Company BackgroundFor more than a century, General Electric (GE),

Company BackgroundFor more than a century, General Electric
(GE), has been a global leader and iconic brand known for
innovation and leadership in a wide range of endeavors. Its
diver-sified portfolio of products is organized into four strategic
business units: energy, technology infrastructure, GE Capital,
and home and business solutions.GE began in 1878 when
Thomas Edison formed the Edison General Electric Company
(EGEC). Though Edison was best known for inventing the first
incan-descent light bulb, he also pioneered systems design for
generating and distributing electricity, eventually holding over
1000 patents. Within a few years, the rival Thomas Houston
Company, which held key patents in the same area, challenged
EGEC’s posi-tion in the marketplace. In 1892, the two
companies merged, forming General Electric. GE then parlayed
the demand for electricity into the invention of home heating,
stoves and other appliances, and refrigeration, transforming
American households, and went on to become an innovator in
myriad fields, from medicine, aviation, and transportation to
plastics and financial services. GE created the GE Credit
Corporation (later GE Capi-tal) in the wake of the Great
Depression to facilitate the sale of household appliances and
provide the option of extended payments for consumers.
Innovation defined the organization, and the commitment to
research and development remained key.1
GE was one of the original 12 companies that formed the Dow
Jones Industrial Average, and the only one of those companies
that was still part of the DJIA in 2012. GE was also recognized
for cultivating leaders such as Charles Wilson, Ralph Cordiner,
Fred Borch, Reginald Jones, and John Welch.2 In the early
1970s under Fred Borch, GE was one of the first companies
with a diversified infrastructure to formalize strategic planning
at both corporate and business unit levels with its creation of
strategic busi-ness units.3GE always saw itself as striving to
create a world that worked better, “making what few in the

world can, but everyone needs.”4 The company’s strategic
philosophy centered on innovation, superior technology, and
demonstrating leadership in growth markets. GE sought to
maintain a strong competitive advantage through innovation,
smart capital allocation, and solidifying customer relationships.
The strategy also included transition-ing from an industrial
conglomerate to an infrastructure leader to maximize the core
strengths of its existing businesses. Diversification and
expansion of its business port-folio was a central focus,
designed to minimize volatility and create stability through
varying growth cycles. Another facet of GE’s strategy was to
invest for the long-term in high-growth market opportunities
that were closely related to its core businesses. For instance, in
2010 the company launched the GE Advantage Program that
focused on process excellence and innovation to improve
margins in industrial projects.5
One of GE’s biggest operational strengths lay in its ability to
cut costs and maxi-mize return for shareholders. In the 1990s,
GE CEO Jack Welch implemented the Six Sigma approach to
business management. This approach helped decrease variability
and errors to help cut down waste and build a consistent
product, one of the many ways GE trained employees to succeed
and build their expertise. GE was also able to cut costs because
its reputation as a market leader with a large network of
businesses and strong alliances with other major corporations
enabled it to leverage long-standing relation-ships to employ
the best human, equipment, and capital resources to ensure
quality and consistency at a low cost. It acquired many
businesses that provided useful resources, and sold off business
units that did not contribute to its success.In 2011, GE’s
strategic accomplishments included 22% growth (defined as a
22% increase in operating EPS excluding impact of the
preferred stock redemption) and a 20% rise in operating
earnings. Over the two-year period through 2011, GE’s
dividends increased a total of 70%. GE was positioned for
continued success in 2012 with a record industrial backlog of

US$200 billion, US$85 billion cash, and equivalents offering
sig-nificant financial flexibility. Internationally, GE saw 18%
growth in industrial revenue, and U.S. exports were up US$1
billion from 2010. At the same time, GE’s management
demonstrated their continued commitment to innovation by
investing 6% of the firm’s industrial revenue in R&D.6 General
Electric was divided into six Operating Segments (five
Industrial): Aviation, Energy Infrastructure, Healthcare, Home
& Business Solu-tions, Transportation, and GE Capital.
By 2012, under the leadership of Jeffrey Immelt, General
Electric was a powerful conglomerate employing approximately
300,000 people globally and operating in more than 100
countries,7 ranked the sixth-largest American corporation and
the 14th most profitable by Forbes. Immelt had replaced the
highly regarded Jack Welch as CEO and Chairman of the Board
in 2001 and had been named as one of the “World’s Best CEOs”
three times by Barron’s. GE’s board of directors was composed
of 17 members, of whom two-thirds were considered to be
“independent.” The board was in continuous dialogue with GE’s
top management. Together they emphasized strategy and risk
management while monitoring strategic initiatives personally
through site visits.Fast Company ranked GE the 19th most
innovative company; Fortune listed GE as the 15th most
admired company; and Interbrand cited GE as the number 5 best
global brand.8 General Electric’s objectives were, and
continued to be, earnings growth, increasing margins, and
returning cash to investors, as well as organic growth, increased
financial flexibility, and larger U.S. exports. While pursuing
these ambitious objectives, GE, at the same time, committed
itself to social and environmental responsibility
GE’s Diversified Industrial Products CompetitorsDiversified
international industrial conglomerates, such as GE, have by
definition many strong, direct competitors spanning many
industries, as the total market capitalization for this industry is
over US$137 billion.9 Aside from GE, the three industrial
conglomer-ates with the best relative performance (based on

fundamental and technical strength) were Siemens, Phillips
Electronics, and 3M.10Siemens AG, the largest European
electronic engineering and manufacturing con-glomerate, based
in Munich, Germany, and operating worldwide,11 is split into
four sectors: Energy, Healthcare, Industry, and Infrastructure
and Cities, yielding 19 divi-sions with over 360,000 employees
and €73.5 billion (US$96.2 billion) in sales in 2011. Its focus is
on sustainable value creation, innovation-driven growth
markets, customer relations, and capitalizing on core
competencies.Royal Phillips Electronics, based in the
Netherlands, is split into three overlapping sectors: Healthcare,
Lighting, and Consumer Lifestyle, with many subdivisions in 60
countries,12 over 125,000 employees, and €20.1 billion
(US$26.3 billion) in sales in 2011. Phillips’ focus is on
improving people’s lives through meaningful innovation,
delivering a quality product, and building value for customers
and shareholders.3M, based in Minnesota, operates in the
markets of consumer goods, office sup-plies, display and
graphics, health care, industrial goods, transportation goods,
and safety, security, and protection services. With over 80,000
employees and a presence in more than 65 countries, 3M
amassed more than US$27 billion of sales revenue in 2011. As a
diversified technology company, 3M focuses on ingenio us,
innovative products and building global market share
(See Picture)GE CapitalGE Capital, the largest of GE’s four
strategic business units in 2012, was created in 1932 as GE
Contracts, an internal business unit to help finance consumer
purchases of GE appliances (see Exhibits 1 and 2).14
Particularly in the midst of the Great Depression, EXHIBIT
1GE Capital(in millions) 2011 2010 2009 2008 2007Revenues
45,730 46,422 48,906 65,900 65,625Net Income 6,549 3,158
1,325 7,841 12,179EXHIBIT 2 GE (Parent Company)(in
millions) 2011 2010 2009Revenues 147,300 149,593
154,438Net Income 13,120 11,344 10,725
consumers were hesitant to invest in what at the time were
considered superfluous products. To encourage consumers, GE

