Strategic Report: Analyzing General Motors' UAE Market Strategies

This report provides a strategic analysis of General Motors (GM) within the United Arab Emirates (UAE) market. It begins with an executive summary and table of contents, followed by an introduction that highlights the challenges GM faces, including declining market share and financial losses. The report examines the relationship between strategy, stakeholder expectations, and organizational performance, emphasizing the importance of customer and employee engagement. It then analyzes the impact of external and internal factors on GM's strategic management, using PEST and Porter's Five Forces frameworks to assess the political, economic, socio-cultural, and technological environments, as well as competitive rivalry, buyer power, supplier power, threat of substitutes, and threat of new entrants. The report formulates and evaluates a new strategy using Porter's Generic model, assessing its potential to drive innovation and change. Finally, it outlines an implementation plan, considering stakeholder expectations, and offers recommendations and conclusions to improve GM's performance in the UAE market. The analysis covers various aspects, including market dynamics, competitive landscape, and strategic recommendations for GM's growth and sustainability.

Running head: STRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT
Name of the student
Name of the university
Author note
Executive Summary

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The report will focus on identifying the issues that are being faced by General Motors while
operating in the UAE markets and the strategy that might be implemented by the same with the
objective of gaining a competitive benefits over the existing or new players. In this relation, the
research analyzed the internal and external environments of the venture in the UAE markets and
formulated a strategy for growth through the utilization of generic model. The research also
visualized the applicability of the strategy in the organizational situation and the manner in
which the same might contribute to the competitive benefits of the venture. Lastly, the research
also enumerated an implementation plan for the concerned organization with the purpose of
implementing the strategy successfully in the UAE markets.

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Table of Contents
Assignment Task 1..........................................................................................................................3
1. Introduction..................................................................................................................................3
2. Relationships between strategy, stakeholder expectations, and organizational performance.....4
3. Impact of external and internal factors on strategic management in international context.........6
3.1 PEST Assessment of GM......................................................................................................6
3.2 Porter’s five force of GM....................................................................................................10
4. Formulation and evaluation of a new strategy through Porter’s Generic model.......................12
4.1 Formulation of the strategy..................................................................................................12
4.2 Evaluation of the strategy....................................................................................................14
5. Evaluation of the business strategy as it encourages innovation and change evaluation of the
chosen strategy against competing strategies for the success of the organization.........................15
6. Implementation plan for the strategy and the manner in which it might adhere to the
stakeholder expectations................................................................................................................17
7. Recommendations and Conclusion............................................................................................24
7.1 Recommendations................................................................................................................24
7.2 Conclusion...........................................................................................................................24
References......................................................................................................................................26

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Assignment Task 1
1. Introduction
The diverse modification in the organizational operations are reliant on the efficient
functioning of the diverse systems correlating to the changing requirements of the customers.
However, It has been observed from the stats provided by the analysts that around 67% of the
well planned strategies fail in the execution stage (Hbr.org 2017). However, the challenges that
are faced by the businesses while improvising on the innovative designs are specifically
grounded on their clashing interest with the stakeholders.
The research will study the case of General Motors, which have been facing significant
challenges in driving the attention of the prospective customers towards their propositions
leading to bankruptcy. It has been observed that the concerned venture de-prioritized the need of
empowering the R&D operations and focused more on selling sports utility vehicles (SUVs)
between the years 1990s to the mid 2000s (Gm.com 2019). However, It has been observed that
the concerned venture focused on improving their linage in the electronic vehicle markets for
adhering to the increasing competition in the markets. Again, the absence of effective marketing
campaigns affected the capability of the venture in holding effective communication with
customers. Lack of efficient communication with customers restricted the capability of the
venture in identifying the loopholes in their process for facilitation of improvements.
Therefore, the research would take the initiative of identifying the relationship between
strategy formulation, stakeholder expectations and organizational performance while evaluating
the internal and external environmental factors that are being encountered by the concerned
venture, GM. Moreover, the research would also take the initiative of developing a strategy for

