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GENERAL MOTORS CASE 2005

VISION

“GM,s 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.”

MISIION

“GM 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 stockholders will receive a sustained superior return on their
investment.”

Submitted to: Mr. Abdul Qayyum 1


GENERAL MOTORS CASE 2005

External Factor Analysis Summary


General Motors Case

External Factors Weight Rate

 Opportunities:
0.05 3
 People’s attitude towards environmental impact
0.15 2
 Hybrid car and hydrogen car technologies 0.10 4
 Expansion in china market 0.05 2
 The presence of technology generates value approach 0.08 3
 Private equities ready to takeover
 Threats:
0.05 2
 An increase in gas prices
0.15 1
 An increase in Health care trend rate 0.03 3
 Low switching cost of buyers 0.05 2
 Competitor’s R & D advantage position 0.12 3
 High completion in market shares and low growth rate 0.07 2
 Competitor’s product quality 0.10 2
 Competitor’s customer profile

Total 1.00

Submitted to: Mr. Abdul Qayyum 2


GENERAL MOTORS CASE 2005

Submitted to: Mr. Abdul Qayyum 3


GENERAL MOTORS CASE 2005

Internal Factor Analysis Summary


General Motors Case

Internal Factors Weight Rate

 Strengths:
0.02 4
 Global market shares (14.5% as of 2004)
0.11 4
 Global market coverage (six regional areas) 0.03 4
 Net sales of $193,517 in 2004 0.08 4
 340,000 employees worldwide 0.07 4
 Number of Plants 0.05 3
 Diversity of products 0.02 4
 Lucrative financing and insurance businesses 0.01 4
 Global brand and image 0.07 3
 Research and development and technology potential 0.08 4
 Production and capacity potential

 Weaknesses:
0.12 2
 Decline in global market share and U.S sales
0.01 2
 DNA of being number one 0.01 2
 Inflexibility in management style 0.07 2
 Inappropriate in market strategy 0.08 2
 Bad operational practice 0.14 1
 Too much health cost and retirement expenses 0.03 2
 Decline in employees and union relation
Total 1.00

Submitted to: Mr. Abdul Qayyum 4