Contracts offered comparatively low monthly payments to make
its parent company’s products more affordable.Renamed GE
Capital in 1987, the former appliance financing unit grew to
incor-porate interests beyond those of its GE corporate parent,
such as investment banking, retail stores, television channels,
and auto/truck leasing. It also acquired a significant market
share in private-label credit cards, including those of JCPenney,
Montgomery Ward, and Wal-Mart. Early on in its history, GE
Capital benefited particularly from its association with its GE
parent’s strong asset base and creditworthiness, garnering both
lower borrowing rates and easy access to cheap capital to
generate investment beyond its profits. Through the early
2000s, GE Capital continued to expand its product lines,
delving into property and casualty insurance, life insurance,
mortgages, and real estate.15As the unit grew, GE Capital
became an increasingly significant contributor to its GE
parent’s success. While in the past most people had thought of
GE as an industrial company, GE Capital, a finance company,
grew to represent nearly half of its GE par-ent’s annual
profits.16 As of 2012, there were five major components of GE
Capital:17
1. Commercial Lending and Leasing: This division provides
loans to outside busi-nesses for a range of uses, including
company acquisition, internal restructuring, and even leasing
office space. Additionally, the Commercial Lending unit
maintains fleets of cars and heavy industrial equipment
available for leasing.
2. Consumer Financing: Within the U.S., GE Capital’s retail
financing arm repre-sents their private-label credit card
interests, and retail purchase financing that includes
automobiles, furniture, and other costly items consumers often
3. Energy Financial Services: GE Energy owned stakes in
energy interests worldwide, providing financing for companies
to invest and expand, often in conjunction with its GE parent’s
efforts to educate and supply companies with necessary

equipment.
4. Aviation Services: GE Capital Aviation is involved in
passenger aircraft purchasing and leasing, and aircraft part
financing, including various engines that its GE parent
produced, and airport expansion financing.
5. Real Estate: GE Capital Real Estate specializes in various
real estate transactions, including property acquisition, debt
refinancing, and joint venture investments. Many of its
properties are office buildings, but it also owns stakes in multi -
family developments and hotels
GE Capital’s Strategic DirectionGE Capital’s main expertise is
in mid-market banking, providing financing for a range of
industries from aviation and energy to health care, and for the
purchase, lease, dis-tribution, and maintenance of large fleets
and equipment.18 It also provides capital for corporate
acquisitions and restructuring. It is GE Capital’s vision to be
more than just a banker—to align itself with GE’s corporate
objective of supporting growth not simply by providing capital,
but by helping customers invent more and build more19 through
leveraging its global experience and industry
expertise.20However, the financial services industry was, by
definition, volatile, and GE Capital was particularly hard hit by
the economic recession of 2008. With the credit markets illiquid
and financial markets falling, GE Capital found that it was
overexposed to com-mercial real estate and foreign residential
mortgages. At this point, GE’s parent corpo-ration stepped in,
began reorganizing GE Capital, and significantly downsized the
unit.
GE Capital sold most of its insurance lines, completely left the
U.S. mortgage market, and substantially tightened its consumer
underwriting guidelines. However, the com-pany still was on
the lookout for under-priced assets, and purchased several
lending lines from even more troubled Citigroup, as well as a
large commercial real estate portfolio from Merrill Lynch
financing.By 2012, GE Capital was smaller, leaner, and more
focused on specialty financing especially mid-market lending

and leasing.21 However, like its parent company, GE Capital
hoped to see continued sustainable earnings growth with
growing margins and lower portfolio risk, and to return money
to investors and resume paying dividends to its parent
company.22
GE Capital’s CompetitorsGE Capital’s main competition came
primarily from specialty corporate financial lend-ers, such as
CIT Group, and larger companies that offered diverse and
comprehensive financial services, such as Bank of America and
Citigroup, according to Hoovers.23In 2012, Bank of America24
was one of the largest and most identifiable banks in the United
States with over US$2.1 trillion in assets. Its goal was to be
accessible to every sort of customer at any stage of their
financial lives by offering both a variety of products and easy
accessibility with over 5700 locations and 17,000 ATMs.
Beyond the arena of specialty lending, Bank of America served
consumers and companies ranging from small sole
proprietorships to multinational global corporations with
banking, investments, and asset management. While the
company was successful in building market share, it faced a
multitude of difficulties from major lawsuits deriving from its
acquisitions of Country-wide and Merrill Lynch, and from its
“robo-signing” foreclosure practices.Bank of America attempted
to return to profitability after declaring a US$2.2 billion loss in
2010 and only a US$1.5 billion profit in 2011, focusing on
strengthening its capital reserves and integrating lean initiatives
to cut costs and improve efficiency. However, legislation that
reduced its two major sources of revenue, interest earnings and
fee rev-enue, in conjunction with depressed consumer and
investor confidence levels, heralded a difficult road ahead for
the company.
Like Bank of America, Citigroup is a behemoth in the financial
services industry, made up of a number of units including
brokerage, investment bank, and wealth man-agement and
consumer lending divisions, with over US$1.9 trillion in total
assets and maintaining more than 200 million customer accounts

