University of Mumbai

A Project Report on
MARKETING AND BUSINESS DEVELOPMENT ACTIVITY WITH REFERENCE
TO SIEMENS LARGE DRIVE APPLICATIONS

Submitted By:
SANJIV JAMUNADHAR DUBEY
MMS (MARKETING)
Roll No: 181044
In partial fulfillment for the award of the degree of
MASTER OF MANAGEMENT STUDIES
SEMESTER-III
BATCH 2018-2020
Under the guidance of
Dr. Shreedharan Iyer
(Under University of Mumbai)

MAHATMA EDUCATION SOCIETY’S

PILLAI INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH
SECTOR-16, PANVEL: 410206
 CERTIFICATE OF APPROVAL

This is to certify that the project titled “A STUDY ON MARKETING AND BUSINESS
DEVELOPMENT ACTIVITY WITH REFERENCE TO SIEMENS LARGE DRIVE
APPLICATIONS” as a part of the curriculum of Master of Management Studies submitted
by Mr. SANJIV DUBEY, a student of Pillai Institute of Management Studies And Research
has been approved.

Name:

Date: (Signature of the Guide)

 DECLARATION
I, Mr. Sanjiv Dubey student of MMS, Pillai Institute Of Management Studies and Research,
hereby declare that I have completed the project report on “A STUDY ON MARKETING
AND BUSINESS DEVELOPMENT ACTIVITY WITH REFERENCE TO SIEMENS
LARGE DRIVE APPLICATIONS” in the academic year 2017-2019. The information
submitted by me for this project report is true to the best of my knowledge.

Date:
Place: ( Signature of student)
 ACKNOWLEDGEMENT

I feel delighted to express my gratitude and response to all those distinguished personalities
who have guided and inspired me in completion of the project.
It gives me immense pleasure in presenting this project report on “A STUDY ON
MARKETIN AND BUSINESS DEVELOPMENT ACTIVITY WITH REFERENCE
TO SIEMENS LARGE DRIVE APPLICATIONS ”. It has been my privilege to have a
team of project guide who have assisted me from commencement of this project. The success
of this project is the result of sheer hard work and determination put in by me with the help of
my project guide.
I present my heartfelt gratitude towards Dr. C.K Sreedharan Sir for giving me this
opportunity to wide my horizons of undertaking by giving me this project and guiding me
throughout the project.
Lastly, I would like to thank all those who directly and indirectly helped me in completion of
this project.
 Executive Summary

In the recent age of business where profit maximization is the main objective of every
individual, price competitiveness & service quality are the major thrust area to conquer the
market. Initiative, foresight, talent & competence are the imperatives to manage the modern
business.
The MMS course inculcates those skills in students which prepare them to face the challenges
of business world. In midst of the course, summer internship in some business organization is
arranged for student that is very essential. Such training gives practical experiences & helps
the students to view the real business world closely, which in turn widely influences their
conceptions and perception.
In this project of a study on A STUDY ON WITH REFERENCE TO SIEMENS LDA, this
Project shows overview of Siemens Industry, brief introduction of Siemens and performance
of the company
Tables of content

Sr, No TOPIC Page No

Part A

1 Introduction 7

2 Brief Company Profile

2.1 Organisation history in brief 10

2.2 Brief Details of Top Management & size of the 15
organization
2.3 Mission and Vision of the organization 18
3 Industry Analysis

3.1 PESTEL 21
3.2 Porter’s five forces analysis 23
3.3Porter’s Generic Strategies 24
4 Company Analysis

4.1 SWOT 26
4.2 7s framework 27
4.3 BCG Matrix 29
4.4 Ansoff Matrix 30
Part B

5 Introduction

5.1Objectives of the study 32

5.2 Expected Benefits 32
5.3 Limitation of the study 32
6 Methodology
6.1 Ethnographic Study 33
7 Observations

7.1 Classification of Observations 34

7.1.1 About Organisational Training 34
7.1.2 About Self-learning 34
7.2 Trends/Patterns 34
8 Conclusions 35
Part C
Application of concepts, tools, techniques and skills at 36
PiMSR

