This paper examines the intricate workings of Siemens AG, a global-wide diversified corporation that formulates, develops and manufactures leading edge products and designs while tailoring individual services for the benefit of its customers.
Abstract This paper analyzes the success of multi-business giant Siemens AG. This paper highlights the various corporate initiatives taken by Siemens AG in the business world, including the developing and manufacturing of leading edge products and designs while tailoring individual services for the benefit of their customers. The paper also discusses how the company's various centralized activities have helped the managers at Siemens AG in saving precious managerial time while augmenting their productivity and effectiveness.
Table of Contents:
Business Portfolio of Siemens AG Siemens AG: Cross-Unit/Cross-Sectoral Perspective
Corporate Initiatives by Siemens AG Centralized Activities at Siemens AG Plan For Performance Improvement
Works Cited
From the Paper "Siemens AG under the name of S&H took the initiative of manufacturing electron microscopes, radios and television sets in between 1920s and 1930s. Siemens also took a major corporate initiative by acquiring "avionics, radar and traffic control businesses" of Plessey. In addition to the above, the credit of introducing the innovative "GSM cellular phone with color display" goes to the corporate giant which has its headquarters in Berlin and Munich, Germany. Other corporate initiatives by the firm include forming a sub-division of the firm calling the company within a company, Infineon Technologies. Furthermore, Siemens Nixdorf Informationssysteme AG took the corporate leap of forming Fujitsu Siemens Computers AG in the year 1999."
Abstract This paper attempts to understand the success and future potential of Tanner AG, a stable global operation that has shown that it can be successful at a time when other global organizations have been less productive. With an additional focus on organizational theory and design, this report defines Tanner AG and examines the internal and external business environment by analysis of potential opportunities and threats. By reviewing the company from a perspective of its life cycle, macro environmental trends, competitors, strengths and weaknesses, the report can present an insight into Tanner AG. In addition, the paper utilizes a 'customer based organization' approach to understanding the company. The information supplied was gathered through various techniques including the Ten Commandments of case analysis, ESP-TE, PETR-PEC and AM-FAMUS. The report tries to therefore present Tanner AG's strategic and long-term plans, criteria objectives, and other key data factors through statistical information and models. The report is presented in a SWOT analysis format to abridge the presentation even though factors such as organizational strategies and strategic alliances have also been incorporated.
Design of a Customer Based Organization for Tanner AG Introduction
Theoretical Aspects of Organizational Design
Introduction to Tanner AG How it Works
SWOT
Conclusion
From the Paper "TANNER AG and the like have had to apply new techniques to target and reach the proper market segments, gather timely marketing research data, analyze it electronically and monitor a plethora of marketing process functions that can be associated to approaches like integrated World Wide Web sites. Consider that this business environment has had a wide and varied impact on organizational strategies of variable environments that different nations require. Quality of work life with other societal attitudes is just one example of how the business climate has changed."
This paper examines the recent trend of corporate diversification while focusing on Siemens AG, initially an electronics wholesaler, it now controls interests dealing in computers, cell phones, transportation, power and medicine.
Abstract This paper analyzes the continual influence of globalization which has resulted in mergers of various global corporations and thus the growth of multi-business firms have become more prevalent. This paper explores the success of such industries in the world arena, paying attention to how these firms have developed and prospered. This paper details and focuses on the diversification of Siemens AG. While initially a wholesale dealer in electronic goods within the communications industry, Siemens AG has since expanded outwards to many different areas. It now controls business interests dealing with computers, cell phones, transportation, power, medicine and more. The writer of this paper discusses the problems that many diversified companies face including how to incorporate new acquisitions into the overall corporate strategy of a particular business.
From the Paper "The growth of Siemens AG starts with an analysis of their financial strategy. Since Siemens AG began with its patent of the telegraph technology it has been a dominant force within the telecommunications industry. As such information and communication sector is the original cash cow industry. The strategy of corporation such as Siemens AG is to diversify in such a way that they extract excess cash from businesses that are cash cows and allow them to be invested in businesses in other sectors that will be able to become an economic force when it gains a high hold of the market share. When these "question marks" reach the stage of becoming big earners they could one day become a cash cow too. Siemens AG has been expanding outward to many different arenas, as such over the years it had become dominant in many different sectors of the commercial realm."
Abstract Over the past decade the international pharmaceutical industry has changed dramatically and it has necessitated that corporations intent upon finding success within such a fluid environment change themselves or be left hopelessly behind. This paper reviews how Novartis AG's business environment has changed over the last ten years and what the company has done to position itself advantageously in such a climate. In particular, this paper examines the most note-worthy features of Novartis AG and considers how some of the company's most significant decisions over the past ten years - and one in particular involving its software system - are not only congruent with sound corporate management strategy but are decisions which appear to leave the organization in a strong market position at a time of increased international competition.
Abstract This paper explains that Puma AG can expand successfully into the Japanese market if it allies itself with one of the nation's leading 'Kieratsus', the conglomerates by which the Japanese business environment is structured. The author points out that, in order to capitalize upon the very lucrative Japanese market, Puma needs to identify the strengths and weaknesses of its competitors, develop a more accurate understanding of the demands of the market, and extend its product line to target not only professional athletes, but also more fashion-based customers. The paper suggests that the appropriate target for Puma in Japan is not the conservative over-forty group, but rather the youth or the below- forty groups who are very fashion-oriented and can be reached by direct marketing techniques.
Table of Contents
Introduction
Puma's Market and Competitors
Marketing Strategy in Japan
Conclusion
From the Paper "Another of Puma's strengths lies in the fact that while the brand may not command the same type of consumer recognition and attraction that either Reebok or Nike do, it commands significant consumer recognition and respect. Puma is a solid brand that has a loyal consumer base and has successfully established a niche for itself within this competitive market consequent to the factors of quality, trendiness and comparatively reasonable pricing, associated with it. These factors, in themselves, represent the strengths commanded by the brand and each may be capitalized upon within the context of a marketing and publicity campaign, for the specified purpose of expanding the brand's consumer base, whether on a regional or country-specific basis."
Abstract The paper provides an overview of the Audi AG and General Motors companies and compares their financial statements. The paper examines both companies' accounting methods and policies, foreign currency transactions, the exchange rates they use and their transaction methods.
Outline:
Company Description
Accounting Methods, Techniques and Principles
Foreign Currency Transactions
Exchange Rates
Transaction Methods
From the Paper "Audi AG is one of the most renowned automobile manufacturers of the globe. Founded in 1910 by August Horch, the company is based in Ingolstadt, Germany and it is currently a subsidy of the Volkswagen Group. The company has opened operation centers in six countries, including Russia, Hungary and South Korea and it operates with a total of 52,297 employees. The manufacturer is committed to personal growth through the complete satisfaction of all stakeholders. Audi produces luxury automobiles and a series of custom-made products, including cars, and other components, such as engines. The company is currently committed to limiting the negative impact held by automobiles and combustibles upon the surrounding environment. The company's mark of four joint rings symbolizes the union of four major car producers (Audi, DKW, Horch and Wanderer) into what is today known as Audi AG."
Abstract This paper presents a merger analysis of Reebok and Adidas-Saloman AG. It begins by providing an overview of each individual company prior to the merger. It then discusses environmental concerns for the industry and for the separate companies. The paper then provides a merger analysis and discusses the risks for the merger. It then analyzes and discusses the new merged company, The Adidas Group.
Table of Contents:
Abstract
Background and Overview
Reebok Overview
Adidas-Saloman AG Overview
Industry Analysis: Environmental Concerns
Competitive Profile Matrix (CPM)
Merger Synergies
Adidas, Europe and Market Access
Merger Risks
Financial Valuations
Merger Analysis and Discussion
Executive Summary
From the Paper "The technological aspect to the athletic footwear and apparel industry is clear-cut: identify new technologies relative to its products such as Reebok's Pump 2.0 technology in some of its products: "One of the Reebok Brand's product initiatives during 2005 will be incorporating our inflatable shoe technology, The Pump_, into a new selection of products" (Reebok, 2004b, p.12). Additionally, industry competitors must continue to push suppliers, manufacturers, and distributors to utilize the latest in technological developments to drive down overall costs or these industry competitors such as the newly created Adidas Group cannot remain internationally competitive in all markets (Davies, 2004). Since the pre-merger companies, Adidas-Saloman AG and Reebok, along with other industry competitors such as Nike, have been instrumental in creating many aspects of the global marketplace, they need to be especially vigilant in not falling victim to some of these global strategies they themselves spear-headed."
