071麥肯錫-三星戰(zhàn)略to西門(mén)子

1、SAMSUNG010605BJ-kickoff2,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 circula

2、ted, 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

3、not a complete record of the discussion.,SAMSUNG010605BJ-kickoff2,1,OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK,1. Background information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber o

4、f employeesEra analysis,4. Value chain strategy,5. Organization and ownership,6. Financial performance,Focus onMarketing, advertising and promotionDistribution (channel and sales force),Organization structureOwne

5、rship structure,Sales Profit,2. Strategy,3. Product/market,MissionVisionCorporate strategyMarket position,Key product offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,2,KEY

6、ISSUES TO PROBE - SIEMENS,Strategy,Product/market,Value chainstrategy,Organization &ownership,Financialperformance,What does Siemens aim to be in 2005 in mobile communication?How are Siemens’s product and value d

7、elivery 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

8、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?Wit

9、h a broad product portfolio, how does Siemens organize or reorganize itself?How does Siemens perform and is its performance expected to improve further?,SAMSUNG010605BJ-kickoff2,3,BACKGROUND INFORMATION,,,,,,,,,,,1. Bac

10、kground information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber of employeesEra analysis,4. Value chain strategy,5. Organization and ownership,6. Financial performance,Focus onMa

11、rketing, advertising and promotionDistribution (channel and sales force),Organization structureOwnership structure,Sales Profit,2. Strategy,3. Product/market,MissionVisionCorporate strategyMarket position,Key pr

12、oduct offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,4,,,CHINA HAS DEVELOPED INTO A MAJOR PILLAR FOR SIEMENS BUSINESS IN ASIA PACIFIC,Based at Germany50+ JVs, 28 offices in C

13、hina Shanghai is the largest Siemens location outside Germany,Invested USD 0.44 billion in China,All business sectors of Siemens including information and communication, automation and control, power,transportation a

14、nd household appliance, etc.,Entered China's telecommunication in 1985Information and communication business started 1991,30,000 staff in information and communication mobile globally25,000 employees for all busin

15、ess sectors in china,1982 Siemens Beijing office opened1985 entered China's telecommunication market1990 established JV Beijing International Switching System1994 Siemens China founded in Beijing1998 formed busin

16、ess segment - Information and Communication2000 joined forces with CATT and Huavei for next generation mobile technology. Founded TD-SCDMA international forum with Datang, CATT, Huawei, Motorola, Nortel, China mobile,

17、and Unicom,Implication,An early entrant to China's telecommunication marketBroad product portfolio representing all business sectors of Siemens worldwide,,Source: Siemens press release,SAMSUNG010605BJ-kickoff2,5,S

18、TRATEGY,,,,,,,,,,,,,1. Background information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber of employeesEra analysis,4. Value chain strategy,5. Organization and ownership,6. Financi

19、al performance,Focus onMarketing, advertising and promotionDistribution (channel and sales force),Organization structureOwnership structure,Sales Profit,2. Strategy,3. Product /market,MissionVisionCorporate stra

20、tegyMarket position,Key product offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,6,SIEMENS AIMS TO BE NUMBER 2 IN MOBILE COMMUNICATION MARKET IN CHINA,Focus on stylish new mode

21、ls 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.,Strategy,Establish R&D centers for mobile communication in B

22、eijing and Shanghai Mobile handset production capacity being raised to 14 million in Shanghai, a growth of 40% since 2000Intensive marketing on new products with most competitive pricing Carefully select exclusive cha

23、nnel partner PTAC to maintain uniform price level nationwide to ensure healthy sales Helps resellers set up service centers to handle repair and maintenance,,VisionTo be number 2 in the Asian mobile communication marke

24、t (without Japan and Korea),,,SAMSUNG010605BJ-kickoff2,7,SIEMENS IS RISING STEADILY IN MOBILE HANDSETS SINCE 1999,Monthly market share development (Percent of market in units sold),98,99,Jan ‘00,Dec ‘00,Nokia,Motorola,S

25、iemens,Ericsson,Source: Retail Audit,Source: IDC, McKinsey Analysis,SAMSUNG010605BJ-kickoff2,8,SIEMENS HAS OVERTAKEN ERICSSON TO BE NO.3 IN MOBILE HANDSET BY BOTH REVENUE AND SALES VOLUME,Others,Siemens,Ericsson,Motorola

26、,1999,2001,2000,Samsung,Nokia,Breakdown of sales by brand each yearPercent,Source:GfK, IDC, McKinsey analysis,Others,Siemens,Ericsson,Motorola,1999,2001,2000,Samsung,Nokia,Breakdown of units sold by brand each yearPer

27、cent,SAMSUNG010605BJ-kickoff2,9,PRODUCT/MARKET,,,,,,,,,1. Background information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber of employeesEra analysis,4. Value chain strategy,5. Or

28、ganization and ownership,6. Financial performance,Focus onMarketing, advertising and promotionDistribution (channel and sales force),Organization structureOwnership structure,Sales Profit,2. Strategy,3. Product /m

29、arket,MissionVisionCorporate strategyMarket position,Key product offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,10,Siemens offers a compete range of mobile communication so