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the organization and identify the factors that would be considered while implementing the same
on the business model.
2. Relationships between strategy, stakeholder expectations, and organizational
performance
Strategic management critically evaluates the diverse managerial processes for
empowering the diverse processes through continuous planning, monitoring and assessment
related activities while achieving the common goals and objectives of an organization (Hitt and
Duane Ireland 2017). The strategies that are framed by the organizations are grounded on the
assessment of the needs of the customers while operating in diverse markets. Meyer, Neck and
Meeks (2017) stated that the major modifications in the strategic discourses of the organizations
are mostly grounded on the changing preferences of the customers. Therefore, the preferences of
the customers, being one of the important stakeholder group, play an important role in
influencing the type of strategies that are planned by the ventures. On the other hand, the in-
house employees of an organization are also the top- prioritized stakeholders on which the
strategic discourse of an organization rests (El-Kassar and Singh 2019). Reverte, Gómez-Melero
and Cegarra-Navarro (2016) reflected that the uninterrupted functioning of the organizations and
the safe implementation of the strategies are reliant on the loyalty of the workforce towards the
businesses. In this connection, it might be observed that the leaders of the organizations take the
initiative of motivating the employees and engages the same actively in the new strategies with
the purpose of safe implementation of the new projects (Helmig, Spraul and Ingenhoff 2016).
However, Lin-Hi and Blumberg (2018) opined that the lack of collaboration among the
leaders and the employees might restrict the capabilities of an organization in empowering the
implementation process for the growth related strategies. On the other hand, the lack of customer

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needs based knowledge might restrict the continuous innovation based capabilities of an
organization. In this relation, Zhao et al. (2017) stated that most of the strategies that are planned
and executed by the organizations are focused on increasing the sales volume. However, the lack
of knowledge on the concerns that are being faced by the customers through the propositions
might restrict an organization in improving their performance (Agudo‐Valiente, Garcés‐Ayerbe
and Salvador‐Figueras 2015).
The organizational performance is specifically measured in terms of sales volume, brand
value and market share. In this relation, the employees and the customers play an important role
in contributing to the organizational performance. Bourne (2016) stated that an organization
creates strategies both for the retention of the customers and the employees, both being the
stakeholders that contributes to the long term sustenance of a business. The governance and
policies of an organization enables the same in retaining the confidence and loyalty of the
employees. Loosemore and Lim (2017) stated that the imposition of LMX model (Leader-
member exchange) permits an organization in improving the inter- confidence factors between
the workforce and the management while encouraging active engagement of the staff members
in the diverse organizational processes. On the other hand, the continuous innovation related
strategies of an organization permits the same in empowering the loyalty of the customers
(Taghian, D’Souza and Polonsky 2015).
The strategic discourses on innovation that are adopted by the organizations are critically
focused on increasing the value of propositions that are made to the customers. Continuous
innovations made by the organizations in their propositions allow a venture in gaining a
competitive vantage over the existing players in the market. Shaukat, Qiu and Trojanowski
( 2016) stated that the strategic developments that are made by the organizations are reliant on

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the efficient functioning of the diverse systems correlating to the requirements of the customers.
Therefore, the strategies forms a vital tool for any organization that is planning to improve their
performance. Organizational performance is grounded on the maximized engagement of the
workforce to achieve the collective objectives of the venture (Herremans, Nazari and
Mahmoudian 2016). On the other hand, the improved propositions of an organization contributes
to the sales volume, the market share and the brand identity which again increases the
organizational performance (Xia, Chen and Zheng 2015). Therefore, the strategies that are
implemented by the organizations are grounded on the interests of the stakeholders while
increasing their performance correlating to the requirements in the markets.
3. Impact of external and internal factors on strategic management in international context
3.1 PEST Assessment of GM
Political
 The political stability in UAE plays an
important role in empowering the
performance of the concerned
organization. The minimal
interference of the government in the
organizational operations further
empowered the developments in the
business organization while operating
in its major markets (Wang and
Sengupta 2016).
 The ever- changing legislation and
regulatory impositions on the