in over 160 countries. The 2008 financial crisis and its
aftermath hit Citigroup very hard, resulting in US$90 billion in
losses, which led to selling off or divesting from
underperforming industries. Citigroup then sold several
commercial lending lines to GE Capital, fully exited the student
loan market, and planned to sell its CitiMortgage and
CitiFinancial divisions. Going forward, Citigroup refocused on
traditional banking and continued unloading toxic assets and
non-core business units.Perhaps most similar to GE Capital, CIT
Group Inc25 specialized in commercial lending and financing
for small and mid-sized businesses, managing US$45 billion in
total assets. In addition to its general corporate finance arm,
CIT group offered trans-portation equipment financing, vendor
finance, and a smaller branch of consumer lend-ing. Hit
severely by the financial crisis, CIT Group briefly declared
chapter 11 in 2009, stemming from extreme losses in its
subprime mortgage and student loan portfolios. It subsequently
improved its balance sheet and reduced debt obligations,
refocusing on its commercial lending division by building up its
loan and lease accounts and hoping to increase deposit accounts
by acquiring already established banks.
Financials, With operations in over 100 countries and 53% of its
revenues coming from outside the United States, GE’s growth
depended on its ability to successfully navigate the politi -cal
risks associated with international business dealings that could
affect its growth and profitability.26Change and instability in
the financial markets had a significant effect on GE, espe-cially
GE Capital. Historically, GE had relied on commercial paper
and long-term debt as major sources of its funding, but the
increasing difficulty and cost of obtaining those sources of
funding potentially threatened GE’s ability to grow and
maintain its level of profitability.27 After the financial crisis of
2008, the deterioration of the real estate market, for example,
adversely affected GE Capital. GE Capital subsequently tried to
secure other sources of funding, including bank deposits,
securitization, and other asset-based funding to mitigate its

risks. These economic setbacks affected not only GE and GE
Capital, but trickled down to the corporations, large and small,
they did business with, along with GE’s governmental
customers around the world.Nevertheless, GE’s credit rating
with the major analysts helped stem the tide of negativity and
control the costs of funds, margins, and access to capital
markets. As of 2012, GE boasted a AA+ Rating (2nd out of 21
ratings) from Standard and Poor’s and an Aa2 rating (3rd out of
21 ratings) from Moody’s, solidifying its rating with the major
analysts. Any reduction in these ratings would negatively
impact GE’s profitability.28
In the three years after the financial crisis, from 2009 to 2011,
both GE and GE Capital’s sales revenue declined sharply (see
also Exhibits 3 thru 8).Consistent quarterly revenue losses
slightly rebounded beginning in Q1 2010 (from double-digit to
single-digit losses in both GE and GE Capital), yet sales rev-
enue at GE Capital declined again from US$12.814 billion to
US$10.745 billion from
See excibit 3, 4, 5, 6, 7, 8 pictures
NOTE:See accompanying notes to consolidated financial
statements in Part II, Item 8. “Financial Statements and Supple-
mentary Data” of this Form 10-K Report.(a)Includes the result
of NBCU, our formerly consolidated subsidiary, and our current
equity method investment in NBCUniversal LLC.Q4 2010 to Q4
2011, marking a return to double-digit quarterly revenue losses.
GE Capital’s Q1 2012 revenue loss shrank again to single digits
at 6.6%, while revenue grew at GE as a whole in Q1 2012 by
3.4% from the industrial division’s strong per-formance (14%
quarterly revenue growth).29 Annually from 2010 to 2011, GE
and GE Capital respectively reported 1.9% and 1.5% sales
revenue losses. Much of the poor performance was attributable
to macroeconomic risk factors, causing unstable demand for the
products of the industrial business units, as well as restricti ons
in the global credit markets, which severely hampered GE

Capital’s ability to perform as it did prior to the recession
(US$65.435 billion revenue in FY 2007, US$45.730 billion in
FY 2011). From FY2009 on, GE Capital began strategically
transforming its portfolio to be less focused on risky lending
and more focused on middle market lending and specialty
finance to industrial division customers.30 This strategy
required reducing leverage, improving liquidity, and shedding
assets—all of which cut into previous top-line sales revenue
performance.31Despite the overall top-line losses, GE was
organized as a global corporation that generated revenue in a
number of regions worldwide. Although U.S. revenues were
down 7.9% in 2011 (from US$75.8 billion in FY2010 to
US$69.8 billion in FY2011) and Western European revenues
decreased 12%, global revenues (excluding the U.S.) increased
4% overall, from US$74.5 billion in 2010 to US$77.5 billion in
2011.32 The strong international performance was tied to
revenue growth in emerging markets such as Latin America
(29%), China (28%), and Australia (46%).GE recorded massive
net income losses from FY2007 to FY2009, peaking between
FY2008 and FY2009 (with net income losses of 38% for GE and
78.3% for GE Capital), driven by the global financial crisis and
recession. The performance of GE as a whole was largely tied to
that of GE Capital, its largest and formerly most profitable
business unit. GE Capital had become deeply ensnared in both
the collapse of the credit markets through the excessive use of
leverage leading up to FY2009 and the subprime mortgage crisis
because it had bought a subprime mortgage company and
heavily invested in commercial real estate.33
GE Capital had made some ill-advised marketing decisions prior
to the financial collapse in 2008. Rather than retaining its focus
on middle market and specialty finance for GE industrial
product customers, GE Capital began to market itself as a credit
card financing entity as well as a mortgage financier.34
Financing subprime mortgages and commercial real estate soon
followed, and eventually GE Capital was engaging in the
financing of very risky assets, including derivatives and credit

default swaps. This market strategy led to the highly leveraged
structure that almost caused the entire corporation to collapse in
2008 during the financial crisis.GE’s long-term debt began
growing in FY2007 and hit a high of US$377 billion in 2009,
but was reduced slightly in FY2010 and FY2011, resulting in
flat growth for the five years from 2007–12. Most of the debt on
GE’s balance sheet was from GE Capi-tal. During the financial
crisis of 2008–09, GE Capital’s highly leveraged structure—
combined with its risky ventures in interest rate swaps,
subprime mortgages, commercial real estate, and massive
commercial paper—almost led to the financial collapse of the
entire GE Corporation.35 A record influx of equity capital and
the sale of preferred stock stabilized a 10% daily hemorrhage in
the stock price that began on October 1, 2008. After that, GE
capital aggressively cut its long-term debt from US$304 billion
in FY2007 to US$234 billion in FY2011 through strategic de-
leveraging and restructuring of the scope of its financing
activities.
Both GE and GE capital also took steps to significantly increase
their cash bal-ances to better manage risk. From FY2007 to
FY2011, GE increased its cash balance from US$18 billion to
US$87 billion, and GE Capital’s increased from US$11 billion
to US$43 billion. However, as of 2012, neither GE nor GE
Capital was on completely solid footing, with a LT debt-to-
equity ratio of 2.67 and 2.93, respectively.GE Capital had been
forced to scale back in the wake of the recession, and due to
pressures to meet stricter regulatory standards. These strictures
streamlined GE Capi-tal’s operations, helping it better
understand its best practices for lending and its other financial
endeavors. GE Capital also moved to expand its operational
base in the after-math of the recession by creating new
partnerships with companies like Ducati and Sophos. These new
partnerships were important to GE Capital’s operations to offset
“shrinking its asset base and tightening underwriting
standards.”36 Nevertheless, the decrease in year-over-year
earnings was evidence that GE Capital had to operate wi th

