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麦肯锡三星战略2(nokia)

麦肯锡三星战略2(nokia)

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
BACKGROUND INFORMATION
1. Background information
Location Registered capital Management team Equity structure
Starting year Number of employees Era analysis
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
6. Financial performance
Focus on Marketing, advertising and promotion Distribution (channel and sales force)
Organization structure Ownership structure
麦肯锡_三星竞争对手分析(nokia)

麦肯锡_三星竞争对手分析(nokia)


Source: Nokia Press Release
Implication
• Leader in mobile communication
globally and in China
• Al though a relatively later-
comer to China, has invested heavily in its Chinese business
1986
• Supplied transmission system, optical cable and
electric cables in later 1980s
• Supplied analog ETACS system and terminals in
1989
• Supplied GSM system and terminals in 1990s
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
麦肯锡—三星竞争对手分析(NOKIA)

麦肯锡—三星竞争对手分析(NOKIA)


• Management • Era analysis • Equity
structure
2. Strategy
5. Organization and ownership
• • • •
Mission Vision Corporate strategy Market position
• Organization structure • Ownership structure
• Leader in mobile communication
globally and in China
Investment
• Invested more than USD1.7 billion in China • Two main business units: Nokia network and Nokia
mobile
• Al though a relatively latercomer to China, has invested heavily in its Chinese business
Business
• Focused product lines with
Nokia network offering mobile, broadband and IP network infrastructure, and Nokia mobile offering mobile handsets
• Supplied analog NMT 450 system aransmission system, optical cable and
electric cables in later 1980s
• Supplied analog ETACS system and terminals in
麦肯锡：三星战略咨询报告

麦肯锡：三星战略咨询报告


Product
Strategy
• Maintain foothold in the low end mobile
handset market through JV with Nanjing Panda
• Develop 3G technology (WCDMA) for
mobile communication by collaborating with MII and DoCoMo, and apply leading technology to products
• Secure its leadership position in network
equipment rather than becoming the bestselling brand for mobile handsets
• How does Ericsson organize its JVs and WOFEs? • What functions does Ericsson China centralize?
Financial performance
• How good is Ericsson’s recent financial performance? • How will Ericsson improve its performance in the future?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
麦肯锡—三星竞争对手分析NOKIA清华汉魅共30页

麦肯锡—三星竞争对手分析NOKIA清华汉魅共30页


SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2019? • What are Nokia’s product and value delivery system strategies that
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
• What is Nokia’s performance trend?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
6. Financial performance
• Sales • Profit
5
SAMSUNG010605BJ-kickoff2
NOKIA POSITIONS ITSELF AS A LEADING PRODUCT AND SYSTEM SUPPLIER IN THE FAST GROWING MOBILE COMMUNICATION INDUSTRY
麦肯锡-三星战略to西门子共31页

麦肯锡-三星战略to西门子共31页


team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• What will be Siemens’s future products and which
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - SIEMENS
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
• Mission • Vision • Corporate strategy • Market position
070麦肯锡_三星竞争对手分析(NOKIA)-PPT文档资料30页

070麦肯锡_三星竞争对手分析(NOKIA)-PPT文档资料30页


1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2019
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.
麦肯锡为三星做的标杆企业分析

麦肯锡为三星做的标杆企业分析

Domestic Plants, Branches Offices And Other Facilities:
190,000 worldwide
Production facilities: 25 Branch offices: 35 Sales offices: 23
Overseas Plants, Branches Offices and Other Facilities:
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
Foreign Juristic Person's Shares Domestic Juristic Person's Shares
• Toshiba shifted direction by investing heavily in IT segment. The organization became increasingly global, employing 190,000 employees world-wide with annual sales
CEO: Atsutoshi Nishida Mobile Communications Company CEO: Tetsuya Mizoguchi Power Systems & Services
Company CEO: Toshiyuki Oshima
Semiconductor Company CEO: Takeshi Nakagawa
Corporate strategy
麦肯锡三星战略2(nokia)

麦肯锡三星战略2(nokia)


Key product offerings Key customers Value proposition Geographic focus Pricing
• Sales • Profit
1
SAMSUNG010605BJ-kickoff2
KEY ISSUES TO PROBE - NOKIA
Strategy
Starting
• First office in China in 1985, first JV in China in 1994
• 60,000 staff in 130 countries • More than 20 offices in China, 7 JVs, 1 WOFE and 1
5. Organization and ownership
• • • •
Mission Vision Corporate strategy Market position
• Organization structure • Ownership structure
3. Product /market
6. Financial performance
• • • • •
Key product offerings Key customers Value proposition Geographic focus Pricing
• Sales • Profit
5
SAMSUNG010605BJ-kickoff2
NOKIA POSITIONS ITSELF AS A LEADING PRODUCT AND SYSTEM SUPPLIER IN THE FAST GROWING MOBILE COMMUNICATION INDUSTRY
麦肯锡三星中国项目.ppt