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organizational operations might create
a restrictive force for the business
growth (Suarez, Calvo-Mora and
Roldán 2016). The changes in the
political scenario of the UAE markets
would affect the capabilities of the
concerned venture in increasing the
viability of profit- making through
increased taxation.
Economic
 The fluctuations in the economic state
of the major markets, including UAE,
might affect the capabilities of the
concerned organization in improving
the rate of operations correlating to the
requirements of the customers.
However, the GDP of UAE by the end
of the final quarter of 2019 is expected
to be US$ 425 billion which would
empower the rate of operations of the
venture (Sbia, Shahbaz and Ozturk
2017).
 The diminishing rate of disposable
income among the customers might

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affect the capabilities of the venture in
retaining the confidence and loyalty of
the customers. In this relation, the
declining rate of disposable income
among the potential customers might
affect the capability of the
organization in empowering their sales
volume. It would also affect the
margins for the venture for improving
their rate of sustenance.
Socio- cultural
 The changing preferences of the
customers, in UAE markets of the
concerned venture, might affect the
potency of the venture in retaining the
confidence and loyalty of the
customers. It has been observed that
around 37% of the prospective
customers of the concerned venture
are millennial (Huang et al. 2016).
The millennial population prioritize
the experience based propositions.
However, the organizational
incapability of backing the R&D

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affected the restricted the capability of
the same in adhering to the changing
preferences of the customers.
 On the other hand, the rising
environmental concern and fuel prices
restricted the organization in
empowering their sales volume. It has
been observed that the inclination of
the customers towards the fuel
efficient vehicles contributed to the
challenges for General Motors.
Therefore, the venture is planning to
develop an all- electric vehicle in the
coming years.
Technological
 The technological innovations that are
made by the competitors like Toyota
and Tesla might restrict the capability
of the organization in retaining the
loyalty of their potential customers
(Yu Ramanathan and Nath 2017).
The development of wider range of
electronic vehicles by Tesla imposes
an increasing threat to the concerned

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venture.
3.2 Porter’s five force of GM
Competitive rivalry
(High)
The concerned venture encounters fierce
competition in the markets due to the
presence of huge number of competitors. It
has been observed that Toyota and Tesla has
been the largest competitor of the concerned
venture grounded on market share and
innovation based practices (Pokharel and Ok
Choi 2015). On the other hand, the wide
range of proposition that are made by the
competitors might affect the competitive
vantage point of the concerned venture while
operating in the diverse markets.

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Bargaining power of the buyers
(Moderate)
The bargaining power of the buyers are due to
the presence of wider range of competitors in
the markets. The price and innovation based
wars among the competitors deeply
influenced the buying power of the customers.
It has been observed that the individual
buyers are considered to be weaker force in
the automobile industry. However, the high
switching costs might moderate the effect of
the customer’s buying power while making a
purchase of the propositions (Rahimi and
Fallah 2015).
Bargaining power of the suppliers
(Low)
The bargaining power of the suppliers are low
due to the presence of huge number of OEM
suppliers in the market. The presence of huge
number of suppliers in the markets restricted
the same in empowering their voice while
making deals with the organization.
Threat of substitutes
(Low)
The lower variety of substitutes present in the
automobile markets of UAE have minimized
the amount of threats from the same.
The increased threat of the new entrants in the
UAE markets are grounded on the increased

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Threat of new entrants
(Moderate)
potentiality of the competitors of General
Motors. However, the increased rate of loyal
customers of GM might balance the effect of
the potential threats of the new entrants in the
market (Drobyazko et al. 2019). Therefore,
the threat of new entrants in the UAE markets
are moderate for the concerned venture.
4. Formulation and evaluation of a new strategy through Porter’s Generic model
4.1 Formulation of the strategy
The business level strategy that might be initiated by the concerned organization, General
Motors will be grounded on the implementation of product diverseiation. The application of
Porter’s generic strategies in the organizational operations would allow the venture in gaining a
competitive benefits over the existing market players or the new entrants. In this relation, the
application of product diverseiation strategy would allow the venture in developing wider range
of offerings correlating to the broader requirements of the customers. The product diverseiation
strategy of the concerned venture will be empowered through the introduction of new features in
the EVs for gaining a competitive benefits in the wider UAE markets. Shigenobu et al. (2017)
stated that product diverseiation permits an organization in improving the market scope while
drawing the attention of the potential customers.

