siemensad华南区营销渠道策略研究

上海交通大学硕士学位论文SiemensA&D华南区营销渠道策略研究姓名：梁实申请学位级别：硕士专业：工商管理指导教师：王毅捷20080113SiemensA&DSiemensA&D()35%SiemensSiemensA&DPESTSWOT4THERESEARCHOFSIEMENSA&DGROUPFORSALESCHANNELSTRATEGYABSTRACTInrecentyearstheChineseeconomycontinualgrowthhasledtheindustrygetfastdevelopment.InthiscircumstanceAutomationbranchhasenteredagoldenera.AstheleaderofAutomationfieldalloverworld,SiemensA&D(AutomationandDrive)groupobtainedcontinuallymorethan10yearsofhighspeedgrowthsinChinesemarket.ThemarketshareofSiemenshadachievedabove35%inChineseAutomationfield,Siemensbecamethetopbrandinautomationindustry.However,withotherEuropean,AmericanandJapanesebrandsenteringChinesemarket,aswellasthequalityandfunctionofdomestichigh-endbrandsaregraduallyimproved,thecompetitionbecamemoreandmoreintenseinChinesemarket.Growthslowsdown,andprofitsdeclines,especiallyinthespecificeconomicenvironmentofregionsouth.Theconflictofculture,managementandpolicywhichlotsofforeignenterprisesarefacinginChina,isemerging,andgraduallyintensified.Siemensalsoencounteredsuchproblemaswell.Thereforehowtofindanappropriatesolutionassoonaspossible,tohelpenterprisesovercomepresentdifficulties,andenteranewdevelopmentcycle.It’sanurgenttask.ThisarticlewilltakeSiemensA&Dgroupastheobjectofstudy,usethePESTmodel,fivestrengthmodels,internalandexternalfactorappraisalmatrixtoolsandsoon,toanalysethecompany’sinternalandexternalenvironment,identifythecriticalfactorswhichinfluencethecompany’sdevelopment.UsetheSWOTmatrixtoanalysetheopportunity,thethreat,thestrengthandtheweaknessinwhichthecompanyfacedwith,makeclearthecompany'sdevelopmentdirectioninthefuture,andcombinethevisionandmissionofthecompany.Proposethevariationstrategy;usethevaluecurvetoselectthecriticalelementswhichinfluencethecompany’sdevelopmentinthefuture.AswellasestablishamarketingmodeltoexplorethereasonofchannelconflictandfindsolutionbyusingtheGameTheory.Finallyinductthebalancescorecard,makeplaninfouraspectsachievementtargetsystemsoffinance,customer,internalflowandstudy&growth.ItwillguaranteeSiemensA&Dtobeabletocarryoutthecompany’sstrategyplanineachmanagement,realizethecompany'sstrategictargetinregionsouth.Thistopicthroughtheactualcasestudywillmakeuseforreferenceofmanyforeigncompaniestodevelopmarket,avoidingviciouspricewar,enhancingcorecompetitivepower,promotingthedegreeofcustomers’satisfactionandloyaltyinChinesemarket.KEYWORDS:Automation&Drive;developingstrategy;competitiveadvantages;valueinnovation;variationstrategy;marketingGameTheoryMBASiemensA&D120075004507004020“”50(SiemensA&D)705001932005/062006930128,141A&D2006A&DSiemensA&D8100156035%SiemensSiemensA&D2006SiemensMBASiemensA&D2Siemens/1FIGURE1AnalysisofAutomationMarketinRegionSouthSiemens4P“”18001500MBASiemensA&D3SiemensSiemensA&D(AMA)1960:“()()”:“”.—MBASiemensA&D4:“(DistributionChannel)”:22FIGURE2TheStructureofSaleschannelMBASiemensA&D5--3a39b3FIGURE3EconomicEffectofDistributor:(1)(2)(3)(4)M(a)(b)MMCCCCCCDMMMM=C=D=MBASiemensA&D6(5)::;:;:(6)(7)“”“”(8)4MBASiemensA&D74FIGURE4SalesChannelofIndustrialMarket90MBASiemensA&D8SiemensA&DSWOTPESTIFEEFESiemensA&DSiemensA&DMBASiemensA&D91SiemensA&D1.11.1.1GDP3.61%200678.57()20021.852002-200614.51.1.2MBASiemensA&D10WTOWTO200013.7%10%“”1.1.3Siemens(1)MBASiemensA&D11(2)Siemens,Schneider,ABBGEMitsubishi,Omron(3)Siemens2006SiemensA&D31(4)100036(5)MBASiemensA&D12——(6)SiemensSiemensSiemensSiemensSiemens1.1.4PEST5PESTMBASiemensA&D135PESTFIGURE5PESTAnalysisofAutomationbranch1.21.2.1“”“”1.2.2MBASiemensA&D14“”1.31.3.1ABBABB100(ASEA)-(BBCBrownBoveri)19881974ABB1979MBASiemensA&D15,1994ABBABBABB3%ABBABB6ABB,ABB,RockwellRockwell-RockwellPLCSiemensRockwellMitsubishiSiemensRockwellSiemensSchneiderSchneiderMerlinGerinSquareDTelemecaniqueTE1979600044214421400199535%200456.97Schneider2006SchneiderMoellerMoeller1899Moeller1995--MoellerMBASiemensA&D16OEMMoellerMitsubishi20FPLC8090MitsubishiPLCMitsubishiMitsubishiFXQPLC50%MitsubishiSiemensMitsubishiMitsubishiOmronOmron199632002Omron“”20052007300Omron56%WEINVIEW“2004”Co-TrustSiemensSiemensMBASiemensA&D17SiemensSchneider2006Siemens62006Siemens9%Mitsubishi25%SiemensSiemens/62006FIGURE6AutomationMarketshareofRegionSouthin20061.3.2SiemensPLCMBASiemensA&D18MitsubishiPLCSiemensMitsubishiSiemensRockwellSiemensSiemensSiemensSiemensABBMitsubishiSchneiderABBSiemensMoellerSchneiderSchneiderSiemens70506SiemensSiemensSiemens/70506FIGURE7AutomationSalesVolumeofRegionSouthinFY05061.3.3·Dr.MichaelPorterMBASiemensA&D19——8FIGURE8Porter5CompetitiveForces“”SiemensSiemensMBASiemensA&D20Siemens,ABBSchneider1.4EFEMBASiemensA&D211Table1EFEMatrixofAutomationBranchinRS0.130.30.0530.150.130.30.1540.60.1540.60.0540.20.120.20.120.20.120.20.0320.060.0410.040.0320.061.02.912.912.51.5PESTSiemensA&DSiemensA&DMBASiemensA&D222SiemensA&D2.1SiemensA&D(SiemensA&D)705001932005/062006930128,141A&DSiemensSiemens191872Siemens1879Siemens1899Siemens1904SiemensSiemensSiemensA&D81001560Siemens2005SiemensA&D35%2.2SiemensA&D2.2.1SiemensA&DSiemensA&D20067SiemensA&D(1)OEMMBASiemensA&D23(2)35(3)BUBusinessUnitsASBU(AutomationSystemBU)LVBU(LowVoltageBU)SDBU(StandardDriverBU)L