As part of the analysis of the activities of Siemens, it will be presented during this chapter a number of elements. Such as, Siemens strategy for emerging markets, the activities which the company makes in order to increase its market share in these emerging markets with a focus on the Brazilian market. Additionally, the chapter will examine if the company strategy had an impact on the current situation and the future steps that the company plans to take in the Brazilian renewable energy market. As well as, it will be shown the actions that Siemens is taking to deal with the Brazilian regulators policies and the market entry barriers to the Brazilian market.
Siemens Strategy:
When considering the strategy of Siemens Corporation "One Siemens-To be a pioneer", it clear to see that the main part of the strategy is subject to the company performance in developing economies.
One of the main strategies of the company is "Focus on innovation-driven growth markets" , as part of the change in the world economy in recent years and the fact that emerging economies are becoming bigger and more influencing players in the global market. Led to understanding that these economies will constitute a major part of the development and growth of Siemens in the following years, and as part of this strategy Siemens realized that in order to meet these goals the company will must take several actions such as, running up the SMART and SMC programs which helps the company and their customers in adapting the services to the requirements and needs of any particular markets with a focus on BRIC economies, in order to increase their market share and the level of activity in aim to be a major player in the coming years in those markets.
How Siemens is ...
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...least by many of them, it will be difficult to nearly impossible to fight and eliminate alone corruption at every point in the world.
One of the markets in which Siemens operated intensively as a goal to serve as a global model, is the Brazilian market. The fact that Brazil will host in the next two years two tournaments with world-wide interest the Olympic Games and the football World Cup, and the knowledge that the events and the preparations for the events will be covered extensively and comprehensively by the global media. What led Siemens to take an advantage from that, by doing so the company began working in full cooperation with local Brazilian NGO Ethos Institutions, and together they created the Clean Games project in aims of creating a full transparency during signing of agreements and projects that related to the two events that will be held in Brazil.
The runaway corruption in the country harms the business environment and causes collapse of various established institutions and industries.
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
In my opinion, corruption cannot be stopped but it can be reduced with the willingness of the people, as I mentioned above there could be plenty of recommendations but it’s all up to that person to put the effort. I think corruption is a choice; we all have voices and rights and if we chose to do unlawful things there is no one to blame but ourselves. However, there is corruption in every field of job out there. Corruption has been around for years and years and it will continue to be there in the future, it’s something that no one can eradicate. All countries around the world are facing corruption even the most powerful developed countries.
All employees within the organization abide by the company 's beliefs and values. This creates a corporate culture that is the driving force in how the company does business. When culture is shared by people within an organization, a company can create a business strategy knowing that the entire organization will apply the guidelines in a uniform manner and improve the chances that a strategy will succeed. Values and culture have a direct impact on developing business strategy. If an organization’s culture is to resist change, a strategy plan that’s too far afield would not succeed. However, in this case, the culture of the Siemon Company is aligned with the strategic plan outlined in this paper. The company 's culture is acceptable to change and is in position to become a high quality comprehensive manufacturer of both
N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips, and high centralization and mass production for Matsushita.
global appeal. These factors show that the industry has a high global appeal with above average financial stability and growth opportunity. Although the growth opportunity is above average, continue mergers and acquisitions will eventually lead to lower growth as a ceiling of market share is reached competitors attempt to out-manoeuvre each other to increase limited share. The analysis concludes that the type of business or industry is desirable with an average rating of five out of a possible seven. The overall strength of the industry has a direct relation to the environmental stability. Instability within an external environment would negatively impact the industries strength.
The use of media can be an extremely powerful tool to help combat corruption when everyone is on the same page. Global Integrity is an organization based in Washington, D.C. which reports international corruption trends (Heller, 2007). Global Integrity is exactly what is needed in order to combat corruption across the globe. Unfortunately Global Integrity is not a source in which information is easily obtained by a normal citizen. In order to combat corruption it is in the hands of everyday citizens to do their part to help. Corruption is not often fought by politicians, as many misinformed people would think, as they are often the ones partaking in these practices, or condoning them. Although Global I...
The reason why corruption has become a global problem is because it’s rational to be greedy or wanting for more but soon after it gets out of control and then there is a corrupted person who in order to change would have to step down from power and become a person who doesn’t control.
