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A Case Analysis - Ge

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– CASE ANALYSIS

“GE HUNGARY”

1

JANUARY 2007

TABLE OF CONTENTS: 1.0 Introduction / Case Background 3

2.0

Identification of Case Issues

4

3.0

Analysis of Two Case Issues 3.1 3.2 What is Foreign Direct Investment? Analysis of the case as it relates to Foreign Direct Investment (via Acquisition) and whether this was the most appropriate strategy for GE to adopt at that time? 3.3 3.4 What is Organisational Structure? Analysis of the case as it relates to the issue of Organisational Structure

4 4

5 8

8

4.0

Solutions and Recommendation(s)

11

5.0

Conclusion

16

6.0

References

17

8.0

Appendices a) Identification of Case Issues

20 20

2

1.0

INTRODUCTION / CASE BACKGROUND

This paper provides an analysis of a specific case (“GE Hungary”) where major global management issues are occurring. The case analyses General Electric‟s (GE‟s) Hungarian operations and focuses on Tungsram, the largest of GE‟s Hungarian businesses.

Between 1989 and 2002, GE invested $1 billion in Tungsram, gaining 100% of its shares as a result. The Tungsram acquisition along with many other new holdings enabled GE to have a presence in Europe, gain a common image so it could introduce new products more effectively into foreign markets and maintain low cost advantages in its production and R&D, which were already located in Hungary.

However, the Tungsram acquisition had its share of problems for GE and many costly changes were required to make it competitive and to attain higher quality standards demanded in Western markets. There were also significant cultural, operational and organisational issues inherited by GE in the Tungsram acquisition, which contributed to strategic challenges in attempting to restructure its operations.

However, the future is also uncertain with the impact of increased competition from China in the area of manufacturing lighting. This is causing concern for GE and the management and...

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