Product details

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Published by: Babson College
Published in: 1997
Length: 19 pages
Data source: Published sources

Abstract

This is the first of a two-case series (397-108-1 and 397-109-1). General Motors Corporation (GM) was the largest multinational automotive manufacturer in the world. The automotive industry was in the midst of significant and fundamental changes in the way it viewed its business. GM was a successful corporation that was bringing a new electric vehicle to this small but highly visible market. They were also marshalling cooperative efforts from the Federal government, electric utilities and environmentally concerned state and local organisations. GM was extremely innovative about the way it approached the electric vehicle market. Their strategy transcended the realm of just ''the product'' or figuratively speaking, ''the hardware''. GM''s approach had been more encompassing. It was more like that of the computer industry in which a computer manufacturer may work on not only the hardware (the car), but also works on the software (propulsion technology, charging technology). Their approach covered the vehicle, corporate culture, vehicle distribution network, collaborative development programs, marketing channel development and the leveraging of existing resources to develop and market a unique product. General Motors was straddling both sides of the automotive fence by fueling growth in its current conventionally powered line of vehicles while conducting missionary work in developing an electric vehicle (and hybrids) and subsequent supporting infrastructure for this new category.
Location:
Industry:
Size:
The largest multinational automotive manufacturer in the world
Other setting(s):
1996

About

Abstract

This is the first of a two-case series (397-108-1 and 397-109-1). General Motors Corporation (GM) was the largest multinational automotive manufacturer in the world. The automotive industry was in the midst of significant and fundamental changes in the way it viewed its business. GM was a successful corporation that was bringing a new electric vehicle to this small but highly visible market. They were also marshalling cooperative efforts from the Federal government, electric utilities and environmentally concerned state and local organisations. GM was extremely innovative about the way it approached the electric vehicle market. Their strategy transcended the realm of just ''the product'' or figuratively speaking, ''the hardware''. GM''s approach had been more encompassing. It was more like that of the computer industry in which a computer manufacturer may work on not only the hardware (the car), but also works on the software (propulsion technology, charging technology). Their approach covered the vehicle, corporate culture, vehicle distribution network, collaborative development programs, marketing channel development and the leveraging of existing resources to develop and market a unique product. General Motors was straddling both sides of the automotive fence by fueling growth in its current conventionally powered line of vehicles while conducting missionary work in developing an electric vehicle (and hybrids) and subsequent supporting infrastructure for this new category.

Settings

Location:
Industry:
Size:
The largest multinational automotive manufacturer in the world
Other setting(s):
1996

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