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CHAPTER ONE 1.

1 Introduction:
Vision and Mission are the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization. By crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future. A Mission Statement defines the organization's purpose and primary objectives. Vision Statements also define the organizations purpose, but this time they do so in terms of the organization's values rather than bottom line measures. Vision statement communicates both the purpose and values of the organization.

1.2 Defining Vision


Description of something in the future Mental perception of the kind of environment an individual, or an organization, aspires to create within a broad time horizon and the underlying conditions for the actualization of this perception. Strategic intent should lead to an end. That end is the vision of an organization or an individual. It is what the firm or a person would ultimately like to become.

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1.3 Examples
BSNL Vision Statement
To become the largest telecom service provider in Asia.

Walt Disney vision Statement


Make people happy

Stokes Eye Clinic, Florence, South

1.4 Characteristics
1. Vision is developed through sharing across an organization. 2. Methods of convincing the others about vision.

3. Change agents.

1.5 Benefits of having a vision


Good visions are inspiring and exhilarating. Good vision foster long term thinking. Good vision foster risk-taking and experimentation.
Good vision helps in the creation of a common identity and a shared sense of purpose.

Good visions are competitive, original and unique.


Good visions represent integrity; they are truly genuine and can be used for the benefit of

people.

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1.6 Vision Statement


A vision statement answers the question, What will success look like? The pursuit of this image of success is what motivates people to work together.

1.7 Example: Vision Statement

Infosys
Vision: To be a globally respected corporation that provides best-ofbreed business solutions, leveraging technology, delivered by best-inclass people."

1.8 Reasons for having a vision statement


Gets team focused. Shows a picture of where the company is going. Instills focus, discipline, and structure within the organization. Ensures that team understands company direction.

1.9 How to write a Vision?


Determine the organization's overriding goal State what the organization envisions itself to be in terms of values, employees, growth and contributions to society. Look at vision statements of competitors in the industry

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Use wording that will inspire your team. Think of adjectives and sentences that will get the team excited and will make them think they are part of something that is much bigger than something they could have thought of themselves.

Get other people on the team to critique the draft of the vision to make sure it's effective and inspiring. If there are any key customers the organization trusts, ask them to review the draft too.

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CHAPTER TWO

2.1 Mission
Organizations relate their existence to satisfying a particular need of the society. They do it in terms of their mission. Mission is a statement which defines the role that an organization plays in a society. It refers to the particular need of that society for instance, its information needs. 2.2 Defining Mission Essential purpose of the organization, concerning particularly why it is in existence, the nature of the business it is in, and the customers it seeks to serve and satisfy. Purpose or reason for the organizations existence. Mission is an enduring statement of purpose that distinguishes one firm from other similar firm. In short the mission describes the product, market and technological areas of emphasis for the business.

2.3 Example Mission Statement: New Port News Shipbuilding


We shall build good ships here at a profit if we can at a loss if we must but always good ships.
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2.4 Characteristics
3. Feasible 4. Precise 5. Clear 6. Motivating 7. Distinctive 8. Indicates major components of strategy

2.5 Need for an explicit mission


To ensure unanimity of purpose within the organization. To provide a basis for motivating the use of the organizations resources. To develop a basis, or standard, for allocating organizational resources. To establish a general tone or organization climate. To serve as a focal point for those who can identify with the organizations purpose and direction.

2.6 Mission Statement


A mission statement is an enduring statement of purpose that distinguishes one business from other similar firms. A mission statement identifies the scope of a firms operations in product and market terms.

2.7 Example BSNL Mission


To provide world class state of art technology telecom services to its customers on demand at competitive prices. To provide world class telecom infrastructure in its area of operation and to contribute to the growth of countrys economy.

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The mission statement of an organization is normally short, to the point, and contains the following elements: Provides a concise statement of why the organization exists, and what it is to achieve; States the purpose and identity of the organization; Defines the institution's values and philosophy; and Describes how the organization will serve those affected by its work.

2.8 Formulating Mission


1. What is the basic purpose of your organization? 2. What is unique about your organization? 3. What is in your company that will make it stand out in a crowd? 4. Who are, and who should be, your principal customers? 5. What are the basic beliefs, values and philosophical priorities of your firm?

2.9 Example of Mission: Infosys


Mission: "To achieve our objectives in an environment

of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large."