fewer resources and adjust its internal infrastructure to utilize
more limited resource availability.GE Capital returned some of
its profits to its GE parent company through the issu-ance of a
dividend. GE Capital resumed paying a dividend to GE in May
2012.
New Directions for Growth: Green Energy and Health CareIn
the new millennium, General Electric was uniquely positioned
to take advantage of financial incentives, subsidies, and
lucrative partnerships available for innovators in the green
energy sector.37 It was spurred both by an interest in the
environment, and the desire for financial security due to
volatility in fossil fuel prices and concerns over climate change.
Having spent more money than any other single corporation on
governmental lobbying, General Electric used its political
capital for growth opportu-nities.38 For example, GE,
especially its electrical energy divisions, was able to leverage
its political strength to benefit from tax incentives associated
with the green energy movement.In addition, the GE Energy
Group took a leadership role in the manufacture and distribution
of wind turbines—a critical component of the renewable energy
sector, particularly in Oregon, where the largest wind turbine
farm in the United States was powered entirely by GE-built
wind turbines.39 GE also branched out into the man-agement
and financing of solar energy projects, including a solar farm in
Australia developed by a consortium of companies, including
GE.40 GE was one of the lead-ing manufacturers of LED
lighting and had signed a distribution deal with Marriot hotels
that saved it 66% in power use for lighting, without
compromising on the look or quality of the light.41 GE
perceived the opportunity to become the best-in-class
manufacturer and distributor of certain elements of clean energy
infrastructure, as well as other innovative forms of clean
energy, and is poised to continue to innovate as the sector
grows.
Over the past decade GE Healthcare Group established itself as
a leading inno-vator in emerging health care technology.

Diagnostic medicine became a key area of health care sector
investment—the market is projected to grow 11% annually from
US$232 billion,42 and GE developed some creative tools for
diagnostic imaging, includ-ing a handheld ultrasound device,
with which primary care doctors could be more accurate in their
initial diagnoses, prior to ordering expensive follow up
diagnostics.43 GE also launched a US$100 million open
innovation competition related to cancer diagnostics44 and
invested in life science offerings, with a US$4 billion portfolio
that projects to double over the next few years.45 As the Baby
Boomer generation entered retirement age, the health care
demand began to rise, expanding the need for new health care
technologies. GE Healthcare was poised to capitalize on this
new demand.
Core Competencies, General Electric’s key strengths —its
operational efficiencies, sheer size, history, and reputation—all
worked to create competitive advantages for GE. One of GE’s
biggest operational strengths lay in its ability to cut costs and
maximize return for shareholders, as with GE CEO Jack
Welch’s implementation of the Six Sigma approach in the 1990s
to business management, as mentioned earlier. GE was also able
to cut costs because its reputation as a market leader, its large
network of busi-nesses, and its strong alliances with other major
corporations, enabled it to lever-age long-standing relationships
to employ the best human, equipment, and capital resources to
ensure quality and consistency at a low cost. It acquired many
businesses that provided useful resources, and sold off business
units that did not contribute to its success. In addition, GE’s
history of innovation, from Edison inventing the light bulb to
its pioneering of green energy medical diagnostic technology
contributed to GE’s long-term success.In addition to the
operational excellence that came from GE’s experience and
unparalleled commitment to growth, the sheer size of GE also
created a tremendous competitive advantage, from distribution
channels in over a hundred companies to doz-ens of lines of
business. Few other companies were big enough to compete

with the variety and breadth of resources GE brought to the
table.Globally recognized and ubiquitous in American homes,
GE’s history and reputa-tion was also a key competitive
advantage. Its reputation and political influence gar-nered
favorable treatment from the U.S. and other governments.
Smaller firms tried to compete with GE in individual industries,
but GE’s reputation and brand awareness made it difficult for
them to succeed.
Finally, GE’s strong company culture empowered and motivated
employees, creat-ing a workforce that stayed with the company
long-term and moved internally, building a strong,
knowledgeable employee base, and its focus on sustainability
and the greater community helped inspire employees and
improve GE’s image overall.
Challenges Facing GEBy the end of 2012, GE faced many
challenges. First, the parent company’s comfort in mature
industries such as industrial appliances and jet engines rendered
it reluctant to explore different markets, or identify and move
into innovative industries at the begin-ning of their life cycles
when potential growth and earnings are greatest. While this
defensive strategy was more pronounced with former CEO Jack
Welch, under whose direction GE maintained a near-zero
marketing budget and focus on efficiency, many within the
company perceived that there was still room for growth in
innovative markets, particularly the green energy market, where
GE could utilize its strength of scalability to establish a
competitive advantage.
Second, for many years, GE relied on its staunch traditional
methods to train work-ers, especially general managers.
Throughout the 1990s, CEO Jack Welch focused on the bottom
line through lean practices and overall cost cutting, creating an
extremely efficient, process-conscious organization that
prioritized meeting budgets, but lagged in innovation. While
these strategies did increase net earnings, it became clear that
they would not yield sustainable growth, as cutting additional
costs began to outweigh the savings. GE began to see that the

long-term solution was to train employees and man-agement to
focus on creating new technology and products that both earn
profitable returns and open new growth opportunities.GE also
needed to acknowledge potential weaknesses stemming from
being such a large and diverse organization. For instance, it
occasionally underperformed in Asian and European markets.
Greater understanding of the operational differences and dif-
ference in business practices between the U.S. and these
countries could explain in part why GE’s growth there did not
meet projections.
Another challenge for GE was potential changes to the tax code.
In 2012, GE filed a 57,000-page tax return, the single largest
tax return in the United States.46 While GE benefited from a
number of tax incentives, tax code reform constantly loomed on
the horizon, and GE would be one of the companies most
affected by changes to the tax code.Although GE had a strong
global brand associated with product excellence and market
leadership in several industrial categories, it came under attack
for being syn-onymous with corporate greed. GE was accused of
not paying its fair share of taxes, and protestors forcefully
interrupted Jeff Immelt’s speeches alleging that47 using
legitimate accounting techniques to pay lower effective tax
rates, GE only paid an effective tax rate of 2.3% for more than
10 years, and that GE realized US$14 billion in profits yet paid
no taxes in 2011.48 Also, GE was the recipient of a US$140
billion bailout in 2008, to cover massive losses at GE Capital.49
These allegations did not help their name, tarnishing the
reputation of an otherwise well-managed brand. Furthermore,
GE was the fourth-largest producer air and water pollution
globally. Although top management’s focus on sustainability
was considered a strength, GE needed to develop ways to
become more “green” without hurting its bottom line.
What to Do with GE Capital?Despite General Electric’s market-
leading portfolio and strong brand-name recognition, in the
recent financial crisis, the dangers of a company’s reliance on
financial services became apparent. What had begun as a

