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1、AppendixContact:Samsung vs. Philips: A Value Chain AnalysisContact:In collaboration withClient orPartner logoGeneral for Samsung General1.Main reasons for Samsungs success?2.Importance of China for Samsung: China is core market for Samsung. “China is at the top of the priority list”3.How much did Sa
2、msung invest in China? 2.8 billion US dollars between 1992 en 2003 (What does this investment consist of?)4.Revenue Samsung Electronics China: over 6.4 billion US dollarSource: July 2004; “How Samsung plugged into China”, Business Week online, March 2002June 20042CAPGEMINI_PPT_REPORT.POTIn collabor
3、ation withClient orPartner logoGeneral for Nokia General1.Main reasons for Nokias success?2.Importance of China for Nokia: China is core market for Nokia. “China is the second largest market for Nokia”3.How much did Nokia invest in China? unknown4.Revenue Nokia China 2002: over 2.7 billion US dollar
4、 in 2002Source: Nokia presentationsJune 20043CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoNokia has a smooth supply chain; little is known about Samsungs SCRUNNING HEAD1.Organization of production: both in-house and outsourced. Most factories are JVs with Chinese companies2.Use
5、of ODMs:3.Competitive advantages in manufacturing:4.Link manufacturing and fast time to market:5.Logistics and distribution in China:6.All Samsung: Employees over 43,000, in 69 offices in the China.1.Nokia owns all its factories worldwide2.Nokia does outsource the “putting together” of the phone. Ex
6、perts do not think ODMs are used, since the design is too valuable and IPR issues will arise. Nokia works together with a large number of companies, also in China, and dominates this relationship3.Manufacturing itself is not a distinguishing factor for Nokia. The management of the complete supply ch
7、ain is, thanks to good contracts, good supplier networks and an efficient internal organization. However, recently Nokia had difficulties with the delivery of one of its new phones. It is known, however, to have strong control over inventory and factories4.Nokia should have a faster time to market t
8、hen competitors, since it has a smart production system, where it can produce different phones on the same production line5.Nokia is present all over China, so this indicates that logistics and distribution is taken care of. Nokia has outsourced transport to Danzas in Europe; no further info availab
9、le on China.SamsungNokiaOperationsSource: Presentations from Nokia website; Finnish Nokia experts; China consumersJune 20044CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoNokia spends more on R&D then SamsungRUNNING HEAD1.Samsung applies existing technologies instead of break thro
10、ugh new technologies2.Ratio between in-house and outsourced R&D:3.Samsung is truly market driven.1.Information transfer between R&D and marketing: via CRM system?4.R&D spend of Samsung Electronics: 2003: $2.9billion (8% of revenues) Described as “Relentless spending on R&D”we have found some NO: 8%
11、in CE 10%in Mobilein R&D spend1.Percentage of R&D budget devoted to CE:2.Samsung is innovative in both CE products and mobile phones: mainly innovative reuse and combinations of existing technology (internet fridge, etc)3.Superiority of Samsungs R&D4.Update with applying iin chord, stylish and flip
12、phone etc5.At the Beijing R&D office, there is 100 more Chinese R&D employees 6.Samsung uses it home market of Korea as a testing ground for new products, especially for mobile phonesSamsungNokiaR&D1.Nokia creates new technologies according to expert, but looking at products, it seems more like impr
13、oving on and combining technologies that already exist. The company seemed to have an innovation problem in 20032.All design in done in-house. R&D for complete products in done in-house. Only R&D for specific components is outsourced in certain cases3.Nokia is truly market driven. It has special R&D
14、 programs for emerging markets that combine the phone and the network aspect. Furthermore, some people work both in R&D and in marketing, making sure these are closely linked4.Nokia R&D spend 2003: 3,7 billion (should be 12,7% of worldwide sales)5.Nokia has brought in key people from Finland to work
15、 on R&D, and it hires top Chinese talent. There are between 1000-2000 people working on R&D in China. However, most R&D is still done in Finland. On the short term, 40% of R&D will be done in China (Beijing). Chinese R&D will mostly focus on CDMA6.Nokia is innovative, however some consumers do not f
