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(RTTNews) – GE Appliances has recalled approximately 155,000 GE-brand freestanding French-door refrigerators due to a tripping hazard. According to the Consumer Products Safety Commission, the freezer handle can detach when a consumer tries to open the freezer drawer, posing a tripping hazard to the consumer. The recall involves six models of GE-branded French-door refrigerators with fingerprint-resistant stainless steel bottom freezers, which were manufactured from February 2020 to August 2021. The refrigerators are 36 inches wide. The affected model numbers are GFE26JYMKFFS, GFE26JYMNFFS GNE27EYMKFFS, GNE27EYMNFFS, GNE27JYMKFFS and GNE27JYMNFFS. The company said it has received 71 reports of the freezer drawer handle detaching, resulting in 37 reported injuries, including three serious injuries from a fall. Customers have been advised to contact GE Appliances to determine if their appliance is part of the recall and to schedule a free in-home service call to have the freezer handle mounting fasteners replaced and the handle reinstalled and for installation instructions. safe to use pending. a repair. The recalled products were sold at Home Depot, Lowe’s, Best Buy and other home improvement and appliance stores nationwide and online at Lowes.com and BestBuy.com from February 2020 through January 2022 for priced between $1,900 and $2,500, depending on the model. The views and opinions expressed herein are the views and opinions of the author and do not necessarily reflect those of Nasdaq, Inc.
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Not all news on the site expresses the point of view of the site, but we transmit this news automatically and translate it through programmatic technology on the site and not from a human editor. Eleon 7 mins ago

GE Appliances recalls 155,000 refrigerators due to fall hazard

. Smith, & GE Appliances - ResearchAndMarkets.com
The global water softeners market would realize an absolute growth of 63% in terms of revenue in the period between 2021-2027
The rising demand for water treatment in countries such as China, India, and Singapore is expected to propel the demand for water softeners during the forecast period. As we advance, factors like urbanization, pollution, industrialization, population growth, and demography are expected to shape the demand for water softeners in households. WATER SOFTENER MARKET SEGMENTATION
Salt-based segment accounted for majority share of the global water softeners market in 2021 and is expected to grow with an 8.30% CAGR during the forecast period in terms of revenue. By application, residential segment dominated the global water softeners market with a revenue share of 40.12% in 2021 and is expected to grow with a CAGR of 9.12% by the end of 2027. GEOGRAPHICAL OUTLOOK
The North America dominates the overall water softeners market with a share of 38.24% in 2021 in terms of revenue. The growth of this market in North America is mainly supported by the robust demand generated by food & beverages, offices, residential flats, pharmaceutical, universities, and water treatment facilities. VENDOR LANDSCAPE
The key vendors in the water softener market are Culligan, Pentair, 3M, A.O. Smith, and GE Appliances. There has been an increase in the number of mergers and acquisitions in the market. For instance, In 2021, A.O. Smith acquired Master Water Conditioning Corporation, and in 2019, Culligan acquired AquaVenture Holdings. Growth Factors
Effects of Hardwater on Plumbing and Appliances
Increasing Disposable Income
Key Vendors
4.4 Market Segmentation
7 Introduction
8.3 Focus on Preventive Maintenance
8.4 Smart Water Softeners
9.2 Increasing Disposable Income
10 Market Restraints
10.2 Environmental Impact of Water Softener
11 Market Landscape
12.2 Market Overview
13.2 Market Overview
13.4 32,000-64,000 Grain
14 Application
14.2 Market Overview
15.2 Market Overview
16.2 Geographic Overview
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Global Water Softener Market Outlook & Forecast Report 2022-2027 Featuring Prominent Vendors - Culligan, Pentair, 3M, A.O. Smith, & GE Appliances - ResearchAndMarkets.com