麦肯锡三星中国项目.ppt

Legend
4.0 4.3
6.7
17.1
IBM
17.5
Toshiba 21.5 99
21.8 6.4 7.5 8.8
23.2
17.1 15.2
00
24.9
170.6 193.5 121.6
128.5
65.0 18.8
Source: IDC
6
PRODUCT/MARKET
1. Background information
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-IBM
Desktop PC market share Percent of units shipment (m)
Growth rate percent
Notebook market share Percent of units shipment (m)
IBM’s market share
Growth rate percent
Mission Vision
• To lead in the creation, development and manufacturing of the industry’s
most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics
麦肯锡三星战略6-TOSHIBA

麦肯锡三星战略6-TOSHIBA


OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
over ¥5 trillion.
• IT focus, diversification, innovation and globalization are four key elements of Toshiba’s corporate strategy.
• Toshiba is intensively focusing on IT-related business (i.e. telecom and internet), meanwhile, leveraging its legacy businesses to generate stable income
• Toshiba shifted direction by investing heavily in IT segment. The organization became increasingly global, employing 190,000 employees world-wide with annual sales
• Toshiba
Dalian, Liaoning Province 2019 US$30 million 21’ – 34’ color TV (CRT, Projection, Flat) color TV 1 million sets, 50% export (Year 2000) 2,000

麦肯锡：三星战略咨询报告


Background
Location
• Based at Sweden, with 24 offices in China • Since 1998, China has been Ericsson's largest
market in the world
Investment
• Invested more than USD 0.6 billion in China
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
5. Organization and ownership
• Organization structure • Ownership structure
3. Product /market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing

35_SEC China010821BJ-Toshiba

• Sales • Profit
最新修正版
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
Established:
1875 by Hisashige Tanaka
President & CEO: Total Assets: Shareholders’ Equity:
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
Foreign Juristic Person's Shares Domestic Juristic Person's Shares
4
TOSHIBA’S CORPORATE MANAGEMENT TEAM
最新修正版
3
最新修正版
BACKGROUND INFORMATION – DALIAN TOSHIBA TELEVISION, LTD
Location: Starting year: Registered Capital: Products: Unit Sold: Number of employees: Joint Venture Partners
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Market position

麦肯锡—三星战略TO西门子31页


SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• What does Siemens aim to be in 2019 in mobile
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
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?
6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• What will be Siemens’s future products and which

麦肯锡—三星竞争对手分析NOKIA


OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
NOKIA IS RELATIVELY A LATE-COMER TO CHINA; HOWEVER IT HAS GROWN RAPIDLY TO BECOME A MARKET LEADER IN MOBILE COMMUNICATION
Background Location
• Based at Finland, with offices in China, e.g. Beijing • China is Nokia's strategic location because it is
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2019
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.
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OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
2. Strategy
• Mission • Vision • Corporate strategy
5. Organization and ownership
• Organizatiቤተ መጻሕፍቲ ባይዱn structure • Ownership structure
SEC China010821BJ-Toshiba
team
• Equity
structure
4. Value chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
2. Strategy
• Mission • Vision • Corporate strategy
6. Financial performance
• Sales • Profit
1
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
Offices: 10 Manufacturing companies: 42 Subsidiaries & affiliates: 72
SEC China010821BJ-Toshiba
Source: Toshiba website, Lit search 3
SEC China010821BJ-Toshiba
Domestic Plants, Branches Offices And Other Facilities:
190,000 worldwide
Production facilities: 25 Branch offices: 35 Sales offices: 23
Overseas Plants, Branches Offices and Other Facilities:
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
BACKGROUND INFORMATION – DALIAN TOSHIBA TELEVISION, LTD
Location: Starting year: Registered Capital: Products: Unit Sold: Number of employees: Joint Venture Partners
5. Organization and ownership
• Organization structure • Ownership structure
SEC China010821BJ-Toshiba
3. Product/market
• Key product offerings • Market position
3. Product/market
• Key product offerings • Market position
6. Financial performance
• Sales • Profit
2
BACKGROUND INFORMATION – TOSHIBA
(As of September 30, 2000)
Established:
1875 by Hisashige Tanaka
President & CEO: Total Assets: Shareholders’ Equity:
Tadashi Okamura US$51,578 million US$10,054 million
Number of employees:
Type Foreign Juristic Person's Shares
• Toshiba (China) Co. • Dalian Daxian (Group) Co., Ltd.
Source: Company website, Lit search
• Toshiba
Dalian, Liaoning Province 1996 US$30 million 21’ – 34’ color TV (CRT, Projection, Flat) color TV 1 million sets, 50% export (Year 2000) 2,000
SEC China010821BJ-Toshiba
CONFIDENTIAL
Brown Goods and PC Competitor Analysis: Toshiba
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.