DAHUNAN, KEN ALVIN H.

BSBA 311

1. Describe the internal and external customers of GE involved in the given case study.
The General Manager of GE, GE, and GE are the internal customers in this study.
Chairman, managers, engineers, and financiers in several countries, including Mexico,
China, and Korea. Their suppliers Samsung and LG are their external clients. Internal
customers are clients who are employees of the company and require assistance from
other individuals or departments in order to perform their tasks. Among General
Electric's (GE) internal clients are top management staff, engineers, and stockholders. In
contrast, "third parties"—in the case of GE, LG and Samsung—are external customers
who are paying for the services but are not connected to the company.
2. Identify the advantages and disadvantages of the insourcing decision of GE relevant
its company operations.
The advantages of GE, according to the team, are that they have Competitive strategy
that enables a company to create a distinctive value proposition in the market that sets
them apart from rivals and drives them to outsource the same kinds of services.
Organizational culture is one of the company's key benefits since it discusses the norms
and standards that GE is secretly following in addition to what others are aware of. The
final benefit is the direction it gives the firm, allowing it to fully oversee internal
operations like business measurement, improvement, and the development of new items
that will enable them to grow and keep their position in the market. A company's ability to
create goods or services faster, more efficiently, or more affordably than its competitors
is known as a competitive edge. These elements enable the producing unit to
outperform its competitors in terms of sales or margins. Additionally, I think that
maintaining an advantage over current or potential rivals is what is meant by
"competitive advantage." When businesses produce traits that enable them to
outperform rivals, they get a competitive edge. The costs associated with the company's
potential drawbacks increase as the business grows because the more you expand your
enterprise, the more money and labor were expended.
3. Explain how GE managed to implement its insourcing decision successfully.
By bringing manufacturing jobs back to the United States from Korea, China, and Mexico
in order to reduce shipping costs, be more convenient for their consumers, and save
15.20 percent on labor, GE was able to successfully implement its outsourcing choice.
By bringing manufacturing jobs back to the United States from Korea, China, and Mexico
in order to reduce shipping costs, be more convenient for their consumers, and save
15.20 percent on labor, GE was able to successfully implement its outsourcing choice.
They developed their skills, abilities, and recruitment methods to the point where they
quickly hired anyone. They quickly developed a value proposition for their new product,
which enabled them effectively obtain an advantage in their decision to outsource, after
the management group had reviewed the direction of the company.