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2.10 Importance of Mission


Benefits from a strong mission

2.11 Elements of Mission:

2.12 How to write a Mission?


Ask "What do we do?"; "How do we do it?"; and "For whom do we do it," Create a draft mission statement describing how the company uniquely answers these questions. Touch on the organization's current operations and the industry it is in. Look at competitors in the industry and use their mission statements for research. Ask yourself what works and what does not work. Revise your mission statement as needed.
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Get feedback from other members of the organization once the statement is drafted.

2.13 The Difference between Vision & Mission


Vision - The Future Definition: The way in which one sees or conceives something; a mental image; An overall statement of the goal of the organization. Vision should describe what will be achieved in the wider sphere if the organization and others are successful in achieving their individual missions. Mission - The Present Definition: An assignment one is sent to carry out; a self-imposed duty. A mission statement identifies the reason for the existence of the organization. The statement should be linked to the overall operations and business of the organization

A Mission statement is more specific to what the enterprise can achieve it. Mission 1. Mission is the reason of existence of an organization. 2. Mission is often an action or group of individuals that are formed with the intent of action. 3. Mission can refer to a group of individuals, the act that a group or individual is to carry out, or to the actions involved in the completion. 4. Mission is achievable. 5. Every organization can have more than one mission.

Vision 1. Vision is the ultimate goal. 2. Vision is a conceptual thing similar to the ideal of a real thing. 3. Vision generally refers to a concept.

4. Vision may not achieve always. 5. Every organization has only one vision.

2.14 Which comes first?

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That depends. If you have a new start up business, new program or plan to reengineer your current services, then the vision will guide the mission statement and the rest of the strategic plan. If you have an established business where the mission is established, then many times, the mission guides the vision statement and the rest of the strategic plan. Either way, you need to know your fundamental purpose - the mission, your current situation in terms of internal resources and capabilities (strengths and/or weaknesses) and external conditions (opportunities and/or threats), and where you want to go - the vision for the future. It's important that you keep the end or desired result in sight from the start.

CHAPTER THREE

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General Motors

3.1 Company Information and Profile of General Motors

General Motors is a major American automotive corporation. The following profile and background facts about General Motors provides company and business information for research and general interest including business address and telephone details, business industry, company description, slogan, General Motors mission statement and or Vision statement and whether General Motors appears in the Fortune 500 company listing - all useful business information.

Name of Organization General Motors Company Address 48265

: General Motors : 300 Renaissance Center, Detroit, MI

General Motors Telephone Number : 313-556-5000

3.2 Company Description


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As a top company in the Automotive industry General Motors specialize in the manufacture of cars and trucks selling them under the brands of Buick, Cadillac, Chevrolet, GMC, GM Daewoo, Holden, HUMMER, Opel, Pontiac, Saab, Saturn, Vauxhall and Wuling.

3.3 Business Industry - Automotive


The general business activity and principal products or commercial enterprise of General Motors are categorized as being part of the Automotive Industry.

3.4 General Motors Slogan


A slogan is a short, memorable catch phrase, tagline or motto used to to identify a product or company in advertisements. The advertising slogan, or business slogan most associated with General Motors, is:

"People in motion."

3.5 General Motors Mission Statement and/or Vision Statement


Mission Statements and Vision Statements are written for customers and employees of corporations. A Mission Statement can be defined as a sentence or short paragraph written by a company or business which reflects its core purpose, identity, values and principle business aims. The definition for a Vision Statement is a sentence or short paragraph providing a broad, inspirational image of the future.

3.6 General Motors Mission Statement:


"G.M. 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 stock-holders will receive a sustained superior return on their investment."

3.7 General Motors Vision Statement:

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"Over the past 100 years, GM has been a leader in the global automotive industry. And the next 100 years will be no different. GM is committed to leading the industry in alternative fuel propulsion." "GMs 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. "Over the past 100 years, GM has been a leader in the global automotive industry. And the next 100 years will be no different. GM is committed to leading the industry in alternative fuel propulsion."

