General Motors
Question 1
Which role should marketing managers play in helping to formulate business-level (SBU) strategies in a large diversified firm such as General Motor? Visit the company’s South African website at http://www.gmsa.co.za and use the information obtainable from it to formulate your answer.
At the business unit level the strategic issues of General Motors are both practical co-ordination of operating units and about developing and sustaining a competitive advantage for the cars and industry that they provide.
The marketing manager’s role is to formulate and implement strategies that deal with the positioning: General Motors has to find a way of positioning and differentiating its cars and services against rivals such as BMW.
They should anticipate changes in technology and customer perceptions and adjust the strategy to accommodate them. A need for influencing the nature of the competition through strategic actions such as virtual integration through political actions is a role of marketing managers. They assist in building strategic partnerships and co-innovating with other business units, partners and customers.
Marketing managers translate the general statements of direction and intent churned out at corporate level. The manager identifies the most profitable market segment for GM where they can excel keeping in focus the vision of GM: ‘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 the GM people.
The SBU might be based on product lines, geographical market or the differentiating strategies are formulated at each level since GM is a company ‘of diverse brands selling over 7.5 million vehicles in more than 120 countries worldwide.’
‘GM has a special package of services designed to help keep hard-earned vehicle investment secure and the family safe’ – the role of the marketing manager. General Motors has a
Which role should marketing managers play in helping to formulate business-level (SBU) strategies in a large diversified firm such as General Motor? Visit the company’s South African website at http://www.gmsa.co.za and use the information obtainable from it to formulate your answer.
At the business unit level the strategic issues of General Motors are both practical co-ordination of operating units and about developing and sustaining a competitive advantage for the cars and industry that they provide.
The marketing manager’s role is to formulate and implement strategies that deal with the positioning: General Motors has to find a way of positioning and differentiating its cars and services against rivals such as BMW.
They should anticipate changes in technology and customer perceptions and adjust the strategy to accommodate them. A need for influencing the nature of the competition through strategic actions such as virtual integration through political actions is a role of marketing managers. They assist in building strategic partnerships and co-innovating with other business units, partners and customers.
Marketing managers translate the general statements of direction and intent churned out at corporate level. The manager identifies the most profitable market segment for GM where they can excel keeping in focus the vision of GM: ‘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 the GM people.
The SBU might be based on product lines, geographical market or the differentiating strategies are formulated at each level since GM is a company ‘of diverse brands selling over 7.5 million vehicles in more than 120 countries worldwide.’
‘GM has a special package of services designed to help keep hard-earned vehicle investment secure and the family safe’ – the role of the marketing manager. General Motors has a
Bibliography: • Auh. S and Menguc. B (2005) Balancing exploration and exploitation. The moderating role of competitive intensity. Journal Business Research, 5, 1652 - 1661 • Miles • Mohabir. S, (2008) the association between ambidexterity strategic orientation and business performance in the financial services (banking) sector Websites: