samsungvsphilipsavaluechainanalysis(ppt24)-电子商务(编辑修改稿)

samsungvsphilipsavaluechainanalysis(ppt24)-电子商务(编辑修改稿)内容摘要：

cts are sold through big electronics supermarket chains, department stores, and few small shops. No “Samsung Shop”. Online sales still very limited. 2. Samsung products are sold through big electronics supermarket chains, department stores, and few small shops 1. Available China wide 3. Retailer selection: 4. China sales anization: 5. Relationship between Samsung and retailers: 6. IT support for sales: 1. Philips products are sold through big electronics supermarket chains, department stores, and few small shops. No “Philips Shop”. Online sales still very limited. 2. Philips products are available China wide 3. Retailer selection: 4. China sales anization: 5. Level of cooperation with retail partners: There is no evidence to support Philips‟ level of cooperation with the retailer 6. IT support: Minimum CRM system, doesn‟t use IT to its full potential Samsung Philips Sales In collaboration with Client or Partner logo June 2020 10 Samsung external relations vs. Philips RUNNING HEAD 1. Samsung close relationship with Chinese government. WAAR BLIJKT DAT UIT? 2. Samsung places much emphasis on being a responsible corporate citizen: factory fully operated by disabled people, riding for the disabled, etc 3. Samsung has a strategic partnership with TTSoft, a leading chinese software pany。 alliance with China Uni。 JV with East, etc.。 JV with Datang, together with Philips 1. Gov‟t: Philips has proactive partnerships with, government bodies Only winner of China‟s “Extraordinary Contribution Award of 2020” for its contribution in the largest turnover and exports among all FIEs in China. Philips started in China in 1920, so has had plenty of time to work on relationship 2. Philips is perceived as a responsible corporate citizen. It sponsors local Chinese career development programs at local universities and business schools 3. Philips has various strategic partnerships. The one with LG for flatscreens is most well known Samsung Philips External relations “Built to Last” Analysis Contact: xxx In collaboration with Client or Partner logo June 2020 12 According to the book “Built to Last” all visionary panies have specific habits in mon that makes them successful… The habits are:  “Clock building, not time telling” – not a great idea, but a great way of working (the process) is what makes a sustainable pany  No “tyranny of the OR” – you can embrace both extremes of a number of dimensions at the same time (.: have BHAG‟s AND incremental evolutionary progress)  “More than profits” – successful panies aim for more than just profits – they aim to change the world/make the world a better place  Preserve the core / Stimulate progress • Cult like cultures (preserve) • Home grown management (preserve) • Big Hairy Audacious Goals (stimulate) • Try a lot of stuff and keep what works (stimulate) • Good enough never is (stimulate) RUNNING HEAD Samsung scores on XX of them “Built to Last”: Samsung vs. Philips Contact: xxx In collaboration with Client or Partner logo June 2020 14 Internal processes and cooperation RUNNING HEAD 1. There is a true oneSamsung spirit WAAR BLIJKT DAT UIT? 2. In general, Samsung es across as a well oiled machine. No information specifically for China 1. Samsung achieved this through rigorous re anization, simple processes, openness (data availability for everyone) 2. Business units seem to work together efficiently 3. Operations, Ramp。 D, Marketing and sales seem closely interlinked. HOW? SPECIFIC FOR CHINA?Ideas move smoothly 4. KPI‟s in China? 5. Pamp。 L structure in China? 1. OnePhilips spirit is felt at the top, but not on the operational level 2. Philips in Europe is not a well oiled machine. The anization in China is also described as “silo„ed” 3. In Europe, ideas do not move smoothly, and there are ”high barriers” between the different departments and Product Divisions. A Dutch expert thought the situation in China was better, but the Chinese expert does not seem to agree 4. KPI system of Philips China seems to be more focused on individual results then on group or team results, which does not stimulate cooperation. Of the KPI, 70% is personal or unit based, and only 30% is collective 5. Pamp。 L structure in China? Samsung Philips In collab。