16、ind its design stylish7.Nokia plan to launch more flip style phone , and all of them are designed for Asian market. 8.Nokia still set its R&D center in Europe. Although their R&D departments in china have launched many new styles, such as 6108, Nokia lack consistent sense of fashion with domestic co
17、nsumers. Almost all Nokias phones are brick style, only several have little change. 9.Nokia is superior in R&D in terms of telco knowledge. However, most challenges at the moment are in the development of software, where telco knowledge does not help and Nokia is not a front runner. In China however
18、, this software issue is not that important yet.10.Nokia does not have the advantage of an Asian home market, which makes it harder to competeSource: Elsevier, “Scheurtjes in frot Nokia”, april 2004; Marketingdata, 24-5-2004; Presentations from Nokia website; Finnish Nokia experts; China consumers,
19、news articles and report from paid website June 20045CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoSamsung seems to focus more on stylish products for the younger generation, while Nokia is still more mature and focused on business people in AsiaRUNNING HEAD1.Samsung marketing de
20、partment in China:2.Time from idea to market:3.Product specifically for China: Most products are put on Korean market first; however, this will probably change in the future.4.Samsung knows the Chinese market relatively well. It takes advantage of cultural closeness between China and Korea, and the
21、popularity of Korea and Korean TV among the Chinese youth.5.Samsungs mobile phones have a middle to high end market positioning6.Samsungs targetgroups: young people, and the lowerclass older people ( disagreed on this, Samsung do target young people groups, products are positioned at middle to high
22、level class , Samsung does not have phone under 1500 RMB in retail price which means not sutiable for lower class )7.Korean brands are generally seen as inferior to European. Samsung however seems to have for a large part overcome this problem8.In 2004,Samsungs brand perception 40% in the nation, 97
23、%in the big cities.9.Customer data gathering in China: very extensive efforts in US, not sure about China. Samsung Funclub in Korea: several million members in Korea and China. Customer data is gathered through members.10.Differences in marketing with Nokia: Faster, more hip and stylish, more appeal
24、ing to young people11.Samsungs Digital all seems comparable to Philips connected planet. Samsung also expects convergence of digital data and devices12.IT: ERP, CRM, SCM systems: are these already in place in China?1.Nokia has a marketing department in China: details unknown2.Time from idea to marke
25、t: Nokia does not seem faster then competitors, in spite of their optimal supply chain3.Nokia makes products specifically for the Chinese market, among others a phone with a pen to write characters. According to Nokia this phone beats all expectations, but Chinese contacts did not mention it4.Accord
26、ing to Chinese contacts, Nokia knows the market well. It has been in the market for a long time5.Nokias phones have a middle to high end market positioning6.Nokia has phones for every target group: youngsters, business people, fashion victims, gadget freaks, etc. Their phones sell best however among
27、 mature business people. Nokia phones are regarded as classy, but not so much hip. It introduced 40 new phones in 2004, in every target group. Analysts think that this is still too few new and exciting products. In China, it only introduced 14 GSM models and 1 CDMA model7.European brands are in gene
28、ral regarded as better then Asian brands. Their history and quality record gives Chinese consumers trust and something to hold onto in the new, highly competitive Chinese market8.Customer data gathering in China: pilots and tests are used. Furthermore, Nokia has its Business and Consumer intelligenc
29、e units all over the world, also in Asia. Club Nokia is also active in China, and an easy way to gather consumer data9.Difference in marketing with Samsung: less focus on style and hip ness, more on quality, more serious. Nokia tries to change this with the N-gage and the “N-gage on tour” campaign,
30、but only in US and Europe10.Nokias vision is: life goes mobile. It seems to limit itself however to the mobile phone area, so no digital convergence11.IT for Nokia: unknown12.IPR is an issue for Nokia. There are heavy security procedures in the factories, and there is an active lobby of very senior
