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,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13.11.2020,#,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13.11.2020,#,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13.11.2020,#,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13.11.2020,#,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13.11.2020,#,Presentation Group 5,Siemens AG,Presentation Group 5Siemens AG,Presentation Overview,Siemens Products and Markets,Degree of Transnationalization,Impacts of National Origin,Departure from National Origin,Is Siemens a Global Firm?,Presentation OverviewSiemens P,Products and Markets,Our 428,000 employees work on products in 1,700 locations in nearly every country on earth.,(S Global Website,2010),Products and MarketsOur 428,0,Market Development since 2000,(Source:Datamonitor,2009),Market Development since 2000(,Product Development since 2000,Industry,Magnet Technology,Building Technologies,Transportation,IT Infrastructure,Rail,Automotive supply,Energy,Water Filtration,Air pollution control systems,Renewable Energy,Wind energy,Water power,Steam turbine-generator,Solar pannel plan,Healthcare,Immunodiagnostics,Diagnostics products,(Source:Datamonitor,2009),Product Development since 2000,M&A Activity by Sector since 2004,2,5,2,Industry,Energy,Healthcare,(Source:S,2010),M&A Activity by Sector since 2,Degree of Transnationalization,Location,-Production,-Sales,-Assets,R&D,Management Teams,-Head Office,-Subsidiaries,Market Listings&Ownership,Degree of Transnationalization,Location:Production,Sales and Assets,(Siemens Company Presentation,September 2008),Location:Production,Sales an,Research&Development,Europe,CIS,Africa,Middle East,Americas,Asia,Australia,Worldwide share,Worldwide share,Worldwide share,R&D Employees,20,200,66%,7,400,24%,3,200,10%,Major R&D Facilities,94,53%,57,32%,25,15%,Europe,CIS,Africa,Middle East,Americas,Asia,Australia,Worldwide share,Worldwide share,Worldwide share,R&D Employees,20,200,66%,7,400,24%,3,200,10%,Major R&D Facilities,94,53%,57,32%,25,15%,Employees,243,000,60%,92,000,23%,70,000,17%,Research&DevelopmentEurope,Supervisory Board Members,ThyssenKrupp,Saint-Gobain,Allianz,Trumpf,MAN,Amsphere,Supervisory Board MembersThyss,Senior Management,P.Lscher,W.Dehen,J.Kser,B.Kux,H.Requardt,S.Russwurm,P.Solmssen,Age,51,55,51,55,54,45,54,Siemens Employment prior to SM,1,7,26,0,22,16,0,Nationality,German,German,German,German,German,German,USA,Education,Business,Business,Business,Business,Technical Studies,Technical Studies,Law,Substantial International Experience(5),Domination of HQ nationals,Internal promotion vs.External hiring,Business/Law vs.Technical Studies,International Experience,Senior ManagementP.LscherW.,Stock Market Listings,12,th,March 2001:NYSE,1999:Swiss Exchange,The listing of Siemens shares.is the logical consequence of the companys globalization drive,company CEO Heinrich V.Pierer said in a statement.Listing here also gives Siemens an additional,currency for potential acquisitions and strategic investments.“(CNET News,13,th,March 2001),1990:London Stock Exchange,1899:Deutsche Brse,(Source:S Share Information,2010),Stock Market Listings12th Marc,Ownership Structure,5,3%Siemens Family,Estimated 9%Employees shareholdings,Ownership Structure5,3%Sieme,Impact of National Origin,Style and Trajectory,Management in HO and Subsidiaries,History,Impact of National OriginStyle,National Characteristics:Germany,Organized and production-oriented,Long-termist approach(Brsch,2004),Family ownership,Communitarian approach towards problem resolution,Developed industrial networks between buyer and supplier firms,Quality production strategies(Streeck,1997),Distinctive pattern of corporate control,Strategic HRM,National Characteristics:Germ,Implications of German Origin for Transnationalization,Geography and industries:,Lesser geographical reach(predominately Western Europe),German companies are prone to locate in geographically contiguous and culturally related countries where the German production model can be reproduced with relative ease,(Lane,1998),Narrow spectrum of industries(High-skill medium-and high-technology industries),Internationalization strategies:,High national investments compared to transnational volume,Deeper national embeddedness and dependence on home-country institutional structures(Lane,1998),Preference for exporting over FDI(Dunning,1979),High volume of strategic alliances and co-operations(Hagedoorn and Schakenraad,1990),Brownfield internationalization and long-term transformation of subsidiaries(Kristensen and Morgan,2007),Decision making and core functions:,Decision making centred in home-country,Controlling positions remain in the hands of home
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