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.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- GEMS Competitive Strategy
- Resources Analysis
- From Capabilities to Core Competences - Value Chain Analysis at General Electric Medical Systems
- Cost leadership, differentiation or “hybrid” - General Electric Medical Systems Competitive Strategy drift
- GEMS International Strategy
- Evaluation of GEMS International Strategy
- Has GEMS Strategy in China Transformed its Strategy from Global to a More Multidomestic Strategy?
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This evaluation aims to analyze the competitive and international strategies of General Electric Medical Systems (GEMS). It examines GEMS' internal resources, how these resources shape its competitive strategy, and provides a deep assessment of its global strategy.
- Resource Analysis and Competitive Advantage
- Value Chain Analysis and Core Competences
- Competitive Strategy Drift and Positioning
- International Strategy and Market Adaptation
- The Role of Innovation and the Learning Organisation
Zusammenfassung der Kapitel (Chapter Summaries)
- Introduction: Introduces General Electric Medical Systems (GEMS) as a leading manufacturer of diagnostic imaging equipment and provides an overview of the evaluation's scope.
- GEMS Competitive Strategy: Resources Analysis: Examines GEMS' substantial resource base, highlighting financial resources, R&D investments, technological sophistication, and its strong brand reputation. The focus is on how these resources contribute to competitive advantage.
- GEMS Competitive Strategy: From Capabilities to Core Competences - Value Chain Analysis at General Electric Medical Systems: Identifies the key capabilities that drive GEMS' competitive advantage. These capabilities are organized into three subchains: managing the value network, fostering a learning organization, and managing customer relationships.
- GEMS Competitive Strategy: Cost leadership, differentiation or “hybrid” - General Electric Medical Systems Competitive Strategy drift: This section would likely explore how GEMS balances cost leadership, differentiation, and perhaps a hybrid approach in its competitive strategy. It might analyze their strategic shifts over time.
- GEMS International Strategy: Evaluation of GEMS International Strategy: Analyzes GEMS' international strategy, evaluating its effectiveness and alignment with market conditions.
- GEMS International Strategy: Has GEMS Strategy in China Transformed its Strategy from Global to a More Multidomestic Strategy?: This chapter examines GEMS' strategy in China, investigating whether their approach has shifted from a global strategy to a more localized multidomestic strategy.
Schlüsselwörter (Keywords)
Key terms and concepts central to this evaluation include: competitive advantage, resource analysis, value chain analysis, core competences, cost leadership, differentiation, hybrid strategy, international strategy, global strategy, multidomestic strategy, learning organization, innovation, and market adaptation. These terms encapsulate the focus areas of the analysis, encompassing both internal and external strategic considerations.
- Quote paper
- Marcel Heide (Author), 2006, Harvard Business Review Case Study: General Electric Medical Systems (2002), Munich, GRIN Verlag, https://www.grin.com/document/66137
