本文主要讲通用汽车的核心竞争力，通用汽车的核心竞争力可以分为五个部分。关于使通用汽车能够寻找具有一套基本战略要素的竞争视野，可以建议的是:(a) SWOT分析，(b)价值链分析，(c)核心竞争力战略，(d)核心竞争力图表，和(e) VRIO图表。要理解通用汽车的核心优势，可以从一个VRIO框架开始。通用汽车的核心能力和资源揭示了与整个公司融合成一个有凝聚力的单位的能力。通用汽车的核心能力是技术、产品工程、产品开发、大规模领导和大规模运营。本篇利物浦论文代写文章由英国论文通AssignmentPass辅导网整理，供大家参考阅读。
The core competencies of GM can be divided into 5 sections. What can be recommended with respect to enabling GM looking for a competitive horizon with essential set of strategic elements are: (a) SWOT analysis, (b) value chain analysis, (c) strategy of core competence, (d) core competence chart, and (e) a VRIO chart. An understanding that can be described as adept related to the GM’s core strengths can begin with a framework of VRIO. The core capabilities and resources of GM reveal the competencies fusing with entire company into a cohesive unit. The GM’s core capabilities are technology, product engineering, product development, large scale leadership, and large scale operations.
One of the primary pitfalls of GM is the product reliability. This is true both in terms of consumer perception and production facilities. Throughout GM, the indication obtained from the product recall points towards lacking of quality control systems and serious problems with quality assurance (Moore, 2009). In such circumstances, GM should be continuing with the expansion of its internal campaign of “Go Fast” as it has been successful. This has the potential to eliminate the slow process of bureaucracy that has been one of the primary weaknesses of the company. The program of GoFast should be designed to have a single meeting for the on the spot fixing of problem in eliminating the future meetings that eliminate the identical issues.
The history of GM shows that the cars which leave the plants are with the problems that are unaddressed in order of artificially decreasing the number of defects reported. These are inclusive of missing bolts, seatbelts that are inadequate and faulty brakes. The GM SBU should set more check points that ensures quality in the production line. For the employees, the open platform should be provided so that their concerns can be expressed in ensuring that the production of each vehicle remains flawless (Webb, 2008). One of the primary reasons of consideration by the consumers when leasing or buying cars is their residual value. Lower resale values are posted by GM as the there is tendency of overbuilding vehicles in trying gaining market share. In trying to do this, GM has been paying lesser attention in building small vehicles of high quality as against the inefficient SUVs.
The basis of the strategies with Red X is the Dorian Shainin’s philosophy that he developed and got support from Shainin, LLC. There is 20 years association of GM with this company and must be using Red X as a tool to solve the technical problems. It should be mainly after the launching of a vehicle in understanding the performance issues of the vehicle. The emphasis of the RedX has been on the correction for most issues with the finding of the root cause and then to control it. GM should be offering Red X with four level certifications: (a) Red X Teaching Master, (b) Red X Master, (c) Red X Journeyman, and (d) Red X Journeyman. The possession of Red X includes skills of advanced technical problem solving to manufacture situations and demonstration of the ability in developing journeymen. So far, the achievement of the GM personnel with respect to the certification of the Red X Master has been less than 1 percent.