References
 Chapter 1

INTRODUCTION

1.1 Overview of the industry

Siemens, A German MNC is a technology company with core activities in the fields of
electrification, automation and digitalization and activities in nearly all countries of the
world. We are a leading supplier of power generation, power transmission and infrastructure
solutions as well as automation, drive and software solutions for industry and of medical
diagnostics solutions. Siemens comprises Siemens AG, a stock corporation under the
Federal laws of Germany, as the parent company and its subsidiaries. Our Company is
incorporated in Germany, with our corporate headquarters situated in Munich. As of
September 30, 2018, Siemens had around 379,000 employees
Siemens India manufactures steam turbines, turbo compressors, high-voltage switchgear
(circuit breakers, disconnectors and gas-insulated switchgear), switchboards, remote
monitoring systems (RMS), fire detectors and suppression systems, motors and generators,
relays and Smart Grid systems, transformers, and advanced medical imaging equipment. The
factories replicate global, best-in-class manufacturing systems and practices. It also has a
facility to overhaul and repair gas turbines, compressor blades and rotors.

Siemens India is a leader in technology solutions for intelligent (smart), sustainable cities,
smart grid, building technologies, mobility and power distribution. Siemens is already
involved in the Restructured Accelerated Power Development and Reforms Programme (R-
APDRP) of the Government of India for installing Smart Grid solutions in multiple cities in
India. Recently, Siemens India signed a Memorandum of Understanding with Confederation
of Indian Industry (CII) to be the Lead Industry Partner in a consortium for the
conceptualization and development of Smart Cities in India.

For over six decades, Siemens India has been the preferred technology solutions provider,
conceptualizing and implementing various flagship projects in Mobility, Energy
Management, Power and Gas, Smart Cities, Intelligent Infrastructure, Industrial Applications,
 Healthcare and Smart Financing. Siemens India is also strengthening its digitalization
portfolio and working on select applications in the country.

Siemens India develops skills with Corporate Citizenship initiatives like ITI upgradation,
faculty development, Technical Skills Development Centre and Scholarship Programs for
meritorious Engineering students. The company has signed Memorandums of Understanding
with the Government of Gujarat and Steel Authority of India, and works with industry bodies,
such as Automation Industry Association, Indian Machine Tool Manufacturers Association
and CII, to impart technical education. Siemens also has initiatives for sustainable and
integrated community development in rural areas.

Business Products and Services

The company divides itself into the following four main sectors and 19 divisions. Briefly,
these are:

Industry

This sector includes Industry Automation, Drive Technologies and Customer Services
divisions.

 Products and Services

Products in this category include building automation equipment and systems, building
operations equipment and systems, building fire safety equipment and systems, building
security equipment and systems, motors and drives for conveyor belts, pumps and
compressors, heavy duty motors and drivers for rolling steel mills, compressors for oil and
gas pipelines, mechanical components, automation equipment and systems for production
machinery and tools and industrial plants for water and raw material processing.

Energy

This sector includes Fossil Power Generation, Wind Power, Solar and Hydro, Oil and Gas,
Energy Service and Power Transmission divisions. The company earned 26.6 billion Euros in
Revenue in 2013. At present it employs about 83,500 employees.

 Products and Services

o Some of the products in this sector include large scale gas and steam turbine generators, fossil
fuelled power plants, power plant modernizations and upgrades, wind power turbines and
wind farms, substations, high voltage circuit breakers, voltage regulators, surge arrestors,
transformers, process control, power management systems and decision support tools for
plant and network operators, air pollution control equipment, turbo compressors for
petrochemical, refining, oil and gas and chemical uses and training and consulting services.
 Key Challenges
o The key challenges faced by the company in this area include resource efficiency, climate
protection, economic efficiency and reliable power supply.
 Healthcare

This sector includes Imaging and Therapy Systems, Clinical Product, Diagnostics and
Customer Solutions divisions. The business unit is based in Erlangen, Germany with regional
presence in different areas around the world. The company formally became Siemens
Medical Solutions in 2001 and Siemens Healthcare in 2008. The company employs 49,000
employees with a larger concentration based in Germany.

 Products and Services

o Major products include Healthcare IT and Infrastructure, Hearing Instruments, Laboratory

Diagnostics, Medical Imaging, therapy systems, Accessories and OEM Equipment,
Refurbished Systems, Education and Training and other services.
 USP
o Some key areas that help Siemens Healthcare stay ahead of its competition include:
 Innovation – the company has a large number of patents and spend a considerable amount in
R&D. This helps meet and anticipate customer needs.

