Signature Assignment

General Motors Company Balanced Scoreboard to Develop Effective Strategic Objectives

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Shareholder Value or Financial Perspective,

General Motors has maintained the largest market share in the United States auto market having beaten Ford, Toyota, and Fiat Chrysler. General Motors was listed third on the list of the largest global automakers by vehicle sales volume in the world. According to General Motors' estimates presented in its year 2017 earnings report, General Motors' market share of the US population during the quarter was at 16.8%—higher than 16.4% of the previous year (Deyo, 2016).Although general motors' enjoy the dominance of the US market share, rising competition in the developing markets, especially from Tesla, is likely to be a massive challenge.

General Motors generated a total of $152.4 billion revenues during 2015. General Motors reported revenue growth of -2.3% year-over-year during 2015.General Motors generated a total of $166.4 billion revenues during 2016. General Motors reported revenue growth of 9.2% year-over-year during 2016 (Calabrese, 2016)

G.M. expects to earn pretax profit margins of 9 to 10 percent of its global sales by 2023 and to increase introductions of new models worldwide. The company is also planning to make its roster of product platforms that provide the fundamental underpinnings for many models more efficient G.M. also plans to invest $14 billion over the next five years, primarily to build five new plants and introduce 60 new or revamped vehicles (Magatef, & Tomalieh, 2015).

The automotive industry is ever growing. Recently, several auto manufacturers have into producing electric automobiles. Elon Musk's Tesla is the major competitive threat to GM's newly created division. Considered to be one of the best innovative technology companies, Tesla produces high quality, cutting-edge cars with creative and high-end features. Tesla is best known for Tesla Model X and Tesla Model S. It is therefore important for general motors’ to start working on automobiles that consume less energy to remain competitive in the market. However, General Motors has been leading in market share worldwide (Colby, 2015).

Customer Value Perspective

General Motors has over the years developed strategies that keep their coming customers coming back to purchase their brands. General Motors has been able to maintain good communication with their customers where they evaluate their feedbacks and their experience. The strategy has helped the company improve the quality of their brands. The company engages in a compensation plan where the customers realize defects that might cause harm to them. The plan has improved the trust of the customers, and the dealer's thus increasing customer retention rate. General Motors won the prize of customer retention from Ford in 2016 making it the best company with quality brands. The company is looking forward towards maintaining the best position in retaining customers by ensuring quality and release of new brands such as Chevrolet Express 2500 cargo improving the customer’s experience (Middleton et al., 2016).

General Motors has over the years won customer loyalty through their marketing strategy which has improved customer satisfaction. The consequence of customer satisfaction on the customer’s behavior is reduced complaints to the dealers. General Motors has won the loyalty of their clients where the number o0f repurchasing has increased over the years and minimal complaints from these customers. General Motors has effectively used customer’s data and information for their brand preferences, and segment within its portfolio is enabling customer and company communication (Magatef, & Tomalieh, 2015).

General Motors values their customers by ensuring that they provide them with the best products as well as responding to their complaints. The company was previously involved in a scandal of ignition switch failure, but due to the value of their customers, the CEO, Mary Barra commenced an ignition switch recall. The company’s mission is to provide the desired future to its customer in the automotive industry (Oliver, 2014). The company is looking forward to producing electric vehicles reducing environmental hazards from caused by carbon dioxide emissions enhancing environmental sustainability.

Process or Internal Operations Perspective

Measuring process performance requires that the mangers quest some perspective in business such as the innovation perspective and the internal business perspective. The success of these perspectives in business leads to the production of quality brand and reduction of cycle time. The objective of General Motors Company is to ensure production of the best brands with minimal cost. Application and monitoring of data analytics to various processes evaluated the quality of the plants ensuring detection of problems before inspection. The company’s aim is to use excess capacity from improved cycle time and quality to boost revenues or eliminating them by reducing expenses (Pound, 2013).

Productivity at General Motors Company is measured based on the operations of GM Financial, production facilities, corporate offices, and dealership network. The productivity rate of assembling, manufacturing, engine transmission and stamping of a vehicle has increased by 0.2 percent where it cost 32.29hours per vehicle. General Motors objective is to maintain sufficient inventory supporting the goals of the operation. The company ought to have sufficient inventory to accommodate in times of demand fluctuations for their automobiles to satisfy to meet customer satisfaction Epstein & Buhovac, 2014).

There are various operations that the company focuses on doing in future like designing electric cars to ensure environmental sustainability. The objective of the company is to carry out intensive training that will ensure all members participate fully in the technology to meet customer satisfaction.

The change that is to be pioneered in the organization is the introduction of electric cars and new model vehicles comfortable to the users. The automotive industry is under disruption which may make some automakers not participate fully in the designing of electric cars due to lack of knowledge. The company’s objective is to reduce completion from other car dealers such as Tesla and Ford by making electric and quality models to meet market demand (Sukitsch et al. 2015)

Learning and Growth (Employee) Perspective

The employees enjoy an amazing experience in the organization where they are motivated by the managers through bonuses and other rewards. Marry Barry encouraged teaming up with employees which resulted in quick doing of the job(Deem et al., 2015) The employees are satisfied when they work together irrespective of their gender and background. The objective of the company is to make workers happy where they look forwards towards paying them extra when a customer purchases another vehicle (Calabrese, 2016)

General Motors' has enjoyed a high rate of employee’s retention over the years. The company has provided career advancement opportunities by keeping a balance between the requirement of organization workforce and individual career needs. The company has also been rolling out its employees training and career advancement program which boost employee satisfaction (Peterson, Hyska, & Patel, 2017). Finally, GM has compensated and reward employees who are more responsive to their performance and their contribution to the organization.

GM. Has maintained a knowledgeable workforce through its staff training program to ensure growth and sustainability in the market. Moreover, the company has improved the organization-customer relationship. The relationship between the organization and its customers is an organizational capability that affects sales, reputation, and loyalty for future business (Magatef & Tomalieh, 2015). Maintaining existing relationships with customers as well as developing new ones ensures the company will grow and thrive in the future.

General Motors organizational culture has been segmented into regional groups. These segments are either operation or geographical. The structure is characterized by regional segments, business-type divisions, and corporate functional groups. The regional divisional structure allows for flexibility in responding to regional market variations as well as allowing the division to separately focus on automotive business and financial services business hence optimizing its effectiveness in the global market (Colby, 2015).

The high rate of technological change adopted in the new division of the organization is presenting a great opportunity for the company to enhance its automobile's technologies increasing automation another opportunity since the new division has great growth opportunities through further automation of the business processes. Finally, the increasing popularity of the online mobile systems should prompt the new division to increasingly integrate these systems into the automobiles (Deyo, 2016).

Reference

Deem, J. W., DeLotell, P. J., & Kelly, K. (2015). The relationship of employee status to organizational culture and organizational effectiveness: A quantitative analysis. International Journal of Educational Management, 29(5), 563-581.

Peterson, E. A., Hyska, J., & Patel, D. (2017). Human Rights Law, Corporate Governance, and Globalization. JL Bus. & Ethics, 23, 63.

Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers

Sukitsch, M., Engert, S., & Baumgartner, R. J. (2015). The implementation of corporate sustainability in the European automotive industry: An analysis of sustainability reports. Sustainability, 7(9), 11504-11531.

Calabrese, G. (Ed.). (2016). The greening of the automotive industry. Springer.

Colby, L. (2015). The road to Power: How GM's Mary Barra Shattered the Glass Ceiling. John Wiley & Sons.

Deyo, F. C. (Ed.). (2016). Social reconstructions of the world automobile industry: Competition, power, and industrial flexibility. Springer.

Pound, A. (2013). The Turning Wheel-The story of General Motors through twenty-five years 1908-1933. Edizioni Savine.

Oliver, R. L. (2014). Satisfaction: A behavioral perspective on the consumer. Routledge.

Magatef, S. G., & Tomalieh, E. F. (2015). The impact of customer loyalty programs on customer retention. International Journal of Business and Social Science, 6(8), 78-93.

Middleton, R. J., Gupta, O. G. H., Chang, H. Y., Lavoie, G., & Martz, J. (2016). Fuel efficiency estimates for future light-duty vehicles, part a: Engine technology and efficiency (No. 2016-01-0906). SAE Technical Paper.