Growth as a process. Dan Henson Bank of America Conference September 18, 2006
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1 as a process Dan Henson Bank of America Conference September 8, 006 This document contains "forward-looking statements" - that is, statements related to future, not past, events. In this context, forward-looking statements often address our expected future business and financial performance, and often contain words such as "expects," "anticipates," "intends," "plans," "believes," "seeks," or "will." Forward-looking statements by their nature address matters that are, to different degrees, uncertain. For us, particular uncertainties which could adversely or positively affect our future results include: the behavior of financial markets, including fluctuations in interest rates and commodity prices; strategic actions, including dispositions; future integration of acquired businesses; future financial performance of major industries which we serve, including, without limitation, the air and rail transportation, energy generation, media, real estate and healthcare industries; unanticipated loss development in our insurance businesses; and numerous other matters of national, regional and global scale, including those of a political, economic, business, competitive and regulatory nature. These uncertainties may cause our actual future results to be materially different than those expressed in our forward-looking statements. We do not undertake to update our forward-looking statements. GE strategy Safe + reliable growth co. -X GDP Revenue 0+% Earnings growth 0% Performance accelerating Expanding OP rate & ROTC $0+B FCF/year By 08 Expanding returns GE advantage scale + breadth + depth Great businesses founded on market leadership, domain expertise, competitive advantage & financial strength. Reliable execution with businesses that perform consistently while expanding returns. Common initiatives where we can scale ideas with speed driving incremental returns. A simple structure & strong team filled with people who have broad + deep careers. Clear strategy and financial goals /
2 Making growth a process Emerging Markets Leadership Traits Leaders Inspire and develop people that know how to help customers and GE grow Customers Use process excellence to satisfy customers and drive growth Execute for Lean Six Sigma Net Promoter Score Innovation Generate new ideas and develop capabilities to make them a reality Imagination Breakthroughs CECOR framework Globalization Create opportunities everywhere and expand in developing global markets Training Enterprise Selling & Brand Commercial Excellence Develop worldclass sales and marketing talent and demonstrate the value of one GE Great Technology Have the best products, content and services New Product Introduction Imagination Breakthroughs are making innovation a core capability How we re getting there:. Launched in Oct 00 target: $50-00MM incremental revenue. Marketing-led, cross-functional teams. Creating portfolio of growth. Rigor around key milestones and deliverables 5. Benchmarking P&G, M, HP, FedEx, Target, Google, Pepsi 6. Ensuring strategic alignment of IB efforts Funded with lots of CEO attention /
3 IB portfolio continues to grow and develop Industrial Infrastructure Commercial Finance Consumer Finance Healthcare Consumer & Industrial Equip. Services Inspection Tech Plastics Security Aviation Commercial Aviation Services Energy Oil & Gas Transportation Water NBC Universal Multi-bus./Int'l Total projects 90 Technical and commercial Ecomagination 5 Annual additional revenue $-B Tech 8 Comm In market 0+ 5 Wind energy GE Infrastructure, Energy The one.6 MW Wind Turbine can generate amazing power equal to the needs of about,00 average U.S. homes. 6 /
4 Enterprise GE Commercial Finance A customer focused sales approach that provides a single point of contact who is accountable for growing the relationship and streamlining key processes-making it easier to do business & driving loyalty. 7 Evolution series locomotive GE Infrastructure, Transportation Reduces locomotive lifecycle costs while meeting the more stringent EPA emissions requirements. The most technologically advanced, fuel-efficient, environmentally compatible diesel locomotive. 8 /
5 Dual card GE Money A breakthrough consumer solution that combines the best features of a private label credit card with the best features of a bankcard. Offers lower, more Competitive APR & life-style based loyalty programs. 9 Media & entertainment vertical NBC-U and Commercial Finance Combining GE s media content, distribution and financing capabilities to establish GE as the premier media / entertainment financier & business partner. 0 5 /