 Service Delivery – the company uses expert local service, training and logistics for service
delivery. The idea is to combine personalized care and advanced services that may be located
remotely.

 Lifestyle Value Program – this is an integrated and comprehensive customer care plan to
help customers gain the most from their investments by offering programs and support to
further develop their skills, productivity and capabilities to ensure that patient care continues
to become better.

 Customer Focus – the company focuses on continuous improvement, customers and quality.
There are customer outreach programs to communicate with them.

Infrastructure and Cities

This sector comprises of the Rail Systems, Mobility and Logistics, Low and Medium
Voltage, Smart Grid, Building Technologies and OSRAM. This sector works towards
solutions for urban mobility, environmental protection and energy conservation. The
company employs close to 87,000 employees.

 Products and Services

o Major products for this sector include rail systems, rail automation, infrastructure logistics,
intelligent traffic and transportation systems, electric mobility infrastructure, smart grids and
building technologies.
 USP
o There is constant innovation and a concentrated focus on the customer itself.
1.2 Organization history in brief

Siemens was founded in Berlin by Werner von Siemens in 1847. As an extraordinary

inventor, engineer and entrepreneur, Werner von Siemens made the world's first pointer
telegraph and electric dynamo; inventions that helped put the spin in the industrial revolution.
He was the man behind one of the most fascinating success stories of all time - by turning a
humble little workshop into one of the world's largest enterprises. As Werner had envisioned,
the company he started grew from strength to strength in every field of electrical engineering.

