Object],Akash Jauhari IMT Ghaziabad,[object Object]
Divestment,[object Object],Divest from Insurance Business - Expected Income through the divestment to be around $10 billion,[object Object],Divest from Consumer & Industrial Business - Expected Income through the divestment to be around $2 billion,[object Object],     (The above businesses are a  drag for GE, affecting its cash flows and profits. GE stock is under valued and among poor performers in-spite of solid foundations.),[object Object],Akash Jauhari IMT Ghaziabad,[object Object]
Enter Alternative Energy Sector in India: Porter’s 5 Forces,[object Object],Threat of New Entrants,[object Object],[object Object]
 Gaining first mover advantage
Huge potential with supply less than demandCompetitive Rivalry,[object Object],[object Object]
Few Indian Players – Titan, Mosarbaer, HVV
Huge Investment & Tie-up with Global players requiredBargaining Power of Suppliers,[object Object],[object Object]
 Low prices of Polysilicon in Global Mkt.
Scope in Backward IntegrationBargaining Power of Customers,[object Object],[object Object]
PPA by Govt. of India
No role of competition on price mechanismThreat of substitute products,[object Object],[object Object]
Govt. protected sector

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Corporate & Business Strategy: GE