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Siemens case study analysis
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Siemens Business Case: Joint Venture
Introduction
Siemens is a global corporation who specializes in electronics and electronic engineering throughout the energy, healthcare, and infrastructure and city sector industries (Zhao, 2004). This corporation focuses on energy efficiency and healthcare innovation. They invest over $6 billion a year for research and development (Siemens, 2014). Because of the large amount of money spent on research and development Siemens has a technology-driven innovation strategy. With years of experience with technology innovation Siemens must continually evaluate the market to know what projects need to be researched and funded. This can be done with a business case model. In the case of Siemens their concentration is on both healthcare and energy markets, for the purpose of this paper, the healthcare marketplace will be the concentration of this business model.
Siemens Overview and Business Case
A business case model is used to understand the potential for new products and services for an organization (Colorado State University-Global Campus, 2014). For Siemens, they need to ensure that the products they are developing will have value to the consumer. If there is no value to the consumer they will continue to use the same equipment, or find other value-oriented options.
Siemens has a large research and development department to help ensure new technologies are continually being assessed and incorporated into new and existing products. Their business case needs to ensure four questions are answered, what are the needs of the market, what is the consumer’s need, what is driving that need, and finally is the problem difficult enough to deserve searching for the solution that a consumer will pay for (Co...
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Colorado State University-Global Campus. (2010). Module 3 – The building of a business case
[Blackboard ecourse]. In MGT 572 - Decision Theory within the Global Market (p. 2). Greenwood Village, CO: Author.
Harrington, S. (2010). U.S. health-care reform: The Patient Protection and Affordable Care Act.
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Product Innovation Educators. (2012). The innovation workbook. Retrieved from http://www.productinnovationeducators.com/workbook Siemens. (2014). Our innovation. Retrieved from http://www.usa.siemens.com/en/about_us/innovation.htm Swayne, L.E., Duncan W.J., & Ginter, P.M., (2009). Strategic management of health care organizations (6th ed. ). San Francisco, CA: Jossey-Bass.
Zhao, F. (2004). Siemens’ business excellence model and sustainable development. Measuring Business Excellence, 8(2), 55-64.
According to Carl N. Siemon, “providing customers the highest level of quality, service, innovation, and value is the highest priority at the Siemon Company” (Siemon, 2015). Siemon achieve this through teamwork, creativity, resourcefulness, and integrity which have been the core values that the Siemon Company has lived by since 1903. “Values are the underlying principles or standards that guide all human actions – personal and organizational” (Nolan, Goodstein, & Goodstein, 2008, p 43). Based on these values, "Siemon has cultivated a culture of continuous improvement and leadership" (Siemon, 2015). After 112 years, Siemon 's unique family culture is stronger than ever. The Siemon brothers surround themselves with talented
Businesses reach a particular point in their operations when redeveloping their business model becomes essential for their continued success. A business model consists of four meshing elements, which work in harmony to create and provide value. The elements include customer value proposition, profit formula, key resources and essential processes (Johnson, Clayton and Kaggerman 60). The customer value proposition elements involve the companies coming up with a particular way of creating value for the customers by providing solutions to certain problems. The element is particularly evident when a company develops a new product of services to address some of the customer needs in a convenient or satisfactory manner.
Zott, C., Amit, R. And Massa, L. (2011) ‘The Business Model: Recent Developments and Future Research’, Journal of Management, vol.37, no.4 pp.1019-42 [Online]. Available at http://jom.sagepub.com/content/37/4/1019 [Accessed 24th November 2013]
This work begins by firmly anchoring business innovation within our company structure as well as defining innovation focal points that are relevant to our customers and hold growth potential. The key is cultivating a structured network with internal and external experts. This approach forms the foundation of our innovation
This work will determine the baseline of the current market situation for the company, which is essential for any further exercise and analysis. To understand how the business model correlates with the product marketing, need to see if there is any evident cause-effect relationship between product characteristics and the nature of the product company. If such correlation exists, it will be important to see the transition of such characteristics into the company marketing strategy. It can show how company’s strategies can be successfully addressed in a real-world scenario. Both internal and external analysis, SWOT matrix will help to determine the company’s current market position.
Compliance is now regarded as a part of Siemens natural business conduct. In 2016, Siemens is considered as one of the most sustainable companies by various agencies and it achieved highest score in the Carbon Disclosure project (Public recognition and
The goal of this paper is to provide key insights and concepts from three strategy books and then begin the strategy planning process for five different products.
