麦肯锡三星战略motorola.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
麦肯锡三星战略1(motorola)
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• 12,000 employees • US$ 3.4 billion total investment to date
5
STRATEGY
1. Background information
• Location
• Starting year
• Registered • Number of
MOTOROLA HAS HIGH ASPIRATIONS FOR ITS CHINA BUSINESS
• Targeting sales of US$ 10 billion in China by 2002/2003 • Focusing production operations in China, as production
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
麦肯锡三星战略1motorola)ppt
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
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
• Targeting sales of US$ 10 billion in China by 2002/2003 • Focusing production operations in China, as production
there is about 15-20% cheaper than in Singapore and 30-40% cheaper than in Europe
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
麦肯锡完整版PPT幻灯片课件
这种情况下，你可能会绝大多数时间在客户处工作，与 客户方的组员一起工作并帮助他们理解麦肯锡解决问题之道 ，虽然工作的重心仍然应该是分析和解决问题，但你还要充 分运用沟通和交流的能力，来保证客户方人员在解决问题过 程中的共同承担责任、提出解决方案。
7
7
业务单元战略研究流
程——决定何处、何时
阶段一 目标
这种多变性意味着您在执行项目的过程中所扮演的角色会 多变。决定这种不确定性的很大程度上是客户在解决问题过程 中的参与和反馈。当客户的参与变化的时候，我们的角色也要 随之变化。
5
5
1：独立的问题解决者（problem solver）
相对来讲客户较少的参与。如：与客户保持一定的距离， 补充客户所提供的资源并贡献我们客观的解决问题的专业知识 。这种情况下，客户充分授权我们来解决问题。这种情况下， 往往客户对我们的能力很有信心，会按照我们的建议去实施。
再次评估 方案并作 最终结论
对已达成的 结论制定实 施计划
实施
•确定项目的 这个设计
•挑选并培训 管理团队 •建立TOP项 目和基本预 算
•计划沟通的 日程
•建立持续的 人力资源计 划
•确定每一个 •分析目标、
TOP项目组 活动和终点
的任务
产品
•确定支持上 定最终产 案
4
4
1-A：不同项目中麦肯锡的不 同角色 项目成功的秘诀在于运用客户能够理解、赞赏并反馈的方
式解决正确的问题。因此，我们解决问题的方法、项目过程、 与客户共同工作中的角色扮演都因我们要解决的问题的实质不 同、视客户和项目团队对问题最初的理解及对共同工作最有效 的方式的判断而定。无论解决问题的方法是什么，我们都用顶 级管理的眼光去看待问题，以保证我们的解决方案是最佳的， 综合的。举个例子：在一个评估销售力度的项目中，我们会先 确定客户所有的战略都是清晰的，所有项目建议都支持这些战 略。
7
7
业务单元战略研究流
程——决定何处、何时
阶段一 目标
这种多变性意味着您在执行项目的过程中所扮演的角色会 多变。决定这种不确定性的很大程度上是客户在解决问题过程 中的参与和反馈。当客户的参与变化的时候，我们的角色也要 随之变化。
5
5
1：独立的问题解决者（problem solver）
相对来讲客户较少的参与。如：与客户保持一定的距离， 补充客户所提供的资源并贡献我们客观的解决问题的专业知识 。这种情况下，客户充分授权我们来解决问题。这种情况下， 往往客户对我们的能力很有信心，会按照我们的建议去实施。
再次评估 方案并作 最终结论
对已达成的 结论制定实 施计划
实施
•确定项目的 这个设计
•挑选并培训 管理团队 •建立TOP项 目和基本预 算
•计划沟通的 日程
•建立持续的 人力资源计 划
•确定每一个 •分析目标、
TOP项目组 活动和终点
的任务
产品
•确定支持上 定最终产 案
4
4
1-A：不同项目中麦肯锡的不 同角色 项目成功的秘诀在于运用客户能够理解、赞赏并反馈的方
式解决正确的问题。因此，我们解决问题的方法、项目过程、 与客户共同工作中的角色扮演都因我们要解决的问题的实质不 同、视客户和项目团队对问题最初的理解及对共同工作最有效 的方式的判断而定。无论解决问题的方法是什么，我们都用顶 级管理的眼光去看待问题，以保证我们的解决方案是最佳的， 综合的。举个例子：在一个评估销售力度的项目中，我们会先 确定客户所有的战略都是清晰的，所有项目建议都支持这些战 略。
麦肯锡三星战略咨询报告
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
• 6. Financial performance • Sales • Profit
麦肯锡三星战略咨询报告
ERICSSON IS A TECHNOLOGY LEADER IN MOBILE COMMUNICATION AND A MARKET LEADER IN MOBILE INFRASTRUCTURE
•Business •Starting •Employees •History
PPT文档演模板
• Four main business units: Mobile infrastructure, mobile handset, data network and
circuit switching/packet switching multi-service networks
• Mission • Vision • Corporate strategy • Market position
• 5. Organization and ownership
• Organization structure • Ownership structure
PPT文档演模板
• 3. Product/market
standards
Ericsson technology
• 1999: Established Ericsson consulting in Shanghai and mobile multi-media lab in
Zhonguancun
• 2000: First to complete WCDMA test in China
• 6. Financial performance • Sales • Profit
麦肯锡三星战略咨询报告
ERICSSON IS A TECHNOLOGY LEADER IN MOBILE COMMUNICATION AND A MARKET LEADER IN MOBILE INFRASTRUCTURE
•Business •Starting •Employees •History
PPT文档演模板
• Four main business units: Mobile infrastructure, mobile handset, data network and
circuit switching/packet switching multi-service networks
• Mission • Vision • Corporate strategy • Market position
• 5. Organization and ownership
• Organization structure • Ownership structure
PPT文档演模板
• 3. Product/market
standards
Ericsson technology
• 1999: Established Ericsson consulting in Shanghai and mobile multi-media lab in
Zhonguancun
• 2000: First to complete WCDMA test in China
麦肯锡三星战略motorola
employees
• Focus on
– Marketing, advertising and promotion – Distribution (channel and sales force)
• Management • Era analysis • Equity
structure
2. Strategy
• Management • Era analysis • Equity
structure
2. Strategy
5. Organization and ownership
• • • •
Mission Vision Corporate strategy Market position
