麦肯锡三星战略3西门子ppt
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麦肯锡三星战略3西门子(ppt 29页)(英文)
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
麦肯锡为三星做的标杆企业分析ppt课件
1875-1939 Business Building
1939-1978
Becoming Industry Leader
1978- PRESENT
Meeting worldwide competition
Organization structure
• Two Japanese electrical equipment manufacturers merged in 1939 to create Toshiba.
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
Foreign Juristic Person's Shares Domestic Juristic Person's Shares
Established:
1875 by Hisashige Tanaka
President & CEO: Total Assets: Shareholders’ Equity:
Tadashi Okamura US$51,578 million US$10,054 million
Number of employees:
7
SEC China010821BJ-Toshiba
DEVELOPMENT OF DALIAN TOSHIBA’S TV BUSINESS IN CHINA
2019-2019 B
• Founded as a joint venture in 2019, construction was completed in 2019.
麦肯锡为三星做的标杆企业分析ppt课件
SEC China010821BJ-Toshiba
CONFIDENTIAL
Brown Goods and PC Competitor Analysis: Toshiba
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2019
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
SEC China010821BJ-Toshiba
Corporate project
Corporate staff
President & CEO Tadashi Okamura
Corporate support services
Offices: 10 Manufacturing companies: 42 Subsidiaries & affiliates: 72
SEC China010821BJ-Toshiba
CONFIDENTIAL
Brown Goods and PC Competitor Analysis: Toshiba
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2019
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
SEC China010821BJ-Toshiba
Corporate project
Corporate staff
President & CEO Tadashi Okamura
Corporate support services
Offices: 10 Manufacturing companies: 42 Subsidiaries & affiliates: 72
SEC China010821BJ-Toshiba
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:
071麦肯锡-三星战略TO西门子
Product/market
Value chain strategy
Organization & ownership
Financial performance
2
SAMSUNG010605BJ-kickoff2
BACKGROUND INFORMATION
1. Background information 4. Value chain strategy
Sales Profit
1
SAMSUNG010605BJ-kickoff2
KEY ISSUES TO PROBE - SIEMENS
Strategy
What does Siemens aim to be in 2005 in mobile
communication? How are Siemens's product and value delivery system strategies different from its competitors'? 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 market share quickly since 1999? How does Siemens's distribution channel differ from its competitors'? How capable is Siemens in R&D, manufacturing, sales 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?
071麦肯锡-三星战略TO西门子 29P
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
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?
• 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
• 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
2
BACKGROUND INFORMATION
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
三星公司战略分析与战略规划ppt课件
日常管理环节上
标
三星坚持改革创新、
奋勇前进、
不断学习、永不止步 。
三星提高经营质量的途径
实施速度管理, 同时努力优化资源配置,
实现预备经营; 另外,珍惜商业机会、
合理控制成本、 争取协同优势 。
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28
目
录
1 三星战略的选择分析
2 三星企业总体战略
3 三星企业竞争战略
4 三星企业战略评价方法及
战略选择过程
精选版课件ppt
29
三星企业战略的选择分析
精选版课件ppt
30
一、通过集中生产单一产品的早期发展战 略 在早期,三星公司的发展是通过不断改进 它的单一产品---电子产品。
从1969年正式建立“三星电子”产业,通过 不断改进它的单一产品。
精选版课件ppt
31
二、纵向一体化战略
三星公司的多样化生产集团是后向一体化战略的典型 事例。下面介绍三星公司在这一集团中几个业务部 门的作用。(生产部门、供应部门等)
13
企业文化——三星的创业理念、经营理念和
三星精神
“事业报国、人才第一、合理追求”
创业理念
根据新的理念与精神
新LOGO
以人才和技术为基础, 创造最佳产品和服务, 为人类社会作出贡献。 与顾客同在, 向世界挑战, 创造出未来。
三星精神
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14
1.主营业务分析
核心业务
电子
金融
时期 20世纪70年代 80年代初时 80年代初时--1985年1月
80年代中后期 90年代初
分析
三星电子不具有核心的技术
三星决定大胆进入DRAM业务,并在1983 年9月建立第一个半导体工厂
麦肯锡三星战略3西门子31页PPT
2. Strategy
• 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
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - SIEMENS
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• What does Siemens aim to be in 2019 in mobile
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
communication?
• How are Siemens’s product and value delivery system
麦肯锡三星中国项目PPT精品文档23页
6. Financial performance
• Sales • Profit
2
IBM HAS GRADUALLY EXPANDED ITS PRESENCE IN CHINA
Background information
SEC China010821BJ-IBM
Location
Managing director
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
Starting year
Beijing Zhou Weikun
• 1984 (representative office) • 1992 (IBM China Co. Ltd.)
