...Individual Case Study Siemens Electric Motor Works A 1. Briefly describe the competitive environment in which Siemens operates, and how its products, processes and strategy have changed. Siemens was one of the largest companies in the world. However, there was only one factory, Electric Motor Works (EMW) which was part of manufacturing industries division and primary manufactured refrigerator motors, was survived after the World WarⅡ. After rebuilding the factory, EWM started to produce electric motors such as standard motor and customized motor. At first, standard motors accounted for large proportion of annual volume, and it was extremely competitive in the relevant market. Its production process was manufacturing a single type of motor in a long run. The problem for Siemens to operate during the initial period was high costs of their products against lower labour rates of its competitors, but the firm still made profit under pressure of reduce costs. After expanding its program, EMW found that it could be more profitable if it produced low volume customized alternating current motors in small production runs. Thus, the firm changed its strategy to mainly manufacture A/C motors and created a relative good production environment to support its new strategy. The new production process for the manufacture of A/C motors was costly and automated by dedicated automated machines. According to the new strategy, the cost allocation system was changed as well. In addition, the new cost...
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...SIEMENS COMPANY ANALYSIS Matthew Ady, Mark Marcus, Mariana Florea Strategic Management Dr. Carrick May 3, 2014 Section I: Energy Sector Macro Analysis The external environment for international business is always complicated and dynamic. The macro-environment analysis of Siemens is based from two perspectives: one is that Siemens run its business in German and the other condition is that it runs its business internationally or in other destination countries. Political: Political factors always have great impact over the macro-environment in which the business runs, so multi-national companies need to do research on political environment before their international marketing planning. Siemens is doing well in evaluating political risk before it enters a new market. It is lucky for it that Germen government has steady relationship with lots of countries. Siemens often need to evaluate the historical relationship between countries that would benefit or do harm to its business. The influence of communities or unions for trading is also in its consideration. For example, trade barrier is also implemented in different firms of local laws. If necessary, a report regarding the political risks needs to be completed before its international marketing (Bell, 2001). Economic: The economic situation in destination countries, the impact of currency fluctuations on exchange rates, the development of local market, the local market structure (Barney, 1996), the local human resources...
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...Siemens Corporate Strategies: A Siemens AG Case Study Jeff Head Loyola University Chicago Foundations of Organization CPST 250 Dr. Marilyn Stocker February 13, 2015 Siemens AG, An Organizational Analysis “Siemens is a global technologies company comprised of 343,000 employees worldwide” (Karczewski, 2014). For the purpose of this paper an analysis of the company will be presented, to include a look at the company mission, human resources, markets, products offered, recent financial performance, and how engineering plays a major role in Siemens AG. Description of the Organization In 2013, Peter Loscher was replaced as CEO of Siemens AG by the current CEO Joe Kaeser. The following year Kaeser presented “Vision 2020”, a comprehensive plan to get the company back on track. This vision provided focus on the company’s path, positioning, culture and strategy. The strategic framework to support the vision centered on the company with four contributing elements: Customer and Business Focus, Governance, Management Model and Ownership Culture. Siemens History and Operations “Siemens was first founded in 1887 and started to expand with mass production and established a branch in Saint Petersburg and London for Russian lines and English lines” (Choudhary, 2013). It increased its production and started producing electrical power, lighting, and other advances after the Industrial Revolution, which enabled it to gain strength. After the end of World War II, it faced expropriation of over...
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...a “ménage à trois” General Electric; Market Cap: $299.6bn (as of 06/11/2015) Alstom; Market Cap: $9.06bn (as of 06/11/2015) Introduction General Electric finally concluded its €9.7bn (about $10.6bn) acquisition of Alstom’s power business after getting the final regulatory approvals. The deal represents GE’s biggest ever industrial acquisition. GE's offer was accepted by Alstom at €12.35bn in April 2014, but then the French government rightfully forced some changes in the deal structure. To win the approval from the French government, GE’s newest proposition involved setting up joint ventures in renewable energy, electricity grid equipment and nuclear power. In fact, the value of the stakes Alstom will own in the three joint ventures is estimated to be about €2.6bn which means that the net cash cost of the deal for GE is about €9.7bn. Moreover, the US and European regulators required the sell-off of part of the GE’s turbine business to the Italian Ansaldo Energia in order to keep the market competitive. Before GE got the “green light” from Paris, there was lot of competition between GE and the joint offer of Siemens and Mitsubishi Heavy Industries for the acquisition of Alstom, even though the board of Alstom favoured GE’s clear and simple offer. Moreover, GE promised to add about 1000 new jobs in France, where it has had large existing operations for decades. On the other hand, the government liked the fact that Mitsubishi-Siemens offer was based on forming a...
