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SAMSUNG010605BJ-kickoff2,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*,Source:,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 it is not a complete record of the discussion.,OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK,1.,Background information,Location,Registered capital,Managementteam,Equitystructure,Starting year,Number of employees,Era analysis,4.,Value chain strategy,5.,Organization and ownership,6.,Financial performance,Focus on,Marketing, advertising and promotion,Distribution (channel and sales force),Organization structure,Ownership structure,Sales,Profit,2.,Strategy,3.,Product/market,Mission,Vision,Corporate strategy,Market position,Key product offerings,Key customers,Value proposition,Geographic focus,Pricing,1,KEY ISSUES TO PROBE - SIEMENS,Strategy,Product/market,Value chain,strategy,Organization &,ownership,Financial,performance,What does Siemens aim to be in 2005 in mobile communication?,How are Siemenss product and value delivery system strategies different from its competitors?,What will be Siemenss 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 market share quickly since 1999?,How does Siemenss distribution channel differ from its competitors?,How capable is Siemens in R&D, manufacturing, sales 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?,2,BACKGROUND INFORMATION,1.,Background information,Location,Registered capital,Managementteam,Equitystructure,Starting year,Number of employees,Era analysis,4.,Value chain strategy,5.,Organization and ownership,6.,Financial performance,Focus on,Marketing, advertising and promotion,Distribution (channel and sales force),Organization structure,Ownership structure,Sales,Profit,2.,Strategy,3.,Product/market,Mission,Vision,Corporate strategy,Market position,Key product offerings,Key customers,Value proposition,Geographic focus,Pricing,3,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,Investment,Invested USD 0.44 billion in China,Business,All business sectors of Siemens including information and communication, automation and control, power,transportation and household appliance, etc.,Starting,Entered Chinas 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,History,1982 Siemens Beijing office opened,1985 entered Chinas telecommunication market,1990 established JV Beijing International Switching System,1994 Siemens China founded in Beijing,1998 formed business segment - Information and 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, and Unicom,Implication,An early entrant to Chinas telecommunication market,Broad product portfolio representing all business sectors of Siemens worldwide,Source: Siemens press release,4,STRATEGY,1.,Background information,Location,Registered capital,Managementteam,Equitystructure,Starting year,Number of employees,Era analysis,4.,Value chain strategy,5.,Organization and ownership,6.,Financial performance,Focus on,Marketing, advertising and promotion,Distribution (channel and sales force),Organization structure,Ownership structure,Sales,Profit,2.,Strategy,3.,Product /market,Mission,Vision,Corporate strategy,Market position,Key product offerings,Key customers,Value proposition,Geographic focus,Pricing,5,SIEMENS AIMS TO BE NUMBER 2 IN MOBILE COMMUNICATION MARKET IN CHINA,Product,Focus on stylish new models 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,Value delivery system,Establish R&D centers for mobile 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 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 to handle repair and maintenance,Vision,To be number 2 in the Asian mobile communication market (without Japan and Korea),6,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,Siemens,Ericsson,Source: Retail Audit,Source: IDC, McKinsey Analysis,7,SIEMENS HAS OVERTAKEN ERICSSON TO BE NO.3 IN MOBILE HANDSET BY BOTH REVENUE AND SALES VOLUME,Others,Siemens,Ericsson,Motorola,1999,2001,2000,Samsung,Nokia,Breakdown of sales by brand each year,Percent,Source:GfK, IDC, McKinsey analysis,Others,Siemens,Ericsson,Motorola,1999,2001,2000,Samsung,Nokia,Breakdown of units sold by brand each year,Percent,8,PRODUCT/MARKET,1.,Background information,Location,Registered capital,Managementteam,Equitystructure,Starting year,Number of employees,Era analysis,4.,Value chain strategy,5.,Organization and ownership,6.,Financial performance,Focus on,Marketing, advertising and promotion,Distribution (channel and sales force),Organization structure,Ownership structure,Sales,Profit,2.,Strategy,3.,Product /market,Mission,Vision,Corporate strategy,Market position,Key product offerings,Key customers,Value proposition,Geographic focus,Pricing,9,Siemensoffersacompeterangeofmobilecommunicationsolutionsincludingdevices,infrastructureandapplications.Siemens,smobilehandsetscomewithgoodqualityandcompetitivepricing,Siemenstargetsthemidtolowendofthemobilehandsetmarket.MostofitsmodelsareinthepricerangefrombelowRMB1000toRMB2200,Siemenshasdevotedgreatattentiontotheimportant4,th,-tiercitiesandwestChina,henceitsmarketshareinthesedevelopingareasarerelativelyhigherthanitsshareinthemoredevelopedareas.,KEYMESSAGES-PRODUCT/MARKET,10,SIEMENSOFFERSACOMPLETERANGEOFMOBILESOLUTIONSINCLUDINGDEVICES,INFRASTRUCTUREANDAPPLICATIONS,Products,Now and future,Information and,communication,mobile,Siemens,product,offerings,Information and,communication,networks,Mobile network,Wireless home network & officenetwork,Mobile handset,C2588(small, lightsmart),S2588(brain truster),3508(small, light,sexy),3518i(tough enough),3568i(smart thinking),Broadbandnetwork,IP network,Fixed-linenetwork,Transmission network,Office network,Cablenetwork,TakeTD-SCDMA mobilehandsetsto serialproductionlevel by2003,Offerthecomplete rangeof mobilesolutionsincludingmobile devices,infrastructureandapplications, e.g.,wireless home network,Complete rangeof GSM, GPRS and UMTS mobile networks, unified messaging andmobile payment,Overall strategy ofa universe ofone, pursuingIP drivenvoice anddatacommunicationandcustomer-oriented end-to-endsolutionand services,Source: Siemenspress release,11,SIEMENS MODELSHAVETHE MOST COMPETITIVEPRICING,Source:McKinsey Analysis,Product positioningDec 2000,A6188(1.4%),8850(1.8%),V8088* (3.9%),S800C(1.2%),A100(0.8%),T28 (3.6%),8210(4.6%),7.8%,21.9%,18.2%,52.2%,Business/professional,Personal,*WAPphone,Product positioningJune2000,9110,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%),LF2000* (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%,45.9%,High,High-medium,Medium-low,Low,Business/professional,Personal,*WAPphone,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%),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%),RMB 3,500,RMB 2,200,RMB 1,600,Red- Nokia,White- Motorola,Blue- Ericsson,Brown- Siemens,Green- Samsung,8250(0.0%),6210(0.6%),12,SIEMENS TARGETSMIDTO LOW ENDOF THE MARKET,High( RMB 3,500),Source:Sino-MR(Jan2001, Feb 2001), CCID,Breakdownof unit sold bybrand foreachprice point,Percent,High-mid(RMB 2,500-3,500),Mid(RMB2,000-2,500),Mid-Low(RMB1,500-2,000),Low (RMB1,500),Others,Siemens,Ericsson,Motorola,Samsung,Nokia,9%,15%,7%,Unitsas %of total,26%,43%,7,13,Tier1,Tier2,Tier3,Tier4,Nokia,Motorola,Others,SIEMENS ALSO ADDRESSES THE IMPORTANT 4,TH,TIERCITYMARKET,Percent marketshare, 2000,Ericsson,Siemens,18%,19%,23%,40%,Tiersizeas %of total,100%=,Million units,6.7,7.0,8.5,14.8,Source: McKinsey Analysis,14,SIEMENS ISRELATIVELY STRONG IN CENTRAL,EASTANDWEST,Market share bybrands per geographic area, 2001,Percent,Market share bygeographic area,Percent,East,Siemens,Ericsson,Samsung,Others,Nokia,Motorola,West,North,North-east,South,30,13,15,13,11,Central,18,Source: GfK, McKinsey Analysis,15,VALUECHAIN STRATEGY,1.,Backgroundinformation,Location,Registeredcapital,Managementteam,Equitystructure,Starting year,Number ofemployees,Era analysis,4.,Valuechain strategy,5.,Organization and ownership,6.,Financialperformance,Focuson,Marketing,advertising and promotion,Distribution (channel and sales force),Organization structure,Ownershipstructure,Sales,Profit,2.,Strategy,3.,Product/market,Mission,Vision,Corporatestrategy,Market position,Key product offerings,Keycustomers,Valueproposition,Geographicfocus,Pricing,16,Siemens,svaluedeliverysystemstrategyhasevolvedsince1999.Ithasinvested$1.5billionintheAsianPacificareaasitsAsianoffensivecampaign,SiemenshasspentagreateffortinlocalizingR&Dandmanufacturing.IthasbuiltR&DcentersinBeijingandShanghaiandhasraisedthemobilehandsetproductioncapacityinShanghaito14millionunitsin2001.ItisaleaderinTD-SCDMA3GtechnologyinChina,Siemenshasachievedamarketshareof12%insalesvolume,afterintensivemarketingofnewmodelswithcompetitivepricing,andaimstoincreaseitsmarketshareto15%,Siemensdistributesthroughexclusive1,st,-tiernationalresellerPTACand2,nd,-tierprovincialresellers.Auniformpricelevelinthemarketismaintainednationwidetoensurehealthysales.,KEYMESSAGES-VALUECHAINSTRATEGY,17,SIEMENSVALUEDELIVERYSYSTEMHASEVOLVEDOVERTHEYEARS,From.(1997),To.(2000),NoR&DfacilityinChina,Noproductlocalization,ProductioncapacityinShanghaiPudong(150,000),60%ofproductsforChinesemarketproducedinHongKong,Brightpointhandlingover90%ofdistribution,Marketsharelessthan5%,Product,Production,Distribution,Marketing,HighcommitmenttoTD-SCDMA,testsacrossChinain2001,AsianoffensivecampaignwithUS1.5billioninvestmentinR&Dandmarketinguntil2003,ProductioncapacityinShanghaihasbeenraisedto14millionunitsfrom10millionunitsin2000,Usesdifferentdistributor(PTAC),butstillonlyonenationwide,Marketshare12%asaresultofintensivemarketingofnewmodelswithcompetitivepricing,Aimstoincrease,marketshareto15%,Source:Interviews,McKinseyanalysis,18,SIEMENSINVESTSTREMENDOUS EFFORT INEVERY PARTOFTHEVALUE CHAIN,R&D,Manufacturing and supply chain,Marketing and branding,Sales and distribution,Service,Strengths,R&Dcentersformobile communicationinBeijingandShanghaiwith more than500engineers planned,Leadinternational foruminTD-SCDMA,Frequentintroduction ofnewmodels,Continuouslyincrease localproduction capacityandcapability,Intensive marketingon new models with competitive pricing,Healthysales through exclusivechannelpartnerPTAC,Capableafter-salesservicewith100servicestations nationwide,Levers for improvement,Lacks capabilityinW-CDMA and CDMA2000,Fully dependenton single national distributor,Source:World computer journal,McKinseyanalysis,19,SIEMENSVALUE DELIVERY SYSTEM ISORGANIZED AROUND PRODUCT LINESWITHMULTIPLE CUSTOMER INTERFACES,Value delivery system,Customerinterfaces,IC Mobile and IC Network communicate with the sametelecomoperators separately, with “multiplefaces”,Source:McKinseyanalysis,20,SIEMENSDISTRIBUTESTHROUGHEXCLUSIVE NATIONAL RESELLERPTAC,Source:IDC,Rationales,Siemenspartnerswith PTAC,taking advantageoftheir streamlined and efficientdistributionchannels. PTACis selectedas the exclusivenational distributor due toresources and image.,A uniform pricelevel inthemarketis maintained nationwidetoensure healthy sales,SiemensChannelStructure,Relyonboth1,st,-tier national resellerPTACand2,nd,-tier provincialresellers,Devote muchattention tolow-tier city market,Vendor,1,st,-tier resellers,Consumers,2,nd,-tier resellers,Retailers/retailchain stores,12%,9%,79%,67%,12%,67%,12%,21%,21,ORGANIZATIONANDOWNERSHIP,1.,Background information,Location,Registeredcapital,Managementteam,Equitystructure,Startingyear,Number of employees,Eraanalysis,4.,Value chainstrategy,5.,Organizationandownership,6.,Financial performance,Focus on,Marketing,advertisingandpromotion,Distribution(channel and salesforce),Organizationstructure,Ownership structure,Sales,Profit,2.,Strategy,3.,Product/market,Mission,Vision,Corporate strategy,Market position,Keyproductofferings,Keycustomers,Value proposition,Geographic focus,Pricing,22,Witha largeproductportfolio coveringinformationandcommunication and home appliances etc. Siemenssorganization isproductfocusedwith clearlines ofP&Lresponsibilities,Siemenshasover50JVsandWOFEs inChina withlarge commitments intelecommunication.SiemensShanghaiisdevotedto mobile communicationincluding mobilehandsets,Siemenss jointventuresaremanagedunder theirownglobalBU,andSiemensChina, the holding company,coordinatesandprovidessharedservicesfortheglobalBU activities inChina,Siemensis startingto centralize salesandmarketing tobetterhandle solutionsales, and the goalis to consolidate all marketingandsales functionsunder Siemens directly,KEYMESSAGES- ORGANIZATIONANDOWNERSHIP,23,WITHA LARGEPRODUCTPORTFOLIO,SIEMENSTENDS TOBEMOREPRODUCTFOCUSEDWITH CLEARLINES OFP&LRESPONSIBILITY,Organizationstructure,P&Lresponsibility,ICMmanagerforinformationandcommunication mobile,ICNmanagerforinformationandcommunication network,Drivingfactors,In ordertomeetthetrend of technologicalmergingin Information and Communicationfield,thenewSiemensbusinessgroup -InformationandCommunication mobile (ICM)starteditsoperation inApril 1, 2000.,ICMhandlestheentire mobile telephonebusiness, with regard toboth communicationsterminals (mobile and wiredphones,mobileorganizers and digital products)andmobilephone networks (productsandservices for mobilecommunication and intelligent networks).,Source:Siemenspress release, McKinseyanalysis,24,SIEMENSHASOVER50JVsOR WOFEsINCHINA, AMONGWHICH SIEMENS SHANGHAIIS DEVOTED TO MOBILEHANDSETS,SiemensChina,Beijinginternational switchingsystems,BISC,SiemenstransmissionsystemsGuangzhou,(STSG),XinDe telecom,international ventures,(TIV),SiemensShanghai,Mobile communicating(SSMC),ShanghaiSiemensbusiness communicationsystem,(SBCS),Maindrivers,To be closeto customers,To be inline with government policies,To become Chinese company for Chinese people,40%,WithGuangzhou Nanfangphotoelectrical,telecommunication,60%,Beijingwirecommunication.,Beijingtelephone authorities,Beijingcomprehensive investment,ShanghaiAijian,Shanghai,Xinguang,WithShanghai videoandAudio,Electronics,Shanghai,Postandtelecommunication,51%,Establish,year,Product,offering,1990,EWSD,switching,1993-1994,Transmission,systems,(PDH, SDH,DWDM),1994,Financeleasingandconsulting,Hicom,300switching system,GSMmobile networksand,mobile handsets,MPTs FirstResearchInstitute,1993,1993,NotExhaustive,Source:Siemenspress release,25,SIEMENS HAS MADE LARGE COMMITMENTSIN TELECOMMUNICATIONIN CHINA,JV company,Yearof contract,Planned investment (mDM),Siemens share (%),Chinese partner(share),Business scope,Beijing International Switching SystemsCo.,Ltd.,Siemens Fibre OpticCables LtdChengdu,Siemens Shanghai Mobile Communication Ltd.,GuangzhouNanfang TransmissionSystems Ltd.,Siemens TelecomPower Supply Ltd. Shanghai,Xin De TelecomInternational Ventures Co. Ltd.,Siemens Business CommunicationSystems Ltd. Shanghai,Siemens Shanghai CommunicationTerminalsLtd.,Siemens OpticalFiber Cables Ltd. Chengdu,90,98,93,93,94,93,95,94,90,54.5,50,15,35,45,40,50,51,60,50,Beijing Wire Communication Plant 25,Beijing Telephone Authorities25,Beijing Comprehensive Investment Co. 10,Chengdu Fibre OpticCableFactory (CDC),The town of Shanghai; TheMinistryfor post and Telecommunications,GuangzhouNanfang Photoelectrical Telecommunications Equipment Factory,Shanghai AijianCompany Ltd. 21,Shanghai Xinguang Telecommunications plant 28,Shanghai Videoand AudioElectronics Co., Ltd. 40,Chengdu Telecommunications Cable Co., Ltd 50,EWSDmanufacturing and distribution,Fibreoptic cable,GSM mobileradio networksandterminals,Transmission equipment (e.g. PDH),Powersupply for telecomsystems,TechnologyTraining,Hicom300,Telephoneand Telecommunication terminals,Loosetubeoptical fibercable,Source: Siemenspress release,26,FINANCIALPERFORMANCE,1.,Backgroundinformation,Location,Registeredcapital,Managementteam,Equitystructure,Starting year,Number ofemployees,Era analysis,4.,Valuechain strategy,5.,Organization and ownership,6.,Financialperformance,Focuson,Marketing,advertising and promotion,Distribution (channel and sales force),Organization structure,Ownershipstructure,Sales,Profit,2.,Strategy,3.,Product/market,Mission,Vision,Corporatestrategy,Market position,Key product offerings,Key customers,Valueproposition,Geographicfocus,Pricing,27,Siemens Informationand Communication (IC) reportsanother ayearof excellent business performanceglobally.In 2000, IC mobile including the mobilehandset business achievedEUR9 billionin sales world-widewithan expected CAGR of69% in 1999-2001. The EBIT margin of ICmobile hasalsoimprovedfrom6% in1999to 8% in2000,Siemens achieved a revenue ofEUR 2.4 billioninChinaoverallsectors, to which Informationand Communication made asignificant contribution,KEY MESSAGES -FINANCIALPERFORMANCE,28,SIEMENS INFORMATIONAND COMMUNICATION REPORTSANOTHER YEAR OF EXCELLENT BUSINESSPERFORMANCE GLOBALLY,EUR billions,*Mobile handset belongsto ICmobile,Source:Goldman Sachs, Siemens Press Release, McKinseyanalysis,Global revenue,IC network,IC mobile*,CAGR1999-2001,Percent,11,69,1999,2000,2001E,Global EBIT,IC network,IC mobile*,CAGR1999-2001,Percent,46,102,1999,2000,2001E,29,9,、静夜四无,邻,邻，荒居旧,业,业贫。1月-231月-23,Sunday, January1, 2023,10,、,雨,雨,中,中,黄,黄,叶,叶,树,树,，,，,灯,灯,下,下,白,白,头,头,人,人,。,。,。,。20:07:4720:07:4720:07,1/1/20238:07:47PM,11,、,以,以,我,我,独,独,沈,沈,久,久,，,，,愧,愧,君,君,相,相,见,见,频,频,。,。,。,。1,月,月-2320:07:4720:07,Jan-2301-Jan-23,12,、故人,江,江海别,，,，几度,隔,隔山川,。,。20:07:4720:07:4720:07,Sunday, January1,2023,13,、乍见翻疑,梦,梦，相悲各,问,问年。1月-231月-2320:07:4720:07:47,January 1,2023,14,、他乡生白,发,发，旧国见,青,青山。01 一月20238:07:47 下午20:07:471月-23,15,、比不了,得,得就不比,，,，得不到,的,的就不要,。,。一月 238:07,下,下午1月-2320:07,January1, 2023,16,、行动出,成,成果，工,作,作出财富,。,。2023/1/120:07:4820:07:48,01 January 2023,17,、做,前,前，,能,能够,环,环视,四,四周,；,；做,时,时，,你,你只,能,能或,者,者最,好,好沿,着,着以,脚,脚为,起,起点,的,的射,线,线向,前,前。,。,。8:07:48,下,下午8:07,下,下,午,午20:07:481月-23,9,、没有失,败,败，只有,暂,暂时停止,成,成功！。1月-231月-23,Sunday,January1, 2023,10,、很多事,情,情努力了,未,未必有结,果,果，但是,不,不努力却,什,什么改变,也,也没有。,。,。20:07:4820:07:4820:07,1/1/20238:07:48PM,11,、成功,就,就是日,复,复一日,那,那一点,点,点小小,努,努力的,积,积累。,。,。1月-2320:07:4820:07,Jan-2301-Jan-23,12,、世间
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