This paper discusses Ford Werke AG and its relationship to the Ford Motor Company as a component of Ford of Europe: Problems and opportunities for future, strategy, profits and competition.
1,350 words (approx. 5.4 pages), 10 sources, 1995, $ 47.95
From the Paper "This research provides a brief overview of Ford Werke AG. The firm's position within the Ford Motor Company, as well as the strategic objectives the Ford Motor Company pursues with respect to Ford Werke AG are addressed.
General Motors and Ford Motor are the world's two largest automobile manufacturers in the 1990s. The largest automobile market in the world is not North American, as most Americans assume. Rather, Western Europe is the world's largest automobile market. Both General Motors and Ford are major players in European automobile manufacturing. Ford Motor Company has followed a deliberate strategy of locating major production facilities within the markets being served and targeted.
Abstract This paper discusses the merger of these two large car manufacturers. It looks at the economic situation of each company before the merger, workforce problems, and production issues. It then examines the ways that these problems were either solved or increased with the merger.
From the Paper "In the 1990"s, in an effort to increase their size and scope, several companies merged. Mergers were created by"combining strengths with, or acquiring establishments that manufactured similar merchandise. Occasionally, acquisitions of companies from different sectors occurred in the interests of diversification. Corporate mergers increased in the nineties due to the booming stock market, which rode the technology wave. Various sectors of industry went through phases of deregulation and market-globalization. With markets getting smaller and more interlinked, many companies chose to acquire companies that they felt would help them expand and/or help gain capital for future expansion."
Abstract This paper explains that Bertelsmann, a non-public stock corporation with earnings of $1.28 billion on revenues of $21.17 billion with a strong cash position, is well known for its music labels, such as Arista and Columbia, the publishing houses,such as Random House, Dell, Doubleday and Ballatine and, less well known to Americans, the television and radio networks, an extensive list of newspapers and magazines in Europe and many other types of holdings. The author points out that the most significant recent development within Bertelsmann has been the 2004 merger of BMG with Sony Music Entertainment, which includes some of the most important labels in the music business and has a stable of many of today's most prominent artists. The paper relates that Sony BMG is being sued alleging that they tricked gospel music artists into firing their agents in order to reduce costs and maintain control over these artists; if the court decision is unfavorable, the suit could cost them millions of dollars and cause adverse publicity especially since gospel music is one of the fastest-growing segments of the music industry.
Table of Contents
History
Financial Condition of Company
Financial Ratios
Other Factors in Assessment of Company's Health
Problem Area
Key Management Initiative
From the Paper "Bertelsmann appears to be healthy in terms of short term liquidity. The Acid Test Ratio is normal for companies of this size and the Current Ratio is higher than normal and indicates that the company should have no trouble meeting short term financial commitments. The capital structure ratios also appear to indicate that the company is able to finance operations, but does not have too large exposure in terms of debt. The Return on Assets and Return on Investment are also strong, although there was a downturn in 2003. This was most likely due to higher interest expenses and a charge for amortization of goodwill."
A case analysis of the merger between Reebok International and Adidas-Saloman AG and a proposal to capitalize on the company's international marketing strategy.
Abstract This paper examines the Reebok International and Adidas-Saloman AG merger of 2006, to form a new company now effectively renamed the Adidas Group. The paper points out that Adidas acquired Reebok for $59 per outstanding share in a total value deal of $3.1b. It asserts that each company had an entrenched access to a major market that the other company desperately needed in order to maintain consistent growth rates. In Reebok's case, Adidas dominated the European market and the merger allowed it to piggy-back all of Adidas' established apparel, footwear and equipment sales and distribution channels. In return, Reebok gave Adidas instant access to the North American market allowing it to more effectively market its brand there without trying to grow it further organically and at much greater expense over the long-term. The paper posits that the relative success of the merger and the strengths that the combined company has across the global markets, particularly in China, ensure that Adidas' restructuring strategy will enable it to compete on a more even competitive footing with its main riva,l Nike. The paper concludes that, in order to fully capitalize on this strategy, Adidas should pursue the China market even more fervently and continue to lock up sponsorships across that market until the 2008 Beijing Olympics and the 2010 World Expo.
