178 麦肯锡—三星竞争对手分析(NOKIA)清华汉魅
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麦肯锡—三星竞争对手分析NOKIA
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
Product
Strategy
• Focuses on mobile communication
products and aims to be a total solution
provider in mobile communication
• Regularly introduces consumer-
Source: Nokia Press Release
Implication
• Leader in mobile communication
globally and in China
• Al though a relatively later-
comer to China, has invested heavily in its Chinese business
differentiate its products from its competitors’?
• What customer segments is Nokia targeting at? • In which geographic areas is Nokia strong or weak? • How does Nokia’s product development meet customer requirement? • How do Nokia’s distribution channels differ from its competitors’? • Why does Nokia launch exclusive specialist shops? • How does Nokia provide customer services? • How much does Nokia invest in JVs and WOFEs in China, and what
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
Product
Strategy
• Focuses on mobile communication
products and aims to be a total solution
provider in mobile communication
• Regularly introduces consumer-
Source: Nokia Press Release
Implication
• Leader in mobile communication
globally and in China
• Al though a relatively later-
comer to China, has invested heavily in its Chinese business
differentiate its products from its competitors’?
• What customer segments is Nokia targeting at? • In which geographic areas is Nokia strong or weak? • How does Nokia’s product development meet customer requirement? • How do Nokia’s distribution channels differ from its competitors’? • Why does Nokia launch exclusive specialist shops? • How does Nokia provide customer services? • How much does Nokia invest in JVs and WOFEs in China, and what
麦肯锡竞争对手分析模型三星
and marketing?
• With a broad product portfolio, how does Siemens
organize or reorganize itself?
• How does Siemens perform and is its performance
expected to improve further?
6. l performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• With a broad product portfolio, how does Siemens
organize or reorganize itself?
• How does Siemens perform and is its performance
expected to improve further?
6. l performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
麦肯锡—三星竞争对手分析(NOKIA)-31页文档资料
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
mobile
• First office in China in 1985, first JV in China in 1994
Employees History
• 60,000 staff in 130 countries • More than 20 offices in China, 7 JVs, 1 WOFE and 1
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
oriented products with emphasis on
designs and functions
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
3
SAMSUNG010605BJ-kickoff2
mobile
• First office in China in 1985, first JV in China in 1994
Employees History
• 60,000 staff in 130 countries • More than 20 offices in China, 7 JVs, 1 WOFE and 1
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
oriented products with emphasis on
designs and functions
诺基亚竞争对分析
意跟竞争对手降价； 4、对产品质量的要求近乎苛刻 ； 5、不断进行新技术和新产品的开发 ；
(二)、摩托罗拉的营销策略
1、丰富产品线，增加产品深度； 2、发掘消费者需求，重新对产品定位； 3、技术提升，全面进入触摸屏领域； 4、在价格方面，重新回归高端市场； 5、在渠道方面，减少流通长度
（三）索尼爱立信的营销策略
一、诺基亚的竞争对手
诺基亚的主要竞争对手是三星 （Samsung）但还有其他的竞 争者如：摩托罗拉（Motorola）、 和索尼爱立信（Sony Ericsson） 等。
二、竞争者的策略
（一）三星的营销策略
1、坚持本地化经营策略，定位清晰； 2、与世界知名企业建立深入合作； 3、集中精力开发高附加值产品，不随
2、面对环境新变化
面对新兴市场，诺基亚也采取了与 成熟市场有所不同的策略。由于新 兴市场的消费者们通常比较关心价 格，所以在为这种市场制造产品时 需要在设计和制造的各个环节更下 功夫。
ቤተ መጻሕፍቲ ባይዱ
3、了解用户潜意识
了解用户的内心世界非常重要。诺基亚的设计和
营销团队专门聘请了人类学家、伦理学家、心理 学家以及消费者研究专家，一直努力观察和理解 人们的行为。诺基亚相信，要想让你的产品取得 成功，你必须了解消费者的潜意识，了解他们进 行购买的真正原因。当然，在很多情况下，并非 所有的购买决定都可以从理性的分析上来解释， 很多人之所以购买某种产品完全是出于情感上的 原因，尤其是对于那些他们会在公共场合用到的 产品来说，更是如此。
(3).资金优势.索尼爱立信公司是由索尼公司 与爱立信公司整合成立的,资金实力雄厚,并拥 有稳定的市场价格体系.
(4).渠道优势.通常国外手机企业在国内市场 在渠道上有着一定的弱势,但不同的是索尼爱 立信是以渠道为王的,在整个营销环节中,索尼 爱立信非常注重渠道对产品的消化,时刻保持 整个销售渠道畅通无阻.虽然手机款式并不多, 但每一款都是精品,这样有助于更好地把产品 卖出去,实现产销平衡.
(二)、摩托罗拉的营销策略
1、丰富产品线，增加产品深度； 2、发掘消费者需求，重新对产品定位； 3、技术提升，全面进入触摸屏领域； 4、在价格方面，重新回归高端市场； 5、在渠道方面，减少流通长度
（三）索尼爱立信的营销策略
一、诺基亚的竞争对手
诺基亚的主要竞争对手是三星 （Samsung）但还有其他的竞 争者如：摩托罗拉（Motorola）、 和索尼爱立信（Sony Ericsson） 等。
二、竞争者的策略
（一）三星的营销策略
1、坚持本地化经营策略，定位清晰； 2、与世界知名企业建立深入合作； 3、集中精力开发高附加值产品，不随
2、面对环境新变化
面对新兴市场，诺基亚也采取了与 成熟市场有所不同的策略。由于新 兴市场的消费者们通常比较关心价 格，所以在为这种市场制造产品时 需要在设计和制造的各个环节更下 功夫。
ቤተ መጻሕፍቲ ባይዱ
3、了解用户潜意识
了解用户的内心世界非常重要。诺基亚的设计和
营销团队专门聘请了人类学家、伦理学家、心理 学家以及消费者研究专家，一直努力观察和理解 人们的行为。诺基亚相信，要想让你的产品取得 成功，你必须了解消费者的潜意识，了解他们进 行购买的真正原因。当然，在很多情况下，并非 所有的购买决定都可以从理性的分析上来解释， 很多人之所以购买某种产品完全是出于情感上的 原因，尤其是对于那些他们会在公共场合用到的 产品来说，更是如此。
(3).资金优势.索尼爱立信公司是由索尼公司 与爱立信公司整合成立的,资金实力雄厚,并拥 有稳定的市场价格体系.
(4).渠道优势.通常国外手机企业在国内市场 在渠道上有着一定的弱势,但不同的是索尼爱 立信是以渠道为王的,在整个营销环节中,索尼 爱立信非常注重渠道对产品的消化,时刻保持 整个销售渠道畅通无阻.虽然手机款式并不多, 但每一款都是精品,这样有助于更好地把产品 卖出去,实现产销平衡.
麦肯锡—三星竞争对手分析NOKIA清华汉魅
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
NOKIA IS RELATIVELY A LATE-COMER TO CHINA; HOWEVER IT HAS GROWN RAPIDLY TO BECOME A MARKET LEADER IN MOBILE COMMUNICATION
Background Location
• Based at Finland, with offices in China, e.g. Beijing • China is Nokia's strategic location because it is
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
• What is Nokia’s performance trend?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
NOKIA IS RELATIVELY A LATE-COMER TO CHINA; HOWEVER IT HAS GROWN RAPIDLY TO BECOME A MARKET LEADER IN MOBILE COMMUNICATION
Background Location
• Based at Finland, with offices in China, e.g. Beijing • China is Nokia's strategic location because it is
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
• What is Nokia’s performance trend?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
麦肯锡：三星竞争对手分析(英文版)(ppt 28页)
6. Financial performance
• Sales • Profit
5
SAMSUNG010605BJ-kickoff2
NOKIA POSITIONS ITSELF AS A LEADING PRODUCT AND SYSTEM SUPPLIER IN THE FAST GROWING MOBILE COMMUNICATION INDUSTRY
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
• What is Nokia’s performance trend?
