. Describe the 3 Strategic Management Process GE used

INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked

below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER

YOUR QUESTIONS.

Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and

pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its

customers — they first transformed GE.

Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would

increase with population growth. Energy and water use, waste, carbon emissions — all would decline

among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping

companies along this sustainable path to offer environmental solutions.

GE also gambled that carbon would eventually be a cost, following the implementation of previous

regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was

unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE

joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to

build certainty into the future.

INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked

below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER

YOUR QUESTIONS.

Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and

pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its

customers — they first transformed GE.

Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would

increase with population growth. Energy and water use, waste, carbon emissions — all would decline

among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping

companies along this sustainable path to offer environmental solutions.

GE also gambled that carbon would eventually be a cost, following the implementation of previous

regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was

unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE

joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to

build certainty into the future.