30、lutions including devices, infrastructure and applications. Siemens’s mobile handsets come with good quality and competitive pricingSiemens targets the mid to low end of the mobile handset market. Most of its models ar

31、e in the price range from below RMB 1000 to RMB 2200Siemens has devoted great attention to the important 4th-tier cities and west China, hence its market share in these developing areas are relatively higher than its s

32、hare in the more developed areas.,KEY MESSAGES - PRODUCT/MARKET,SAMSUNG010605BJ-kickoff2,11,SIEMENS OFFERS A COMPLETE RANGE OF MOBILE SOLUTIONS INCLUDING DEVICES, INFRASTRUCTURE AND APPLICATIONS,Products,Now and future,I

33、nformation and communication mobile,Siemens product offerings,Information and communication networks,Mobile networkWireless home network & office networkMobile handsetC2588 (small, light smart)S2588 (brain

34、truster)3508 (small, light, sexy)3518i (tough enough)3568i (smart thinking),Broadband networkIP networkFixed-line networkTransmission networkOffice networkCable network,,,Take TD-SCDMA mobile handsets to serial p

35、roduction level by 2003Offer the complete range of mobile solutions including mobile devices, infrastructure and applications, e.g., wireless home network,Complete range of GSM, GPRS and UMTS mobile networks, unified m

36、essaging and mobile payment,Overall strategy of "a universe of one", pursuingIP driven voice and data communication and customer-oriented end-to-end solution and services,,,Source: Siemens press release,SA

37、MSUNG010605BJ-kickoff2,12,SIEMENS MODELS HAVE THE MOST COMPETITIVE PRICING,Source:McKinsey Analysis,Product positioning Dec 2000,,A6188 (1.4%),,8850 (1.8%),V8088* (3.9%),S800C (1.2%),A100 (0.8%),T28 (3.6%),8210 (4.6%),

38、,7.8%,,21.9%,,18.2%,,52.2%,Business/professional,Personal,*WAP phone,Product positioning June 2000,,9110,,S800C (1.8%),V8088 (1.6%),8850 (1.7%),V998 (5.6%),3568* (0.5%),S600C (3.8%),7110* (0.9%),T28 (3.3%),8210 (3.7%),LF

39、2000* (2.9%),6150 (1.8%),L2000* (4%),S2588 (1.8%),CD928 (1.1%),T18 (6.1%),T10 (1.2%),C2588 (3.2%),2188 (3.8%),L2088 (2.5%),3210 (2.2%),5110 (9.6%),368C (3.1%),3508 (1.6%),338C (0.6%),T2688 (4.8%),,11.4%,,17.4%,,25.3%,,45

40、.9%,High,High-medium,Medium-low,Low,Business/professional,Personal,*WAP phone,V998++ (6.9%),7689i (1.8%),LF2000i* (1.7%),3568* (1.7%),7110* (0.3%),6150 (0.9%),600C (2.3%),3310 (6.8%),3518i (1.8%),T18 (3.3%),CD928 (0.1%

41、),S2588 (0.2%),C2588 (0.1%),T10 (0.7%),T2688 (6.2%),3508 (3.9%),V2088 (1.0%),3210 (9.6%),5110 (5.9%),,,Retail price,High,High-medium,Medium-low,Low,Retail price,RMB 3,500,RMB 2,200,RMB 1,600,368C (2.3%),V2188 (1.3%),RM

42、B 3,500,RMB 2,200,RMB 1,600,Red - NokiaWhite - MotorolaBlue - EricssonBrown - SiemensGreen - Samsung,8250 (0.0%),6210 (0.6%),SAMSUNG010605BJ-kickoff2,13,SIEMENS TARGETS MID TO LOW END OF THE MARKET,High(> RMB 3,5

43、00),Source:Sino-MR (Jan 2001 – Feb 2001), CCID,Breakdown of unit sold by brand for each price pointPercent,High-mid(RMB 2,500-3,500),Mid(RMB2,000-2,500),Mid-Low(RMB1,500-2,000),Low (<RMB1,500),Others,Siemens,Eric

44、sson,Motorola,Samsung,Nokia,9%,15%,7%,Units as % of total,26%,43%,7,SAMSUNG010605BJ-kickoff2,14,Tier 1,Tier 2,Tier 3,Tier 4,Nokia,Motorola,Others,SIEMENS ALSO ADDRESSES THE IMPORTANT 4TH TIER CITY MARKET,Percent market

45、share, 2000,Ericsson,Siemens,18%,19%,23%,40%,Tier size as % of total,100%=,Million units,6.7,7.0,8.5,14.8,Source: McKinsey Analysis,SAMSUNG010605BJ-kickoff2,15,SIEMENS IS RELATIVELY STRONG IN CENTRAL, EAST AND WEST,Marke

46、t share by brands per geographic area, 2001Percent,Market share by geographic areaPercent,East,Siemens,Ericsson,Samsung,Others,Nokia,Motorola,West,North,North-east,South,,30,,13,,15,,13,,11,Central,,18,Source: GfK, McK

47、insey Analysis,SAMSUNG010605BJ-kickoff2,16,VALUE CHAIN STRATEGY,,,,,,,,,,,1. Background information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber of employeesEra analysis,4. Value c