31、people with the government to improve IPR legislationSamsungNokiaMarketingSource: Elsevier, “Scheurtjes in frot Nokia”, april 2004; Marketingdata, 24-5-2004; Presentations from Nokia website; Finnish Nokia experts; China consumers, news articles and report from paid website June 20046CAPGEMINI_PPT_R
32、EPORT.POTIn collaboration withClient orPartner logoMore on marketingRUNNING HEAD1.Nokia ignore the middle-lever mobile phone market, which develop quickly currently and have rich profit. Its competitor is also seized their market shares. Technology need to develop, so does the market share. Currentl
33、y, Nokia also seems in dilemma because of its high-intellectualized phone.2.What makes Nokia headache is, depending on CDMA, Motorola keep No.1 in china market firmly. According survey data from marketing consulting company, Motorola, Samsung and LG have controlled 68% CDMA market share. Due to move
34、 slowly, Nokia only win a little in this most developing market in the world. Which lead to its market share in china still lag behind its competitor- Motorola, while Samsung start to bring pressure to Nokia rely on many big orders from china Unicom.SamsungNokiaMarketingSource: Elsevier, “Scheurtjes
35、 in frot Nokia”, april 2004; Marketingdata, 24-5-2004; Presentations from Nokia website; Finnish Nokia experts; China consumers, news articles and report from paid website June 20047CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoSamsung maintains a close relationship with its reta
36、il partners thereby optimizing the sales processRUNNING HEAD1.Samsung products are sold through big electronics supermarket chains, department stores, and few small shops. No “Samsung Shop”. Online sales still very limited.2.Samsung products are sold through big electronics supermarket chains, depar
37、tment stores, and few small shops1.Availability China wide?3.Retailer selection:4.China sales organization: Agents as authorized and exclusive distributors of certain models. Samsung has 7 representative offices in Beijing, Shanghai, Guangzhou and Taipei5.Relationship between Samsung and retailers:
38、In US: Samsung very close with retailers. Unknown whether this is the same in China6.Samsung phones are sold with very high margins, so retailers love to sell them. 7.Samsung;s mobile phone not even into top five of China market share, but its retained profits are 22% comparing to Nokia;s 10.4% and
39、Motorolas 7.1%. The average of the Chinese Mobil phone maker;s retained profits(without deducting some related cost) are around 10%1.IT support for sales:1.Nokia products are sold through big electronics supermarket chains, department stores, and few small shops. No “Nokia Shop” yet, but one did ope
40、n in Thailand early 2003. Unclear how established online sales are2.Nokia seems to be available China wide. It has 65 offices 3.Retailer selection4.Sales organization: 65 sales offices throughout China. One Chinese management team. 4500 people, 95% local. Nokia uses the “Direct supply”strategy, whic
41、h means that it delivers it phones to its retail partners directly, without national, provincial and regional distributors.5.Relationship with retailers: more then 20 retail partners, both national and provincial. Extensive reseller network of over 900 outlets china wide. (this is nothing compared t
42、o the 30.000 stores where Bird phones are avilable) Due to Direct supply model, information is exchanged directly between Nokia and retailer, which indicates a relatively close relationship. In Thailand, Nokia cooperates very close with and professionalizes retailers: training, outlet design, custom
43、er care and product demonstrations. Nokia seems to have sot such good relationships with operators, since it does not want to co brand its phones. 6.First, the mixture of Nokias product line result in the decrease of its revenue , according a survey report from GFK. The percentage of low-lever phone
44、, sold around 1000, rise from 26% to 30% .By contrast, the sales of high-lever show a downturn trend, from 7% to 3%. That can be seen that the loss of middle-high lever lead to the decrease of revenue. 7.Margins used to be around 30%, now more like 20%. 8.IT support for sales:?9.Nokia lost a lot of
45、marketshare in 2003, also in China, due to too few new models (product portfolio), late entry in the clamshell and CDMA segments, not-so-good relationships with operators, less good designs. The main issue seems to be lower perceived product attractiveness in the mid range and high end. It has been
