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Pol Quiñonero

on 8 October 2012

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Transcript of SIEMENS ESPAÑA

Siemens Chronological Framework In 1862 Siemens
& Halske made its
first delivery
(a telegraph) and
Siemens in 1895 is
implemented in
Spain. In 1910 Siemens acquires Schuckert Electric Industry SA with machinery factory near Barcelona Cornella and opens subsidiary in Spain under the name of Siemens Electromedical, SA. The first expansion phase ends in 1930, joining Siemens & Halske and Siemens Schuckert under the name of Siemens Electrical, SA.
In 1957 Siemens Electrical, Inc. undertaken in Getafe (Madrid) the construction of the plant control boards.
Between 1964 and 1969, Siemens AG, the firm acquires Scientific Technical Central Malaga, SA (CTC) with capacitors factory in Malaga. It also demonstrates its commitment to quality through ISO 9000 certification in each area of activity.
In 1998 Siemens becomes Retevisión provider. In 1998 gets the 1st overall customer-supplier certified to ISO 9002 for maintenance of Telecommunication AVE. In 1998, rearranged the activities of Siemens SA forming the world Siemens Information and Communications, composed of three major divisions. Group sales in the balance of 98/99 reached 261.749 million pesetas. Siemens won the first customer-supplier agreement certified by AENOR with Renfe and the European EMAS environmental certification. During 1998 and 1999 he joined the Group Company Siemens Building Technologies, focused on management systems for buildings. The Siemens Group in Spain ended the last balance sheet 1999/2000 with a turnover of 1,688.2 million euros, representing a 9.2% increase
on the previous year. Analysis of the overall environment To carry out the analysis of the competitive environment of the companySiemens we study the Porter's five forces: Substitutes
In the market there are different products from different companies.
We must take into account 
the techniques and methods
of thebest.
Degree of product
differentiation with others
in the market. Providers
In our case, we seek differentiation in the market, so we need that suppliers provide us with specific raw materials. Rivalry among Competitors
The rivalry between firms causes more difficult to compete in a market by a star product.That is why Siemens has to try to escape these wars 
between companies and 
has to study the formula 
to differentiate in this
market. The environment / population
You have to know and anticipate your tastes,
trends and habits.
Meeting the needs of the consumer wants.
Improve the service of competing brands. Siemens PLM Software

Siemens PLM Software envisions a future where people who need it have the right information when they need it, and in a way that they can use to make effective decisions quickly. We are now reaching the future through our vision of PLM HD. STRATEGY 1st:
Capital efficiency and profitability
Their goal is to permanently higher margins compared with the best companies in our industry - through economic cycles. 2nd:
Capital structure
They want to further optimize this relationship so they can better manage their debt-equity ratio while ensuring both the unrestricted access to financial instruments in debt markets. 3rd:
Continuous improvement
Maximize its potential as an integrated technology company. 4th:
To be a pioneer in technology-driven markets and provide a portfolio of leading environmental 5th:
Their mostly long-term goal is to grow in emerging markets. And remember... Executive Summary First of all, we'll do an analysis
of the overall environment using PESTEL.

We'll continue doing a competitive environment
to explain the 5 Porter forces.

After that, we'll talk about stages and internal analysis of Siemens, where we'll show them SWOT and them R+D.

Then, we will explain strategic analysis and formulate their strategies.

To conclude, we'll do a critical vision of Siemens and their future expectations. Political factors
Fiscal policies in Spain
Import and export controls Economic factors
Prolonged economic downturn in most markets worldwide
1.2 billion savings targets Social factors
People are moving to urban areas trying to search a job
Innovative product design Tecnological factors
Providing innovative products at reasonable cost Ecological factors
Green infrastructure
Satisfy growing needs
profitable and sustainable Legal factors
No gas emission
Regulations on foreing trade and labor laws Analysis of the competitive environment INTERNAL ANALYSIS SWOT Strengths will give Siemens more competitivity.