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Ecosystems have become the hottest new idea in managerial conversations today. While the previous favorite, “disruption,” posed problems and suggested despair, ecosystems are all about solutions and hope. For this reason, alone, is it important that leaders in the twenty-first century become well-versed in what ecosystems offer, and what they could mean for leadership practices in the future. Recently, four astute experts on innovation got together for a discussion about what leadership might look like in an age of ecosystems. The session was convened by Professor Annika Steiber, a noted researcher of Silicon Valley and Chinese organizational and leadership practices, and the Director for the Rendanheyi Silicon Valley Center, at Menlo College. She was joined by John Hagel, who has forty years of experience in Silicon Valley innovation, is a consultant to leaders around the world, an author, former chairman of Deloitte’s Center for the Edge, trustee of the Santa Fe Institute and founder of Beyond Our Edge LLC; Professor Marshall Meyer, Tsai Wan-Tsai Professor Emeritus of the Wharton business school, and long-time student of Chinese business practices; and Kevin Nolan, CEO of GE Appliances. What follows is the essence of what was discussed and the conclusions that emerged. Ecosystem as the new black! Bill Fischer (BF): Annika and John, you’ve suggested that Ecosystems are “the new black,” representing the next big fad in management conversations. Tell us more, and is it only a fad, or could it be more enduring? Annika Steiber (AS): It does seem as if everyone today is talking about ecosystems, but, I believe, and we concluded, that it’s more than a passing fancy; there are still significant ecosystem opportunities that have not yet been addressed. BF: Why are ecosystems such a hot topic today? John Hagel (JH): Companies are under increasing pressure from investors to deliver greater growth, but most companies still view growth as a choice between growing internally or growing through acquisition. They miss the third option – leveraged growth through ecosystems. Leveraged growth involves connecting with and mobilizing a growing number of third parties to deliver increasing value to customers. A company can capture some of that value for itself and generate growth in revenue with far fewer resources and far more quickly than either of the traditional growth options. This growth opportunity can be generated by downstream ecosystems, covering a larger share of users’ needs, or by value generating ecosystems upstream. Value-chains and Ecosystems
AS: On the upstream side, ecosystems can create significant additional value. Most businesses today rely on internal R&D and supply chains. As the term chains implies, supply chains tend to be rigid. In a rapidly changing world with greater uncertainty, we need to focus on creating larger and more diverse supply networks that can provide much greater flexibility without sacrificing specialization. Also, on the upstream side, there is considerable potential to be gained by creating a broader network of third parties to help develop new products, and even new businesses, as product life cycles continue to shrink. JH: Most business ecosystems today could be viewed as static, meaning that they focus on accessing existing resources through short-term transactions. There is an untapped opportunity to shift from static ecosystems to dynamic ecosystems. Dynamic ecosystems are driven by a very different goal: creating an opportunity for all participants in the ecosystem to accelerate their performance by learning faster together. The most valuable learning in a rapidly changing world is learning in the form of creating new knowledge, not just sharing existing knowledge. New knowledge can be created most rapidly through action together with others. BF: Admittedly, “learning” is not the first thing that is mentioned when managers speak of supply-chains. What is it that ecosystems have that make this an almost instinctive characteristic of them? JH: Achieving collaborative learning, or “scalable learning,” requires building deep and enduring trust-based relationships with others. Few companies have yet embarked on the effort to design and deploy dynamic ecosystems even though they have the potential to unleash exponentially expanding opportunities. The four panelists featured in this blog. Mento College
BF: Can you give us some examples? Marshall Meyer (MM): One high-growth ecosystem company that’s not quite a household name is Sonos . Sonos connects users with thousands of digital music sources globally via its proprietary platform that is integrated with other platforms like alarm.com . Sonos can then direct different streams of music to each Sonos-capable device in the home or the business facility. Multiple inputs, multiple platforms, and multiple partnerships embedding Sonos technology in ceiling panels, furniture, and multiplex distribution are defining their ecosystem. BF: Was becoming an ecosystem, Sonos’s original intention, right from the start? MM: Not exactly; Sonos began as a tech company; but, it also had an explicit goal of leading growth by using an ecosystem of music. Haier is a great example of a more traditional company that has strategically moved in the direction of ecosystems for growth. Haier’s vision of the Internet of Clothing (IoC) aims