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Figure: Porter’s generic strategies
(Source: Haywood and Van der Watt 2016)
The organizations are observed to plan on the change while creating the prototypes apart
from budgetary efforts or resource allocation. In this relation, the absence of a clear strategy on
empowering the R&D operations affected the capability of General Motors in gaining a
competitive benefits over the existing players in the market. On the other hand, the direct
competitors of the venture like Toyota started developing environment friendly hybrid
technology, which easily attracted the attention of the prospective customers (Son 2015). Again,
the assessment of the interests of the stakeholders play an important role in empowering the rate
of operation of the venture while empowering the modifications in the organizational setting. In
this relation, It has been observed that the rising requirements for EVs in the UAE markets

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would act as an influential factor for the organization. In this relation, the product diverseiation
strategy in the wider market of the concerned venture would significantly improve the market
position of the same.
4.2 Evaluation of the strategy
The product diverseiation strategy at the business level would allow General Motors in
improving their scope of marketing while drawing the attention of large number of customers. It
has been observed that approximately 65% of the UAE population have increased disposable
income for supporting the purchase of EVs (Zehir, Can and Karaboga 2015). On the other
hand, the UAE electric vehicle market is forecasted to grow by 32.1% within the years 2019-
2025 (Xu, Blankson and Prybutok 2017). Again, the changing government policies of UAE
through Vision 2021 might contribute to the growth of the concerned venture while operating in
the diverse markets (Hashmi and Biesebroeck 2016). Therefore, the product diverseiation
related strategies of the venture would permit GM in introducing new features in the EVs in
correlation with the rising requirements in UAE.
The Dubai Electricity and Water Authority (DEWA) and Road Transport Authority
(RTA) have taken the initiative of installing charging sessions (Argyres and Mostafa 2016). The
implementation of the strategy on the organizational model would allow the business in gaining a
competitive benefits through increased R&D measures. Again, the continuous innovations would
allow the venture in getting a wider grasp of the prospective automobile market in UAE.
Therefore, the formulation of the product diverseiation strategy would permit the concerned
organization in improving their market scope while empowering their R&D operations while
adhering to the changing trends in the automobile markets of UAE.

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5. Evaluation of the business strategy as it encourages innovation and change evaluation of
the chosen strategy against competing strategies for the success of the organization
The business strategy of product diverseiation would be allowing the concerned
organization in empowering the R&D operations with the purpose of introducing new features in
the EV propositions. Yu, Ramanathan and Nath (2017) opined that continuous innovation
holds an important stake in the growth of the venture while expanding the business operations. In
this relation, the strategy would allow the organization in developing new technologies for
supporting the changing preferences of the customers. On the other hand, the support from the
government for the development of EVs would also allow the venture in attracting funds for
conducting research. El-Kassar and Singh (2019) reflected that the innovations are initiated by
the organizations are grounded on the need of improving their market position through increased
customer engagement. The strategy would also support the organization in adhering to the
changing preferences of the UAE customers and the future forecasts on the growth of EVs.
The Improved R&D based operations of the organization would allow the same in
increasing the USP (Unique Selling Proposition) of the offerings. In his relation, the value added
propositions would be designed to fulfill the requirements of the customers. Herremans, Nazari
and Mahmoudian (2016) opined that the USP of a proposition is grounded on the features that
are associated with the same. Diverseiation of the proposition made by General Motors from that
of the existing competitors will be grounded on the implementation of latest technologies, which
would empower the venture in influencing the sustenance based strategies. On the other hand,
the introduction of a linage of new features would also allow the venture in remarketing the EVs
to the customers.