Using Porter’s generic strategies framework (See appendix 1) it can be identified that Siemens is using a differentiation strategy. Siemens promotes and utilises diversity in every level of the organisation and is vital in their corporate level strategy. As Siemens seek to hire highly qualified employees and due to demographic changes in the global market place, diversity is vital for Siemen’s long-term success. In 2010, Denice Kronau was given the title of Chief Diversity Officer to “foster diversity in every corner of Siemens” (Siemens). The most important aspect of Siemen’s strategy is innovation, this allows them to enhance their core competences and ensure their products are of the highest quality.
emerging or new market. It can originate from new technology or new market opportunities (Eliashberg, J., Lilien, G. L., & Rao, V. R. 1997). Literature defines product development as exploiting an untapped market opportunity and turning it into a value product for customer satisfaction. Development and introduction of a new product requires extensive research on understanding customer needs, market structure, emerging trends and analysing the internal & external competitive market environments. To evaluate customer satisfaction previous researches provide strong relationship between customer satisfaction and product quality, product features and value for money. ***
GE uses a two-part strategy for sales it is power segment using both a differentiation and cost-leadership style. The sale of actual power generators requires the use of a cost strategy which has reflected with both negative and positive result. The negative impact created a small profit margin due to rival Siemens (Bromels, 2016). The positive impact is due to the company’s innovation which should lower its threat for a substitute. Power plant generators are larger purchased items with some model’s selling in upwards of 125 million each; this reduces the threat of entry into the field due to the cost associated with manufacturing these units allowing GE to use its economies of scale cost driver (Eaton, 2014). Now GE uses a differentiation strategy with its power division as a whole. A positive approach that the business strategy offers is the threat of entry into the industries is reduced due to GE’s reputation for innovation; expanding into digital technology also expands it quality and customer services offered to its consumers. GE has survived its completion by leading with leadership permitting the company to retain its employees allowing for decrease turnover, retaining knowledge and positive productivity among the organization (Stephans, 2016). GE is also attracting new young talent to expand its digital technology. By having a wide range of differentiation in the power industry it is allowing GE to increase its service and even expand into servicing its rivals’ equipment. A negative that can be seen with this strategy involves rivalry among its major existing competitor Siemens. GE has been able to capture revenue from Siemens with its service contracts however some of the services are in the power of the buyers. If buyers do not wish to expand its services into the digital transition GE could see erosion of its
For instance, Harley Davidson may be forced to change their marketing strategy due to the entrance of a new competitor into the market. Second, Harley Davidson has to learn new skills and technologies quickly. For example, technologies are changing rapidly, so it is crucial for Harley Davidson’s business plan to change or alter in order to keep up with innovation. Third, this organization has to effectively leverage its core competencies while competing with its competitors. This is, Flexibility is required for Harley Davidson to learn how to use primary value-chain activities and support functions in the way that allow the organization to produce their products at a lower cost with differentiated features compare to their competitors in the market
7). Their definition was as follows: “ It is in the hands of humanity to make development sustainable… to meet the needs and aspirations of the present without compromising the ability of future generations to meet their own. (SHRM, 2011, p. 7).” Sustainability is the organization’s commitment to balance financial performance with contributors to the quality of life of employees, society at large, and environmentally sensitive initiatives (SHRM, 2011, p. 2). Workplace sustainability requires observation of the following: work force diversity, environmental impact, bribery and corruption, community involvement, ethical sourcing of goods, human rights, product safety, and product usefulness (Epstein & Roy, 2001, p. 588). Creation of a stable, sustainability culture can support the company’s efforts to reach its long term goals; however, sustainable practices are more often found in medium and large staff-sized organizations, publicly and for-profit companies and multinational companies (SHRM, 2011, p.
Therefore, to achieve this objective, managers have to make choices in decision-making, which is the process of selecting a course of action from two or more alternatives (Weihrich & Koontz; 1994, 199). A sound decision making requires extensive knowledge of economic theory and the tools of economic analysis, that are directly related in the process of decision-making. Since managerial economics is concerned with such economic theories and tools of analysis, it is very relevant to the managerial decision-making process.
The quality of a company’s relationships and engagement will directly or indirectly “affect what happens to employees, workers in the value chain, customers and local communities” (Wynhoven). This definition focuses on the importance of sustainable relationships. It focuses on the social aspect, which can be helpful in determining what social sustainability looks like. The UN definition makes it clear that it is important to manage the corporation’s impact proactively so that employees, customers, and local communities all benefit from a corporation’s presence. BMW is an excellent example of a corporation that focuses on social sustainability.
Discuss the potential uses that your chosen emerging technology could be put to within the industry.