to do for clothing what Sonos does for music—to tag clothing with digitally-readable tags, and then to digitally track this tagged clothing, from its design through manufacturing, distribution, utilization, care, and ultimately disposal, with potential benefits for almost all players involved: suppliers, consumers, but especially society. The company’s ecosystem strategy has been under development for years, but an ecosystem strategy can be challenging to communicate, and easily confused as a traditional diversification strategy. A few weeks ago, Nikkei Asia ran a story under the headline, “Chinese home appliance makers focus on diversification,” which offered Haier’s “Mr. Cleare” laundry service as an example. “Mr. Cleare” is a commercial laundry business, but it also retro-fits clothing with smart tags for digitalization. It opened in December 2019, and is an integral part of Haier’s IoC ecosystem strategy. Clothes brought to “Mr. Cleare” receive digital tags to insure they are laundered properly, allowing the new generation of Haier home washing machines to read these tags and ensure proper laundering of garments. Smart closets can also read these tags in order to organize clothing digitally. Such actions go well-beyond mere diversification, and also speak to enlisting co-creating partners to strengthen and expand the core, illustrating that ecosystems are more than mere diversification. Leadership’s Role
BF: what about mature, manufacturing businesses? Can they also build ecosystems? AS: An excellent example of a mature, manufacturing business moving to an ecosystem strategy, as part of its business transformation, is GE Appliances. But, it is better that Kevin Nolan, GEA’s CEO, tells us the story. Kevin Nolan (KN): In 2016, GE Appliances (GEA) became part of Haier. As a result, GEA began to practice a new management principle of establishing zero distance between our organization’s employees and our users. To make this a reality, we first had to break down the existing large organization, originally built for scaled efficiency, into smaller, user-focused units. In doing this, we also had to redistribute power from the C-suite, and be serious about sharing it with these smaller businesses, now called microenterprises. The microenterprises were then encouraged to be highly entrepreneurial and to find opportunities for growth, and truly achieve zero distance to their users. We called this first phase, the ‘microenterprise phase’, because of the internal reconfiguration that was necessary. By 2021, we were ready to enter a new phase, which we refer to as the ‘ecosystem phase’, in which we have begun to actively build external opportunities for co-creation. At this point, we are on our way to becoming the leading ecosystem player in our industry! BF: That’s all about intentions, but what does it mean in practice? AS: For GEA, this new phase means that the company has to learn new ways of partnering, both upstream and downstream; and, this requires a cultural transformation. KN: We now need to better understand what arenas we wish to play in, and what our users will expect from us and our offerings. We also have to consider what ecosystems we are already involved in, perhaps without even realizing it, how we might become better at generating additional value from these relationships. On the basis of such understanding, our partnerships can be revitalized so that they, and we, can deliver a higher value to the users than ever before, in a true win-win fashion. We already see positive results from our on-going transformation and, as a result, GEA has grown more during the past five years than it did during the previous 25 years. For us, the company now competes, and leads, its industry, as we all go into an ecosystem age. BF: John, your latest book, The Journey Beyond Fear , suggests that leadership with a positive mindset, which searches for collaborative, ecosystem partnerships, will prosper in a future where so many rivals are paralyzed with fear. How do you see this playing out? JH: We are definitely in the age of ecosystems, even if most firms haven’t realized this yet. Ecosystems will be an important key to develop prosperous companies in the future. AS: I agree, and few traditional firms have currently transformed their business models, or strategies, in ways that are fit for this new age. Players such as Sonos, Haier, and now GEA, are taking market-share based on strategies powered by new leadership mindsets that reflect the possibilities of emerging ecosystems. I would like to stress the importance of such top executive mindset shift. After studying GEA for one year, I concluded that the company achieved a tremendous cultural transformation between 2016 and 2021. Comparing GEA at those two time periods was as if I was observing two, very different, companies. I am convinced that this mindset shift was beneficial for the company to be able to enter the ecosystem phase of its strategic development. This would suggest that boards and top executives reading this blog need to reconsider the assumptions that they rely on for best leading their companies, formulate the new guiding principles for how work should be organized and managed, and then initiate an ecosystem approach that is based on these reconsidered principles. Bill Fischer has an ongoing consulting relationship with the Haier Group, owner of GE Appliances. ​​​​​​​