070麦肯锡_三星竞争对手分析(NOKIA)-PPT文档资料30页
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2019
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
三星竞争对手分析
一、三星手机市场概述从2007年第二季度开始，三星在全球手机市场的份额终于超过了摩托罗拉，成为全球第二大手机厂商。
如今，三星又有了新的目标。
近日，美国市场调研机构Strategy Analytics发布报告数据显示，2010年三星手机全球手机销量同比增加23%，达到2.8亿部，市场份额同比增加1.2%，达到20.6%。
从对未来预期看，三星计划2011年手机产量提高20%达到3.25亿部，并且计划在三年之内超过诺基亚。
从全球各大区域市场对三星手机市场份额的影响来看，中国市场已经成为三星手机全球销量增长的主要动力。
三星利用宽广的产品线，提供给消费者至少一个选择的产品战略成为其中国手机市场份额持续扩大的利器。
智能、3G手机正在成为中国手机市场上炙手可热的手机类型，新的竞争对手也在不断涌现，曾经依靠定制与低端机型打下不少市场份额的三星，如今面临着哪些新的威胁？又当如何转变产品策略？互联网消费调研中心ZDC通过对中国手机市场上三星及其主要竞争对手产品结构的分析，来深入探讨三星所拥有的主要优势及面临的威胁。
二、三星手机产品结构分析(一) 整体手机市场1、不同类型产品●3G、智能手机为三星产品支柱，2G手机作用弱化三星宽广的产品线首先体现在对多种类型产品的覆盖上。
ZDC统计数据显示，2011年2月中国手机市场上，三星以3G手机为主，产品数量达到134款，占据其产品总量的61.2%，3G手机也是三星手机用户关注度的主要来源，高达82.3%。
传统2G手机产品数量仅次于3G手机，但用户关注比例却与之相差悬殊，2G手机在三星产品结构中的作用正在弱化。
三星产品结构中，智能手机数量较少，仅为62款，不足三成，但其带来的用户关注度仅次于3G手机，达到63.2%。
整体来看，3G、智能手机是三星产品结构的重要支柱。
(图) 2011年2月中国手机市场三星不同类型产品及关注比例对比注：不同类型产品属于重复统计，如部分机型既属于智能手机，亦属于3G手机。
麦肯锡三星战略2(nokia)
Key product offerings Key customers Value proposition Geographic focus Pricing
• Sales • Profit
1
SAMSUNG010605BJ-kickoff2
KEY ISSUES TO PROBE - NOKIA
Strategy
Starting
• First office in China in 1985, first JV in China in 1994
• 60,000 staff in 130 countries • More than 20 offices in China, 7 JVs, 1 WOFE and 1
5. Organization and ownership
• • • •
Mission Vision Corporate strategy Market position
• Organization structure • Ownership structure
3. Product /market
6. Financial performance
• • • • •
Key product offerings Key customers Value proposition Geographic focus Pricing
• Sales • Profit
5
SAMSUNG010605BJ-kickoff2
NOKIA POSITIONS ITSELF AS A LEADING PRODUCT AND SYSTEM SUPPLIER IN THE FAST GROWING MOBILE COMMUNICATION INDUSTRY
三星手机产品结构分析与竞争对手分析(doc 20页)
三星手机产品结构分析与竞争对手分析(doc 20页)一、三星手机市场概述从2007年第二季度开始，三星在全球手机市场的份额终于超过了摩托罗拉，成为全球第二大手机厂商。
如今，三星又有了新的目标。
近日，美国市场调研机构Strategy Analytics发布报告数据显示，2010年三星手机全球销量同比增加23%，达到2.8亿部，市场份额同比增加1.2%，达到20.6%。
从对未来预期看，三星计划2011年手机产量提高20%达到3.25亿部，并且计划在三年之内超过诺基亚。
月中国手机市场上，三星以3G手机为主，产品数量达到134款，占据其产品总量的61.2%，3G 手机也是三星手机用户关注度的主要来源，高达82.3%。
传统2G手机产品数量仅次于3G手机，但用户关注比例却与之相差悬殊，2G手机在三星产品结构中的作用正在弱化。
三星产品结构中，智能手机数量较少，仅为62款，不足三成，但其带来的用户关注度仅次于3G手机，达到63.2%。
整体来看，3G、智能手机是三星产品结构的重要支柱。
(图) 2011年2月中国手机市场三星不同类型产品及关注比例对比注：不同类型产品属于重复统计，如部分机型既属于智能手机，亦属于3G手机。
2、不同价格段产品●三星产品中，2000元以下中、低端机型占比近八成三星宽广的产品线还体现在产品价格覆盖高中低端上，不同层次的消费者都能找到符合自己价格预期的产品。
ZDC统计数据显示，2011年2月中国手机市场上，三星在售产品以1000-2000元中端机型为主流，其次为千元以下低端产品，二者累计达到173款，在其产品总量中占比近八成。
(图) 2011年2月中国手机市场三星不同价格段产品及关注比例对比3、不同像素产品●500万及以上高像素产品占据三成，关注比例过半三星在显示屏及摄像头像素方面有较高造诣。
ZDC统计数据显示，2011年2月，三星手机中，500万及以上像素、300/320万像素产品数量分别为71款、62款，累计占据三星产品总量的60.7%，用户关注比例更是高达85.8%。
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• What is Nokia’s performance trend?