Number of employees
Key milestones
Over 3000
• Set up IBM Customer Association in 1984 • Opened Beijing, Shanghai, Shenzhen, Chengdu, Guangzhou,
6. Financial performance
• Sales • Profit
1
BACKGROUND INFORMATION
1. Background information
• Location
• Number of
• Management employees
麦肯锡为三星做的标杆企业分析ppt课件
transformers, electric motors, light bulbs, radio receivers, and cathode-ray tubes.
Source: Literature Search; McKinsey Analysis
• The company grew rapidly and became a market leader in the electrical and electronic industry. However, the organization became more bureaucratic.
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
6. Financial performance
• Sales • Profit
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
Source: Company Report, Lit search
iValue Creation Company CEO: Tsutomu Kawada e-Solutions Company CEO: Hiroo Okuhara Social Infrastructure Systems
Source: Literature Search; McKinsey Analysis
• The company grew rapidly and became a market leader in the electrical and electronic industry. However, the organization became more bureaucratic.
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
6. Financial performance
• Sales • Profit
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
Source: Company Report, Lit search
iValue Creation Company CEO: Tsutomu Kawada e-Solutions Company CEO: Hiroo Okuhara Social Infrastructure Systems
麦肯锡为三星做的标杆企业分析-PPT精选文档45页
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
2. Strategy
• Mission • Vision • Corporate strategy
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
SEC China010821BJ-Toshiba
Corporate project
Corporate staff
President & CEO Tadashi Okamura
Corporate support services
• Numerous leading products in the electrical and electronics areas. Examples includes Japan’s first vacuum cleaner, first fluorescent lamp, first radar, etc.
3. Product/market
• Key product offerings • Market position
麦肯锡为三星做的标杆企业分析ppt课件
• 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
• Numerous leading products in the electrical and electronics areas. Examples includes Japan’s first vacuum cleaner, first fluorescent lamp, first radar, etc.
CEO: Atsutoshi Nishida Mobile Communications Company CEO: Tetsuya Mizoguchi Power Systems & Services
Company CEO: Toshiyuki Oshima
Semiconductor Company CEO: Takeshi Nakagawa
Source: Company Report, Lit search
iValue Creation Company CEO: Tsutomu Kawada e-Solutions Company CEO: Hiroo Okuhara Social Infrastructure Systems
Company CEO: Tsuyoshi Kimura Digital Media Network Company
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
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
• Numerous leading products in the electrical and electronics areas. Examples includes Japan’s first vacuum cleaner, first fluorescent lamp, first radar, etc.
CEO: Atsutoshi Nishida Mobile Communications Company CEO: Tetsuya Mizoguchi Power Systems & Services
Company CEO: Toshiyuki Oshima
Semiconductor Company CEO: Takeshi Nakagawa
Source: Company Report, Lit search
iValue Creation Company CEO: Tsutomu Kawada e-Solutions Company CEO: Hiroo Okuhara Social Infrastructure Systems
Company CEO: Tsuyoshi Kimura Digital Media Network Company
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
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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
• Helps resellers set up service centers
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
• 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
• What does Siemens aim to be in 2005 in mobile
communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• Invested USD 0.44 billion in China
Investment
Business
• All business sectors of Siemens including information
and communication, automation and control, power, transportation and household appliance, etc.
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
Communication
• 2000 joined forces with CATT and Huavei for next generation
mobile technology. Founded TD-SCDMA international forum
with Datang, CATT, Huawei, Motorola, Nortel, China mobile,
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registቤተ መጻሕፍቲ ባይዱred • 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)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
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?
6. Financial performance
• Sales • Profit
SIEMENS AIMS TO BE NUMBER 2 IN MOBILE COMMUNICATION MARKET IN CHINA
Product
Value delivery system
Strategy
• Focus on stylish new models with
Starting
• Entered China's telecommunication in 1985 • Information and communication business started 1991
Employees
• 30,000 staff in information and communication mobile globally • 25,000 employees for all business sectors in china
6. Financial performance
• Sales • Profit
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
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.
• Establish R&D centers for mobile
to handle repair and maintenance
Vision
• To be number 2 in the
Asian mobile communication market (without Japan and Korea)
SIEMENS IS RISING STEADILY IN MOBILE HANDSETS SINCE 1999
6. Financial performance
• Sales • Profit
KEY ISSUES TO PROBE - SIEMENS
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
communication in Beijing and Shanghai
• Mobile handset production capacity
being raised to 14 million in Shanghai, a growth of 40% since 2000
• Intensive marketing on new products
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
competitors’?
• How capable is Siemens in R&D, manufacturing, sales
CONFIDENTIAL