Leadership In An Ecosystem Age: Secrets For Success

GE Profile Laundry Purchases to Benefit Best Buy Teen Tech Center®
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(Photo: GE Appliances, a Haier company)
March 31, 2022 11:12 AM Eastern Daylight Time
LOUISVILLE, Ky.--( BUSINESS WIRE )--GE Appliances, a Haier company (GEA), and Best Buy are joining forces to connect teens from disinvested communities with the technology, training and mentorship they need to achieve their dreams. It’s part of the Best Buy Teen Tech Center® Give Back Event, which will run in store and on BestBuy.com March 31-April 13, 2022. The two companies previously joined forces to open a Best Buy Teen Tech Center® powered by GE Appliances in Louisville, Ky. at the West Louisville YMCA. Now, thanks to this promotional partnership, the reach will be expanded to serve even more teens. “We’ve seen the young people positively impacted by this program in Louisville, and it speaks to our focus on inclusion, diversity, building stronger communities, and helping connect people with the resources they need to be successful,” said Kevin Nolan, president & CEO of GE Appliances. “During the promotion, we’ll feature our GE Profile™ brand that’s focused on technology and industry-first innovation for the ultimate feature-seekers. We see this as a perfect opportunity for Best Buy customers to get technology at their fingertips, and with every purchase, they’re supporting tech for teens.”
During the promotion, 10% of all GE Profile™ 600 series laundry product purchases* will be donated to support Best Buy Teen Tech Center® programs. Each purchase helps provide teens with access to the technology and tools to better prepare for the careers of the future. Currently the program is on track to support more than 30,000 teens annually by opening 100 Best Buy Teen Tech Center® locations by 2025. “We are incredibly excited to partner with Best Buy as we look to increase access to technology for teens across the country,” said Todd Getz, executive brand director for GE and GE Profile. “At GE Profile™, we’re all about utilizing tech for good to enhance our owners’ lives. Our new GE Profile™ Laundry line brings our latest and greatest technology to the market, and this partnership provides the perfect opportunity to put the power of technology that’s synonymous with our GE Profile™ brand into the hands of teens.”
The new GE Profile™ laundry units were unveiled at the 2022 Kitchen and Bath Show and are creating a buzz with customers and owners. In addition to supporting a great cause, purchasers will be treated to the most innovative products available in the market. Some of the features include:
Smarter Wash Technology that automatically senses the amount of dirt and grime in the water and adjusts the cycle to clean the exact amount, avoiding over- and under-washing, wasting time, water and energy. SmartDispense™ Technology automatically adjusts the amount of detergent dispensed depending on the size of the load and detergent used. Tangle Control intelligent technology adapts the wash action to minimize tangled loads. Microban® Antimicrobial Technology is built into components including the gasket, dispenser and draining system delivering Protection That Lives On™ load after load to help prevent the growth of odor-causing bacteria. Washer Link wirelessly connects the washer to the dryer to automatically determine optimal settings for the load that was just washed. Built-in Wifi to monitor the progress of your laundry and send alerts through the Smart HQ app. About Us
At GE Appliances, a Haier company, we come together to make "good things, for life." We're creators, thinkers and makers who believe that anything is possible and that there’s always a better way. We’re a company powered by our people, made stronger through our diversity — allowing us to grow closer than ever before to our owners, anticipate their needs and enhance their lives. In 2021, we were certified as a US Great Place to Work TM, named one of the Best Companies for Multicultural Women by Seramount (formerly Working Mother Media), Achievers Top 50 Most Engaged Workplaces, received a perfect score for the fourth year in a row on the Human Rights Campaign’s Corporate Equality Index, and named one of the top 100 Internship Programs by Way Up. Since 1907, we’ve built innovative, quality products that are trusted in half of all U.S. homes. We sell appliances under the Monogram®, Café™, GE Profile™, GE®, Haier and Hotpoint brands. Our products include refrigerators, freezers, cooking products, dishwashers, washers, dryers, wine & beverage centers, air conditioners, small appliances, water filtration systems and water heaters. To learn more about our company, our brands, our Corporate Citizenship efforts, our economic impact, and working for GE Appliances visit www.geappliancesco.com . *10% of qualifying product sales up to $150,000. *Qualifying GE Profile Models/SKUs:

