Siemens_全球产品、研发、股市、营销、并购、组织与文

1、Siemens AGSiemens Products and MarketsDegree of TransnationalizationImpacts of National OriginDeparture from National OriginIs Siemens a Global Firm?Our 428,000 employees work on products in 1,700 locations in nearly every country on earth. (S Global Website, 2010)(Source: Datamonitor, 2009)Industry

2、 Magnet Technology Building Technologies Transportation IT Infrastructure Rail Automotive supplyEnergy Water Filtration Air pollution control systems Renewable Energy Wind energy Water power Steam turbine-generator Solar pannel planHealthcare Immunodiagnostics Diagnostics products (Source: Datamonit

3、or, 2009)252 Industry Energy Healthcare(Source: S, 2010)Location- Production- Sales- AssetsR&DManagement Teams- Head Office- SubsidiariesMarket Listings & Ownership(Siemens Company Presentation, September 2008)Europe, CIS, Africa, Middle EastAmericasAsia, AustraliaWorldwide shareWorldwide sh

4、areWorldwide shareR&D Employees20,20066 %7,40024 %3,20010 %Major R&D Facilities9453 %5732 %2515 %Europe, CIS, Africa, Middle EastAmericasAsia, AustraliaWorldwide shareWorldwide shareWorldwide shareR&D Employees20,20066 %7,40024 %3,20010 %Major R&D Facilities9453 %5732 %2515 %Employee

5、s243,00060 %92,00023 %70,00017 %ThyssenKrupp, Saint-Gobain, Allianz, Trumpf, MAN, AmsphereP. LscherW. DehenJ. KserB. KuxH. RequardtS. RusswurmP. SolmssenAge 51555155544554Siemens Employment prior to SM1726022160NationalityGermanGermanGermanGermanGermanGermanUSAEducationBusinessBusinessBusinessBusine

6、ssTechnical StudiesTechnical StudiesLawSubstantial International Experience (5)1. Domination of HQ nationals2. Internal promotion vs. External hiring3. Business/Law vs. Technical Studies4. International Experience12th March 2001: NYSE1999: Swiss ExchangeThe listing of Siemens shares.is the logical c

7、onsequence of the companys globalization drive, company CEO Heinrich V. Pierer said in a statement. Listing here also gives Siemens an additional currency for potential acquisitions and strategic investments.“ (CNET News, 13th March 2001)1990: London Stock Exchange1899: Deutsche Brse(Source: S Share

8、 Information, 2010)5,3 % Siemens FamilyEstimated 9 % Employees shareholdingsStyle and TrajectoryManagement in HO and SubsidiariesHistoryOrganized and production-orientedLong-termist approach (Brsch, 2004)Family ownershipCommunitarian approach towards problem resolutionDeveloped industrial networks b

9、etween buyer and supplier firmsQuality production strategies (Streeck, 1997)Distinctive pattern of corporate controlStrategic HRMGeography and industries: Lesser geographical reach (predominately Western Europe) German companies are prone to locate in geographically contiguous and culturally related

10、 countries where the German production model can be reproduced with relative ease (Lane, 1998)Narrow spectrum of industries (High-skill medium- and high-technology industries)Internationalization strategies:High national investments compared to transnational volumeDeeper national embeddedness and de

11、pendence on home-country institutional structures (Lane, 1998)Preference for exporting over FDI (Dunning, 1979)High volume of strategic alliances and co-operations (Hagedoorn and Schakenraad, 1990)Brownfield internationalization and long-term transformation of subsidiaries (Kristensen and Morgan, 20

12、07)Decision making and core functions:Decision making centred in home-countryControlling positions remain in the hands of home country nationalsStrong reliance on the home base: core functions in home country (Dorrenbacher, 2004) R&D activities remain primarily in Germany (Lane, 1998)1991: Rolm

13、UK19th century20th century21st century1848: Foundation1855: Russia1858: Britain1879: Austria1892: US1945: ExpropriatationForeign agencies in key markets around the world1923: JapanMid 1950s: Regainingforeign companiesGlobal expansion of markets predominately in US and Asian Pacific region1998: Westi

14、nghouse2001: Listing NYSEM&A ActivityGreenfeeld ActivityJoint Venture/CooperationMajor Exporting Activity(Source: Datamonitor, 2009)Global Expansion since 2000Brownfield internationalization strategy32 bn Euro over the last 10 years(Siemens, M&A Projects Presentation 2009)Cross-boarder acqui

15、sitions (von Pierer & Javidan, 2002)Full integration of new subsidiaries (von Pierer & Javidan, 2002)Strong basis in USA for over 100 years, focus increased since being listed on NYSEPrimary business functions remain in Germany and nearby European countries (Lane, 1998)German companies appea

