GM Saturn Case Study Ron Rubinstein Strategic Marketing Management course NYU SCPS Fall 2005 Key Issues  How (whether) to revive a faltering brand after impressive initial success in early 90s.  How to regain competitive advantage after loss of momentum‚ and failure of initial business strategies to sustain long-term sales growth.  How to penetrate wider demographics (younger‚ male)  How (whether) to penetrate foreign market Key findings: Environmental/General
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Bank Bailout Outline I. Introduction II. Background III. Opposition’s point 1‚ refute‚ 1st support for thesis. a. Credit Card Act of 2009 b. No Change at all‚ Banks still operating the same way IV. Opposition’s point 2‚ refute‚ 2nd support for thesis. a. Creation of TARP b. $12.2 trillion dollars of tax dollars were spent wrong c. TARP allowed many banks to allow credit again d. A majority of banks have paid back TARP money e. After TARP
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decentralized organizations. GM which started as decentralized organization wanted to be more centralized like its competitor Toyota. For example GM marketed about 8 midsized sedans which all 8 had different names and different parts from all over the world. However‚ Toyota a more centralized company marketed only a couple sedans. GM saw the success of Toyota and wanted to be more of a centralized company. This required reorganization of the whole company. The First step was for GM to realize the flaws
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Toyota and GM: a Comparison of its Mission‚ Values‚ Social Responsibility‚ and Ethics Toyot Toyota and GM: a Comparison of its Mission‚ Values‚ Social Responsibility‚ and Ethics Toyota and General Motors are both in the manufacturing and sale of motor vehicles. They each have its own mission‚ values and conscientious effort to be socially responsible. A company’s mission‚ vision and core values define how the corporation functions and interacts with the local and global community. Corporations
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the ethics of bank executives receiving large bonuses despite the fact that they received a bailout. I identify the utilitarian and deontological implications of these executives’ actions. This paper also examines if the executives deserved the bonuses‚ did the banks need a bonus‚ and how the banks should have been regulated by the banks. Keywords: bailout‚ utilitarian‚ deontology Ethics of Bank Bailout Bonuses Currently the economy is still in “The Great Recession” largely due to the fallout
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benefits‚ there are still several safety issues towards genetically modified foods. As for human health‚ the concerns for safety‚ allergenicity‚ toxicity‚ carcinogenicity‚ and altered nutritional quality of food are controversial. Due to the fact that GM contains the transfer of genes that may code for proteins not normally present‚ which means there exist unknown character will be more or less allergenic than their conventional
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billion Auto Bailout GM and Chrysler get $17.4 Billion Bailout Thesis: Some have even asked the question as to why is the Federal Government giving Gm and Chrysler a 17.4 Billion dollar bailout when so many people are losing their homes? An emergency loan prevented bankruptcy for two Detroit automakers today‚ in a 17.4 billion dollar package given to General Motors and Chrysler‚ the Washington Post reported today. The Post notes that this is only the beginning of a financial bailout for the
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Bear Stearns Bailout “The Fed did not bailout Bear at taxpayer expense‚ but enabled – as it is mandated – the financial markets to continue to function. History will call the Fed’s action the right move at the right time”‚ says Jeremy Siegel‚ Ph.D. The Bear Stearns Company began a financial meltdown in July 2007. By March 2008‚ it was ready to file Chapter 11 bankruptcy. Some people believe that the Federal Reserve should not have stepped in to bailout Bear Stearns because it was rewarding
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CASE FOR ANALYSIS The Shake-Up in GM’s Hierarchy On April 6‚ 1992‚ the normally quiescent board of directors of General Motors‚ under the leadership of outside director John G. Smale‚ instituted a revolt against the company’s top management team. Horrified by GM’s recent $4.5 billion loss and angry at the slow pace of change instituted by GM chairman and chief executive officer Robert Stempel‚ the board decided to teach GM’s top management a lesson. Stampel lost his leadership of the board’s executive
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GENERAL MOTORS BLUE MACAW BRAZIL Plant X-Brazil Analysis Finance 570: Group Project Presented By: Abhijit Joshi‚ Kate Urpsirisuk‚ and Matthew Smith. Company Background Headquartered in Detroit‚ MI (NYSC: GM) CEOs – John F. Smith: Nov 1992 – May 2000 – Richard Wagoner: Jun 2000 – Present Founded in 1908 Annual global industry sales leader for 76 years Manufacturing facilities in 33 Countries Brazil’s Improving Economy Plano Real (1994) intended to stabilize Brazilian economy
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