Gm in China Case Analysis

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Implementation:

- GM should consider partnering with SEPA, to work together in creating ideas on how GM in China can produce and build more fuel efficient and green vehicles to reduce pollutants in the China environment and market for FY 2005, set a budget of less than a million to work on innovations of greener vehicles.

- Market invention of green vehicles once a design had been created

- Categorize issues to work on to build consumer confidence

- Price

- Value

- Size (take surveys of wants [ e.g. sedan, engine size, etc.]).

- Fuel Economy and Low Emission [ e.g.- greener vehicles].

- Create a team to track pricing models and measure what levels of pricing is efficient to remain profitable within the limits.

- Meet with Chinese gov’t. within the 1st quarter of the next FY to work out issues related to intellectual property.

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- Each FY set a metric component that will track profits are on point of what has been projected.

- FY 2006 have plan on place and began rollout of more fuel efficient and green vehicles.

- Each quarter track GDP along with other indicators that are normally tracked annually for any improvements to supply and demand.

Due to the economy may fluctuate, and is the determining factor around supply demand, inflation. There should be some kind of process improvement put into place to help improve and change areas of opportunities based on data being track and reported by GM monthly, quarterly and annually.

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References

Cadieux, D. (2004). GM in China, RISB-905M07, University of Western Ontario, London, Ontario, Canada, N6A 3K7.

Lehenbauer, (2016), Introduction to Economics Part 1, DeVos Graduate School of Management, Northwood University, Midland, MI.

Murphy, D., (2014). A Brief Introduction to Macroeconomics, DBP-UV6845, Darden Business Publishing, University of Virginia, Charlottesville, VA.

Costello, A.O., Costello, T.G., (2005), Defining Property Rights-The Case of Knowledge Based Resources, CMR-Vol.47-No. 3, California Management Review.

Sources from: http://www.economist.com/node/3104453