Outline:
Executive Summary
Environment/Industry Analysis
Competitive Profile Matrix
Strategic Action Plan
Company Situation Analysis
Value Chain Analysis
Financial Analysis
BCG Matrix
From the Paper "Since athletic wear and certainly athletic footwear are considered a luxury buy for most consumers, any economic downturn can have a deep and disastrous effect on athletic footwear or athletic apparel competitors' revenues. While the effect on sales of the recent natural disasters in the United States is not yet fully recognized, the continued high price of gasoline could have a long-term effect on sales growth in all of Reebok's product categories. Certainly inflationary pressures may negatively impact any retailer's revenues since inflation reduces disposable consumer income."
This paper is a risk analysis of Pfizer, Inc. and the pharmaceutical industry including its direct competitors: Bayer AG, Merck & Co., Novartis AG, Abbott Labs and Eli Lilly.
Abstract This paper explains that Pfizer and all five of its direct competitors essentially face many of the same risks such as the tendency for the marketplace to discourage the use of new medicines because of their higher costs. The author points out that the safety of products and proper usage by consumers are always concerns as demonstrated by the problems facing Bayer and Merck and, now, potentially, by Pfizer with Celebrex. The paper concludes that Pfizer is unique from its competitors and remains the leading pharmaceutical company because of its effective risk and resource management of the company's extraordinary portfolio management practices, security of the day-to-day management of resources and its research and development.
From the Paper "The third goal, corporate social responsibility, means putting people and communities first and preserving and protecting the environment. It also means being sensitive to the needs of Pfizer's colleagues, and evaluating the company from a critical point of view. Over the past four years, Pfizer has almost tripled in size, from about 45,000 colleagues worldwide to over 122,000. In 2003, Pfizer created a global corporate citizenship coordinating team. The goal of this group is to help unify Pfizer's approach to corporate citizenship across many countries and cultures, through membership in organizations that promote responsible business practices internationally. Some of the initiatives that have been explored are the reduction of carbon monoxide emissions and supplying global energy through cleaner sources. This final goal is a symbol of Pfizer's commitment to strengthen leadership and become more responsive."
From the Paper "Introduction
Advances in technology, particularly the introduction of computers, have made it possible for investors in Los Angeles to purchase shares of a company based in Tokyo which has operations in Europe. This globalization has had the effect of "shrinking" the world. As transactions which were once limited to a particular country or region have become international, the differences among regional organizations and activities have become noticeable. Stock exchanges have emerged in many different countries as a way for companies to raise capital; while the essential points of financial markets are similar throughout the world, there are critical differences which have become important as trading has shifted to take place on a global scale. This research examines two of the most important markets in the international arena.."
Abstract Enterprise Resource Planning software solutions are software solutions that provide a common, consistent system to capture data organization-wide, to integrate information across corporate functions and to provide tools for planning and monitoring the various functions and processes towards a common purpose. This paper examines the strengths, weaknesses and services of two companies that offer ERP software solutions - PeopleSoft and SAP. The paper shows that SAP is appropriate for larger companies with the resources to support the infrastructure and implementation of a mammoth, all-comprising system, while PeopleSoft is a lower-cost, less demand-intensive alternative.
From the Paper "PeopleSoft began in the enterprise operations software business by designing software for human-resources executives. They won their customers over with their friendly, customer-focused style. Once the firm was established within their clients? Human Resource departments, it began to offer software for other departments, starting with Finance. This approach worked for them quickly: revenues were only $33 million in 1992, but have risen to about $1.4 billion since then."
Abstract The primary components used by companies in the chemical industry are petroleum and natural gas. These components aid in the production of propylene and ethylene which are petrochemicals. Currently the chemical industry makes up 7% of energy consumption in America. This paper begins by explaining the structure of the industry. It then discusses how the industry performs against Porters Model of Competition. The paper also focuses on the profitability and attractiveness of the industry. It provides an in depth analysis of the major players in the industry. Finally, the paper discusses what the future holds for the chemical industry. The paper includes a table.
From the Paper "Commodity chemicals such as benzene and polyethylene account for 30% of U.S. chemical sales in 2001. (Chemicals Industry Profile) Commodity chemicals are greatly affected by the cost of raw materials. This segment of the industry is also greatly affected by the competition which forces companies within the industry to keep their prices low. Commodity chemicals aid in the creation of materials such as plastic, glass and fibers. Currently, the chemical industry is suffering from the effects of a sluggish economy and many companies in the industry have resorted to forming joint ventures and mergers. (Chemicals Industry Profile)."