46、cutting prices to save its marketshare, also in China. Nokia is under heavy competition in China, mostly from Motorola, Samsung and local brands. Market share used to be 30% in 2000/2001 and is around 13% in 2003. Motorola has the largest marketshare.SamsungNokiaSalesSource: Elsevier, “Scheurtjes in
47、 frot Nokia”, april 2004; Marketingdata, 24-5-2004; Presentations from Nokia website; Finnish Nokia experts; China consumers, news articles and report from paid website June 20048CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoMore on salesRUNNING HEAD1.Nokia says that there are si
48、gnificant change on distribute channel. They will focus more on dealer on province and direct dealer, and start to expand to 3, 4-lever cities. Which are different from its previous model. 2.“Just like an agent of Nokia said: compare to other domestic mobile phone player, our cooperation with Nokia
49、is simply order and consignment. They give us limited support on service system. Hundreds of promotion team of Nokia all over the contry are too small to consider, compared with it domestic counterparts sales model, which take care from consignment to agent and customers. SamsungNokiaSalesSource: El
50、sevier, “Scheurtjes in frot Nokia”, april 2004; Marketingdata, 24-5-2004; Presentations from Nokia website; Finnish Nokia experts; China consumers, news articles and report from paid website June 20049CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoSamsung external relations vs. Ph
51、ilipsRUNNING HEAD1.Samsung close relationship with Chinese government. WAAR BLIJKT DAT UIT?2.Samsung places much emphasis on being a responsible corporate citizen: factory fully operated by disabled people, riding for the disabled, etc3.Samsung has a strategic partnership with TTSoft, a leading chin
52、ese software company; alliance with China Unicom; JV with Eastcom, etc.; JV with Datang, together with Philips1.Nokia seems to have a good relationship with Chinese government:1.It has 7 JVs with local companies2.It employs over 4000 local people 95% of its workforce is local3.It seems to have a goo
53、d understanding of governments plans and issues4.It has an active lobby for improved IPR legislation, so it is able to find its way2.Chinese perception seems to be that Nokia is a responsible, socially conscious company. It does not become clear why.3.Nokia has several strategic alliances with major
54、 Cinese playersSamsungNokiaExternal relationsSource: July 2004; “How Samsung plugged into China”, Business Week online, March 2002; Finnish Nokia experts; Presentations Nokia website; Nokia Environmental report 2002 , news articles and report from paid website June 200410CAPGEMINI_PPT_REPORT.POT“Bu
55、ilt to Last” AnalysisContact:In collaboration withClient orPartner logoAccording to the book “Built to Last” all visionary companies have specific habits in common that makes them successfulThe habits are:“Clock building, not time telling” not a great idea, but a great way of working (the process) i
56、s what makes a sustainable companyNo “tyranny of the OR” you can embrace both extremes of a number of dimensions at the same time (i.e.: have BHAGs AND incremental evolutionary progress)“More than profits” successful companies aim for more than just profits they aim to change the world/make the worl
57、d a better placePreserve the core / Stimulate progressCult like cultures (preserve)Home grown management (preserve)Big Hairy Audacious Goals (stimulate)Try a lot of stuff and keep what works (stimulate)Good enough never is (stimulate)RUNNING HEADSamsung scores on XX of themJune 200412CAPGEMINI_PPT_R
58、EPORT.POT“Built to Last”: Samsung vs. PhilipsContact:In collaboration withClient orPartner logoInternal processes and cooperationRUNNING HEAD1.There is a true oneSamsung spirit WAAR BLIJKT DAT UIT?2.In general, Samsung comes across as a well oiled machine. No information specifically for China1.Sams
59、ung achieved this through rigorous re organization, simple processes, openness (data availability for everyone)3.Business units seem to work together efficiently. Genuine cooperation, global marketing and strategic R&D facilities4.Operations, R&D, Marketing and sales seem closely interlinked. Has go
60、od process in keeping up with the market constant feedback. HOW? SPECIFIC FOR CHINA?5.Ideas move smoothly6.KPIs in China?7.P&L structure in China?1.Cooperation is important: some Nokia people work both in Marketing and in R&D, which gives them the possibility to ensure communication between both dep
61、artments is2.In general, Nokia comes across as a well oiled machine. No information specifically for China.1.Nopkia achieved this through a very strong company culture, vision and way of working (still rather general)3.Business units seem to work together efficiently4.R&R and marketing are closely l
