温哥华代写：通用汽车
温哥华代写：通用汽车
通用汽车公司是一家美国跨国公司总部在底特律,密歇根州。该公司是一个主要的设计师,制造商,营销人员,和经销商的汽车零部件和汽车,还有卖家的金融服务。通用汽车是众所周知的在37个国家生产汽车的所有权下十二Ravon品牌,杰方,宝骏,五菱,欧宝,沃克斯豪尔,HSV,霍尔顿,凯迪拉克、通用、别克和雪佛兰。通用汽车公司已雇用超过212000人,而在140多个国家开展业务(平民,2014)。有通用汽车五段的业务分工,即通用汽车金融、通用南美,通用汽车国际业务,欧宝集团和通用汽车北美(秦et al ., 2010)。通用汽车在多数美国以外的国家进行业务在整个子公司的所有权。
温哥华代写：通用汽车
然而,主要业务是在中国进行的10家合资企业的所有权。的安吉星子公司通用汽车公司已提供服务的车辆信息,安全与安全。在2009年,通用汽车最终脱落等一系列品牌悍马,庞蒂亚克,土星,新兴重组政府的支持。技术被认为是战略从本质上它提供了竞争优势。不会一直这样如果技术有免费的可用性在整个市场。如果有容易获得在市场上的技术,它可以提供竞争优势在短,直到其他人有能力获得它(病房和Sobek II,2014)。的建立和可持续发展竞争优势定义策略的怀疑是至关重要的。
温哥华代写：通用汽车
General Motors Company is a multinational company of America based in Detroit, Michigan. The company is a major designer, manufacturer, marketer, and distributors of vehicle parts and vehicle, and also a seller of financial services. GM is well known for producing vehicles across 37 nations under the ownership of twelve brands that are Ravon, Jie Fang, Baojun, Wuling, Vauxhall, Opel, HSV, Holden, Cadillac, GMC, Buick and Chevrolet. GM has been employing more than 212,000 individuals, while conducting business across more than 140 nations (Commoner, 2014). There is division of GM as five segments of business namely, GM Financial, GM South America, GM international operations, Opel Group, and GM North America (Qin et al., 2010). GM conducts operations in majority of the nations beyond USA under whole ownership of subsidiaries.
温哥华代写：通用汽车
However, the main operations are conducted in China by the ownership of 10 joint ventures. The OnStar subsidiary of GM has been providing services of vehicle information, security and safety. In the year 2009, GM ended up shedding a number of brands such as Hummer, Pontiac, and Saturn, emerging a reorganization backed up by the government. Technology is considered as strategic by nature as it provides competitive edge. This would not have been the case if technology had free availability across the market. If there is easy availability of technology in the market, it can be provide competitive edge in the shorter until others have the ability of acquiring it (Ward and Sobek II, 2014). The establishment and sustainability of competitive edge is crucial to define the doubt of strategy.
