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发表于 2006-6-13 10:33:23| 字数 6,396| - 中国–江苏–镇江 电信
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1.4. Orientation of use results in a universal definition of
partnership
Win–win situations are constantly created and exploited
through cooperation with companies and institutions that are as
technologically advanced and use-oriented in their area as
Siemens is in the area of automation and drives. The
partnership relationship with individual companies as well as
industrial organizations or public agencies has repeatedly
contributed to the early market introduction of economically
relevant innovations and thus to improving our own competitiveness
and market position and those of the partner. These
cooperations are based on the basic partnership attitude that
Siemens maintains and cultivates towards all users and end
users of its products and systems. Our strength is based to a
high degree on absolute effort and the ability to constantly
improve the productivity, competitiveness and profitability of
our customers and end customers.
The consciously cultivated basic partnership attitude towards
the individual market players–from the supplier, through
the development partner, right up to the end customer–is the
fertile ground on which win–win situations prosper and on
which they can be exploited and secured in the long term.
1.5. Intensive market contact and holistic viewpoint make
innovation possible
The broad-based and intensive contact with users and end
customers of our systems, molded by mutual cooperation,
generates the necessary in-depth insight into the technical and
economic needs of mechanical equipment manufacturers and
plant builders, industrial operators and the manufacturing
sector, and the concerns and difficulties they face. Knowledge
of the basic motive forces of future trends springs from this
direct contact with users and end customers. It enables
Siemens not only to equip its products and systems with
benefits that are perceived as especially valuable, but also to
simultaneously standardize them for flexible use. Knowledge
of underlying market currents must be incorporated into
product and system innovations at an early stage in order to
be ready–just in time–with solutions for the upcoming
technical and economic challenges. By the time there is
market demand for them along a wide front, these solutions
have already been tested and optimized in pilot versions in
our partner companies. In this way, trends are set and the
market is shaped. As trendsetters, Siemens and its cooperating
partners also achieve good EBIT margins in markets plagued
by cost pressures—and this is the indispensable requirement
for sustained innovative power. Leading positions in patent
rankings in Germany, Europe and also the U.S. prove that
Siemens has for long been the most important trendsetter in
automation.
1.6. Mechatronic Support, ePS, CoC—innovative, extremely
beneficial services offered in cooperation
We see ourselves as a partner, we act accordingly, and we
have a great deal to offer. This must also be obvious from the
outside so that interesting companies can find us. Innovative
services such as the globally unique Mechatronic Support and
the electronic Production Service (ePS) Network, but also the
sector-specific Application Centers or the technology-oriented
Centers of Competence, are also to be regarded as a
cooperative effort. Siemens concentrates the highest technical
competence here for maximum customer benefit and thus
provides, de facto, a preliminary service that visibly documents
the readiness and capability for synergetic give-and-take within
the scope of a continuing partnership.
1.7. Trust decides on the opportunity for innovation
Deep insight into the needs and visions of a company is only
guaranteed to those who can be fully trusted. It is therefore
crucial to successful business partnering and efficient synergetic
innovation that the interests of your own company are
clearly and plausibly distinguished from those of the potential
partners and that they are communicated transparently, both
internally and externally. Only in this way can mutual
cooperation develop the necessary dynamic for shared successful
innovations.
1.8. Innovation based on standards
The readiness to make your own contribution is of crucial
importance to being accepted as a partner. One of the many
ways this is expressed at Siemens is in the development of
innovative services. Because in order to not only open up a
win–win situation initially but to expand and secure its
profitability on a sustained basis, significant investments in
the partnership may be necessary—not least in order to secure
sufficient connection of the partner’s business processes and IT
environments. Along with optimization of cooperative business
processes, consistent business partnering for Siemens thus
encompasses the promotion of non-proprietary standards in the
IT interfaces of these business processes, such as in the
ordering system, purchasing, exchange of project-specific
information, and material planning and logistics.
Vendor-independent standards for the organizational-technical
side of cooperations make it easier to enter into
partnerships and to jointly tap into profitable win–win
situations. The use of established standards also secures the
value of the investment in cross-company IT interfaces. The
standardization of these interfaces, actively promoted by
Siemens, gives direct support to the trend towards the value
networks of companies operating in synergetic partnerships.
Our route to the partnership orientation of the company, and
especially the Automation and Drives Group, is sketched out in
the sections below and takes us through the following:
1 Individual standards-based solutions that simplify the
management of partner relationships,
2 Innovative value added services such as the simulation of
actual processes that prepare the ground for new win–win
situations and that result in new partnerships by attracting
innovative companies,
3 Evolutionary innovation of existing technologies and the
development of new base technologies in cooperation with
medium-sized companies, industry, public research and
standards bodies,
4 Strategic alliances with large and small partners for
improving market position and the sales and earnings
situation, as well as reducing costs.
2. Individuality and standards
The following is as applicable to business partnering as to
classic personal relationships: to fulfill your role as a partner, you have to pay attention to the requirements, needs and
conditions of the other party to the relationship. The trust
principle demands that you must prove yourself to be basically
fair in order to be accepted as a long-term reliable partner. A
partnership-oriented company must therefore structure all
business relationships on a partnership basis, and not just a
few of them. In view of the individuality demanded of business
relationships, huge costs threaten at first glance.
These misgivings prove to be irrelevant in practice because
the needs of the partner companies are very similar in many
aspects. They are based to a large degree on classic virtues such
as discretion and reliability. Another factor common to all joint
ventures is that they must provide both quick and sustained
return on investment. What is needed are partners who
competently accompany the use of technical products and
systems, and in doing so relieve users of onerous, timeconsuming, costly and risky detailed questions that are not part of their core competence.
[ 本帖最后由 TCFNT 于 2006-6-13 15:25 编辑 ] |
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