Broad portfolio.
Products and services of Siemens are used 2.000 times in a day.
Sustainable success.
Siemens thinks globally
but they apply different
strategies in different
Customized products with
ISO certification.
Customer service. INTERNAL ANALYSIS SWOT Weaknesses are where Siemens is lack.

Complex organizational culture.
Low level of promotion.
Workers have low level of satisfaction. INTERNAL ANALYSIS SWOT Opportunities are positive factors that Siemens can use to improve.

Siemens use technologic changes to get better.
Projects in foreign.
Market integration.
Strong growth
opportunities in
other countries. INTERNAL ANALYSIS SWOT Threats are negative situations that can attack to Siemens operations.

Low prices by direct competitors.
Slowdown in global economy.
Small market share.
Policies and programs to promote by direct competitors can be very negative to Siemens. INTERNAL ANALYSIS Siemens R+D Siemens have important dedication in R+D

3.925 M€ in R+D
27.800 workers in R+D
18.000 engineers in software
53.000 active patents
8.600 invents and 40 invents every day. INTERNAL ANALYSIS Sectors where Siemens operate Industry
Industry Automation, Drive Technologies, Building Technologies, Industry Solutions, Osram and Mobility. Energy
Siemens invest in:
Fossil generation
Oil & Gas
Service Healthcare
World leader in healthcare solutions:
Imager & IT
In vitro diagnostics
Workflows and solutions Infrastructure and cities
They have created a sector to help the sustainable cities
needs. INTERNAL ANALYSIS Siemens and Social Networks Social networks has been very important nowadays.
Siemens are in:

Facebook: shows us news.
Twitter: shows us in real time the most important news.
Youtube: hottest topics videos. The goal is to consistently exceed competitors and establish standards for leadership. 3 Strategic Directions:

1. Focus on growth markets driven by innovation
2. Be closer to our customers
3. Use Siemens energy. To grow in emerging markets Analysis of the competitive environment 1. Threat of substitute products
2. Threat of potential competitors        
3. Negotiating power of suppliers        
4. Negotiating power of customers        
5. Rivalry between competitors In addition to Porter's five forces, for further competitive study we'll explain the following
Environment / Population
Leading product Potencial Competition
There are no barriers to entry or exit in the market.
The capital needed to enter this sector is the minimum required.
The administrative and legal barriers are 
required in a limited partnership Customers
Customers must be robust and reliable.
To offer friendly treatment, so that they do not rely on other companies in the market. 
Then, we have a competitive advantage respect to other competitors.
Customers are the foundation of our business, no customers, no work. Siemens seeks to anticipate your needs. Analysis of the competitive environment Shareholders
Demand high performance, increased benefits and tangible results and sustainable business.Siemens has to offer these advantages respect to other companies, so get the trust of shareholders. Analysis of the competitive environment Shareholders
They demand a high-performance, higher profits and sustainable business 
and tangible results.
Siemens is trying to get 
the confidence of
shareholders. Emplopyees
They want to work for a company that will provide excellent opportunities for personal and professional growth.
On the contrary, would choose to work in other companies of similar market. Analysis of the competitive environment Product Differentiation
Today the copy speed with which competitors react or product enhancements is instantaea.
Siemens seeks a high quality, to differentiate and attract customers. Analysis of the competitive environment Decisionmaking Decisionmaking Siemens PLM Software

PLM HD that is based on three basic concepts:

Integrated information intelligently is the key to delivering the right information to the right people.

A future-proof architecture is the key to ensure that the information you receive is in the format that you can use.

A user experience High Definition is the key to effective decision making ..."the world needs sustainable responses." Thank you very much! SIEMENS , the global powerhouse. Critical Assessment and Expectations Siemens operates in the global market strong economic innovative projects.

New technologies to face stiff competition.

In Spain is one of the most powerful technology Undertaker.

Still, like all companies today are struggling financially. Critical Assessment and Expectations So committed to offering the public a number of highly diverse. This keeps them alive.

Siemens is a major player in the world:

Experience ---> CUSTOMERS
Products Done by:
Tomas Gándara
Javi Navarro
Pol Quiñonero
Marc Romea
Full transcript