6 GE Healthcare: Carestation From To Reality: Clinical workplace is full of devices that provide therapy support, monitor patient status, and provide information for documentation. Goal: To better distill and share information with the care team during care episodes. Integrated Carestation : Enables personalized life support Improves workflow in perioperative & clinical care Excellence through patient-focused care Holistic view of patient Imagination Breakthroughs are fueling growth Tracking ~90 IBs company-wide Revenue Short-term Mid-term Long-term ++ Technical Innovation ~$0B* Commercial Innovation ~$5B - years 7 years out 8+ years out *Preliminary projections 6 /
7 Globalization ($ in billions) Global revenue 5+% ~$8 $70 Developing countries growth 5 5+% AAGR '05 '06E Priorities Share in Japan + Europe Expand presence in China, India Technology + sourcing Developing markets '0 '05 '08F Play the big GE Lead in infrastructure Capture wealth creation Build local capability people, service, risk Drive GE advantages Have built strong global capability Developing countries provide great growth opportunities across GE MIDDLE EAST CHINA INDIA Talent & education in place to play big 7 /
8 India dynamics ($ in billions) 8 x 8 x 0 GE revenue GE assets 8 8 Population.B GDP.6T 05 GDP growth 7.7% Consistent GDP growth Top 5 economy Strong foreign exchange reserves Demographics driving needs Energy, Transportation, Healthcare, Water India at inflection point strong fundamentals 5 '05 '0F Priorities '05 '0F Win key Power proposals Build Infrastructure capability/financing Win Water programs Build Enterprise accounts Establish Real Estate position GE uniquely positioned to penetrate developing markets 5 Commercial leadership traits drive culture Pipeline build Undergrad + years experience 950 MBAs + years experience 570 LIG EMMS Development & culture Leadership, Innovation & Audience: Senior Leadership Teams Focus: Transformation to Co.- culture and capabilities Executive Marketing Mgt Seminar Audience: Business CMO s Focus: Business Strategy/Mktg. Tools CLP ECLP ECLP rated world s best rotational program 65% outside US China a big focus AMMS MMS Basic mktg skills Advanced Marketing Mgt Seminar Audience: Rising Commercial Talent Focus: State of Art Marketing Techniques Marketing Management Seminar Audience: Junior Marketing Talent Focus: Marketing Mgt. Fundamentals GE Marketing framework Audience: All Commercial/Mktg. Staff Focus: Core Process Skills Talent & education in place 6 8 /
9 NPS driving even further customer focus On a scale of 0-0, how likely are you to recommend GE to a friend or colleague? 9-0 Promoters 7-8 Passively satisfied 0-6 Detractors Net Promoter Score (NPS) = % promoters World % class promoters 50%+ Why we like NPS % detractors Typical % 0% promoters to 0% Simple Prioritizes improvement actions Responsiveness single biggest factor 7 Customer feedback drives focus NPS feedback Lean six sigma cycle time reduction Creates customer value Time to yes Higher sales Lower costs Creates GE value growth & margins Higher close rate Increased capacity More price & lower cost Lean Work Out ID key customer facing process Understand as is state Lean, CAP & 6σ tools to establish to be Make impact changes on the spot NPS + lean tools = customer & GE value 8 9 /
10 Lean showcases & NPS demonstrate that process improvement drives growth GE Aviation: component repair 5% increase in repairs developed Reduced cycle time for proposals from 0 days to day and for repairs from 8 days to 8 days Achieved 0% additional sales growth GE Consumer Finance: Retail sales finance Reduced time to first transaction from 6 days to day capability Achieved 5% additional growth in 006 GE Healthcare: Magnetic resonance Reduced cycle time for quotes from 6 to 0 days and installations from 9 to 5 days Achieved 5-8% additional sales growth 9 as process fuels margin expansion Industrial op profit % (Ex. pension).5% 5.0% '0 '06 Target: 00 bps./yr Drivers of expansion Process excellence NPS & lean to drive customer satisfaction Commercial leadership Top front end talent & development programs to maximize customer interface Great products everywhere IB s penetrating new markets Global vision Right people & processes to win 0 0 /
11 Making growth a process Emerging Markets Leadership Traits Leaders Inspire and develop people that know how to help customers and GE grow Globalization Create opportunities everywhere and expand in developing global markets Training Enterprise Selling & Brand Customers Use process excellence to satisfy customers and drive growth Execute for Commercial Excellence Develop worldclass sales and marketing talent and demonstrate the value of one GE Lean Six Sigma Net Promoter Score Innovation Generate new ideas and develop capabilities to make them a reality Great Technology Have the best products, content and services New Product Introduction Imagination Breakthroughs CECOR framework /
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