Estratégia business da ge

Firm Structure * First, we have remade GE as an “Infrastructure Leader” with a smaller financial services division.
About one-third of our infrastructure revenues comes from businesses we weren’t in a decade ago. These include fast-growth businesses like Oil & Gas, Life Sciences, and Distributed Power. This growth has come through organic investment and focused acquisitions * the same time, we are creating a smaller, more focused financial services company—one that has a lower risk profile and adds value to our industrial businesses.
Tecnology
* Third, we have significantly increased investment in organic growth, focusing on R&D and global expansion. In doing so, we have invested ahead of our competition. We believe that investing in technology and globalization is key to gaining market share. Annually, we invest more than $10 billion to launch new products and build global capability. We make these investments with the full benefit of GE’s scale.
Firm Structure * We have 10,000 commercial resources focused on the needs of our customers in growth markets. We have achieved local relevance with global scale.

Marketing and sales * Fourth, we have built deep customer relationships based on an outcomes-oriented model. Our growth is aligned with customer outcomes, and our products improve their productivity.
We believe in a solutions-oriented selling model, one that can deliver outcomes for customers. In Healthcare, we are aligned around the major accounts so that we can help them transform ahead of U.S. healthcare reform. In Oil & Gas, we deliver comprehensive technical solutions for our customers. In Aviation, we create value through the performance of our new technologies. We only win when our customers win
Service
* We have grown our service revenue from $21 billion to $43 billion over the past decade. Services represent about 75% of our industrial earnings. With $157 billion of service backlog, we have the momentum to grow