• Organization structure • Ownership structure
5
Source: Motorola website
010417SHELM038JL_RAJv5i
STRATEGY
1. Background information 4. Value chain strategy
• Location • Registered
capital team
• Starting year • Number of
Core competencies
• Committed handset promotion • Speedy roll-out of new releases • Provision of high-quality after-sales services • Advanced technology
there is about 15-20% cheaper than in Singapore and 30-40% cheaper than in Europe
• Focus on
– Marketing, advertising and promotion – Distribution (channel and sales force)
• Management • Era analysis • Equity
structure
2. Strategy
• Management • Era analysis • Equity
structure
2. Strategy
5. Organization and ownership
• • • •
Mission Vision Corporate strategy Market position
• Organization structure • Ownership structure
5
Source: Motorola website
010417SHELM038JL_RAJv5i
STRATEGY
1. Background information 4. Value chain strategy
• Location • Registered
capital team
• Starting year • Number of
Core competencies
• Committed handset promotion • Speedy roll-out of new releases • Provision of high-quality after-sales services • Advanced technology
there is about 15-20% cheaper than in Singapore and 30-40% cheaper than in Europe
麦肯锡三星战略1motorola共27页PPT资料
6. Financial performance
• Sales • Profit
8
KEY MESSAGES - PRODUCT/MARKET
010417SHELM038JL_RAJv5i
• Motorola has entered the low-end of the mobile handset market
there is about 15-20% cheaper than in Singapore and 30-40% cheaper than in Europe
Source: Analyst reports
4
010417SHELM038JL_RAJv5i
MOTOROLA’S CHINA BUSINESS SPANS SIX PRODUCT CATEGORIES
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
6
010417SHELM038JL_RAJv5i
employees
• Managementquity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
5. Organization and ownership
麦肯锡三星中国项目.ppt
Legend
4.0 4.3
6.7
17.1
IBM
17.5
Toshiba 21.5 99
21.8 6.4 7.5 8.8
23.2
17.1 15.2
00
24.9
170.6 193.5 121.6
128.5
65.0 18.8
Source: IDC
6
PRODUCT/MARKET
1. Background information
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-IBM
Desktop PC market share Percent of units shipment (m)
Growth rate percent
Notebook market share Percent of units shipment (m)
IBM’s market share
Growth rate percent
Mission Vision
• To lead in the creation, development and manufacturing of the industry’s
most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics
4.0 4.3
6.7
17.1
IBM
17.5
Toshiba 21.5 99
21.8 6.4 7.5 8.8
23.2
17.1 15.2
00
24.9
170.6 193.5 121.6
128.5
65.0 18.8
Source: IDC
6
PRODUCT/MARKET
1. Background information
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-IBM
Desktop PC market share Percent of units shipment (m)
Growth rate percent
Notebook market share Percent of units shipment (m)
IBM’s market share
Growth rate percent
Mission Vision
• To lead in the creation, development and manufacturing of the industry’s
most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics
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 。
精选版课件ppt
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
精选版课件ppt
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1(motorola)(英文)
STRATEGY • Location
• Starting year
• Registered • Number of
• Focus on
– Marketing,
capital
employees
• Management • Era analysis
advertising and promotion
team
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
MOTOROLA HAS HIGH ASPIRATIONS FOR ITS CHINA
• Focus on
– Marketing,
capital
employees
• Management • Era analysis
advertising and promotion
team
– Distribution (channel
• Equity
and sales force)
structure
Source: Analyst reports
MOTOROLA’S CHINA Wireless
BUSINESS SPANS SIX communications Motorola China
PRODUCT CATEGORIES
Mobile
Network
handsets equipment
Pagers
BUSINESS
• Targeting sales of US$ 10 billion in China by 2002/2003 • Focusing production operations in China, as production
某咨询三星战略1(motorola)
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
6
010417SHELM038JL_RAJv5i
CONFIDENTIAL
Mobile Handset Competitor Profile: Motorola
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2001
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.