1847 to 1901
Siemens & Halske was founded by Werner von Siemens and Johann Georg Halske on 12
October 1847. Based on the telegraph, their invention used a needle to point to the sequence
of letters, instead of using Morse code. The company, then called Telegraphen-Bauanstalt
von Siemens & Halske, opened its first workshop on 12 October.
In 1848, the company built the first long-distance telegraph line in Europe; 500 km from
Berlin to Frankfurt am Main. In 1850, the founder's younger brother, Carl Wilhelm Siemens,
later Sir Williams Siemens, started to represent the company in London. The London agency
became a branch office in 1858. In the 1850s, the company was involved in building long
distance telegraph networks in Russia. In 1855, a company branch headed by another
brother, Carl Heinrich von Siemens, opened in St Petersburg, Russia. In 1867, Siemens
completed the monumental Indo-European telegraph line stretching over 11,000 km
from London to Calcutta
In 1867, Werner von Siemens described a dynamo without permanent magnets. A similar
system was also independently invented by Charles Wheatstone, but Siemens became the
first company to build such devices. In 1881, a Siemens AC Alternator driven by a watermill
was used to power the world's first electric street lighting in the town of Godalming, United
Kingdom. The company continued to grow and diversified into electric trains and light bulbs.
In 1887, it opened its first office in Japan. In 1890, the founder retired and left running the
company to his brother Carl and sons Arnold and Wilhelm.
1901 to 1933
Siemens & Halske (S & H) was incorporated in 1897, and then merged parts of its activities
with Schuckert & Co., Nuremberg in 1903 to become Siemens-Schuckert. In 1907, Siemens
had 34,324 employees and was the seventh-largest company in the German empire by
number of employees. In 1919, S & H and two other companies jointly formed the Osram
Light bulb company.
During the 1920s and 1930s, S & H started to manufacture radios, television sets, and
electron microscopes electron microscopes.
In 1932, Reiniger, Gebbert & Schall (Erlangen), Phönix AG (Rudolstadt) and Siemens-
Reiniger-Veifa mbH(Berlin) merged to form the Siemens Reiniger-Werke AG (SRW), the
third of the so-called parent companies that merged in 1966 to form the present-day Siemens
AG.
In the 1920s, Siemens constructed the Ardnacrusha Hydro Power station on the River
Shannon in the then Irish Free State, and it was a world first for its design. The company is
remembered for its desire to raise the wages of its under-paid workers only to be overruled by
the government
1945 to 2001
In the 1950s, and from their new base in Bavaria, S&H started to
manufacture computers, semiconductor devices, washing machines, and pacemakers. In
1966, Siemens & Halske (S&H, founded in 1847), Siemens-Schuckerwerke (SSW, founded
in 1903) and Siemens-Reiniger-Werke (SRW, founded in 1932) merged to form Siemens
AG. In 1969, Siemens formed Kraftwek Union with AEG by pooling their nuclear power
businesses.
The company's first digital telephone exchange was produced in 1980. In 1988, Siemens
and GEC acquired the UK defence and technology company Plessey. Plessey's holdings were
split, and Siemens took over the avionics, radar and traffic control businesses—as Siemens
Plessey.
In 1985, Siemens bought Allis-Chalmers' interest in the partnership company Siemens-
Allis (formed 1978) which supplied electrical control equipment. It was incorporated into
Siemens' Energy and Automation division.
In 1987, Siemens reintegrated Kraftwerk Union, the unit overseeing nuclear power business.
In 1989, Siemens bought the solar photovoltaic business, including 3 solar module
manufacturing plants, from industry pioneer ARCO Solar, owned by oil firm ARCO.
In 1991, Siemens acquired Nixdorf Computer AG and renamed it Siemens Nixdorf
Information system AG, in order to produce personal computers.
In October 1991, Siemens acquired the Industrial Systems Division of Texas Instruments,
Inc, based in Johnson city, Tennessee. This division was organized as Siemens Industrial
Automation, Inc and was later absorbed by Siemens Energy and Automation, Inc.
In 1992, Siemens bought out IBM's half of ROLM (Siemens had bought into ROLM five
years earlier), thus creating Siemens ROLM Communications; eventually dropping ROLM
from the name later in the 1990s.
In 1993-1994, Siemens C651 electric trains for Singapore's Mass Rapid Transit (MRT)
system were built in Austria.
In 1997, Siemens agreed to sell the defence arm of Siemens Plessey to British
Aerospace (BAe) and a German aerospace company, Daimler Chrysler Aerospace. BAe and
DASA acquired the British and German divisions of the operation respectively.
In October 1997, Siemens Financial Services (SFS) was founded to act as competence centre
for financing issues and as a manager of financial risks within Siemens.
In 1998, Siemens acquired Westinghouse Power Generation for more than $1.5 billion from
the CBS Corporation and moving Siemens from third to second in the world power
generation market.
In 1999, Siemens' semiconductor operations were spun off into a new company
called Infineon Technologies. In the same year, Siemens Nixdorf Information system AG
became part of Fujitsu Siemens Computers AG, with its retail banking technology group
becoming Wincor Nixdorf.
In 2000, Shared Medical Systems Corporation was acquired by the Siemens' Medical
Engineering Group, eventually becoming part of Siemens Medical Solutions.
Also in 2000, Atecs-Mannesman was acquired by Siemens, The sale was finalised in April