financing arm to catalyze GE appliance sales had grown into a
dominating financial services company that surpassed the
earnings of the rest of the company to account for over 50% of
GE’s total net income.This concentration of resources in GE
Capital paid excellent dividends during strong economic times,
yet the financial sector’s volatility rendered GE Capital vul -
nerable to large, rapid losses. Unless GE hedged against
financial slowdowns by reduc-ing its exposure to GE Capital, it
might occasionally suffer losses that could put the company as a
whole at risk. Further, like many financial firms, GE Capital
was tempted by the large potential returns of what were later
seen as risky investments, such as mortgage-backed securities
and real estate. Unless GE Capital decreased its portfolio of
risky assets, it could be prone to future losses that might have a
negative impact on its GE parent.
In the years leading up to the financial crisis, GE, according to
some industry ana-lysts, had become complacent, and corporate
growth and earnings consequentl y stag-nated. GE focused too
heavily on cutting costs and relied too heavily on the fortunes
of GE Capital, which suffered from massive losses during the
2008–2009 financial crisis. When the recession forced GE to
reduce the scope of GE Capital’s activities, GE was not able to
invest and innovate elsewhere to bolster its financials and
satisfy stockhold-ers. GE also did not have enough significant
new ideas to mitigate GE Capital’s financial setback, such that
GE Capital’s losses had a major negative impact on the growth
and earnings of the corporation as a whole.The key question
facing GE’s top management and board of directors at the end
of 2012 was to what degree should they reduce GE Capital as a
percentage of the entire company. Or, more to the point, should
GE Capital be spun off altogether to allow the GE parent
corporation to focus on the industrial products segment it had
historically excelled in and where there is less competition and
government regulation?

JetBlue AIRWAYS
1
Introduction
Vision Mission & Values
Competencies
SWOT
Porter’s 5 Forces
Financial Analysis
Marketing
Corporate Social Responsibility
JetBlue Moving Forward
Closing
Ready for take off!
2
Introduction
Incorporated in Delaware in August 1998
David Neeleman 1st founder, February 1999, under the name
“NewAir.”
JetBlue followed other domestic airlines approach of offering
low-cost travel, but sought to distinguish itself by its services,
such as in-flight entertainment, TV on every seat and Satellite
radio.

CEO’s vision “To bring humanity to air travel.”
JetBlue’s founders had set out to call the airline “Taxi” The
idea was dropped later.
The company is headquartered at the Long Island New York.
Its main base is John F. Kennedy International Airport.
The airlines mainly serves destinations in the United States,
along with flights to the Caribbean, The Bahamas, Bermuda,
Barbados, Colombia, Costa Rica, the Dominican Republic,
Jamaica, Mexico and Puerto Rico.
3
4
Vision
Values
Mission

Slogan:
“To bring humanity back to air travel and to make flying more
enjoyable.”
5
Vision
To be amongst the most innovative and admired brands,
renowned for service excellence.
6
7
Robin Hayes
President and Chief Executive Officer
Mike Elliott
Executive Vice President, People
Joanna Geraghty
Executive Vice President, Customer Experience

James Hnat
Executive Vice President, Corporate Affairs, General Counsel
and Corporate Secretary
Jeff Martin
Executive Vice President, Operations
Steve Priest
Executive Vice President, Chief Financial Officer
Eash Sundaram
Executive Vice President, Chief Information Officer
Marty Saint St. George
Executive Vice President, Commercial & Planning
Corporate Governance
Robin HayesDirector
Peter BoneparthDirector
David CheckettsDirector
Virginia GambaleDirector
Stephan GemkowDirector
Ellen JewettDirector
Gen. (Ret.) Stanley McChrystalDirector
Joel PetersonChairman
Frank Sica Vice Chairman
Thomas WinkelmannDirector
Board of Directors

Core Competencies
Distinctive Competency
Sustainable Strategy
JetBlue’s core competency is its differentiated products and
services. It believes that competitive fares and quality air travel
need not be mutually exclusive. Below is a list of some of
JetBlue’s customer amenities.
In-flight entertainment systems include 36 channels of free
DIRECTV, 100 channels of free SiriusXM satellite radio, and
options to view premium movie channels.
Comfortable leather seating provides sufficient legroom with an
option to purchase “Even More” space, additional legroom. Part
6 in the series will discuss “Even More” products.
Free and unlimited brand-name snacks and beverages and the
option to purchase premium food products and other products
such as blanket and pillow sets are available for customers.
One 23-kilogram carry-on bag is free of cost, but additional
baggage will be charged.
Fly-Fi, an in-flight internet service, will be available on all
Airbus fleets by the end of 2014.
“Mint” transcontinental service is available from New York to
Los Angeles and New York to San Francisco. This will include
16 lie-flat beds, four of which will be private suites—the first
of its kind in the U.S. domestic market.
10

Core Values
11
Safety
Safety First & always in the business
C-A-R-E
Relations with customers and crew
Fun
Exhibit a sense of humor
Passion
Achievement Orientation & Striving
Integrity
Organizational Commitment, & honesty
Not to serve meals
Providing personal television

Leather seats instead of cloths
Did not use old & cheap planes
Use more fuel-efficient and less maintenance cost
Airbus
Did not fly too many routes
Choose point-to point flight
Use secondary airport which did not handle too much traffic
Reduce the Turnaround time
Use electronic ticketing
Paperless cockpit
Customer-oriented approach
Picking the right people
Create fun
12
JetBlue Sustainability
We depend on natural resources and a healthy environment to
keep our business running smoothly. Natural resources are
essential for us to fly, and tourism relies on having beautiful,
natural and preserved destinations for our customers to visit.
Down to earth in the air
Offset carbon
Face climate changes; educate