62、inked through people that work in both departments. Link with operations is unclear.5.Ideas move smoothly. There are several idea generating units/departments. Nokia is described as a “fashion house”6.KPIs in China?7.P&L structure in China?SamsungNokiaSource:; Finnish Nokia experts; June 200414CAPGE
63、MINI_PPT_REPORT.POTIn collaboration withClient orPartner logoMore than profitsRUNNING HEAD1.Wants to build a connected world, DigitAll everyones invited; whole world is included in this experience2.Samsung is, however, not a company that came into existence because of a certain ideology1.Nokia Conne
64、cting people. Nokia seems to be really in business to bring people together, connect them and in that way, make their lives better. The company started however, as a paper company (as Nokia states itself: the first communication medium) and 2.Nokia lunch a program, named IP(Invest in People): The co
65、mpany will conduct twice high-quality interviews with staff. One side, evaluating staffs performance; on the other side, help employees recognize their potential, tell them what are their advantages, what lever to achieve, what kind of skill and training are needed. Compensation system focuses on lo
66、calization and personalization. SamsungNokiaJune 200415CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoCultureRUNNING HEAD1.Samsung corporate culture?2.Samsung values: innovation, style,speed1.Nokias corporate culture is very strong, and actually lived by all its employees. It is d
67、escribed as being Japanese in style. There is a very strong feeling of “the Nokia way”. This culture can be recognized the world over. Nokia employees are described as “a race of their own”. The US is the country that has the hardest time adapting to the Nokia culture, since it is not in the US ment
68、ality to be modest and silent about your achievements. Nokia is able to keep its culture alive by very strict hiring policies2.Values: humble, results driven, silent, modest, discreet, human, structured3.Precise attitude and tolerant culture are both critical factor of success. SamsungNokiaJune 2004
69、16CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner logoManagementRUNNING HEAD1.Samsung has homegrown management. 2.Samsung sends its best people over to China (Li BO?), since China is of such great strategic importance3.Staffing of Chinese operations:?4.Samsungs expats do speak chinese5
70、.People tend to have long careers within Samsung6.Samsungs managers have long careers within the company and have naturally seen many different areas of it7.Rotation?1.Most of Nokias top management is home grown. The largest part of the management team has worked together for over 15 years already2.
71、Nokia has send some of its key Finnish people over to China to set up and run the operations. Nokia regards China as its second most important market.3.95% of the Chinese operations of Nokia are staffed with Chinese people. 5% probably Finnish or overseas. No information specifically regarding manag
72、ers, but these are expected to be mostly Finnish or European, due to the fact that there are few experienced Chinese managers4.Nokia experts did not think that all Nokia expats in China have to learn or speak Chinese. Expats are always experts in something; in China there are only experienced expats
73、. Nokia has a very good expatriate programme.5.Nokia managers tend to be in the company for a long time. There are a few exceptions however: people (in top management) that enter the company “horizontally”6.Rotation happens every two years in NokiaSamsungNokiaJune 200417CAPGEMINI_PPT_REPORT.POTIn co
74、llaboration withClient orPartner logoTrial and errorRUNNING HEAD1.Pilot projects?1.Nokia lets departments compete in order to stimulate creativity2.A lot of ideas are tried; only the really good ones go to marketSamsungNokiaJune 200418CAPGEMINI_PPT_REPORT.POTIn collaboration withClient orPartner log
75、oContinuous improvementRUNNING HEAD1.HOW DOES CONTINUOUS IMPROVEMENT BECOME APPARENT IN SAMSUNG?1.Results from Marketing campaigns are monitored closely, and action is taken accordingly2.PDCA cycles?1.Continuous improvement is a strong aspect of company culture2.Annual reviews, KPIs, very sophisticated global grading system consisting of 15 grades and 3 levels in each grade. Furtheremore there is a lot of internal training, in differente forms: classroom based, e-learning, etc.SamsungNokiaJune 200419CAPGEMINI_PPT_REPORT.POT
