need help in writing course project business policy 412 General Motors SWOT Analysis
need help in writing course project business policy 412 General Motors SWOT Analysis and Analysis via
Porter’s Five Forces Model. ATTACHMENT PREVIEW Download attachmentEstablished in 1908, General Motors (GM), with its headquarters based in Detroit,Michigan was one of the world’s largest automakers in the world. GM market share peaked in the1960’s where they held 48.3% of the overall US market share. This total began to decline in the1970’s and continued to present day, due to greater international competition. Their businessoperate in 140 countries with an employment of 204000 people, and together with their strategicallies, they produce cars and trucks in 34 countries (General Motors, 2010). However, in June2009, GM filed for bankruptcy protection and reach out to U.S government for financialassistance (Taylor III, 2009).GM was born out as a conglomerate of firms (Bordenave & Lung 2003). From amultinational organization with a headquarter set in Detroit and unified products, design andmanufacturing resources throughout its field of business, GM was quick in moving itself out tobecome a global organization whereby they valued diversity and flexibility to match with thechanging pattern of opportunities and threats posed in the industry sector. They actually divergedfrom Ford’s monolithic structure, gained own corporate stability and shortly after, challengeFord’s hegemony internally and globally (Bordenave & Lung 2003). A division of labour is setup, whereby production has been divided into different skills and tasks spread across countries(Hatch & Cunliffe 2006).However, GM did not only use one design type, as hybrid is a mixture of forms inattempt to blend advantages of the different types. The matrix design was used to increaseflexibility in providing customer service, responding to opportunities in the environment and tomaximize the value of each talent (Hatch & Cunliffe 2006). In 1998, GM reorganized its group’sglobal structure to a new multi-regional structure, whereby the four regional presidents andthirteen ‘global process leaders’ are known as the ‘automotive strategy board’ was placed under
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