Economic value of clean beaches partnering with The oceans
Foundation
Reporting FYI
Food for Thought
Recycle/Reuseful
13
14
SWOT ANALYSIS
STRENGTH
*Two types of aircraft
* Low Operating cost
*Strong brand
*Efficient employees
*Two types of aircrafts in the fleet
*Consumer satisfaction
*Effective use of technology
*Advertisement
WEAKNESS
*Relative new company
*Two types of aircraft
*Concentration on middle class

*Shifting customer’s need
*Fleet now aging
*High maintenance costs
OPPORTUNITY
* Industry expansion
*Route & Fleet Expansion
*Creation of Airlines Alliance
*Technological
*Deregulation of international air travel
THREAT
*Security issues
*Increase in fuel price
*Strong Competition
*Global crisis
* Incidents like 9/11
*Pay/ Benefits package increasing

The Five Forces Model
Porter’s 5 forces
Threat of New Entrants - Moderate – Deregulated industry.
Threat of new entrants higher during downturns in industry (e.g.
JetBlue’s entry point). Existing airlines may encroach on an
opponent’s major or regional market-share. High cost of entry
into industry
Bargaining Power of Buyers – High – No or very low cost in
switching airlines
Bargaining Power of Suppliers – High – two key supplies
needed are planes and fuel. Fuel prices are negotiable on
quantity. There are only two airplane suppliers, Airbus and
Boeing.
Threat of Substitutes - Low – Buses, boats, trains and cars are
substitutes but usually not cost or time effective substitutes for
most consumers
Degree of Rivalry - Very High to Intense – Multiple
competitors, high strategic stakes, innovation often easily
imitated, and low switching costs for consumers
15
Rivalry Among Existing Competitors
Threats of New Entrants
Bargaining Power of Buyers
Threat of Substitute Products or Services

Bargaining Power of Suppliers
Environmental
Avoiding Fuel Spills
Managing Hazardous Waste
Technological
Update/Upgrade aircraft
New Purchase
Online Launching
Social
Social media networks used as marketing strategy.
Word-of-mouth
Political
9/11 Attack

Crewmember Political Activities
Corporate Political Contributions
Economic
Expansion and growth continued throughout the economy
change.
STEEP ANALYSIS
Political
JetBlue values the right and responsibility of our Crewmembers
to participate in the political process. Such participation i s
entirely a matter a personal choice. Crewmembers are free to
support the political process in a variety of ways, such as
through personal contributions or by volunteering their personal
time to candidates or organizations of their choice.
JetBlue is subject to extensive regulation at the federal, state
and local levels of government and involved in a number of
legislative initiatives in a broad spectrum of policy areas that
can have an immediate and dramatic effect on our operations
16
17
18

Financial Analysis
19
20
Competitive Advantages
The airline industry is ultra-competitive but we believe we have
three primary advantages:
Differentiated Product & Culture
Competitive Costs
High Value Geography
1.JetBlue offers the most legroom in coach, free TV, snacks and
Fly-Fi on its flights. Combined with award winning service
from our dedicated employees, whom we refer to as
Crewmembers, we believe we offer the most compelling product
in the sky
2. Our cost structure is lower than our larger network
competitors. This enables us to offer attractive fares, grow our
network, and still focus on profitability and shareholder returns.
We operate from six focus cities in some of the largest travel
markets in the United States. We plan to continue to grow our
network, with most of our flights touching at least one of these

focus cities.
21
Competitive Advantages
The airline industry is ultra-competitive but we believe we have
three primary advantages:
Differentiated Product & Culture – JetBlue offers the most
legroom in coach, free TV, snacks and Fly-Fi on its flights.
Combined with award winning service from our dedicated
employees, whom we refer to as Crewmembers, we believe we
offer the most compelling product in the sky.
Competitive Costs – Our cost structure is lower than our larger
network competitors. This enables us to offer attractive fares,
grow our network, and still focus on profitability and
shareholder returns.
High Value Geography – We operate from six focus cities in
some of the largest travel markets in the United States. We plan
to continue to grow our network, with most of our flights
touching at least one of these focus cities.
22
Vs
Southwest Airlines Co. and JetBlue Co. both rose to prominence
as low-cost carriers that offered friendlier service than legacy
carriers. Today, they are the two largest airlines in the U.S.,
aside from the big three legacy carriers.
However, in recent years, Southwest and JetBlue have had to
rethink how they do business. As their workforces and aircraft
fleets have aged, unit costs have risen. Legacy carriers have
also made their own costs more competitive through bankruptcy

restructuring. Southwest and JetBlue can no longer rely on low
fares as their key differentiating point.
24
JetBlue Airways (JBLU) operates a hybrid business model—
refer to Must-know: Airline business models for more details on
models. It offers point-to-point service like most low-cost
carriers and combines differentiated product offerings,
including various in-flight facilities that are generally not
provided by other low-cost carriers. JetBlue caters to the niche
market comprising customers that it defines as “underserved
customers”—those looking for better features and benefits that
aren’t provided by low-cost carriers and at a reasonable price
that aren’t provided by network carriers.
25
Youth & Education
At JetBlue, we are passionate about inspiring the next
generation by partnering with influential nonprofit
organizations and creating award-winning programs.
Community

JetBlue has a proud tradition of supporting dedicated
community organizations in our BlueCities through
partnerships, donations and crewmember volunteering.
Corporate Social Responsibility
26
Environment
Communities and their environments are inherently connected.
That is why we include
environmental programs in our community engagement.
Giving
JetBlue supports giving in the areas of youth & education,
community and the environment. This is why we continue to
encourage customers, crewmembers and business partners to
become advocates for charitable giving in the communities we
serve.
Corporate Social Responsibility Cont…
28

29
30
31
Strategy Evaluation
32
Over the next decade JetBlue strategy will be evaluated
annually based on 4 perspectives
Financial performance
Customer Knowledge
Internal Business Processes

Thank You!!
33
34
CASE 29
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
CASE 32
General Electric, GE Capital and the Financial Crisis of 2008:
The Best of the Worst in the Financial Sector?
VII. DISCUSSION QUESTIONS

1. Should GE eliminate GE Capital?
2. Should GE focus only on Industrial Products?
3. Should GE simply reduce the role of GE Capital?
4. What Lessons were learned from the Financial Crisis?
5. Should GE continue to increase its dividend or pursue non
financial
acquisitions?
6. Was the financial crisis a “blessing in disguise” for GE?
PAGE
29-2
Copyright ©2015 Pearson Education, Inc.
Guidelines for presentation and written report for the case
· Cover Sheet
· Case Name
· Date
· Business
· Name
· Table of Contents
· Introduction
· Mission