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...BUS 210 : Due Day 4 of week 6 Resource: Ch. 7 of Introduction to Business Read the two case studies on pp. 233–236 of the text. Answer the following in a 200- to 300-word response: What motivation theories may be found in each case study? Describe the theories found in each case study and cite specific examples. What was each business owner’s approach to creating high-performing teams within their company? In the first case study, The Two Men and a Truck, the motivation theories used by Sheets were Maslow’s needs hierarchy theory, the expectancy theory, and the job enrichment theory. Originally, Sheet’s motivation was to assist her two sons part-time moving business attract more customers. By doing this, Sheets was using the Maslow’s needs hierarchy theory because she was focused on her sons’ physiological needs of earning income. Because she did not want to reject the business call, she decided to take advantage of the orders she was still receiving. Sheets saw a demand for a localized moving company. After her last child completed college, the expectancy theory applies because she believed that she had a service that would serve the needs of other individuals to begin their own business by creating a franchise opportunity. She believed that she possessed the ability, self-efficacy, to create the moving franchise opportunity. By creating this opportunity for others to reward for their work efforts and efficiencies, she empowers the job enrichment theory. Her approach to...
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...CheckPoint: Motivation and Teams Case Study • Resource: Ch. 7 of Introduction to Business • Read the two case studies on pp. 233–236 of the text. • Answer the following in a 200- to 300-word response: • What motivation theories may be found in each case study? • Describe the theories found in each case study and cite specific examples. • What was each business owner’s approach to creating high-performing teams within their company? In the first case study, The Two Men and a Truck, the motivation theories used by Sheets were Maslow’s needs hierarchy theory, the expectancy theory, and the job enrichment theory. Originally, Sheet’s motivation was to assist her two sons part-time moving business attract more customers. By doing this, Sheets was using the Maslow’s needs hierarchy theory because she was focused on her sons’ physiological needs of earning income. Because she did not want to reject the business call, she decided to take advantage of the orders she was still receiving. Sheets saw a demand for a localized moving company. After her last child completed college, the expectancy theory applies because she believed that she had a service that would serve the needs of other individuals to begin their own business by creating a franchise opportunity. She believed that she possessed the ability, self-efficacy, to create the moving franchise opportunity. By creating this opportunity for others to reward for their work efforts and efficiencies, she empowers the job enrichment...
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...To get power in our houses and businesses, there are several processes that the power goes though to get generated and carried across miles of power lines. Electricity is generated in a thermal power plant, hydroelectric power plant, and nuclear power plant, etc. This electricity is then supplied to a transmission substation near the generating plant. In the transmission substation the voltage is increased substantially using step up transformers. The voltage is increased to reduce the transmission losses over long distances. This electricity then is supplied to a power substation where it is stepped down using step down transformers and then supplied to a distribution grid. In the distribution grid there are additional transformers and voltage is further reduced for distributing further down the grid. From here the electricity is supplied to step down transformers near residential quarters that step down the voltage to 110/220 Volts as per each country's requirement. The power is produced using a three-phase generator that takes some kind of mechanical energy and generates three-phase power. The three-phase power leaves the generator and enters a transmission substation at the power plant. This substation uses large transformers to convert the generator's voltage (which is at the thousands of volts level) up to extremely high voltages for long-distance transmission on the transmission grid. You can see at the back several three-wire towers leaving the substation. Typical...
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...Report 2012 What sets our integrated technology company apart Introduction – page 1 Proximity How Bangalore’s new airport is driving progress across an entire region Global presence – page 8 Ideas How our Biograph mMR scanner is enhancing patient care Technology and innovation – page 20 Strength How efficient technologies are shaping the future of energy Portfolio management – page 34 Networking How intelligent IT solutions are creating unimagined value Cross-business activities – page 54 Diversity How our employees’ wealth of experience is inspiring us Employees and management culture – page 66 How our strategy is pointing the way to the future One Siemens – page 78 COVER PHOTO – James D. Palasek and Amber Sherman, two of the 370,000 Siemens employees working together in our global network of trust. To learn more, please see: SPECIAL REPORT: DIVERSIT Y, PAGES 66-75 When a new international airport is being planned, when a doctor recommends a treatment to a patient, when political leaders and society want to ensure reliable energy supplies for the future, when a company wants to offer tailor-made service solutions, when the development of innovative products demands the creativity, experience and dedication of a wide range of experts, that’s when tough decisions have to be made – far-reaching decisions based on a strong sense of responsibility. The success of our integrated technology company rests not only on our technological...