3.8 Values Statement


The auto industry just like the global economy is going through tremendous change, due to rising fuel prices, and environmental worries, such as global warming. GM must use these threats as opportunities, and take advantage of changing consumer buying habits. GM needs to change consumer perception of the company, from a dull, poor quality, vehicles to innovative, quality, and environmentally friendly company. To do this GM must portray an image that states that GM values what the consumer wants and what the environment needs. Listen to what consumers are saying directly and indirectly about GMs current products, and create innovative, green, vehicles that turn consumers into customers. At the same time provide GM stakeholders pride and financial incentives to remain with GM.

3.9 Environmental Analysis


GM and the entire auto industry are currently challenged with the perfect storm. The auto industry is being hit by a w eak US and global economy, ris ing fuel prices , and so cial an d political envir onmental concerns and iss ues. In or der to o verco me thes e potential thr eat, GM should consider mass producing a range of alternative fueled vehicles, i.e. fuel cell, electric, and hybrid.

3.10 General Motors Strategic Analysis


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The major competitors of General Motors are domestic companies like Damiler Chrysler & Ford Motor and foreign companies like Toyota Motor & Honda Motor.

3.11 Damiler Chrysler


As the number two auto manufacturer in total revenues Daimler Chrysler has positioned itself as an industry leader, with this come many strengths. The Daimler Chrysler umbrella covers many well-known brands such as Dodge, Chrysler, Mercedes Benz, and Jeep. This means DaimlerChrysler has strong brands that are recognizable in almost every part of the world.

3.12 Ford Motor Company


Ford Motor Company is a global company with two core businesses: Automotive and Financial Services. The Automotive business consists of the design, development, and manufacture, sale and service of cars, trucks and s ervice parts. Ford has been f ocus in g on cutting costs to increase margins more than its competitors. It has used reverse engineering in the development of their products. Thus Ford has been an innovator in the auto industry.

3.13 Honda Motor Company


Ho nd a motor company is not your average J apanes e car manufacturer. Orig in al ly k now for motorcycles, Honda has managed to elude the dominate keiretsu system in Japan and become one of the dominant automobile manufacturers in the world. There is much strength to Honda. Honda has a reputation for producing high quality products from cars to motorcycles. Honda has won many awards for initial quality and customer satisfaction. Their automobiles are reliable and generally fuel efficient. Their research has afforded them competitiveness in innovative products.

3.14 Toyota Motor Corporation


The Toyota Motor Corporation was incorporated in 1937 and has many strengths being one of thein du stry leaders in the automotive industry. Toyota has three major bran ds u n dern eath thecompany umbrella; Toyota, Lexus, and Scion. By having these three distinct brands, it lets the company reach man y s ectors of the globe in a cho ice
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o f v eh icle for customers . Toyota has traditionally also been the leader in Total Quality Management or TQM. By using the Kaizen theory of continuous improvement, Japan caught up the U.S. auto makers during the 1980s.

3.15 General motors - the future

THE PLAN - FIVE POINTS GOALS:


Increase General Motors U.S. market share to 33% Improve customer satisfaction as evidenced by points of market share, not

fractions Each year GM spends billions in advertising and incentives in the name of marketing. Yet there exist far less expensive and far more productive methods of acquiring and retaining customers. This plan calls for no capital investment and offers the opportunity for large reductions in marketing expense. STRATEGY:

Implement both innovative and proven marketing techniques. Raise market share 1 percentage point in each of five key areas Remake our corporate image as a leader by acting rather than re-acting. Change focus of advertising from distress to inspirational.

Loss of market share experiences over the past two decades is due to the demised image of GM in the marketplace. The five key areas contain specific steps for the new image.

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STRUCTURE: The plan will address issues and offer solutions regarding:

Our Customers Our Dealers Our Salespeople Our Employees Our Retirees

3.16 Strategically Analysis on General Motors SWOT Analysis

Strengths 1. Large Market Share


Although GM's market share in the US has dropped it is still very much competitive at 26 percent. They also have an increasing share in the Chinese market. With the right decisions there is no reason for GM to not become the automotive leader it once was.

2. Global Experience
As ex plained above even w ith GM' s recent declines they still have the mark et sh ar e an d the experience to bounce back. They have been a worldwide company for nearly a century now and have established themselves as the global leader for most of them. If you recall I mentioned above that a current opportunity for GM is to expand globally and as we can see they already have the experience to do so. It is just a matter of the correct planning and proper implementation of those plans that will decided whether or not GM's goals are achieved.