Development strategies help the management to balance the resources according to the market opportunities in each business area. Top managers responsible for formulating the corporate strategy should look several years ahead to choose the right and consistent direction for the organization that will accomplish the organization’s long- term goals. There are two main types of strategies based on stability and diversification principles. While in stability strategy, management keeps the status quo if the company is doing well and does not take risks associated with more massive growth, diversification strategy, on the contrary it tries to affect growth through the development of new areas which may differ from current businesses.
Spain’s Telefonica a state owned national telecommunications monopoly which was established in the 1920’s, made many changes in the political and economic environment that allowed them to start expanding globally. One of these changes that were brought forward, was that the Spanish government privatized Telefonica in the 1990’s. Economically they could keep expenses low and they would get more revenue, which in turn would generate more profit. The Spanish government also deregulated the Spanish telecommunication market. This allowed a lower worker force, growth in new technology, and increasing the shareholder value for the company. As Telefonica was searching for a place to expand, they found that Latin America was the perfect fit for them. It was a great place to settle in because they had better opportunities to become successful than anywhere else in the world. This is because Latin America had familiarity with the Spanish language and their culture, as well as having rich historical roots with them. There was also a high demand for telecommunications services so it was a perfect fit for Telefoinica.
Investing or venturing into the international market involves critical analysis of the internal and external environment in which the company operates. Usually, a company will decide to venture internationally due to a saturated market or fierce competition in the current country of operation. The demand for a company’s products may have diminished as a result of an economic crisis thus the company will target a foreign market to sustain its sales. In other words, the firms expand internationally to seek new customers for its products. For example, the current Euro zone crisis led to low demand in Europe and many companies extended their businesses to emerging markets where demand was high. A company may also venture in the international market to enhance the cost-effectiveness of its operations especially for manufacturing companies that will benefit from low costs of production in developing world. Global expansion is a long term project as it involves demanding logistics to be successful. Thorough research must be undertaken to ensure that the expansion will create value for share...
Unilever’s steady underlying improvement in Europe has continued, with 2.8% growth in the year. The fourth quarter was particularly strong, at 5.5%, against a weaker comparator. The Americas were up by 4.1% in the year, with Brazil and Mexico improving through the year, while the US grew solidly at 3.2%. Asia Africa has shown consistent, broad-based growth across countries and categories throughout the year, up by 11.1%. This demonstrates that merging with globalised technologically advanced companies such as SAS, and using their expertise, is paying dividends for Unilever. (Unilever’s Annual Report, 2007) (Drinks Business Review, “Unilever selects SAP as standard for global IT Strategy”, May 2007)
Throughout the global economic environment the desire to out-perform the competition is always present. In every situation, the companies who do better are the ones with superior strategy (Rothaermel, 2013). Strategic management is therefore important in every company, no matter what industry or market they operate in; and as stated by M. Carpenter and G. Sanders, 2013, is described as "The process by which a firm manages the formulation and implementation of its strategy". Strategic management is a constant topic under discussion with different schools of theorists with different beliefs and attitudes which is described as "A tense array of disagreement" (Rees, 2012).
This paper provides the relevant knowledge of international business to examine and analyse the key issues for Huawei in its business and the international market place. Firstly, a brief introduction of Huawei will be given and its main drivers in emerging markets will be presented under the theory of foreign direct investment (FDI) before showing its entry mode. Then, there will be a discussion about the core external environmental issues that Huawei underwent when it operated its business in emerging markets: India and South Africa. Next, it looks forward to justifying the key opportunities and challenges when it moves in to India and South Africa. After that, Huawei’s international business operations with the evaluation of its company structure as well as control mechanisms will be specified. This part includes a section that how human resources management (HRM) impact its international business operations. At the end, the suggestions of external environmental issues need to be coped with in the future will show before drawing a conclusion.
Atlas Eléctricas vision is to be the leading company in the markets where it operates with competitive products worldwide. This does not match with the current organisational design which has a domestic functional organisation structure. Atlas Eléctrica will have to redesign its organisational structure into a more international oriented structure in order to correspond to the strategy, otherwise it will not be able to realise the strategy. This may be a difficult task for Atlas Eléctrica since its corporate heritage is based on the country similarity theory and since it has acted according to what is familiar right from the beginning.