麦肯锡三星战略4爱立信--资料
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178 麦肯锡—三星竞争对手分析(NOKIA)讲义教材
Percent of units sold, 2000 4Q
Definition:
Others
23
21
21
• New buyer:never
bought mobile phone
before
Ericsson
8
7
7
• Repurchase buyer:
bought mobile phone
10
12
12
networks
• Supplied analog NMT 450 system and terminal in
1986
• Supplied transmission system, optical cable and
electric cables in later 1980s
• Supplied analog ETACS system and terminals in
6
SAMSUNG010605BJ-kickoff2
NOKIA HAS CAUGHT UP WITH MOTOROLA AS MARKET LEADERS IN MOBILE HANDSETS SINCE 1999
Monthly market share development (Percent of market in units sold)
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
Definition:
Others
23
21
21
• New buyer:never
bought mobile phone
before
Ericsson
8
7
7
• Repurchase buyer:
bought mobile phone
10
12
12
networks
• Supplied analog NMT 450 system and terminal in
1986
• Supplied transmission system, optical cable and
electric cables in later 1980s
• Supplied analog ETACS system and terminals in
6
SAMSUNG010605BJ-kickoff2
NOKIA HAS CAUGHT UP WITH MOTOROLA AS MARKET LEADERS IN MOBILE HANDSETS SINCE 1999
Monthly market share development (Percent of market in units sold)
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
国际著名企业的核心价值观
国际著名企业的核心价值观最近喜欢了国际大公司大企业大集体的企业文化来了，所以简单整理一些重要公司的经营理念，与你共享！安利企业的核心价值观：一是伙伴关系、二是诚信、三是个人价值、四是成就、五是个人责任、六是自由企业。
波音公司的核心价值观：永为先驱，尽善尽美。
宝洁公司的核心价值观：领导才能、主人翁精神。
百事公司的核心价值观：身体力行、开诚布公、多元化、包容性。
戴尔公司的核心价值观：戴尔通过重视事实与数据，建立对结果自我负责的信念来凝聚所有戴尔人。
杜邦公司的核心价值观：安全、健康和环保、商业道德、尊重他人和人人平等。
飞利浦公司的核心价值观：客户至上、言出必行、人尽其才、团结协作。
福特汽车的核心价值观：客户满意至上，生产大多数人买得起的汽车。
丰田公司的核心价值观：上下一致，制成服务；开发创造，产业报国；追求质朴，超越时代；鱼情友爱，亲如一家。
本田汽车的核心价值观：实现顾客利益的最大化。
惠普的七大核心价值观：我们热忱对待客户；我们信任和尊重个人；我们追求卓越的成就与贡献；我们注重速度和灵活性；我们专注有意义的创新；我们靠团队精神达到共同目标；我们在经营活动中坚持城市与正直。
汉高的核心价值观：我们开发更为优异的品牌和技术；我们立志品质卓越；我们力求创新；我们拥护变革；我们成功的秘诀在于我们的员工；我们承诺维护投资者的利益；我们致力于可持续发展和企业社会责任感；我们公开和积极地沟通；我们维护我们的传统，一家开放的家族式公司。
惠而浦的核心价值观：以自豪、热诚及卓越表现进入世界每个角落，每个家庭。
IBM的核心价值观：诚心负责、创新为要、成就客户。
爱立信的核心价值观：专业进取、尊爱至诚、锲而不舍；柯达的核心价值观：尊重个人、正直不阿、相互信任、信誉至上、精益求精、力求上进、论绩嘉奖。
肯德基的核心价值观：以人为本，顾客满意、沟通合作、奖惩分明、提供机会。
可口可乐的核心价值观：自由、奔放、独立掌握自己的命运。
联合利华的核心价值观：以最高企业行为标准对员工、消费者、社会和我们所生活的世界。
麦肯锡：三星战略咨询报告
Product
Strategy
• Maintain foothold in the low end mobile
handset market through JV with Nanjing Panda
• Develop 3G technology (WCDMA) for
mobile communication by collaborating with MII and DoCoMo, and apply leading technology to products
• Secure its leadership position in network
equipment rather than becoming the bestselling brand for mobile handsets
• 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?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
排名前十的战略咨询公司
排名前十的战略咨询公司在当今激烈的商业竞争中，越来越多的企业和组织需要借助战略咨询公司的专业服务来提升业务水平、增强市场竞争力。
这些战略咨询公司为客户提供一系列解决方案，包括战略规划、业务优化和数字化转型等，以帮助客户获得市场优势。
在众多战略咨询公司中，一些公司凭借其规模、专业领域和行业地位脱颖而出，赢得了广泛的赞誉和高度的声誉。
下面来给大家介绍一下排名前10的战略咨询公司吧！1、麦肯锡麦肯锡咨询公司，成立于1926年，总部位于美国纽约市。
该公司提供各种管理咨询服务，包括战略咨询、运营咨询、人力资源咨询、数字化咨询等，客户遍布全球各行各业，包括政府机构、金融、医疗、制造等领域。
麦肯锡咨询公司以其专业的服务、高效的工作方式和卓越的成果而闻名于世。
该公司的咨询顾问都是来自于顶尖的商学院，并且拥有丰富的实践经验。
麦肯锡咨询公司的咨询方法和工具经过多年的发展和完善，已经成为了业界的标准。
2、贝恩贝恩咨询公司，成立于1973年，总部位于美国波士顿。
该公司的创始人之一威廉·贝恩曾在波士顿咨询公司工作，并于1973年离开创立了贝恩咨询公司。
贝恩咨询公司的业务范围广泛，包括战略咨询、组织架构、兼并收购、客户战略、市场营销、IT信息技术等领域。
贝恩咨询公司在全球拥有超过50个办公室，服务客户遍布全球各个行业和领域，包括金融、消费品、科技、能源等。
3、罗兰贝格罗兰贝格国际管理咨询公司自1967年在德国建立以来，已经发展成为全球最大的源于欧洲的战略管理咨询公司。
罗兰贝格在欧洲、亚洲、南北美洲25个国家设有36家分支机构，咨询顾问来自近40个国家，形成了行业中心与功能中心互为支持的跨国服务力量。
借助紧密联系的公司内部网络和全球知识库，多文化咨询团队为客户提供国际水准的优质服务。
4、君智君智战略咨询，是一家致力于协助企业赢得市场、实现高质量发展、创造百亿级营收的中国战略咨询公司，总部位于上海陆家嘴环球金融中心，拥有100余名战略顾问。
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—三星竞争对手分析(nokia)
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
mobile
• First office in China in 1985, first JV in China in 1994
Employees History
• 60,000 staff in 130 countries • More than 20 offices in China, 7 JVs, 1 WOFE and 1
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
including rural areas
Vision
To lead mobile communication through the integration of mobility with internet and the innovation of new service models
Source: Nokia press Release
oriented products with emphasis on
麦肯锡三星战略4爱立信
• First office in China in 1985, first JV in China in 1992
• 100,000 staff in 140 countries • Over 4,000 employees in China • 24 offices, 10 JVs and 4 WOFEs
Background
Location
• Based at Sweden, with 24 offices in China • Since 2019, China has been Ericsson's largest
market in the world
Investment
• Invested more than USD 0.6 billion in China
• Secure its leadership position in network
equipment rather than becoming the bestselling brand for mobile handsets
Value delivery system
