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Ge Wind Strategy Case Study

4576 words - 19 pages

ID number: 0971546

Paper in: MBA 23901 Corporate Strategy and Global Business Policy

- GE Wind Strategy Study -

Date turned in:

05.01.2014

For: BI Norwegian Business School-Fudan University MBA Programme

05.01.2014

Content Table
 of
 Contents
 
Content
 ............................................................................................................................
 i
  Introduction
 ..................................................................................................................
 ii
  1.
  Industry
 Analysis
 ................................................................................................ ...view middle of the document...

In the section 1 and section 2, the external strategy of GE Wind will be analysed by industry analysis (Porter, 1985) and competitive analysis (Porter, 1980). At the end of section 2, question 1 will be answered as the result of analysis. At the end of the section 3, first part of question 2 will be answered as result of value chain analysis (Porter, 1985). In the section 4, second part of question 2 will be answered by strategy core analysis (Reve, 1990). In the section5, the question 3 will be answered. Assumption: 1) Wind Turbine Manufacturing Industry includes wind turbine manufacturing and related services like installation, operation and maintenance (O&M). 2) The data for value chain analysis is based onshore wind power on European Wind industry. GE Wind is a branch of GE Energy, a subsidiary of General Electric. The company manufactures sells wind turbines and wind service solutions to the global market (Wikipedia, 2013). In 2012, GE Wind was a number 1 largest wind turbine manufacture in the world. “Today’s ecomagination expands our view form “traditional” sustainable technologies like wind, solar and fuel cells to solutions for heavy industries like mining, unconventional resources, and oil and gas…” (Deb Frodl, Global Executive Director ecomagination, GE) Page ii

05.01.2014

1. Industry Analysis
In this section, the diamond model (Porter, 1990) will be used to analyse the forces of industrial competitiveness of Wind Turbine Manufacturing industry, the diamond model can be broken down into the below aspects: 1) Demand Conditions In global market, the demand for wind turbine has been increasing at high rate. From 1995 to 2012, annual global wind turbine installations increased from 4,800 to 282,502 megawatts (MW), the compound annual growth rate (CAGR) was 25 percent; Annual U.S. wind turbine installations increased from 1,673 to 60,007 MW from 1997 to 2012, the CAGR was 25 percent; Annual China wind turbine installations increased from 146 MW to 75,324 MW from 1997 to 2012, the CAGR was 48 percent; Annual Europe wind turbine installations increased from 4,620 MW to 107,277 MW from 1997 to 2012, the CAGR was 22 percent (The Wind Power 2013, web page in thewindpower.net). And the wind industry installations is expected to reach the value of 536,130 MW by the end of 2017, the CAGR is 11 percent; ‘According to the forecast, the total value of the wind market will grow from $74.2 billion in 2012 to $109.8 billion in 2017 (Ryan Koronowski 2013, web page in thinkprogress.org); ‘Global Wind Energy Council (GWEC) expects the wind industry to continue to diversify geographically, with significant new activity in Latin American, Africa and Asia of China and India’ (GWEC 2013, web page in gwec.net); The offshore wind is becoming more feasible due to the growing wind technologies (direct wind turbine) and the growing of competitiveness. The differentiated products of wind turbine are requiring meeting specialized option for low wind speed...

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