2001 with 50% of the shares acquired, acquisition, Mannesmann VDO AG merged into
Siemens Automotive forming Siemens VDO Automotive AG, Atecs Mannesmann Dematic
Systems merged into Siemens Production and Logistics forming Siemens Dematic
AG, Mannesmann Demag Delaval merged into the Power Generation division of Siemens
AG. Other parts of the company were acquired by Robert Bosch Gmbh at the same time.
Also, Moore Products Co. of Spring House, PA USA was acquired by Siemens Energy &
Automation, Inc.
2001 to 2005
In 2001, Chemtech Group of Brazil was incorporated into the Siemens Group; it provides
industrial process optimisation, consultancy and other engineering services.
Also in 2001, Siemens formed joint venture Framatome with Areva SA of France by merging
much of the companies' nuclear businesses.
In 2002, Siemens sold some of its business activities to Kohlberg Kravis Roberts & Co. L.P.
(KKR), with its metering business included in the sale package.
In 2002, Siemens abandoned the solar photovoltaic industry by selling its participation in a
joint-venture company, established in 2001 with Shell and E.ON, to Shell.
In 2003, Siemens acquired the flow division of Danfoss and incorporated it into the
Automation and Drives division. Also in 2003 Siemens acquired IndX software (real-time
data organisation and presentation). The same year in an unrelated development Siemens
reopened its office in Kabul. Also in 2003 agreed to buy Alstom Industrial Turbines; a
manufacturer of small, medium and industrial gas turbines for €1.1 billion. On 11 February
2003, Siemens planned to shorten phones' shelf life by bringing out annual Xelibri lines, with
new devices launched as spring -summer and autumn-winter collections. On 6 March 2003,
the company opened an office in San Jose. On 7 March 2003, the company announced that it
planned to gain 10 per cent of the mainland China market for handsets. On 18 March 2003,
the company unveiled the latest in its series of Xelibri fashion phones.
In 2004, the wind energy company Bonus Energy in Brande, Denmark was
acquired, forming Siemens Wind Power division. Also in 2004 Siemens invested in Dasan
Networks (South Korea, broadband network equipment) acquiring ~40% of the shares, Nokia
Siemens disinvested itself of the shares in 2008. The same year Siemens acquired Photo-Scan
UK, CCTV systems, US Filter Corporation water and Waste Water Treatment Technologies/
Solutions, acquired from Veolia, Huntsville Electronics Corporation automobile electronics,
acquired from Chrysler, and Chantry Networks WLAN equipment.
In 2005, Siemens sold the Siemens mobile manufacturing business to BenQ, forming
the division. Also in 2005 Siemens acquired Flender Holding GmbH (Bocholt, Germany,
gears/industrial drives), Bewator AB (building security systems), Wheelabrator Air Pollution
Control, Inc. (Industrial and power station dust control systems), AN Windenergie GmbH.
(Wind energy), Power Technologies Inc. (Schenectady, USA, energy industry software and
training), CTI Molecular Imaging (Positron emission tomography and molecular
imaging systems), Myrio (IPTV systems), Shaw Power Technologies International Ltd
(UK/USA, electrical engineering consulting, acquired from Shaw Group), and Transmitton
(Ashby de la Zouch UK, rail and other industry control and asset management).
2006 to 2011
In 2006, Siemens announced the purchase of Bayer Diagnostics, which was incorporated into
the Medical Solutions Diagnostics division on 1 January 2007, also in 2006 Siemens acquired
Controlotron (New York) (ultrasonic flow meters) Also in 2006 Siemens acquired Diagnostic
Products Corp., Kadon Electro Mechanical Services Ltd. (now TurboCare Canada Ltd.),
Kühnle, Kopp, & Kausch AG, Opto Control, and VistaScape Security Systems. In January
2007, Siemens was fined €396 million by the European Commission for price fixing in EU
electricity markets through a cartel involving 11 companies, including ABB, Alstom, Fuji
Electric, Hitachi Japan, AE Power Systems, Mitsubishi Electric
Corp, Schneider, Areva, Toshiba and VA Tech. According to the Commission, "between
1988 and 2004, the companies rigged bids for procurement contracts, fixed prices, allocated
projects to each other, shared markets and exchanged commercially important and
confidential information." Siemens was given the highest fine of €396 million, more than half
of the total, for its alleged leadership role in the activity.
In March 2007, a Siemens board member was temporarily arrested and accused of illegally
financing a business-friendly labour association which competes against the union IG Metall.
He has been released on bail. Offices of the labour union and of Siemens have been searched.
Siemens denies any wrongdoing.] In April the Fixed Networks, Mobile Networks and Carrier
Services divisions of Siemens merged with Nokia's Network Business Group in a 50/50 joint
venture, creating a fixed and mobile network company called Nokia Siemens Networks.
Nokia delayed the merger due to bribery investigations against Siemens.[100] In October 2007,
a court in Munich found that the company had bribed public officials in Libya, Russia, and
Nigeria in return for the awarding of contracts; four former Nigerian Ministers of
Communications were among those named as recipients of the payments. The company
admitted to having paid the bribes and agreed to pay a fine of 201 million euros. In December
2007, the Nigerian government cancelled a contract with Siemens due to the bribery
findings.[101][102]