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...GE’s Two-decade Transformation: Jack Welch’s Leadership « We Bring Good Things To Life ». This is how General Electric (GE) defined its activity, in general terms, between 1979 and 2003. During this period, and more precisely from 1981 to 2001, Jack Welch was the company’s CEO. This previous advertising slogan, designed by the advertising firm BBDO, largely contributed to GE corporate identity; indeed, according to Baer Performance Marketing, “When you hear the name General Electric, […] “We Bring Good Things to Life” is also brought to mind” (baerpm.com). Furthermore, it didn’t have for only purpose to promote the firm’s products and services, but it also emphasized their high quality, and as a result, it highlighted GE’s will to improve consumers’ lives. In other words, the slogan had more than communication purposes: it would lead the entire process of value creation; it summed GE’s strategy up. General Electric was created by a merge between two electricity-related companies – Edison General Electric Company and Thomson-Houston Electric Company, in 1892, from Thomas Edison and Charles Coffin initiative. Widely considered as one of the most successful corporations of the 20th century, recognized by Fortune to be the “Most Admired Company in the United States” and named Financial Times’ “Most Admired Company in the World” in 2001, the firm has dramatically grown from a merge between two electricity enterprises to an American multinational conglomerate corporation...
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...eate Value for People II. The Human Side of Business 7. Motivating and Managing People and Groups in Business Organizations © The McGraw−Hill Companies, 2007 234 Chapter Seven SATISFIED CUSTOMERS. Unlike the other moving companies she had seen, Sheets decided that Two Men would put a premium on customer service. “Moving had a cruddy reputation,” she says. “I made sure everything was spotless. And we went out of our way for the customers.” Sheets put her movers in uniforms and gave them business cards, charged by the hour instead of weight, and paid for any damage to be fixed. The company’s mission statement remains: “Treat everyone the way you would want your Grandma treated.” From the start, Sheets handed out postage-paid reply cards, with just five questions, to her cus- tomers. Last year, the company received 66,000 responses. Sheets says that only 1% of the comments are negative—and she uses them as an opportunity. “We want to get it right with our customers,” she says. “Sometimes we send them flowers or a gift if something went wrong.” As a result, Two Men gets about 95% of its business from word-of-mouth refer- rals, eliminating the need for much advertising. With no formal business background, Sheets says she has relied mostly on her own instincts and expe- rience. She credits her time volunteering at a hospital crisis intervention center with helping her to handle customers over the phone. “It taught me empathy and how to listen,” she says. STICK MEN U. When it came...
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...What are the main issues in the case? Siemens’ Electric Motor Works (EMW) made standard electric motors as well as the custom made orders. Initially, standard motors accounted for 80 percent of sales volume, while the remaining 20 percent were customized orders. But as time progressed, EMW could not keep up with the lower labor rates of the Eastern Bloc companies, and they were unable to match up with the prices for the standard electric motors. Due to this reason, there was a shift in strategy and they decided to produce only customized motors. The changes cost them Dm50 million a year for three years to replace almost every machine on the floor and support the new strategy. But after a couple of years, with the change in the strategy, the traditional cost accounting system started showing signs of trouble. This system assigned material and labor costs directly to the products and divided the overhead costs into three categories – material related, production related and support related. Due to the changes, the orders accepted on an average was for less than five motors and this increased the production support costs and the traditional cost system couldn’t capture the relation between the increased support costs and the change in product mix. This led to inappropriate costing for majority of the products. How can the issues be addressed? Under the traditional system, support costs were allocated to each motor based on its consumption of direct materials, direct labor,...