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The growing competition in the automotive sectors in UAE markets incapacitated the
concerned venture in holding on to the market position of the same. In this relation, the product
diverseiation strategy would enable the business in empowering the R&D operations. Meyer,
G.D., Neck and Meeks (2017) opined that continuous innovation in the business propositions
would empower the growth of the venture while increasing the market scope for the same.
Therefore, the implementation of the strategy would allow the venture in inducing automation in
the manufacturing systems. However, the innovations might require huge funds and
infrastructural facilities. In this relation, the concerned venture might expect considerable
amount of support from the UAE government. Loosemore and Lim (2017) stated that
continuous innovation in the businesses and change are subjected to the contribution of the
workforce. The skilled and loyal workforce of the venture would support the business change in
close correlation with the changing preferences of the customers.
The competitive strategy, or the long term strategy of the concerned organization is to
sustain in the automobile industry while gaining a vantage point over the competitors. In this
relation, the empowerment of the R&D operations of the venture would significantly contribute
to the long term sustenance while maximizing the market scope in the wider markets of UAE.
Bourne (2016) stated that success of an organization is grounded on the effective assessment of
the changing market requirements trends. Again, It has been observed that the customers in UAE
are more inclined towards fuel efficient vehicles. However, the lack of product diverseiation of
the concerned venture restricted the same in gaining a competitive benefits over the existing
market players.
The long term sustenance related plans of the concerned organization will thereby rely on
the frequent innovations and introduction of new features for achieving an associative vantage

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point. Xia, Chen and Zheng (2015) reflected that long term planning of an organization permits
the same in gaining a competitive benefits over the existing players. Therefore, the
implementation of the product diverseiation strategy in the organizational model would allow
General Motors in improving the performance of the venture while adhering to the changing
preferences of the customers towards purchasing a fuel- efficient vehicle.
6. Implementation plan for the strategy and the manner in which it might adhere to the
stakeholder expectations
Goals Activities Person
responsible
Timeframe Rationale for
the activities

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Market
assessment
 Conduction of
market surveys
for effective
understanding
of the changing
needs of the
customers
 Evaluation of
the survey
results and
development of
concise report
on the growth
areas
Market analyst 3- 4 months The conduction
of market
assessment
through
surveys would
allow the
organization in
gaining insights
on the
changing
preferences of
the customers
in the UAE
markets.
Consultation
with the
stakeholders
 Undertaking
meetings and
sessions with
the line
managers and
the diverse
operational
heads
 Making the
CEO, IT
executives, the
line managers
and business
executives
2- 3 weeks The
consultation
with the
diverse
stakeholders
would allow
the
organization in
empowering

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employees
aware of the
changes that are
required by the
organization as
per the market
environments
through sessions
 Conducting
open discussion
forums for
making the
investors and
the suppliers
aware of the
diverse change
needs of the
venture
their
engagement in
the diverse
processes
correlating to
the changing
sustenance
based goals of
the same. The
active
participation of
the diverse
stakeholders,
starting from
the investors
and suppliers to
the executives
in the hierarchy
would allow
the venture in
improving the
rate of patios
correlating to

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the
requirements of
the customers.
Planning and
evaluation
 Developing
communication
with the
executives in the
hierarchy and
prioritizing on
the change
based needs
 Planning and
prototyping the
design of the
new features
that might be
added to the
vehicles
 Estimation of
time and
resources that
might be
required for the
CEO,
managers
from the
hierarchy,
Automobile
engineers,
project
developers,
project
managers
1- 3 weeks The planning
and prototyping
of the change
in the
organizational
proposition as
per the new
strategy allow
the same in
getting an idea
on the relative
time and
resources that
might be
needed. The
proficient
planning and
evaluation of
strategy would
permit the

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project venture in
improving the
execution
related
strategies
correlating to
the
requirements of
the customers.
Budgeting for
the change
 The assessment
of the activities
that might be
considered by
the organization
for the change
process and
evaluation of the
costs that might
be considered
by the venture
 The
development of
consolidated
Financial
auditor and
executives,
CEO,
managers
from the
diverse
operational
teams
2 – 3 weeks The budgeting
and resource
allocation
related
activities would
allow the
venture in
conceiving an
idea on the
diverse changes
that might be
initiated by the
same while
operating in the

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reports on the
expenditures
and resources
that might be
required by the
organization
while operating
in the diverse
markets.
diverse
markets.
Product
development
and marketing
the proposition
 The concept of
the new features
will be tested
 The business
analytics will be
utilized with the
objective of
identifying the
viability of the
new
developments in
the features and
its compatibility
with the EVs
Project
engineers,
project
managers,
managers
from the
diverse
operational
units,
workforce
6- 7 months The
development of
the proposition
through
concept testing,
business
analytics and
the like would
enable the
organization in
adhering to the
systematic
execution.
Again, the

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 Developing the
proposition
 Marketing and
commercializing
the proposition
through multi-
channeled
distribution
improved
marketing
operations
through multi-
channeled
distribution
would allow
the
organization in
improving the
rate of
operations
Monitoring
and controlling
the activities
 Conduction of
surveys and
gathering
feedbacks from
the relevant
audience
 Creating
consolidated
reports
grounded on the
feedbacks
Quality
analyst
In every 3
months
The monitoring
and controlling
related
activities would
allow the
organization in
further
improving the
propositions
correlating to
the

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 Developing
control measure
to amend the
concerns that
are being faced
by the
customers with
the new
proposition
requirements of
the customers
The implementation of the new features in the propositions would allow the venture in
adhering to the changing preferences of the UAE customers and thereby gain a competitive
vantage point against Tesla or Toyota. Therefore, the change would allow the organization in
adhering to the interests of the major stakeholder group. On the other hand, the innovations
would allow the venture in gaining a sustainable edge which would protect the interests of the
investors and the shareholders. Suarez, Calvo-Mora and Roldán (2016) opined that the
investors primarily invests on an organization grounded on the suitability of the returns and the
business sustenance. Therefore, the diverseiation of the propositions made by GM would allow
the business in regaining the confidence and loyalty of the investors, the customers and the
workforce while operating in the UAE markets.
7. Recommendations and Conclusion
7.1 Recommendations
The recommended activities that might be considered by the concerned organization are:

25STRATEGIC MANAGEMENT
 Improving the promotional activities: The concerned venture, General Motors, must take
the initiative of improving the promotional activities with the purpose of increasing the
rate of customer engagement through efficient communication. The improved
promotional activities would allow the venture in increasing customer knowledge on their
propositions while gathering data on the concerns that are being faced by the same.
 Empowering workforce engagement: The increased workforce engagement in the
diverse innovation based processes would permit the business in facilitating continuous
innovations. On the other hand, the support of the workforce in the innovation based
processes of the venture would allow the venture in improving their performance.
7.2 Conclusion
Therefore, the above analysis it might be observed that the diverse modifications in GM’s
operational criteria are reliant on the changing preferences of the UAE markets. In this relation,
the research developed a clear conception on the major issues that are being faced by the
organization while adhering to the changing preferences of the UAE customers. It has been
observed during the research that the organization limited the linage of EVs, while the market
requirements for EV’s grew in the UAE markets resulting to loss of competitive benefits.
Therefore, the research combined the effects of the business level strategy with the competitive
strategies through product diverseiation in the wider markets of the venture. The research also
enumerated an action plan with the objective of prioritizing on the change needs of the
concerned venture while adhering to the interests of the stakeholders. The overall research
focused on bridging the gap between the organizational operations and thereby enabling the
venture in gaining a competitive benefits in the UAE markets.

26STRATEGIC MANAGEMENT
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