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3. Variety of Brand Names


GM as I mentioned has been the automotive leader for the majority of the last century. A large reason for that is the wide variety of quality brand names that appeal to all target markets. The current GM brands include: Chevrolet, GMC, Cadillac, Buick, Pontiac, Saturn, Hummer, Saab, Daewoo, Opel, and Holden.

4. GMAC Customer Financing Program


Since its establishment in 1919 it has proven to be GM's most reliable source of revenue.

5. On Star Satellite Technology


Developed in 1996 On Star currently has over 3 million subscribers and is standard on all GM vehicles. This technology allows the vehicles to be tracked in the event of an emergency or theft. It also allows the driver and or passengers the ability to communicate with OnStar personnel at the click of a button.

Weaknesses
1. Behind on Alternative Energy Movement
This is GM's biggest weakness. The alternative energy/hybrid trend has begun to take place in the automotive industry and GM has been one step behind the competition in terms of alternative energy vehicles. This has led to many problems including loss of market share and a decrease in company profit. In order for any automotive company to be successful from this point forward they must be Hybrid friendly and fuel efficient.

2. Poor Organizational Structure


As we can see in exhibit 1 of the case GM's organizational structure seems to be too vertically integrated. This causes a lack of communication between employees from top to bottom and may have played a part in GM falling behind on the alternative energy movement.

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3. Stagnant Profitability Looking at GM's profit we see that they are certainly struggling with respect to the size of their company. Their profit margin was about 1.5% and the ROE has dramatically decreased over the recent years dropping to 10% in 2004. This is a situation that shareholders will not be pleased with.

4. Overly Dependent on US market


GM has become too dependent on the US market and must take advantage of the opportunity to expand globally. The competition is becoming too strong to focus on just one country. 5. Overly Dependent on General Motors Acceptance Corporation (GMAC) Financing: GM has become too dependent on its financing program. Granted it is a great strength for GM, however they once again cannot rely solely on financing in order to turn profit, especially if they want to compete with Honda and Toyota who are rapidly growing. 6. Poor Credit Status GM's credit status has like everything else has been steadily declining. Their current ratio is just barely above 1 and their acid test is even lower. Although, I don't see them getting denied based on their credit at this point, the seriousness of the matter is certainly apparent.

Opportunities
1. Alternative Energy Movement
It is obvious that GM was behind its competition with regards to the research and development of hybrid vehicles. However hybrid technology is still very much new giving GM the opportunity to once again become the automotive industry's leader in innovation and technology.

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2. Continuing to Expand Globally. Recently GM saw an increase in the Chinese automotive market, which proves their needs to be more emphasis put on foreign markets. If GM can infiltrate these markets and successfully grow along with their continuing focus on the US market they will be headed in a positive direction.

3. Low Interest Rates


With the right marketing strategy the low interest rates have the potential to generate an immediate increase in sales. 4. Develop New Vehicle Styles and Models This is an opportunity that will never be satisfied, meaning that GM should always be attempting to develop the automotive world's most popular vehicles, and as we know, what is in today will be out tomorrow.

Threats
1. Rising Fuel Prices
With GM being a large producer in both trucks and SUV's, sales have drastically decreased due to the lack of fuel efficiency. The rise in fuel prices has played a significant role in creating the opportunity for development of both hybrid and more fuel efficient vehicles. As you will find with most threats, an equal opportunity will usually emerge as is the case here with GM's opportunity mentioned above.

2. Growth of Competitors
GM no longer has the luxury of being the known leader in the automotive industry and faces the reality that they are in serious trouble. As I mentioned earlier Toyota took the first step in the direction of hybrid technology and has since drastically grown and become the questionable automotive frontrunner to start the 21st century.

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3. Pension Payouts
Part of this threat is its own doing and the other is simply unavoidable. GM is responsible for providing generous pension benefits to its employees, who at the time seemed like a great idea, however they are now experiencing problems as more and more people begin to collect.

4. Increased Health Care Costs


GM, like many large companies with quality employee health care benefits, is experiencing a large financial hit that only gets worse as time continues.

5. Rising Supply Costs, i.e. Steel


Once again this threat affects the entire automotive industry and forces each company to cut manufacturing and production costs as much as possible, without taking away from the quality of the product.