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...Supercritical Steam Power Plant Under Construction Dr. Frank Cziesla Siemens AG, Energy Sector Dr. Jürgen Bewerunge Trianel Kohlekraftwerk Lünen GmbH & Co.KG Andreas Senzel Siemens AG, Energy Sector POWER-GEN Europe 2009 – Cologne, Germany May 26-29, 2009 Copyright © Siemens AG 2009. All rights reserved. Copyright © Siemens AG 2009. All rights reserved. 1 Abstract Clean and cost-effective power generation is of paramount importance to cope with the challenges imposed by an increasing energy demand throughout the world. Investment cost and fuel costs are the main contributors to the cost of electricity. In recent years, costs associated with CO2 emissions have attracted more and more attention due to its political awareness. The efficiency of the power plant as one key value affects both the fuel costs and the amount of CO2 emitted to the environment. As coal is more abundant in many parts of the world, coal prices are less volatile and more stable than natural gas prices. But larger CO2 emissions increase the need for more efficient coal-based power generation. Ultra supercritical (USC) steam power plants meet notably the requirements for high efficiencies to reduce both fuel costs and emissions as well as for a reliable supply of electric energy at low cost. Recent developments in steam turbine technology and high-temperature materials allowed for significant efficiency gains. Siemens has more than fifteen years of experience with ultra supercritical...
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...General Electric medical systems, 2002 General Electric medical systems, 2002 Q 1. What is the underlying logic behind the global product idea? What are the costs and the benefits that are expected? Answer- Global Electric Medical Systems (GEMS) had built a global presence on the backs of the Global Product Company (GPC) concept .This philosophy concentrated on manufacturing and then carry out activities anywhere in the world, where it could be carried out to GE’s Standards and cost effectively without compromising on quality. Medical equipment are globally standardized product which don’t require to be tweaked or adapted to local market needs. GEMS in terms of Adaptation, had invested heavily in country-based sales and marketing by providing equipment and services such has training and consulting advisory tailored to country specific needs. GEMS had overtaken its competitors through Arbitrage; The GPC led to building of Centers of Excellence (COE). From these COEs 60-96% of the products were shipped to other locations. COE were strategically located at developing economies which shipped its developed products to different countries (First world countries) which saved costs and time, thus maintaining its market leadership and addressing the demands for affordable equipment’s globally. Medical Equipment industry has proven that Aggregation has one of the key factors for this type of industry over the past few years. GEMS had also addressed aggregation...
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...BOB7024 Organizational Behavior & Design, Stephen P. Robbins & Timothy A. Judge, Organizational Behavior, 14th edition, 2011, Pearson Education Chapter 1 Case Incident 1: “Data Will Set You Free” Ford CEO Alan Mulally is known for starting meetings by saying “Data will set you free” and for trying to change Ford’s culture to one that is based on increased accountability, more information sharing, and hard metrics. “You can’t manage a secret,” he is also fond of saying. Although it’s not clear whether Mulally’s approach will work at Ford, which is known for its self-contained fiefdoms where little information is shared, some companies have found that managing people according to hard metrics has paid off. Consider Freescale Semiconductor, a computer chip manufacturer based in Austin, Texas. Freescale has discovered that in order to have the right people at the right time to do the right job, it needs an extensive and elaborate set of metrics to manage its 24,000 employees in 30 countries. Of particular concern to Freescale is retention. “There’s no greater cost than human capital, especially in the technology industry,” says Jignasha Patel, Freescale’s director of global talent sourcing and inclusion. “When you’ve got a tenured employee that decides to walk out the door, it’s not just one person leaving, it’s that person’s knowledge and network and skills.” To manage talent and prevent turnover, Freescale holds line managers accountable for recruiting, hiring, and...
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...fundamental quantities are called fundamental units. 5. There are four systems of units namely C.G.S, M.K.S, F.P.S and SI 6. The quantities that are derived using the fundamental quantities are called derived quantities. The units that are used to measure these derived quantities are called derived units. 7. The early systems of units : Fundamental Quantity System of units C.G.S. M.K.S. F.P.S. Length centimetre Metre foot Mass Gram Kilogra m pound Time second Second second 8. Fundamental and supplementary physical quantities in SI system (Systeme Internationale d’units) : Physical quantity Unit Symbol Length Metre m Mass kilogram kg Time second s Electric current ampere A Thermodynamic temperature kelvin K Intensity of light candela cd Quantity of substance mole mol Supplementary quantities: Plane angle radian rad Solid angle steradian sr SI units are used in scientific research. SI is a coherent system of units. 13. A coherent system of units is one in which the units of derived quantities are obtained as multiples or submultiples of certain basic units. SI system is a comprehensive, coherent and rationalised M.K.S. Ampere system (RMKSA...
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