General Electric (GE) is a globally recognised industry leader in machinery, operating with a diverse and dedicated workforce of over 216,000 employees. Over its extensive history, GE has built a reputation for tackling world challenges and building solutions that work, with a focus on numerous key sectors including oil and gas, healthcare, renewable energy, transportation, aviation, digital, lighting, power, and energy management.
GE has a significant representation in the aviation industry, with major contributions in the development of game-changing next-generation technologies, such as sustainable aviation fuel. A critical partner in this effort is CFM International, a 50/50 joint company between GE and Safran Aircraft Engines.
Moreover, the company also maintains a substantial influence across other sectors. From smart digital solutions to transformative healthcare technologies, advanced intelligent platforms to renewable energy sources, GE's commitment remains focussed on shaping infrastructure and industries for a brighter future.
GE’s people operate with the highest level of integrity and focus, committed to fulfilling the company’s mission and delivering for its customers, which are part of its core values. This emphasis on a dedicated and diverse work environment reflects within the company's leadership team and board members, which are steadfast in upholding and advancing this mission.
Moreover, GE promotes a lean mindset among its employees, encouraging a combination of high engagement and ownership, resulting in achievements that make life better.
In the past, GE ranked among the Fortune 20 as the 14th most profitable company. The company has had moments of underperformance in relation to the market, but it continues to strive and holds a significant stature in the industry.
Additionally, amongst their long list of achievements, two employees of GE – Irving Langmuir (1932) and Ivar Giaever (1973) – have been awarded the prestigious Nobel Prize.
In a notable strategic move, GE has announced in November 2021, its decision to divide itself into three investment-grade public companies.
GE operates a comprehensive Investor Relations website and a corporate blog, containing a wealth of information about the company. This includes financial data and other crucial information useful for investors. Accuracy and transparency underscore these efforts, providing stakeholders with responsive updates concerning GE's business activities and performance.
The purpose of this sales plan is to outline our strategy for prospecting into GE, a multi-industrial company operating in diverse sectors such as healthcare, oil, gas, renewable energy, aviation, and more. With its vast operational breadth and large employee base, GE presents unique challenges such as broad operational inefficiencies, mismanagement and lack of focus across different sectors, inconsistent ownership-focused mindset among employees, and a need to streamline and enhance its innovative capabilities. Our goal is to provide a sales strategy that addresses these challenges and ensures the successful implementation of our solutions within GE.
Key operational areas: oil, gas, healthcare, intelligent platforms, renewable energy, transportation, aviation, digital, lighting, power, energy management.
Given GE's mentioned pain points, our SaaS solutions can provide the following benefits:
Our primary focus should be on engaging high-level executives and decision-makers within GE as they will have the most influence for implementation of our solution.
Our sales pitch should emphasize our understanding of GE's specific challenges and our proven experience in solving those issues for other customers with similar profiles.
The outreach strategy could initially involve generating awareness about our solution through emails, phone calls, and LinkedIn messages. Later stages should involve personalized demos highlighting how our solution addresses GE's specific pain points.
Follow-ups should be scheduled post initial contact and demo presentations. This helps keep our solution top-of-mind for the decision-makers at GE.
The projected sales goals need to be specific, realistic, and measurable. We need to define targets for each stage in the sales process such as number of contacts made, demos given, proposals sent, and conversions achieved.
To effectively execute this sales plan, we will need resources including:
Key success metrics for this sales plan should include:
Finally, the sales plan should be periodically reviewed and refined based on the results achieved, feedback received, and changing market or GE’s conditions.
