麦肯锡三星战略3西门子(ppt 29页)(英文)
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麦肯锡三星战略3西门子ppt
5. Organization and ownership
• Organization structure • Ownership structure
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
History
• 1982 Siemens Beijing office opened • 1985 entered China's telecommunication market • 1990 established JV Beijing International Switching System • 1994 Siemens China founded in Beijing • 1998 formed business segment - Information and
and Unicom
Source: Siemens press release
Implication
• An early entrant to
China's telecommunication market
• Broad product portfolio
representing all business sectors of Siemens worldwide
with most competitive pricing
• Carefully select exclusive channel
partner PTAC to maintain uniform price level nationwide to ensure healthy sales
麦肯锡战略规划英文版ppt
financial returns of your strategy?
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates is to provide completeness and
consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BU’s sectoral context as required
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates is to provide completeness and
consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BU’s sectoral context as required
麦肯锡为三星做的标杆企业分析ppt课件
over ¥5 trillion.
• IT focus, diversification, innovation and globalization are four key elements of Toshiba’s corporate strategy.
• Toshiba is intensively focusing on IT-related business (i.e. telecom and internet), meanwhile, leveraging its legacy businesses to generate stable income
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
• IT focus, diversification, innovation and globalization are four key elements of Toshiba’s corporate strategy.
• Toshiba is intensively focusing on IT-related business (i.e. telecom and internet), meanwhile, leveraging its legacy businesses to generate stable income
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
三星战略西门子.ppt
6. Financial performance
• Sales • Profit
SAMSUNG010605BJ-kickoff2
1
KEY ISSUES TO PROBE - SIEMENS
Strategy
Product/market
Value chain strategy
Organization & ownership
• What will be Siemens’s future products and which
segments of the market will it target at?
• In which segment of the market is Siemens strong or
weak?
• What is the key success factors for Siemens to pick up
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
Financial performance
• What does Siemens aim to be in 2005 in mobile
communication?
• How are Siemens’s product and value delivery system
麦肯锡为三星做的标杆企业分析ppt课件
Corporate strategy
• Technological innovation accounted for the companies’ successes. One of the founders was the so-called Edison of Japan.
Product Development • Main products & Technology included
Offices: 10 Manufacturing companies: 42 Subsidiaries & affiliates: 72
SEC China010821BJ-Toshiba
Source: Toshiba website, Lit search 3
SEC China010821BJ-Toshiba
• Toshiba
Dalian, Liaoning Province 1996 US$30 million 21’ – 34’ color TV (CRT, Projection, Flat) color TV 1 million sets, 50% export (Year 2000) 2,000
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
3. Product/market
• Key product offerings • Market position
Established:
1875 by Hisashige Tanaka
President & CEO: Total Assets: Shareholders’ Equity:
麦肯锡为三星做的标杆企业分析(ppt 43页)(英文)
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
SEC China010821BJ-Toshiba
Corporate project
Corporate staff
President & CEO Tadashi Okamura
Corporate support services
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
3. Product/market
• Key product offerings • Market position
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
over ¥5 trillion.
• IT focus, diversification, innovation and globalization are four key elements of Toshiba’s corporate strategy.
• Toshiba is intensively focusing on IT-related business (i.e. telecom and internet), meanwhile, leveraging its legacy businesses to generate stable income
TOSHIBA’S CORPORATE MANAGEMENT TEAM
SEC China010821BJ-Toshiba
Corporate project
Corporate staff
President & CEO Tadashi Okamura
Corporate support services
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
3. Product/market
• Key product offerings • Market position
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
over ¥5 trillion.
• IT focus, diversification, innovation and globalization are four key elements of Toshiba’s corporate strategy.
• Toshiba is intensively focusing on IT-related business (i.e. telecom and internet), meanwhile, leveraging its legacy businesses to generate stable income
三星管理战略(nokia)(英文版)(ppt 28页)
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
2
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Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
2
SAMSUNG010605BJ-kickoff2
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Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
麦肯锡：三星竞争对手分析(英文版)(ppt 28页)
6. Financial performance
• Sales • Profit
5
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NOKIA POSITIONS ITSELF AS A LEADING PRODUCT AND SYSTEM SUPPLIER IN THE FAST GROWING MOBILE COMMUNICATION INDUSTRY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
• What is Nokia’s performance trend?
麦肯锡三星中国项目(英文)(ppt 28页)
• What is Nokia’s performance trend?
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on – Marketing,
advertising and promotion
– Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on – Marketing,
advertising and promotion
– Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
麦肯锡-三星战略to西门子共31页
team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• What will be Siemens’s future products and which
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - SIEMENS
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
• Mission • Vision • Corporate strategy • Market position
麦肯锡—三星战略TO西门子30页PPT文档
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
0
KEY ISSUES TO PROBE - SIEMENS
6. Financial performance
• Sales • Profit
2
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CHINA HAS DEVELOPED INTO A MAJOR PILLAR FOR SIEMENS BUSINESS IN ASIA PACIFIC
Location
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number o• Management • Era analysis
2. Strategy
6. Financial performance
• Sales • Profit
0
KEY ISSUES TO PROBE - SIEMENS
6. Financial performance
• Sales • Profit
2
SAMSUNG010605BJ-kickoff2
CHINA HAS DEVELOPED INTO A MAJOR PILLAR FOR SIEMENS BUSINESS IN ASIA PACIFIC
Location
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number o• Management • Era analysis
2. Strategy
麦肯锡三星战略3西门子
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
5. Organization and ownership
• Organization structure • Ownership structure
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
Strategy
• Focus on stylish new models with
suitable pricing targeting mid to low end of the market
• Invest in future products, e.g., TD-
SCDMA handsets and wireless home network devices, etc.
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
and Unicom
麦肯锡三星战略4爱立信PPT资料29页
Business Starting Employees History
• Four main business units: Mobile infrastructure, mobile handset, data network and
circuit switching/packet switching multi-service networks
• How does Ericsson organize its JVs and WOFEs? • What functions does Ericsson China centralize?
Financial performance
• How good is Ericsson’s recent financial performance? • How will Ericsson improve its performance in the future?
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
Background
Location
• Based at Sweden, with 24 offices in China • Since 2019, China has been Ericsson's largest
market in the world
Investment
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structure
4. Value chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• What will be Siemens’s future products and which
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• What does Siemens aim to be in 2005 in mobile
and marketing?
• With a broad product portfolio, how does Siemens
organize or reorganize itself?
• How does Siemens perform and is its performance
expected to improve further?
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on – Marketing,
advertising and promotion
– Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
competitors’?
• How capable is Siemens in R&D, manufacturing, sales
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
6. Financial performance
• Sales • Profit
2
SAMSUNG010605BJ-kickoff2
CHINA HAS DEVELOPED INTO A MAJOR PILLAR FOR SIEMENS BUSINESS IN ASIA PACIFIC
Location
• Based at Germany • 50+ JVs, 28 offices in China • Shanghai is the largest Siemens location outside Germany
• Invested USD 0.44 billion in China
Investment
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
0
KEY ISSUES TO PROBE - SIEMENS
Business
• All business sectors of Siemens including information
and communication, automation and control, power, transportation and household appliance, etc.
segments of the market will it target at?
• In which segment of the market is Siemens strong or
weak?
• What is the key success factors for Siemens to pick up
Starting
• Entered China's telecommunication in 1985 • Information and communication business started 1991