3.17 Porters Five-Forces Analysis


The competitive structure of an industry is another important component of identifying factors that are a threat to diminish profitability. One of the most efficient ways to assess competitive issues is to consider Michael Porter's five-force analysis. Porter (1980, 1985) has highlighted five such factors: (1) rivalry between existing competitors, (2) threat of entry by new competitors, (3) price pressure from substitute or complementary products, (4) bargaining power of buyers, and (5) bargaining power of suppliers.

1. Rivalry between existing competitors


With the rise of foreign competitors like Toyota, Honda and Nissan in the 1970's and 80's, rivalry in the American auto industry has become much more intense. Firms compete on both price and non-price dimensions. The price competition erodes profits by drawing down pricecost margins while non-price competition (e.g., new car rebates and interest free loans) drives up fixed cost (new product development) and marginal cost (adding product features). One of the other reasons there is such high rivalry is that there is a lack of differentiation opportunities. All
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the companies make cars, trucks or SUVs. The competitors are compared to one another constantly. In recent years there has been significant market share variation, another indication of rivalry and its very strong threat to profits.

2. Threat of entry by new competitors


The presence of new firms in an industry may force prices down and put pressure on profits. There ar e, however, barriers to entry that tend to protect es tablis hed firms. One wo uld expect the production of automobiles to require significant economies of scale, an important barrier to entry. The new entrant would have to achieve substantial market share to reach minimum efficient scale, and if it does not, it may be at a significant cost disadvantage. While the evidence suggests that economies of scale in the auto industry are substantial, there are also indications that large size may not be as important as commonly assumed. Nevertheless, entry would represent a large capital investment to any new firm and the bod y o f r es earch still indicates that economies of scale represent a substan tial b ar rier to entry. C onsequentl y, entry is currently a weak threat to profitability.

3. Price pressure from substitute or complementary products


While five-forces do not directly consider demand, it does consider two factors that influences demand substitutes and complements. Although new cars generally are slightly price elastic, suggesting few real substitutes (e.g., bus and rapid transit), the demand for a particular model is highly sensitive to price because of the availability of close substitutes for a given model. A change in the price of a complementary product (e.g., gasoline, batteries, and tires) could have asignificant impact on the demand for automobiles. The rising price of gas, an import ant complementary product, is likely to affect some firms more than others depending upon the vehicle composition. Recent rising fuel prices are likely to have a greater impact on the big three (GM, Ford Motor and Daimler-Chrysler) whose most profitable models are energy inefficient pick-up trucks and sports utility vehicles. On balance, the overall impact on "industry" profitability from substitutes and complements is weak to moderate.

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4. Bargaining Power of Buyers


Buyer power refers to the ability of individual customers to negotiate prices that extract profit from the seller. Individual consumers have some influence over price within a given dealership, but little power over manufacturers. Customers can easily, and with little cost, switch to other auto dealers. Furthermore, customers now have access to market information (prices and costs) from the Internet that enhances their negotiating power. But when you have many individual customers, each representing a small proportion of total sales, they will have little bargaining power with manufacturers and therefore pose a weak threat to industry profit.

5. Bargaining Power of Suppliers


Auto manufacturers require inputs-labor, parts, raw materials and services. The cost of these input scan have a significant effect on profitability. Whether the strength of suppliers is weak, moderator strong depends on how much bargaining power they can exert. The auto manufacturers have large supplier networks that appear to exert little bargaining power. Nevertheless, the United Auto Workers (UAW), the only supplier of labor, has historically exerted a great deal of leverage over the benefits and wages provided by the big three. Because of this historical dominance by the UAW and the uncertain results of their current negotiations with the big three, one has to characterize supplier power, at least in this segment of the American market, as a strong threat to profits. The following table summarizes the results of a five-force analysis of the automobile industry.

Five-Force Analysis
FORCE Internal Rivalry Entry Substitutes and Complements Buyer Power Supplier Power THREAT TO PROFIT Strong Weak Weak to Moderate Weak Strong

Core Competence

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The core competence of General Motors is innovation. This is the driving force behind its $190 above turnover. General Motors has been utilizing innovation in service ad technology to secure itself a dominant position in the automobile industry, since 1908. In 1911, it conceptualized, engineered and commercialized the self-starter engine for the first time. Then in 1926, its product Cadillac was the pioneer in devising a nationwide service strategy. In 1996 General Motors introduced On Star satellite technology which allows equipped vehicles to be tracked in case of an emergency or theft and allows the passengers to communicate with On Star personnel. Other new car concepts include mini cars such as Chevy Aveo. However in the case of hybrid vehicles, General Motors was unable to keep up to the pace of the market demand.

