General Electric

B2B Marketing
MBA 2020-22 : Term-6
GROUP GE (4)

AKANKSHA NAMAN - MBA2020-017

BENEDICT MANOU SWAROOP K - MBA2020-047
LAVANYA SELVAKUMAR - MBA2020-079
PRAGYA PRIYA - MBA2020-112
SATYAM MISHRA - MBA2020-139
 About GE 1878 – Thomas Edison –
Electric Power Distributor

• Thomas Edison created the corporation in 1878

as an electric power distributor. 1892 – General Electric
• General Electric is now an American
conglomerate with it’s headquarters in Boston.
1896 – Orignal 12 companies listed
• In 2020, GE ranked among the Fortune 500 as on the Dow Jones Industrial Average

the 33rd largest firm in the United States by gross

revenue.
• On November 9, 2021, the company announced 1996 – Rank 7 in Fortune 500

it would divide into three public companies – 2021 – Rank 38 in Fortune 500
focusing on aviation, healthcare and energy
(renewable energy, power and digital).
 Marketing Mix of GE

PRODUCT PRICE
• The product mix of GE PLACE
is diverse, reflecting the • The company’s strategic
• The venues where GE PROMOTION approach takes into
company's degree of
diversity. and its target customers account commercial market
transact are referred to The following tactics are
conditions as well as the
• These items are as the place component applied in General Electric
of the marketing mix. Company’s promotional mix
items it provides.
competitive due to their • General Electric’s
distinctiveness and high or marketing
• GE's marketing mix communications mix management applies the
quality.
includes the following 1. Direct marketing following pricing strategies:
distribution channels - (primary) 1. Market-oriented pricing
• Diversification is a
Authorized distributors 2. Advertising strategy
strategy used by & sales representatives
General Electric to 3. Sales promotion 2. Value-based pricing
and GE online stores. 4. Public relations.
expand its business. strategy
Value Based Strategy
• The key criteria for General Electrics product or
service is “reliability’.

• The Emotional Buying Experience as quoted by

The Business Scholar is used to determine the
price of its products and services.

• Ge’s 2021 mission statement reflects these

ideologies - Passion for our customers,
meritocracy, growth-driven, every idea counts,
playing offence, and embracing speed and
excellence”
 Product Lines
GE Aviation GE Power

1 2
• Catalog / Standardized Product. • Custom Designed Products.
• Provide engines for commercial • Market leader in the segment.
aircrafts.

GE Digital

4
GE Health Care

3 • Standardized Products. • Catalog Products

• Most profitable & Revenue • Most recent addition to the
generating divisions. company
• Provides software & Industrail
Internet of Things.
Distribution Channel

Sales
Value added
Distributors Resellers representativ
reseller
e

It uses a tiered and varied value distribution channel depending on

the product and service type. It uses a combination of their own
sales channel, distribution network, and several other middlemen in
the healthcare, transportation, appliances & lighting, and capital &
financial business.
 CUSTOMER VALUE MANAGEMENT

1 INNOVATIVE PRODUCTS

2
Incorporates cutting edge technology
GOOD CUSTOMER BASE

3
Providing the satisfaction of using a
brand with a large client base to the
customer
CUSTOMER CENTRICITY
Accuracy and precision of results
offered to customer 4 POWER BY THE HOUR
GE puts itself in the shoes of its
business customers

5 6 7
DIFFERENTIAL VALUE
CUSTOMERS PROPOSITION (DVP)
COLLABORATION SYSTEM ACCESS GE
To improve the "stickiness" of the Integrates software, data, and All GE customers can gain access to
company's client connections processes to facilitate dialogues GE's unique insights, resources, and
between GE businesses and their best practises
consumers
Purchasing Orientation
 When regulatory standards must be assessed, REACH & Compliance Surveys are conducted.

 A questionnaire/audit on Supplier Responsibility Governance.

 An EHS questionnaire.
 GE representatives pay a visit to the factory where the supplier's product(s) are manufactured. The evaluation considers
several aspects of the supplier's operation.
 If the supplier has provided adequate answers to all the questions and the evaluation results are at or above the minimum
acceptable standard, the supplier will be accepted. If not, problems can be addressed, and the service should be reassessed.
 Have a long-term expansion strategy in place (i.e., covering three years or more).
 Have a proven track record of good labour relations.
 Be able to verify that incoming goods and services are suitable.
 Have the resources you'll need to perform a design analysis (CAD, FMEA, etc.).
 Maintain a design analysis and a system for adhering to technical regulations and standards.
 Establish a procedure for maintaining engineering records.
• There are a variety of TQM models to pick from, and each organisation does not have to use the same one. GE used a
model that emphasised 6-sigma growth.

• In phase one, champions and Master Black Belts are chosen across all GE business groups. Each business community
should have one Champion and one Master Black Belt for every 30 Black Belts, according to the Six Sigma Academy.

• The second phase consists of champion and master black belt training. The overall deployment strategy is being
created.

• Phase three: With the assistance of Black Belts and Master Black Belts, Champions and Master Black Belts begin to
recognise potential initiatives.

• In phase four, which focuses on how to teach others, Master Black Belts receive additional training.

