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Summary ECON600 Week 1 Discussion 5 9 2021.docx ECON600 Week 1 Discussion American Public University COURSE ECON600: Managerial Economics Consider an American automaker like GM with almost 100 production facilities located in 26 countries and sales in
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ECON600 Week 1 Discussion 5 9 ECON600 Week 1 Discussion American Public University COURSE ECON600: Managerial Economics Consider an American automaker like GM with almost 100 production facilities located in 26 countries and sales in over 150 countries! To maximize profits, what decisio...
econ600 week 1 discussion 5 9 2021docx econ600 week 1 discussion american public university course econ600 managerial economics consider an american automaker like gm with almost 100 prod
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ECON600
Week 1 Discussion
American Public University
COURSE ECON600: Managerial Economics
Consider an American automaker like GM with almost 100 production facilities located in 26
countries and sales in over 150 countries! To maximize profits, what decisions does GM have
to make in regard to pricing and production?
Owing to GM's financial difficulties in 2009, some goods had to discontinue or delayed.
Through new innovations and technology, their new vehicles divulge in record numbers. GM
in fact replaced 80% of its lineup of vehicles, including its next-generation pickups and big
crossovers. The impact of growth placed them above and beyond it’s competitor Ford in 2013.
The size of GM also became an advantage for its growth. For years, General Motors' dispersed
activities pre-owned as an excuse for its global inefficiency. It somehow reversed this trend,
using its scale to develop more vehicles on shared global platforms, lowering engineering
costs.
Their managements target was for GM to make as much money as possible. A
secondary objective for GM was to keep costs down while increasing product sales. Through its
manufacturing facilities in 26 countries and sales in nearly 150 countries around the world are
the controlling data. The internal and external factors related to the economy must be
determined.
Managers controlled its pricing and production in relation to areas of market growth,
product development, market penetration, possible restructuring and retrenchment as required,
and localized liquidation are the major factors deemed significant. However, all other costs of
doing business, such as overhead and legacy costs, must be encompassed into this analysis. As
part of the process, current manufacturing facilities in these 26 countries must assess for a
variety of factors, including cost-benefit performance in production and the ability to maintain
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