麦肯锡三星战略3西门子
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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
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?
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
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
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
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
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
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
competitors’?
• How capable is Siemens in R&D, manufacturing, sales
6. Financial performance
• Sales • Profit
SIEMENS AIMS TO BE NUMBER 2 IN MOBILE COMMUNICATION MARKET delivery system
Strategy
• Focus on stylish new models with
• 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.
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
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
6. Financial performance
• Sales • Profit
KEY ISSUES TO PROBE - SIEMENS
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• 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
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
CONFIDENTIAL
Mobile Handset Competitor Analysis: Siemens
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.
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
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
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
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,
STRATEGY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
• 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’?
• 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
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?
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
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
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
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
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
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
competitors’?
• How capable is Siemens in R&D, manufacturing, sales
6. Financial performance
• Sales • Profit
SIEMENS AIMS TO BE NUMBER 2 IN MOBILE COMMUNICATION MARKET delivery system
Strategy
• Focus on stylish new models with
• 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.
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
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
6. Financial performance
• Sales • Profit
KEY ISSUES TO PROBE - SIEMENS
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• 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
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
CONFIDENTIAL
Mobile Handset Competitor Analysis: Siemens
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.
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
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
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
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,
STRATEGY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
2. Strategy
• Mission • Vision • Corporate strategy • Market position
• 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’?