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Harvard Case - GE Capital after the Crisis

"GE Capital after the Crisis" Harvard business case study is written by John Coates, John D. Dionne, David S. Scharfstein. It deals with the challenges in the field of Finance. The case study is 23 page(s) long and it was first published on : Apr 7, 2017

At Fern Fort University, we recommend GE Capital embark on a strategic transformation focused on streamlining its operations, strengthening its core competencies, and adapting to the evolving financial landscape. This transformation involves a combination of divestitures, strategic partnerships, and a renewed focus on core businesses, while actively managing risk and embracing emerging technologies.

2. Background

GE Capital, once a behemoth in the financial services industry, faced significant challenges following the 2008 financial crisis. Its complex business model, heavy reliance on debt financing, and exposure to various risky assets left it vulnerable to the economic downturn. The company faced immense pressure from regulators and investors to restructure its operations and reduce its risk profile.

The case study focuses on the decisions made by GE Capital's leadership in the aftermath of the crisis, including the sale of various business units, reduction of leverage, and the eventual decision to spin off the entire financial services division.

The main protagonists of the case study are Jeffrey Immelt, the CEO of GE, and Keith Sherin, the CEO of GE Capital. Their decisions and actions were crucial in navigating the company through the crisis and shaping its future.

3. Analysis of the Case Study

GE Capital's situation can be analyzed through the lens of strategic analysis, focusing on the company's competitive advantage, industry dynamics, and SWOT analysis.

Strengths:

  • Strong brand reputation and established customer base.
  • Extensive experience in various financial services sectors.
  • Global reach and diverse portfolio of assets.

Weaknesses:

  • Complex and opaque business model.
  • High leverage and exposure to risky assets.
  • Lack of focus on core competencies.

Opportunities:

  • Growing demand for financial services in emerging markets.
  • Advancements in technology and analytics.
  • Potential for strategic partnerships and acquisitions.

Threats:

  • Increased regulatory scrutiny and stricter financial regulations.
  • Economic uncertainty and potential for future financial crises.
  • Competition from specialized financial institutions.

Financial Analysis:

  • Financial statement analysis: Revealed high leverage, declining profitability, and significant exposure to risky assets.
  • Capital budgeting: The need for a more focused approach to capital allocation, prioritizing core businesses and reducing investments in non-core areas.
  • Risk assessment: Highlighting the need for a robust risk management framework to mitigate exposure to financial and operational risks.
  • Return on investment (ROI): Emphasizing the importance of maximizing ROI across all business units and identifying opportunities for improvement.

4. Recommendations

1. Strategic Restructuring:

  • Divestitures: Sell non-core business units to focus on core competencies and reduce complexity. This includes divesting from businesses with low profitability, high risk, or limited growth potential.
  • Strategic Partnerships: Form partnerships with other financial institutions to leverage their expertise and expand into new markets. This could involve joint ventures, strategic alliances, or outsourcing certain functions.
  • Core Business Focus: Prioritize and invest in core businesses with strong growth potential and competitive advantage. This includes areas like commercial lending, equipment financing, and asset management.

2. Financial Strategy:

  • Debt Management: Reduce leverage and improve the company's debt-to-equity ratio. This can be achieved through debt reduction, asset sales, and increased equity financing.
  • Capital Structure: Optimize the capital structure by balancing debt and equity to minimize the cost of capital and enhance financial flexibility.
  • Risk Management: Implement a robust risk management framework to identify, assess, and mitigate financial, operational, and regulatory risks. This includes developing clear risk appetite statements, establishing risk limits, and implementing risk monitoring systems.

3. Technology and Analytics:

  • Embrace Fintech: Leverage emerging technologies like artificial intelligence, machine learning, and blockchain to improve efficiency, enhance customer experience, and manage risk.
  • Data Analytics: Invest in advanced data analytics capabilities to gain insights from customer data, market trends, and financial performance. This can help optimize pricing, improve risk assessment, and personalize customer offerings.

4. International Expansion:

  • Emerging Markets: Focus on expanding into high-growth emerging markets with strong demand for financial services. This requires understanding local regulations, building relationships with local partners, and adapting products and services to meet local needs.
  • International Finance: Develop a robust international finance strategy to manage foreign exchange risks, optimize cross-border operations, and comply with international regulations.

5. Basis of Recommendations

These recommendations align with GE Capital's core competencies and mission of providing financial solutions to businesses and individuals. They also consider external customers and internal clients by focusing on delivering value and improving customer experience. The recommendations are based on an assessment of competitors and the evolving financial landscape, taking into account the increasing importance of technology, data analytics, and risk management.

The attractiveness of these recommendations is supported by quantitative measures such as:

  • Improved profitability: Divesting non-core businesses and focusing on core competencies will improve profitability and enhance shareholder value.
  • Reduced risk: Debt reduction and a robust risk management framework will mitigate financial and operational risks, leading to greater stability and resilience.
  • Increased efficiency: Leveraging technology and analytics will improve efficiency, optimize operations, and reduce costs.

6. Conclusion

GE Capital's transformation after the financial crisis was a necessary step to ensure its long-term sustainability. By streamlining operations, strengthening core competencies, and embracing emerging technologies, the company can position itself for success in the evolving financial landscape.

7. Discussion

Alternative options not selected include:

  • Liquidation: While this would have quickly resolved the company's financial issues, it would have been detrimental to its brand reputation and long-term value.
  • Government bailout: This option would have been politically controversial and could have imposed significant conditions on the company's operations.

Key assumptions include:

  • Economic recovery: The recommendations assume a continued economic recovery and a stable financial market environment.
  • Regulatory stability: The recommendations assume that regulations will remain relatively stable and predictable.
  • Technological advancements: The recommendations assume continued advancements in technology and analytics, enabling GE Capital to leverage these tools for competitive advantage.

8. Next Steps

  • Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource requirements.
  • Communicate the strategy to stakeholders: Transparency and clear communication are essential to gain buy-in from employees, investors, and regulators.
  • Monitor progress and make adjustments: Regularly monitor the implementation of the strategy and make adjustments as needed based on performance data and market conditions.

By taking these steps, GE Capital can successfully navigate the challenges of the post-crisis era and emerge as a stronger, more resilient financial institution.

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Case Description

Keith Sherin, CEO of GE Capital, faced a decision on which hinged billions of dollars and the fate of one of America's most storied companies. On his desk sat two secret analyses: Project Beacon, a proposal to spin off most of GE Capital to GE shareholders, and Project Hubble, a proposal to sell off GE Capital in parts. A third document sketched out the implications should GE "stay the course" on its present strategy: a continued, massive build-up of regulatory and compliance personnel to meet GE Capital's obligations as a "SIFI"-systemically important financial institution-in the wake of the 2010 Dodd-Frank Act. No path forward was clear. A divestiture, either through a spin-off or sell-off, would reduce GE's size and financial connectedness and address market unease about GE's position as the seventh-largest U.S. financial institution. It would also unlock substantial value not currently reflected in the stock. Each faced major obstacles and execution risks, however. In particular, no one knew the precise cut-off for a SIFI designation or the time required to shed the designation. If the process took too long, or generated unexpected costs, a divestiture might destroy more value than it would create. Retaining GE Capital was risky, too, of course. Which set of risks was the right one to propose that the GE board accept?

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