• R&D localization through collaboration
6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
ERICSSON IS A TECHNOLOGY LEADER IN MOBILE COMMUNICATION AND A MARKET LEADER IN MOBILE INFRASTRUCTURE
Business Starting Employees History
• 100,000 staff in 140 countries • Over 4,000 employees in China • 24 offices, 10 JVs and 4 WOFEs
Background
Location
• Based at Sweden, with 24 offices in China • Since 2019, China has been Ericsson's largest
market in the world
Investment
• Invested more than USD 0.6 billion in China
• Secure its leadership position in network
equipment rather than becoming the bestselling brand for mobile handsets
Value delivery system
• R&D localization through collaboration
6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
ERICSSON IS A TECHNOLOGY LEADER IN MOBILE COMMUNICATION AND A MARKET LEADER IN MOBILE INFRASTRUCTURE
Business Starting Employees History
麦肯锡为三星做的标杆企业分析
• Numerous leading products in the electrical and electronics areas. Examples includes Japan’s first vacuum cleaner, first fluorescent lamp, first radar, etc.
HISTORY OF TOSHIBA
SEC China010821BJ-Toshiba
Source: Company website, Literature Search 6
SEC China010821BJ-Toshiba
TOSHIBA’S DEVELOPMENT WENT THROUGH THREE STAGES
Source: Company Repபைடு நூலகம்rt, 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
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
HISTORY OF TOSHIBA
SEC China010821BJ-Toshiba
Source: Company website, Literature Search 6
SEC China010821BJ-Toshiba
TOSHIBA’S DEVELOPMENT WENT THROUGH THREE STAGES
Source: Company Repபைடு நூலகம்rt, 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
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
麦肯锡—三星竞争对手分析NOKIA31页PPT
• What is Nokia’s performance trend?
2
BACKGROUND INFORMATION
1. Background ormation
• Location
• Starting year
• Registered • Number of
capital
employees
R&D center with over 5500 staff
• Started business in China since 1950s • 1985 saw first office in Beijing, supplying fixed line
networks
• Supplied analog NMT 450 system and terminal in
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
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
2
BACKGROUND INFORMATION
1. Background ormation
• Location
• Starting year
• Registered • Number of
capital
employees
R&D center with over 5500 staff
• Started business in China since 1950s • 1985 saw first office in Beijing, supplying fixed line
networks
• Supplied analog NMT 450 system and terminal in
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
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
麦肯锡—三星战略TO西门子-31页PPT资料
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/mangs • Key customers • Value proposition • Geographic focus • Pricing
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - SIEMENS
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CONFIDENTIAL
Mobile Handset Competitor Analysis: Siemens
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.
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/mangs • Key customers • Value proposition • Geographic focus • Pricing
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - SIEMENS
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Siemens
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.
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6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
ERICSSON IS A TECHNOLOGY LEADER IN MOBILE COMMUNICATION AND A MARKET LEADER IN MOBILE INFRASTRUCTURE
• 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
• How does Ericsson secure its leadership in technology? • How does Ericsson improve its local production capability? • How are Ericsson’s mobile handsets distributed?
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
infrastructure?
• What products will Ericsson be focusing on? • Which market segment will Ericsson be interested in? • Will Ericsson become a niche market player in mobile handset?
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
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
• 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?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Ericsson
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.
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
• What will be Ericsson’s strategic focus for the next 5 years? • How will Ericsson secure its leading position in mobile
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - ERICSSON
structure
4. Value chain strategy
• Focus on
– Marion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy