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1、CONFIDENTIALMobile Handset Competitor Analysis: SiemensSAMSUNG ELECTRONICS CHINA (SEC China)August 20, 2001This 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 fro

2、m McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.；.OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK1. Background informationLocationRegistered capitalManagementteamEquitystructureStarting yearNumber of empl

3、oyeesEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (channel and sales force)Organization structureOwnership structureSales Profit 2. Strategy 3. Product/market MissionVisionCorporate strategyMarket pos

4、itionKey product offeringsKey customersValue propositionGeographic focusPricing1；.KEY ISSUES TO PROBE - SIEMENSStrategyProduct/marketValue chainstrategyOrganization &ownershipFinancialperformanceWhat does Siemens aim to be in 2005 in mobile communication?How are Siemenss product and value delive

5、ry 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 Siemen

6、ss 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 INFORMATI

7、ON1. Background informationLocationRegistered capitalManagementteamEquitystructureStarting yearNumber of employeesEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization s

8、tructureOwnership structureSales Profit 2. Strategy 3. Product/market MissionVisionCorporate strategyMarket positionKey product offeringsKey customersValue propositionGeographic focusPricing3；.CHINA HAS DEVELOPED INTO A MAJOR PILLAR FOR SIEMENS BUSINESS IN ASIA PACIFICLocationBased at Germany50+ JVs

9、, 28 offices in China Shanghai is the largest Siemens location outside GermanyInvestmentInvested USD 0.44 billion in ChinaBusinessAll business sectors of Siemens including information and communication, automation and control, power,transportation and household appliance, etc.StartingEntered Chinas

10、telecommunication in 1985Information and communication business started 1991Employees 30,000 staff in information and communication mobile globally25,000 employees for all business sectors in china History1982 Siemens Beijing office opened1985 entered Chinas telecommunication market1990 established

11、JV Beijing International Switching System1994 Siemens China founded in Beijing1998 formed business 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, C

12、hina mobile, and UnicomImplicationAn early entrant to Chinas telecommunication marketBroad product portfolio representing all business sectors of Siemens worldwideSource: Siemens press release4；.STRATEGY1. Background informationLocationRegistered capitalManagementteamEquitystructureStarting yearNumb

13、er of employeesEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structureOwnership structureSales Profit 2. Strategy 3. Product /marketMissionVisionCorporate strate

14、gyMarket positionKey product offeringsKey customersValue propositionGeographic focusPricing5；.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

15、 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 2000Intensive marketing on new products with mos

16、t 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 maintenanceVisionTo be number 2 in the Asian mobile communication market (without Japan and Korea) 6；.S

17、IEMENS IS RISING STEADILY IN MOBILE HANDSETS SINCE 1999Monthly market share development (Percent of market in units sold)9899Jan 00Dec 00010203040NokiaMotorolaSiemens EricssonSource: Retail AuditSource: IDC, McKinsey Analysis7；.SIEMENS HAS OVERTAKEN ERICSSON TO BE NO.3 IN MOBILE HANDSET BY BOTH REVE

18、NUE AND SALES VOLUMEOthers SiemensEricssonMotorola3332342927268777810599181714199920012000Samsung NokiaBreakdown of sales by brand each yearPercentSource: GfK, IDC, McKinsey analysisOthers SiemensEricssonMotorola34293032282888981012387151714199920012000Samsung NokiaBreakdown of units sold by brand e

19、ach yearPercent8；.PRODUCT/MARKET1. Background informationLocationRegistered capitalManagementteamEquitystructureStarting yearNumber of employeesEra analysis4. Value chain strategy5. Organization and ownership 6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel

20、 and sales force)Organization structureOwnership structureSales Profit 2. Strategy 3. Product /marketMissionVisionCorporate strategyMarket positionKey product offeringsKey customersValue propositionGeographic focusPricing9；.Siemens offers a compete range of mobile communication solutions including d

21、evices, infrastructure and applications. Siemenss mobile handsets come with good quality and competitive pricingSiemens targets the mid to low end of the mobile handset market. Most of its models are in the price range from below RMB 1000 to RMB 2200Siemens has devoted great attention to the importa

22、nt 4th-tier cities and west China, hence its market share in these developing areas are relatively higher than its share in the more developed areas. KEY MESSAGES - PRODUCT/MARKET10；.SIEMENS OFFERS A COMPLETE RANGE OF MOBILE SOLUTIONS INCLUDING DEVICES, INFRASTRUCTURE AND APPLICATIONSProductsNow and

23、 futureInformation and communication mobileSiemens product offeringsInformation and communication networksMobile networkWireless home network & office networkMobile handsetC2588 (small, light smart)S2588 (brain truster)3508 (small, light, sexy)3518i (tough enough)3568i (smart thinking)Broadband

24、networkIP networkFixed-line networkTransmission networkOffice networkCable networkTake TD-SCDMA mobile handsets to serial production level by 2003Offer the complete range of mobile solutions including mobile devices, infrastructure and applications, e.g., wireless home network,Complete range of GSM,

25、 GPRS and UMTS mobile networks, unified messaging 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 release11；.SIEMENS MODELS HAVE THE MOST COMPETITIVE PRICINGSource:Mc

26、Kinsey Analysis Product positioning Dec 2000A6188 (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*WAP phoneProduct positioning June 20009110S800C (1.8%)V8088 (1.6%)8850 (1.7%)V998 (5.6%)3568* (0.5%)S600C (3.8%)7110* (0.9%)T2

27、8 (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-mediumMedium-low Low Business/professional Personal*WAP phoneV998+ (6

28、.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-mediumMedium-low Low Retail price RMB 3,500RMB 2,200RMB 1,60036

29、8C (2.3%)V2188 (1.3%)RMB 3,500RMB 2,200RMB 1,600Red - NokiaWhite - MotorolaBlue - EricssonBrown - SiemensGreen - Samsung8250 (0.0%)6210 (0.6%)12；.SIEMENS TARGETS MID TO LOW END OF THE MARKETHigh( RMB 3,500)Source: Sino-MR (Jan 2001 Feb 2001), CCIDBreakdown of unit sold by brand for each price pointP

30、ercentHigh-mid(RMB 2,500-3,500)Mid(RMB2,000-2,500)Mid-Low(RMB1,500-2,000)Low (RMB1,500)565123241629323400121013141615433010550171800020Others SiemensEricssonMotorolaSamsung Nokia9%15%7%Units as % of total26%43%713；.31303024293028109911107772125243028Tier 1Tier 2Tier 3Tier 4NokiaMotorolaOthersSIEMENS

31、 ALSO ADDRESSES THE IMPORTANT 4TH TIER CITY MARKETPercent market share, 2000EricssonSiemens18%19%23%40%Tier size as % of total100%=Million units 6.77.08.514.8Source: McKinsey Analysis14；.SIEMENS IS RELATIVELY STRONG IN CENTRAL, EAST AND WESTMarket share by brands per geographic area, 2001PercentMark

32、et share by geographic areaPercent293129312828302529262926141613131117987581315121513146410571311EastSiemensEricssonSamsungOthersNokiaMotorolaWestNorthNorth-eastSouth3013151311Central18Source: GfK, McKinsey Analysis15；.VALUE CHAIN STRATEGY1. Background informationLocationRegistered capitalManagement

33、teamEquitystructureStarting yearNumber of employeesEra analysis4. Value chain strategy5. Organization and ownership 6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structureOwnership structureSales Profit 2. Strategy 3. Product

34、/market MissionVisionCorporate strategyMarket positionKey product offeringsKey customersValue propositionGeographic focusPricing16；.Siemenss value delivery system strategy has evolved since 1999. It has invested $1.5 billion in the Asian Pacific area as its Asian offensive campaignSiemens has spent

35、a great effort in localizing R&D and manufacturing. It has built R&D centers in 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

36、sales 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 resellers. A uniform price level in the market is maintained nationwide to ensure

37、healthy sales.KEY MESSAGES - VALUE CHAIN STRATEGY17；.SIEMENS VALUE DELIVERY SYSTEM HAS EVOLVED OVER THE YEARS From. . . (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 KongBrigh

38、tpoint handling over 90% 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&D and marketing until 2003Production capacity in Shanghai has been raised to

39、 14 million units from 10 million units in 2000 Uses different distributor (PTAC), but still only one nationwideMarket share 12% as a result of intensive marketing of new models with competitive pricingAims to increase market share to 15% Source: Interviews, McKinsey analysis18；.SIEMENS INVESTS TREM

40、ENDOUS EFFORT IN EVERY PART OF THE VALUE CHAIN R&D Manufacturing and supply chainMarketing and branding Sales and distribution Service StrengthsR&D centers for mobile communication in Beijing and Shanghai with more than 500 engineers planned Lead international forum in TD-SCDMA Frequent intr

41、oduction of new models Continuously increase local production capacity and capability Intensive marketing on new models with competitive pricing Healthy sales through exclusive channel partner PTACCapable after-sales service with 100 service stations nationwideLevers for improvement Lacks capability

42、 in W-CDMA and CDMA 2000Fully dependent on single national distributor Source: World computer journal, McKinsey analysis19；.SIEMENS VALUE DELIVERY SYSTEM IS ORGANIZED AROUND PRODUCT LINES WITH MULTIPLE CUSTOMER INTERFACESValue delivery systemCustomer interfacesIC Mobile and IC Network communicate wi

43、th the same telecom operators separately, with “multiple faces”010726BJESM003CSAVv5.i14Washing machineRefrigerator/freezerMobile handsetMobile networkSwitchingTransmissionR&DManufacturingMarketing and brandingSales and distributionServiceBSWH JiangsuBSYC AnhuiGermanyGermanyGermanyGermanySiemens

44、GuangdongBeijing International Switching System CorporationSiemens ShanghaiSiemens ShanghaiSiemens ChinaBSWH JiangsuBSYC AnhuiRetailerPTACSource: McKinsey analysis20；.SIEMENS DISTRIBUTES THROUGH EXCLUSIVE NATIONAL RESELLER PTACSource: IDCRationalesSiemens partners with PTAC, taking advantage of thei

45、r streamlined and efficient 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 salesSiemens Channel StructureRely on both 1st-tier national reseller PTAC and 2nd-tier

46、provincial resellersDevote much attention to low-tier city marketVendor1st-tier resellersConsumers2nd-tier resellersRetailers/retail chain stores12%9%79%67%12%67%12%21%21；.ORGANIZATION AND OWNERSHIP1. Background informationLocationRegistered capitalManagementteamEquitystructureStarting yearNumber of

47、 employeesEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structureOwnership structureSales Profit 2. Strategy 3. Product /marketMissionVisionCorporate strategyMar

48、ket positionKey product offeringsKey customersValue propositionGeographic focusPricing22；.With a large product portfolio covering information and communication and home appliances etc. Siemenss organization is product focused with clear lines of P&L responsibilitiesSiemens has over 50 JVs and WO

49、FEs in China with large commitments in telecommunication. Siemens Shanghai is devoted to mobile communication including mobile handsetsSiemenss joint ventures are managed under their own global BU, and Siemens China, the holding company, coordinates and provides shared services for the global BU act

50、ivities in ChinaSiemens is starting to centralize sales and marketing to better handle solution sales, and the goal is to consolidate all marketing and sales functions under Siemens directlyKEY MESSAGES - ORGANIZATION AND OWNERSHIP23；.010726BJESM003CSAVv5.i13Siemens International BSH Bosch and Sieme

51、ns household appliances Information and communication networkConsumer electronics(BSWH Jiangsu, BSYCAnhui) R&D Manufactur-ing Sales and marketing Siemens China Information and communication network (BJ Intl Switching Corp, Siemens Guangdong)Information and communication mobile (Siemens Shanghai)

52、 Marketing HR Finance Legal R&D Manufactur-ing Sales and marketing R&D Manufactur-ing Sales and marketing Washing machine refrigerator freezer Switching system transmission system Mobile infrastructure mobile handset GermanyChinaInformation and communication mobileOther divisionsWITH A LARGE

53、 PRODUCT PORTFOLIO, SIEMENS TENDS TO BE MORE PRODUCT FOCUSED WITH CLEAR LINES OF P&L RESPONSIBILITYOrganization structureP&L responsibility ICM manager for information and communication mobile ICN manager for information and communication networkDriving factorsIn order to meet the trend of t

54、echnological merging in Information and Communication field, the new Siemens business group - Information and Communication mobile (ICM) started its operation in April 1, 2000. ICM handles the entire mobile telephone business, with regard to both communications terminals (mobile and wired phones, mo

55、bile organizers and digital products) and mobile phone networks (products and services for mobile communication and intelligent networks). Source: Siemens press release, McKinsey analysis24；.SIEMENS HAS OVER 50 JVs OR WOFEs IN CHINA, AMONG WHICH SIEMENS SHANGHAI IS DEVOTED TO MOBILE HANDSETSSiemens

56、ChinaBeijing international switching systems BISCSiemens transmission systems Guangzhou(STSG)Xin De telecom international ventures (TIV)Siemens ShanghaiMobile communicating (SSMC)Shanghai Siemens business communication system(SBCS)Main driversTo be close to customersTo be in line with government pol

57、iciesTo become Chinese company for Chinese people40%With Guangzhou Nanfang photoelectrical telecommunication60%Beijing wire communication.Beijing telephone authoritiesBeijing comprehensive investmentShanghai Aijian,Shanghai XinguangWith Shanghai video and Audio Electronics, ShanghaiPost and telecomm

58、unication 51%Establishyear Product offering1990EWSDswitching1993-1994Transmission systems(PDH, SDH,DWDM)1994Finance leasingand consultingHicom 300 switching systemGSM mobile networks and mobile handsetsMPTs First Research Institute19931993Not ExhaustiveSource: Siemens press release25；.SIEMENS HAS MA

59、DE LARGE COMMITMENTS IN TELECOMMUNICATION IN CHINAJV companyYear of contractPlanned investment (mDM)Siemens share (%)Chinese partner (share)Business scopeBeijing International Switching Systems Co., Ltd.Siemens Fibre Optic Cables Ltd ChengduSiemens Shanghai Mobile Communication Ltd.Guangzhou Nanfang

60、 Transmission Systems Ltd.Siemens Telecom Power Supply Ltd. ShanghaiXin De Telecom International Ventures Co. Ltd.Siemens Business Communication Systems Ltd. ShanghaiSiemens Shanghai Communication Terminals Ltd.Siemens Optical Fiber Cables Ltd. Chengdu90989393949395949054.5501535454050516050Beijing Wire Communication Plant 25Beijing Telephone Authorities 25Beijing Co