· Vision
· Products or Service They Provide
· SWOT
· Industry Analysis
· Financial Analysis
· Strategic Analysis
· Core Competencies
· Competitive Advantages
· External Analysis
· 5 Things
· Politically
· Socially
· Technology
· Economically
· Legal
· Porter’s 5 Forces
· Major Issues or Problems
· Alternatives to solve Issues with Evaluations
· Recommendations
· Update on how business is doing currently
The criteria for written case analyses include a(n):
· Executive summary outlining your strategic analysis and
recommendations. For information about what an executive
summary entails, please refer to: Vassallo, P. (2003). Executive
summaries: Where less really is more. Et Cetera, 60(1), 83-90.
.
· Provide a synopsis of the major case facts and key problems.
· Discuss the strategic issues that management needs to address.
· Provide strategic analysis of those key issues utilizing tools

and techniques presented in the text (using tables and charts if
appropriate).
· Conclusion/Recommendations section which focuses on your
well-supported action plan to address the strategic issues of the
case.
Executive Summary
A “Quick Preview”
An executive summary is a brief overview of a full report
designed to give readers a quick preview of the report’s
contents. Its purpose is to consolidate the principal points of a
document in one place. After reading the summary, your
audience should understand the main points you are making and
your evidence for those points without having to read every part
of your report in full. That's why they are called executive
summaries—the audience is usually someone who makes
funding, personnel, or policy decisions and needs information
quickly and efficiently. Remember that your purpose is to
provide an overview or preview to an audience who may or may
not have time to read the whole report carefully.
Guidelines for writing executive summaries:
· An executive summary should explain why you wrote the
report, emphasize your conclusions or recommendation, and
include only the essential or most significant information to
support those conclusions.
· Executive summaries are usually organized according to the
sequence of information presented in the full report, so foll ow
the order of your report as you discuss the reasons for your
conclusions. Consider using headings that match the headings in
your full report.
· Executive summaries are usually proportional in length to the
larger work they summarize, typically 10-15%. Most executive

summaries are 1-2 pages.
· Write the executive summary after you have completed the
report and decided on your recommendations. Look at the first
and last sentences of paragraphs to begin to outline your
summary. Find key words and use those words to build active
sentences. Use transition words that express causation
(therefore, consequently), words that signal essentials
(basically, central, leading, principal, major), and contrast
(however, similarly, more than, less likely).
· Make the summary concise, but be sure to show why you
arrived at your conclusions.
· Don't introduce any new information that is not in your report.
· Executive summaries should communicate independently of
the report. Ask someone not familiar with the report to read
your executive summary to see if it makes sense.
Understanding Case Analysis
Review
*

What are Case Studies?Case studies are written summaries of
real-life business situations based upon data and research. In
reading a case study a picture of what has happened to a
company over a period of time can be gained. These could
include events such as organizational change and strategy
decisions within an organization as well as outside factors and
influences.
*
What are Case Studies (cont.)? A case study can be a shortened,
second hand version of a real-life situation. It enables students
to appreciate and analyze real problems and events faced by
people in business. Case studies are also used to illustrate
theory studied in class and allow that theory to be applied.
*
ANALYZING A CASE STUDY - WHAT YOU NEED TO
DO!The purpose of the case study is to let you apply the
theories and concepts you've learned when you analyze the
issues facing a specific company.
- To analyze a case study, therefore, you must equip yourself
with the relevant theoretical knowledge and then examine
closely the issues with which the company is confronted.
- Most often you will need to read the case several times once

to grasp the overall picture of what is happening to the company
and then several times more to discover and grasp the specific
problems
*
Role of the Case AnalystsThe main task of the analyst is to
study the situation described in the case carefully, identify the
major problem(s) and related issues, and suggest (and justify) a
specific course of action.
*
Three Dimensions to Understand and Analyze Cases
To successfully understand and analyze a case, one has to
consider three major dimensions: analytical, conceptual, and
presentation.
The analytical dimension of the case raises the question, “What
is the case analyst’s task with respect to the key decision or
issue of the case?”
The conceptual dimension of the case is concerned with the
question, “What theories, concepts or techniques might be
useful in the understanding and/or resolution of this case
situation?”

The presentation dimension of the case is concerned with
understanding how the information about the situation is
presented and raises the question, “What is really important and
relevant information here and what is still missing?”
*
The First Read
Read the case quickly for familiarity and general understanding
of what the case is aboutGain a feel of what the case is aboutAs
you read jot down the ideas that come to you.Think about major
problems and issues presentWhat sort of organization is the case
about?
Goods, services, government, non-profit, combinationWho are
the main stakeholders? How are they affected?What is going
on in the external environment
*
The Second ReadRe-read the case slowlyDoes this read confirm
the issue that you identified in the first read?Study any exhibits
carefully (e.g. Org. Charts, Figures, etc.)Decide what the
main/strategic issues are. Distinguish between real problems
and symptoms of problems

*
RecommendationsThere is no problem with only one sensible
course of action to solve it. Therefore, it is the quality of your
analysis and your justification for selecting a certain alternative
that counts.Make sure that your recommendations are logical
and practicalYou could recommend a perfectly good solution,
but receive poor evaluation because your reasoning is not
consistent with the solution recommended.Make sure your
recommendations are in the decision-maker’s power
*
HOW TO ANALYZE A CASE Look for problem(s): Do not just
rephrase the obvious problems stated in the case but try to
identify the real problems faced by the organization. Identify
alternatives: After identifying the problem, start thinking about
the various alternatives available to the organization. There are
usually more than two alternatives. Once you identify the
alternatives list the pros and cons of each alternative. This will
help you revise the alternatives later in the decision making
process.
*

HOW TO ANALYZE A CASE (Cont.) Define the Crucial
Issues: The crucial issues are those conditions which affect the
feasibility of the various alternatives. They serve as organizing
points around which facts can be grouped and deductions drawn.
Recommendations: Indicate which of the alternative paths of
actions the organization should follow. Your conclusion should
weight the importance of each alternative. You need to make
sure that the recommendations flow from the analysis and
involve a managerial decision making.
*
Key Indicators of How Well
the Strategy is WorkingTrend in sales and market
shareAcquiring and/or retaining customersTrend in profit
marginsTrend in net profits, and ROI. Overall financial strength
and credit rankingEfforts at continuous improvement
activitiesTrend in stock price and stockholder valueImage and
reputation with customersLeadership role(s) -- technology,
quality, innovation, e-commerce, etc.