Financial Results
Based on the GMs consolidate net sales and revenue, it shown that General Motor Corporation revenue has been falling to $ 192.6 billion in 2007 from 193.5 billion in 2004. GM incurred a consolidated net loss in 2007 of $ 10.6 billion, compared to net income of $ 2.8 billion in 2004.In the last 1990s, GM had regained market share up $ 80 a share. In 2000, the interest went up by the Federal Reserve to quell the stock market and a severe stock market decline following the September 11, 2001 attacks. Due to this factor, it affected a pension and benefit crisis at General motors and many other American companies. The current stock market price of General Motors are falling between $28- $29 per share. It has been falling down gradually in the past six years. General Motors North America market share in 2007 fell to 25.5% compared to 26.7 in 2004.Decreased in market share also due to sales declines in segment where GM has high volume suchas large sport utilities, mid-sized utilities, and mid-sized cars. The unfavorable results of GMs consolidate net loss in 2007 were driven primarily by losses at GMNA due largely to unfavorable volume and product mix.

Suggested Strategies

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Below is a list of possible strategies General Motors could use to redirect profits and be able to maintain survival for the future. 1. Market Development 2. Market Penetration 3. Product Development 4. Restructuring 5. Retrenchment 6. Liquidation

Implementations:
Recommended strategies for General Motors would start with product development then market development, liquidation, and restructuring. Reasons for product development being at the top of priorities is that GM has to create a type of Hybrid vehicle that will allow it to keep up with the pace of the competitive environment, but must be a product that stands out from the crowd at the same time. Prime example of their idea for a Hybrid SUV, it fits the GM profile with maintaining the SUV portion, but allows the firm to stay with trend patterns.GM must also reevaluate the market they are trying to approach, because for so long they have continued with a tradition outlook for automobiles, but now that times are changing their original target market is not looking for what they once were. General Motors needs to take a step back and take look at how they want to position themselves and towards what market since what they have been doing is no longer in favor for the company. An example of what GM could possibly do is producing a futuristic vehicle, which has been heard in rumors from Toyota about their next plan of action. If General Motors could provide a "futuristic" vehicle before Toyota has the chance to hit the market with theirs GM would be a step ahead of the competition. Liquidation is important to GM because their assets are a lot higher than revenues, and if GM could turn assets into cash then there would be more readily available funds and then GM would not have to depend some much on their U.S. sales, which only include 2/3 of that market and their financing tactic wouldn't be as much of a risk. Liquidation would clearly help out the financial parts of the organization. Last but not least is restructuring, which General Motors most desperately needs to review
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possibilities. The company has taken a large hit in recent years and needs to find a way back to the top. This is only going to be achieved if something drastic is changed. Restructuring the product development pace would be a start as well as cutting back on employees because the company is growing in size but not in profit, which causes a red flag for GM. The company needs to be re-evaluated in many ways, but GM has been strong for many years that it is very possible for the company to come above these issues.

Evaluation:
The biggest thing for General Motors is to develop a Hybrid vehicle that will maintain the pace of the competition for the firm as well as one that will stand out from the crowd to make the product new and exciting. Creating a Hybrid SUV is a brilliant idea and if GM can pull that off by the end of 2007 the future could look very bright for them. The company has a huge background proving that they can maintain being number one, it's just a matter of product development being maintained and refocusing products to the correct target markets.

3.18 Consolation:
A vision and mission is not only for investors and for lenders but it also helps you to achieve your business goals in the best possible way. Writing the good vision and mission statement is not an easy task. Make sure that your vision and mission statements must be realistic and relevant to your business. Try to make it passionate and inspiring. For example, the mission statement of the famous brand NIKE is: CRUSH REEBOK. The mission and vision statement must be similar to your competitors. On the other hand, the right organizational structure can play an important role in an organization's evolution. By analyzing all mission, vision, goal, objective, strategy and organization structure of General Motors, we can say that, these are important in their success in automotive industry.

References:

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1. www.slideshare.net
2. www.gm.com 3. www.wikipedia.org

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