• Phase 5: The Black Belts are trained, and the first projects are started.

• Sixth phase: Green Belts begin to be taught by Black Belts.

ORGANIZATIONAL
BUYING
PROCESS
 Customer
Relationship
Spectrum

01.
Transactional Exchanges
Because it is the timely exchange of basic products in a
highly competitive market, GE Appliances (Home and
Business Solutions), Lighting is a transactional exchange

02.
Value Added Exchanges
GE Capital is a value-added exchange because it provides
capital services to customers in the aviation and energy
sectors based on their specific requirements

03.
Collaborative Exchanges
GE Global Research conducts R&D for its customers and
offers innovative solutions. This includes full collaboration
between all suppliers and its customers.
 Creating Value
Value Offering

• Destaffing Process
• Fixing, Closing or selling of non-performing businesses
• Best Practices and Work out

Product Offering

• Evaluation of #1 and #2 from a world-market position

• Reduced dependence on traditional industrial products
• New service-based growth opportunities

Differentiation

• Each business to either become #1 or #2 in the market

• Redefining the process
• Focus on development of more effective processes
• Continuous upgradation

12
Customization and
Customerization
• GE’s Digital, Capital, Global Research,
Healthcare, Energy and Aviation products
and services are B2B and customizable.
• All GE products are scalable and is given
the option to update.
• GE’s lean transformation under its new The Core Values Underpin General
CEO focuses on customerization. Electric's Core Philosophy:
• Driving its business goals towards a • Act with humility
customer-centric, personal interaction- • Lead with transparency
based business model. • Deliver with focus
• Global Research and Strategic
Partnerships to improve customer-centric
approach.

13
GE After Jack Welch
• When Welch retired in 2001, Jeffrey Immelt was
promoted from GE's medical systems division CEO to
CEO of the entire GE conglomerate.
• That final decision triggered a mass exodus of bitter
executive talent.
• Instability following the replacement of a long-tenured
CEO is common in companies of this size.
• Unfortunately, Immelt's appointment resulted in a
historic revenue loss and stock drop.
• Larry Culp is the mega corporation's current CEO. And,
like Welch, he is determined to replace many of the
company's leaders and executives to usher in a new
era of growth and recovery.
• However, at this point, the company must seek
outside talent and gradually rebuild its former
strength.
3 Ways GE Energy Collects Customer And Prospect
Relationship Data To Maximize Marketing Efforts
1. Process of Identifying Customers
• Customer Discovery entails an extensive data exchange between
a customer company and GE Energy.
• The meetings last approximately six hours, plus lunch, and the
agenda includes topics such as productivity, sales coverage,
products, technology, and communication.
2. Field Marketing Personnel
• GE has field marketing members who collect data from
customers all over the world in addition to centralised
marketing.
• These marketers work hard to answer specific questions posed
to them by various departments within the company.
3. Six Data Points on All Efforts

• Sales reps who collect data concentrate on six points: the three
factors that contributed to winning or losing the job, as well as
the three obstacles they overcame (or did not overcome) to win
or lose the job.
 Customer Profitability in GE

Airlines and healthcare are two of the largest

contributors to GE's revenue. To broaden their
global market presence, GE has initiated
severalstrategic partnerships.

 GE and Microsoft have announced their

largest collaboration to date, aimed at
increasing industrial IoT adoption for
consumers through the GE's Digital product
and service lines. 
 GE Aviation also has joined forces with ADAT
(Abu Dhabi Aircraft Technologies) to
establish world's first GEnx engine
maintenance, repair, and overhaul network.
 Tata and GE Aviation have formed a strategic
alliance to produce LEAP Jet engines in the
country.
 Technology Innovation at GE in world of Tiny Robots

In today's industrial environment, innovation and adaptation of the same is critical to success. As a result, GE is
collaborating closely with partners across the globe to develop  and offer creative solutions that are tailored to
their specific need requirements.
• Aviation Future at GE
• Energy Transition
• Precision at Healthcare
 GE: Delivering Value with improved
performance and Preparation of Future
 GE: Branding and Approaches

Since GE is such a large corporation, it is inevitable that it relies on Corporate Branding for Branding.In a B2B
setting, branding is not a simple game; rather, it entails creating an effective and persuasive way to communicate
the benefits and value that a product may deliver; thus, value communication is an essential component of B2B
branding.
Approaches used by GE:

1. Environment sustainability with digital Grid: GE pledged in 2020 to become carbon neutral with its own
activities by 2030. GE's legacy of innovation will be important as engineers seek effective ways to solve looming
challenges such as energy transition to deal with climate change, accuracy in healthcare that helps
shape treatments and diagnosis and making smarter and far more efficient aviation — all while aiming to improve
the quality life of people around the world.
 GE: Branding and Approaches
2.Content creation through articles and Blogging 3. Humanizing the Brand
 GE: Branding and Approaches
4.Ecomagination Program: GE’s'Ecomagination' programme began in 2005 and had a great run
for years with the goal of driving growth and profit through a commitment to clean energy while also
strengthening its brand image as an environmentally friendly corporation.
Thank you