16、r to pursue global integration only very partially or not at all. Thus, Siemens aims for only some co-ordination within continents for its non-European investment (Lane, 1998)German nationals hold top management positionsGerman language (Fredriksson et al, 2006)Communication and knowledge sharing be

17、tween headquarters and subsidiaries “Siemens ShareNet”Different degrees of autonomy accross subsidiaries Close coupling of European subsidiaries Tight control over new subsidiaries High autonomy of US and Australian regional headquartersSiemens has been creating and applying innovative technology so

18、lutions in Australia and New Zealand for more than 135 years.Headquarters in MelbournePrimary product areas include: water, energy and environment.R&D budget of A$ 9billion.More than 2,500 people at 87 locationsAustralian model of internationalization is very similar to USA where headquarters ha

19、ve a degree of autonomy and local expertise is of great importanceGermanness vs. Anglo-SaxonizationFinance & OwnershipInvestor RelationsManagement StructureOrganizational StructureHR PoliciesCulture(Ferner & Quintanilla, 1998)(Ferner, Quintanilla & Varul, 2001)Focus on increasing share p

20、rice (Listing on NYSE)Growing ownership of institutional investors Wiedely dispersed ownership structureLittle influence of the “Hausbank”Cross ownership shielding the company from financial market pressures(Brsch, 2004)Transparency Individual divisions More pressure for poorly performing subsidiari

21、esAmerican Business Practices US GAAP Stocks as acqusition currency1998: Introduction of Economic-Value-Added concept as the new management and controlling instrument1999: Introduction of management stock option plan 2008: Organizational restructuring Largely independent sectors Greater regional aut

22、onomyInternational experience as criterion for senior managementDegrees from internationally renowned Business Schools External hiring from other technology companies/ strategy consultanciesCentral management functions remain located in home country and are held by home country nationalsSlow and inc

23、remental decision makingInternational training schemes for top employeesHost country nationals hold key positions in subsidiariesPerformance Evaluation SystemContinuing stakeholder orientation: Employee share programme Co-determinationRecruitment for corporate top management takes place in GermanyCo

24、mply to foreign labour market structures (e.g. 62 % of US workforce without training or related degree)Formalization and publication of organizational culture through mission statements, visions, etc.Communication systemsPromoting continuous learning through expert training and an environment which

25、is built upon innovative thinking.According to Rugmans (2003) typology Siemens can be characterised as a home-triad based MNE.GlobalBi-regionalHome-triad baseHost-triad baseAt least 20% of sales in all 3 parts of the triadLess than 50% of sales in home-triad but at least 20% of sales in 2 parts of t

26、he triadOver 50% of sales within home-triadOver 50% of sales within host-triad(Rugman, 2003)Siemens Sales 2001Bartlett & Ghoshal (1989) suggest 4 categories for MNCs (Multinational, global, international and transnational).Siemens displays characteristics indicitive of both multinational and int

27、ernationals. EthnocentricPolycentricGeocentricAuthority and control lie predominantly with HQIdentifiably GermanCommunication flows from HQ to subsidiariesRecruitment of host country nationals who then remain within their specific subsidiaryFocus on developing universal standards with local legitima

28、cy(Perlmutter, 1969) Siemens is gradually shifting towards an intergrated approach in its growth strategy. (Krishnan, 2006)“With a presence in some 190 countries, we can offer customers fast, local, tailor-made solutions. And that gives us a decisive competitive edge.” (S)Brsch (2004) states that Si

29、emens follows a multi-domestic strategy.This supports our analysis which suggests that Siemens is an MNC with a “complex mixture of change and continuity“ (Brsch, 2004).Therefore Siemens cannot be categorised into a particular bracket. It has characteristics of various elements of research by Bartle

30、tt and Ghoshal, Perlmutter etc.Books and JournalsBartlett, C.A. and Ghoshal, (1989). Managing across borders: The transnational solution. Boston, MA: Harvard Business School Press.Brsch, A. (2004). Globalization, Shareholder Value, Restructuring: The (Non)-Transformation of Siemens. New Political Ec

31、onomy, 9(3), 365-387. Ferner, A., Quintanilla, J and Varul, M.Z. (2001). Country-of-origin effects, host-country effects, and the management of HR in multinationals: German companies in Britain and Spain. Journal of World Business, 36(2), 107-127.Ferner, A., & Quintanilla, J. (1998). Multinationals, national business systems and HRM: The enduring influence of national identity or a process of “Anglo-Saxonisation”? International Journal of Human Resource Management, 9(4),