Samsung vs Philips 1 september.pptVIP免费

AppendixContact:xxxwww.capgemini.comSamsungvs.Philips:AValueChainAnalysisContact:xxxwww.capgemini.comJune2004CAPGEMINI_PPT_REPORT.POT3IncollaborationwithClientorPartnerlogoSamsung’saddedvalueinitschainliesinR&D,Marketing&Sales…RUNNINGHEADLogisticsOperationsR&DSalesServiceMarketingJune2004CAPGEMINI_PPT_REPORT.POT4IncollaborationwithClientorPartnerlogoSamsung’scorecompetenceistheintegrationofitsR&D,Marketing,SalesandRetailerContactRUNNINGHEADThisgivesSamsungtheopportunitytoinnovatefasterandfocusedontheclientInternalcooperationdoesnotwork:NoallignmentCommunicationwaybeforeactualsalesispossibleProductiontakestoolongMarketingisleftoutoftheloopMarketinghasuncleartasksHaveaplatformanddesignonthat–focusedonproductimprovementSamsungPhilipsSamsungkeepscommunicationbetweenitsR&D,MarketingandSales,whichincludesretailers,closelyintegratedManydifferentproductsaredesignedfromscratchandarethenproducedbyathirdparty,allowingSamsungtoconcentrateoninnovationanddesignFirstdesignthenfindplatform–focusonthedesignoftheproductR&DMarketingSalesRetailersR&DMarketingSalesRetailerspressrelease??June2004CAPGEMINI_PPT_REPORT.POT5IncollaborationwithClientorPartnerlogoGeneralforSamsungGeneral1.MainreasonsforSamsung’ssuccess?2.ImportanceofChinaforSamsung:ChinaiscoremarketforSamsung.“Chinaisatthetopoftheprioritylist”3.HowmuchdidSamsunginvestinChina?2.8billionUSdollarsbetween1992en2003(Whatdoesthisinvestmentconsistof?)4.RevenueSamsungElectronicsChina:over6.4billionUSdollarSource:www.chinanex.com/company/samsung.htmJuly2004;“HowSamsungpluggedintoChina”,BusinessWeekonline,March2002June2004CAPGEMINI_PPT_REPORT.POT6IncollaborationwithClientorPartnerlogoGeneralforPhilipsGeneral1.MaindifferencebetweenPhilipsandSamsung?SamsungismoresuccessfulinChina,mainlybecauseofbettermarketingandmoreconsistentbranding2.ImportanceofChinaforPhilips:Philipsisnotveryexplicit3.HowmuchdidPhilipsinvestinChina?(>$3.4billion)4.RevenuePhilipsCEChina:5.Philipsemploys19,000staffmembersinChinanationwideSource:www.chinanex.com/company/samsung.htmJuly2004;“HowSamsungpluggedintoChina”,BusinessWeekonline,March2002June2004CAPGEMINI_PPT_REPORT.POT7IncollaborationwithClientorPartnerlogoSamsunghasexcellentcontactswithmanufacturersandisabletoproduceitsproductsquicklyRUNNINGHEAD1.Organizationofproduction:bothin-houseandoutsourced.MostfactoriesareJV’swithChinesecompanies2.UseofODM’s:3.Competitiveadvantagesinmanufacturing:4.Linkmanufacturingandfasttimetomarket:5.LogisticsanddistributioninChina:1.Philipsusesoutsourcing2.PhilipsworkswithODM’s.EfficiencyofcooperationbetweenPhilipsanditspartnersdiffersperpartner.Canbeimproved.3.CompetitiveadvantagesinManufacturing:Philips’Europeanmanufacturingseemstobe“incompetitive”.AlsoinChina,itsmanufacturingseemstobefarfromoptimal,asitis(partly)heldaccountableforlatemarketentry.NofurtherinformationaboutPhilipsinChina4.Manufacturingoperationsareslowandreluctantinadaptingtonewprocesses,thereforeproductsareoftenslowtomarket.ThisresultsinPhilipslaggingbehindinlaunchesofinnovativeproducts5.LogisticsanddistributioninChina:?SamsungPhilipsOperationsSource:PhilipsChinaexpertJune2004CAPGEMINI_PPT_REPORT.POT8IncollaborationwithClientorPartnerlogoSamsungdesignsandinnovatesmoresuccessfulthanPhilipsRUNNINGHEAD1.Samsungappliesexistingtechnologiesinsteadofbreakthroughnewtechnologies2.Ratiobetw...