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MOTOROLA HAS HIGH ASPIRATIONS FOR ITS CHINA BUSINESS
• Targeting sales of US$ 10 billion in China by 2019/2019 • Focusing production operations in China, as production
since 2019. Its products are more function-driven compared with Nokia’s products, which are more fashion-driven
• Motorola takes more than 50% of the share in the high-end and
Fixed line network equipment
Source: Motorola website
• Set up representative office in 1987 • Operations include:
– 1 holding company – 1 WOFE – 8 joint ventures – 26 subsidiaries
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
MOTOROLA’S HANDSET STRATEGY COMBINES AN ATTRACTIVE PRODUCT RANGE WITH SUPERB VALUE CHAIN MANAGEMENT
• Developed a wide product range which covers all key
• 12,000 employees • US$ 3.4 billion total investment to date
5
STRATEGY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
• Motorola’s market share is relatively consistent across tier-cities
and geographies, taking approximately 30% everywhere
9
010417SHELM038JL_RAJv5i
MOTOROLA HAS RECENTLY FOCUSED ON BUILDING OUT ITS LOW-END PRODUCT PORTFOLIO
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
and improve time-to-market
• Closely managed first-tier group of nine resellers in
order to minimize price competition and facilitate order tracking
Core competencies
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
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
6
010417SHELM038JL_RAJv5i
010417SHELM038JL_RAJv5i
CONFIDENTIAL
Mobile Handset Competitor Profile: Motorola
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.
Product positioning Jun 2000
Business/professional
Personal
High
V8088 (1.6%) V998 (5.6%)
Motorola China
Wireless communications
Mobile handsets
Network equipment
Pagers
Two-way radios
Semiconductors
Auto electronics and
accessories
Mobile network equipment
Product range price points and offers a wide range of functionality
Value chain
• Invested heavily in product localization through China-
based R&D team
• Expanded local manufacturing in order to reduce costs
1. Background in来自ormation• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
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 of
capital
employees
• Management • Era analysis
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
3
010417SHELM038JL_RAJv5i
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
• Targeting sales of US$ 10 billion in China by 2019/2019 • Focusing production operations in China, as production
since 2019. Its products are more function-driven compared with Nokia’s products, which are more fashion-driven
• Motorola takes more than 50% of the share in the high-end and
Fixed line network equipment
Source: Motorola website
• Set up representative office in 1987 • Operations include:
– 1 holding company – 1 WOFE – 8 joint ventures – 26 subsidiaries
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
MOTOROLA’S HANDSET STRATEGY COMBINES AN ATTRACTIVE PRODUCT RANGE WITH SUPERB VALUE CHAIN MANAGEMENT
• Developed a wide product range which covers all key
• 12,000 employees • US$ 3.4 billion total investment to date
5
STRATEGY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
• Motorola’s market share is relatively consistent across tier-cities
and geographies, taking approximately 30% everywhere
9
010417SHELM038JL_RAJv5i
MOTOROLA HAS RECENTLY FOCUSED ON BUILDING OUT ITS LOW-END PRODUCT PORTFOLIO
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
and improve time-to-market
• Closely managed first-tier group of nine resellers in
order to minimize price competition and facilitate order tracking
Core competencies
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
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
6
010417SHELM038JL_RAJv5i
010417SHELM038JL_RAJv5i
CONFIDENTIAL
Mobile Handset Competitor Profile: Motorola
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.
Product positioning Jun 2000
Business/professional
Personal
High
V8088 (1.6%) V998 (5.6%)
Motorola China
Wireless communications
Mobile handsets
Network equipment
Pagers
Two-way radios
Semiconductors
Auto electronics and
accessories
Mobile network equipment
Product range price points and offers a wide range of functionality
Value chain
• Invested heavily in product localization through China-
based R&D team
• Expanded local manufacturing in order to reduce costs
1. Background in来自ormation• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
5. Organization and ownership
• Organization structure • Ownership structure
010417SHELM038JL_RAJv5i
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 of
capital
employees
• Management • Era analysis
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
3
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employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)