48、hain strategy,5. Organization and ownership,6. Financial performance,Focus onMarketing, advertising and promotionDistribution (channel and sales force),Organization structureOwnership structure,Sales Profit,2. Str

49、ategy,3. Product/market,MissionVisionCorporate strategyMarket position,Key product offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,17,Siemens’s value delivery system strateg

50、y has evolved since 1999. It has invested $1.5 billion in the Asian Pacific area as its Asian offensive campaignSiemens has spent a great effort in localizing R&D and manufacturing. It has built R&D centers in

51、Beijing and Shanghai and has raised the mobile handset production capacity in Shanghai to 14 million units in 2001. It is a leader in TD-SCDMA 3G technology in China Siemens has achieved a market share of 12% in sales

52、volume, after intensive marketing of new models with competitive pricing, and aims to increase its market share to 15%Siemens distributes through exclusive 1st-tier national reseller PTAC and 2nd-tier provincial resell

53、ers. A uniform price level in the market is maintained nationwide to ensure healthy sales.,KEY MESSAGES - VALUE CHAIN STRATEGY,SAMSUNG010605BJ-kickoff2,18,,,SIEMENS VALUE DELIVERY SYSTEM HAS EVOLVED OVER THE YEARS,,From.

54、 . . (1997),To. . . (2000),No R&D facility in ChinaNo product localizationProduction capacity in Shanghai Pudong (150,000)60% of products for Chinese market produced in Hong KongBrightpoint handling over 90%

55、 of distributionMarket share less than 5%,ProductProduction DistributionMarketing,High commitment to TD-SCDMA – tests across China in 2001Asian offensive campaign with US 1.5 billion investment in R&

56、;D and marketing until 2003Production capacity in Shanghai has been raised to 14 million units from 10 million units in 2000 Uses different distributor (PTAC), but still only one nationwideMarket share 12% as a re

57、sult of intensive marketing of new models with competitive pricing,,Aims to increase market share to 15%,Source: Interviews, McKinsey analysis,SAMSUNG010605BJ-kickoff2,19,SIEMENS INVESTS TREMENDOUS EFFORT IN EVERY PART

58、OF THE VALUE CHAIN,Strengths,R&D centers for mobile communication in Beijing and Shanghai with more than 500 engineers planned Lead international forum in TD-SCDMA Frequent introduction of new models,Continuously

59、increase local production capacity and capability,Intensive marketing on new models with competitive pricing,Healthy sales through exclusive channel partner PTAC,Capable after-sales service with 100 service stations nati

60、onwide,Levers for improvement,Lacks capability in W-CDMA and CDMA 2000,Fully dependent on single national distributor,Source: World computer journal, McKinsey analysis,SAMSUNG010605BJ-kickoff2,20,SIEMENS VALUE DELIVERY S

61、YSTEM IS ORGANIZED AROUND PRODUCT LINES WITH MULTIPLE CUSTOMER INTERFACES,Value delivery system,,Customer interfaces,IC Mobile and IC Network communicate with the same telecom operators separately, with “multiple faces”

62、,,Source: McKinsey analysis,SAMSUNG010605BJ-kickoff2,21,SIEMENS DISTRIBUTES THROUGH EXCLUSIVE NATIONAL RESELLER PTAC,Source: IDC,,RationalesSiemens partners with PTAC, taking advantage of their streamlined and efficien

63、t distribution channels. PTAC is selected as the exclusive national distributor due to resources and image.A uniform price level in the market is maintained nationwide to ensure healthy sales,,,Siemens Channel Structure

64、,Rely on both 1st-tier national reseller PTAC and 2nd-tier provincial resellersDevote much attention to low-tier city market,,,Vendor,1st-tier resellers,Consumers,2nd-tier resellers,Retailers/retail chain stores,,,,,,,,

65、12%,9%,79%,67%,12%,67%,12%,21%,SAMSUNG010605BJ-kickoff2,22,ORGANIZATION AND OWNERSHIP,,,,,,,,,,,,,1. Background information,LocationRegistered capitalManagementteamEquitystructure,Starting yearNumber of employees

66、Era analysis,4. Value chain strategy,5. Organization and ownership,6. Financial performance,Focus onMarketing, advertising and promotionDistribution (channel and sales force),Organization structureOwnership struct

67、ure,Sales Profit,2. Strategy,3. Product /market,MissionVisionCorporate strategyMarket position,Key product offeringsKey customersValue propositionGeographic focusPricing,SAMSUNG010605BJ-kickoff2,23,With a large p

68、roduct portfolio covering information and communication and home appliances etc. Siemens’s organization is product focused with clear lines of P&L responsibilitiesSiemens has over 50 JVs and WOFEs in China with lar

69、ge commitments in telecommunication. Siemens Shanghai is devoted to mobile communication including mobile handsetsSiemens’s joint ventures are managed under their own global BU, and Siemens China, the holding company,

70、coordinates and provides shared services for the global BU activities in ChinaSiemens is starting to centralize sales and marketing to better handle solution sales, and the goal is to consolidate all marketing and sale