GE Appliances Partners with Best Buy® to Connect Teens with Tech

Canadian Soccer Business represents all corporate partnerships and broadcast rights related to Canada Soccer's asset including its national teams, along will all rights associated with the Canadian Premier League.

Canadian Soccer Business

This includes representation for all corporate partnerships and media rights related to Canada Soccer 's core assets including its national teams , along with all rights associated with the Canadian Premier League -- Canada 's professional men 's soccer league that debuted coast-to-coast in April 2019 .

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GE APPLIANCES CANADA KICKS-OFF MULTI-YEAR PARTNERSHIP WITH CANADA SOCCER

Google's search technologies connect millions of people around the world with information every day. Founded in 1998 by Stanford Ph.D. students Larry Page and Sergey Brin, Google is a top web property in all major global markets. Google's targeted advertising program provides businesses of all sizes with measurable results while enhancing the overall web experience for users. Google is headquartered in Silicon Valley with offices throughout the Americas, Europe, and Asia.

Google

GE Appliances , a Haier company , and Google Cloud have agreed a multi-year partnership to build innovative technologies to elevate the consumer experience in the kitchen and in homes .

GE Appliances and Google partner to build ‘next-generation smart home appliances’

Interapt is a mobile software development firm. The company specializes in application development, agile design, refactoring, integration, consultation, white labeling, API development, application deployment, application support, software training, workforce upskilling, and managed service provider. The company builds and maintains mobile solutions for any size of business. It is based in Louisville, Kentucky.

Interapt

PBS NewsHour profiles apprentice partnership between Interapt and GE Appliance .

PBS NewsHour profiles apprentice partnership between Interapt and GE Appliance - Interapt

Infosys is a global leader in consulting, technology, and outsourcing solutions. As a proven partner focused on building tomorrow's enterprise, Infosys enables clients in more than 50 countries to outperform the competition and stay ahead of the innovation curve. The company provides enterprises with strategic insights on what lies ahead. Infosys Technologies helps enterprises transform and thrive in a changing world through strategic consulting, operational leadership, and the co-creation of breakthrough solutions, including those in mobility, sustainability, big data, and cloud computing.

Infosys Technologies

Toronto Football Club (Toronto FC) is a Canadian professional soccer club based in Toronto, Ontario. The club competes in Major League Soccer (MLS) as a member of the Eastern Conference. It is based in New York, New York.

Toronto FC

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General Electric (NYSE: GE) is the world's Digital Industrial Company, transforming industry with software-defined machines and solutions that are connected, responsive and predictive. GE is organized around a global exchange of knowledge, the "GE Store," through which each business shares and accesses the same technology, markets, structure and intellect. Each invention further fuels innovation and application across the company's industrial sectors. With people, services, technology and scale, GE delivers better outcomes for customers by speaking the language of industry.

Date	1/15/2016
Round	Acquired Unit
Amount
Investors	Haier
Valuation	$99M
Revenue	0 FY undefined
Sources	3

First funding	1/15/2016
Last Funding	1/15/2016
Investor	Haier
Rounds	1 Acquired Unit
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Type	Corporation
Location	China

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