12BM60030 RajibLayek Siemens CaseStudy

7/30/2019 12BM60030 RajibLayek Siemens CaseStudy

1/6

'X' should tie-up with some European company (part of Kyoto

protocol) to set up the solar power plant such that those

companies can earn 'Carbon Credit and 'X' can get advanced

technologies in much lower cost.

As there is 100% FDI in RE (renewable energy) sector and Indian

Govt. gives a lot of exemption on custom duty X should buy the

raw material and equipment from outside India.

Case Study1:

Market Strategy for entering Indian Solar PV market

'X' itself can earn REC(Renewable Energy Certificate) by selling

their power to existing power generation companies and then they

can sell the REC in international open market with higher price.


2/6

In India solar product ( CFL, Solar UPS/Inverter, pump, battery,

power control unit) manufacturing companies are growing rapidly.

So X can tie up with these companies to satisfy power demand and

also help them to sell their products to those customers where PV

will be installed.

As Indian Govt. is investing in infrastructure sector, at first stage 'X'

should sell the power to Govt. (low profit-low risk). It will help

them to brand themself as a NationalBrand. Then they can sell

it to high profit direct customer/industry with premium price.

Market Strategy for entering Solar PV market (Contd..)

As x has its own building setup expertise, they can save a lot

here. They can set their price little low compare to other market

players (TATA, Moserbaer, BHEL) at introductory stage to gain

market share.


3/6

'X' is already in the automation and maintenance business so theyhave DCS and PLC controller. So, X will be having overall low

generation cost. Gain more profit.

Expertise in Automation domain will help them to acquire power

consumption data at individual installation of solar panel.

How automation domain expertise will help

'X' can sell 'Solar power' and 'Building Automation' as a package to

their larger customer(power generation company).

'X' can manufacture their own solar based home/industrial

appliances and use it in their automation business. In this way both

business will be benefited.


4/6

Battle shifted from device to ecosystem. Nokiamisses open source OS, apps, cloud and social

media. Windows lags behind Android.

Different version of OS (S40, S60) and not

upgradable. No apps for all version

Case Study 4: What happened to Nokia and Why?

Best hardware company but tried to become a

software company (Symbian, Maemo). Lost

time, mind share before jumping to Windows

Symbian

Fragmentation

Ecosystem War

In-house

development

Different product is good for different feature

like camera, sound system but couldnt make a

high-end complete package like iPhone

Complete

package


5/6

china are much more faster in manufacturing low

cost mobile. Lost market share

Continued to ignore US market. Never jumped

into flip phones (Motorola capture market)

What happened to Nokia and Why? (Contd..)

In mid range lost to Samsung who provides

customized smartphone for all needs withsuperb apps support (Android Store)

Ignore US

market

Inefficient low

price model

Samsung

smartphone

The famous memo hurt the market sentiment.

Share price falls. Shifted to windows. Lost loyal

customer and developer (Symbian).

Elops burning

platform

memo

Long time taken from innovation to

implementation. Results bad software

management (Ovi Store)

Verticalhierarchy


6/6

Recommendation to regain the market share

Research and development in related hardware (laptop) segment

Pay more attention to US market and recent trends

Preserve high end customer with one single compact phone

Back open source OS (Android) to gain the support of developer

Continue innovation in mobile hardware such that othercompetitors also buy their hardware

Concentrate on integrate strong unified Ecosystem like Google

Gain customer support by superior customer service like firmware

update support for N, E series

Market through different channel (Automobile - Nokia Map)

Market ecosystem rather than hardware feature

Stop premature announcement of release (happened for Win 7)

Documents

12BM60030 RajibLayek Siemens CaseStudy