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
differentiate its products from its competitors’?
• What customer segments is Nokia targeting at? • In which geographic areas is Nokia strong or weak? • How does Nokia’s product development meet customer requirement? • How do Nokia’s distribution channels differ from its competitors’? • Why does Nokia launch exclusive specialist shops? • How does Nokia provide customer services? • How much does Nokia invest in JVs and WOFEs in China, and what
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2001
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
team
• Equue chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
SAMSUNG010605BJ-kickoff2
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis
2
BACKGROUND INFORMATION
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
SAMSUNG010605BJ-kickoff2
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
• How does Nokia position itself now and in 2005? • What are Nokia’s product and value delivery system strategies that
differentiate its products from its competitors’?
• What customer segments is Nokia targeting at? • In which geographic areas is Nokia strong or weak? • How does Nokia’s product development meet customer requirement? • How do Nokia’s distribution channels differ from its competitors’? • Why does Nokia launch exclusive specialist shops? • How does Nokia provide customer services? • How much does Nokia invest in JVs and WOFEs in China, and what
SAMSUNG010605BJ-kickoff2
CONFIDENTIAL
Mobile Handset Competitor Analysis: Nokia
SAMSUNG ELECTRONICS CHINA (SEC China)
August 20, 2001
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
differentiate itself from its competitors?
• How does its current market position help achieve its goal? • What is Nokia’s key product offerings and how does Nokia
team
• Equue chain strategy
Focus on
• Marketing,
advertising and promotion
• Distribution (channel
and sales force)
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2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Management • Era analysis
team
• Equity
structure
4. Value chain strategy
• Focus on
– Marketing, advertising and promotion
– Distribution (channel and sales force)
are the main drivers?
• How does Nokia organize to enable the JVs and WOFEs to work
together?
• How strong is Nokia’s performance and what are the major
contributors?
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
1
KEY ISSUES TO PROBE - NOKIA
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2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK
1. Background information
• Location
• Starting year
• Registered • Number of
capital
employees
• Management • Era analysis