*
What Are the Firm’s Strengths, Weaknesses, Opportunities
and Threats ?
S W O T represents the first letter in
S trengths
W eaknesses
O pportunities
T hreatsFor a company’s strategy to be well-conceived, it must
be matched to both
Resource strengths and weaknesses
Best market opportunities and external threats to its well -being

S
W
O
T
*
Identifying Resource Strengths
and Competitive CapabilitiesA strength is something a firm
does well or a characteristic that enhances its
competitivenessValuable competencies or know-howValuable
physical assetsValuable human assetsValuable organizational
assetsValuable intangible assetsImportant competitive
capabilitiesAn attribute that places a company in
a position of market advantageAlliances or cooperative ventures
with capable partners
Resource strengths and competitive capabilities are competitive
assets !

*
Identifying Resource Weaknesses
and Competitive DeficienciesA weakness is something a firm
lacks, does poorly, or a condition placing it at a
disadvantageResource weaknesses relate toDeficiencies in
know-how or expertise or competenciesLack of important
physical, organizational, or intangible assetsMissing
capabilities in key areas
Resource weaknesses and deficiencies are competitive liabilities
!

*
Table 4.1: SWOT Analysis -
What to Look For
Potential Resource Strengths
Potential Resource Weaknesses
Potential Company Opportunities
Potential External Threats
Powerful strategy
Strong financial condition
Strong brand name image/reputation
Widely recognized market leader
Proprietary technology
Cost advantages
Strong advertising
Product innovation skills
Good customer service
Better product quality

Alliances or JVs
No clear strategic direction
Obsolete facilities
Weak balance sheet; excess debt
Higher overall costs than rivals
Missing some key skills/competencies
Subpar profits
Internal operating problems . . .
Falling behind in R&D
Too narrow product line
Weak marketing skills
Serving additional customer groups
Expanding to new geographic areas
Expanding product line
Transferring skills to new products
Vertical integration
Take market share from rivals
Acquisition of rivals
Alliances or JVs to expand coverage
Openings to exploit new technologies
Openings to extend brand name/image
Entry of potent new competitors
Loss of sales to substitutes
Slowing market growth
Adverse shifts in exchange rates & trade policies
Costly new regulations
Vulnerability to business cycle
Growing leverage of customers or suppliers
Reduced buyer needs for product
Demographic changes
*

Examples: Distinctive Competencies Sharp
CorporationExpertise in flat-panel display technology Toyota,
Honda, NissanLow-cost, high-quality manufacturing capability
and short design-to-market cycles IntelAbility to design and
manufacture ever more powerful microprocessors for
PCsMotorolaDefect-free manufacture (six-sigma quality) of cell
phones

*
Identifying a Company’s
Market OpportunitiesOpportunities most relevant to a company
are those offeringBest prospects for profitable

long-term growthPotential for competitive advantageGood
match with its financial and organizational resource capabilities

*
Strategic Management Principle
A company is well-advised to pass on a particular market
opportunity unless it has or can build the resource capabilities
to capture it!
*

Identifying External ThreatsEmergence of cheaper/better
technologiesIntroduction of better products by
rivalsIntensifying competitive pressuresOnerous regulationsRise
in interest ratesPotential of a hostile takeoverUnfavorable
demographic shiftsAdverse shifts in foreign exchange
ratesPolitical upheaval in a country
*
Strategic Management Principle
Successful strategists aim at capturing a company’s best growth
opportunities and creating defenses against external threats to
its competitive position and future performance!
*
Role of SWOT Analysis in
Crafting a Better StrategyDeveloping a clear understanding of
a company’sResource strengthsResource weaknessesBest
opportunitiesExternal threatsDrawing conclusions about
howCompany’s strategy can be matched to both its resource
capabilities and market opportunitiesUrgent it is for company to
correct resource weaknesses and guard against external threats

*
Porter's Five Forces Model The risk of new entry by potential
competitors The degree of rivalry among established companies
within an industry The bargaining power of buyers The
bargaining power of suppliers The threat of substitute products
*
Case Analysis Guidelines: All groups are required to prepare
each case study prior to coming to class Please read “ The Use
of Cases in Management Education” You will hand in your
typed 1-5 page answer , at least answer these questions in the
case write-up .It will be necessary to do more than just attack
the questions head-on. For example, a WOTS-Up (weaknesses,
opportunities, threats and strengths) analysis might help.

*
Case Analysis Guidelines Cont.: First Paragraph: Don’t repeat
the case, and do not cite the case in the footnotes…that just
takes up space. Use the “elevator method” of reporting What is
the real value of the message of this case?” Or “What is the
point of this case—what can we learn from it? Analysis Section:
what caused what to happen and the consequences of this causal
sequence? business environment (usually customers,
competitors and occasionally government) and historical
context—how the firm got where it is.
*
Case Analysis Guidelines Cont.: Recommendations: what to do
next . outcomes are not = to case solutions
Research: search on the company and the industry and
technology. The second level in the search is on concept ? Cite
these sources in footnotes at the bottom of the page.
*
PlanningPlan what you will write before you start writing a
good copy.Make sure you identify the member of the group with
best writing skills and assign him the task of editing the final

report and blending everyone’s writing styles.
*
WRITING A CASE STUDY ANALYSIS An introduction to the
case
outline briefly what the company does, how it developed
historically, what problems it is experiencing, and how you are
going to approach the issues in the case write-up. The strategic-
analysis section
do the SWOT analysis, analyze and discuss the nature and
problems of the company’s business-level and corporate
strategy, and then analyze its structure and control systems
*
WRITING A CASE STUDY ANALYSIS (Cont.)
Solution
s and Recommendations
Be comprehensive, and make sure they are in line with the

previous analysis so that the recommendations fit together and
move logically from one to the next
*
WRITING A CASE STUDY ANALYSIS (Cont.) Following are
some minor suggestions that can help make a good analysis
even better.
1. Do not repeat in summary form large pieces of factual
information from the case
2. Make sure the sections and subsections of your discussion
flow logically and smoothly from one to the next.
*

WRITING A CASE STUDY ANALYSIS (Cont.)
3. Avoid grammatical and spelling errors. They make the paper
sloppy.
4. In some instances, cases dealing with well-known companies
don’t include up-to-date research because it was not available at
the time the case was written. If possible, do a search for more
information on what has happened to the company in subsequent
years.
*

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