In July 2008, Siemens AG announced a joint venture of the Enterprise
Communications business with the Gores Group, renamed Unify in 2013. The Gores Group
holding a majority interest of 51% stake, with Siemens AG holding a minority interest of
49%. In August 2008, Siemens Project Ventures invested $15 million in the Arava Power
Company. In a press release published that month, Peter Löscher, President and CEO of
Siemens AG said: “This investment is another consequential step in further strengthening our
green and sustainable technologies”. Siemens now holds a 40% stake in the company.In
January 2009, Siemens announced to sell its 34% stake in Framatome, complaining limited
managerial influence. In March, it announced to form an alliance with Rosatom of Russia to
engage in nuclear-power activities
In April 2009, Fujitsu Siemens Computers became Fujitsu Technology Solutions as a result
of Fujitsu buying out Siemens' share of the company.
In June 2009 news broke that Nokia Siemens had supplied telecommunications equipment to
the Iranian telecom company that included the ability to intercept and monitor
telecommunications, a facility known as "lawful intercept". The equipment was believed to
have been used in the suppression of the 2009 Iranian election protests, leading to criticism of
the company, including by the European Parliament. Nokia-Siemens later divested its call
monitoring business, and reduced its activities. In October 2009, Siemens signed a $418
million contract to buy an Israeli company in the solar thermal power business.
In December 2010, Siemens agreed to sell its IT Solutions and Services subsidiary for €850
million to Atos. As part of the deal, Siemens agreed to take a 15% stake in the enlarged Atos,
to be held for a minimum of five years. In addition, Siemens concluded a seven-year
outsourcing contract worth around €5.5 billion, under which Atos will provide managed
services and systems integration to Siemens.
2011 to present
In March 2011, it was decided to list Osram on the stock market in the autumn, but CEO
Peter Löscher said Siemens intended to retain a long-term interest in the company, which was
already independent from the technological and managerial viewpoints.
In September 2011, Siemens, which had been responsible for constructing all 17 of
Germany's existing nuclear power plants, announced that it would exit the nuclear sector
following the Fukushima disaster and the subsequent changes to German energy policy.
Chief executive Peter Löscher has supported the German government's
planned Energiewende, its transition to renewable energy technologies, calling it a "project of
the century" and saying Berlin's target of reaching 35% renewable energy sources by 2020
was feasible.
In November 2012, Siemens acquired the Rail division of Invensys for £1.7 billion. In the
same month, Siemens made the announcement of acquiring a privately held company, LMS
International NV.
In August 2013, Nokia acquired 100% of the company Nokia Siemens Networks, with a buy-
out of Siemens AG, ending Siemens role in telecommunication. In August 2013, Siemens
won a $966.8 million order for power plant components from oil firm Saudi Aramco, the
largest bid it has ever received from the Saudi company.
In 2014, Siemens plans to build a $264 million facility for making offshore wind turbines in
Paull, England, as Britain's wind power rapidly expands. Siemens chose the Hull area on the
east coast of England because it is close to other large offshore projects planned in coming
years. The new plant is expected to begin producing turbine rotor blades in 2016. The plant
and the associated service center, in Green Port Hull nearby, will employ about 1,000
workers. The facilities will serve the UK market, where the electricity that major power
producers generate from wind grew by about 38 percent in 2013, representing about 6 percent
of total electricity, according to government figures. There are also plans to increase Britain's
wind-generating capacity at least threefold by 2020, to 14 gigawatts.
In May 2014, Rolls-Royce agreed to sell its gas turbine and compressor energy business to
Siemens for £1 billion.
In June 2014, Siemens and Mitsubishi Heavy Industries announced their formation of joint
ventures to bid for Alstom's troubled energy and transportation businesses (in locomotives,
steam turbines, and aircraft engines). A rival bid by General Electric (GE) has been criticized
by French government sources, who consider Alstom's operations as a "vital national
interest" at a moment when the French unemployment level stands above 10% and some
voters are turning towards the far-right.
In 2015, Siemens acquired U.S. oilfield equipment maker Dresser-Rand Group Inc for $7.6
billion.
In November 2016, Siemens announced the acquisition of EDA company Mentor
Graphics for $4.5 billion.
In November 2017, the U.S. Department of Justice charged three Chinese employees of
Guangzhou Bo Yu Information Technology Company Limited with hacking into corporate
entities, including Siemens AG.
In December 2017, Siemens announced the acquisition of medical technology company Fast
Track Diagnostics for an undisclosed amount.
In August 2018, Siemens announced the acquisition of rapid application
development company Mendix for €0.6 billion in cash.

1.3 Brief details of the Top Management

Board of Directors Siemens India-

 Sunil Mathur- Managing Director and Chief Executive Director

 Christian Rummel- Executive Director and Chief Financial Officer

1- Independent Director- Darius C Shroff

2- Independent Director- Yezdi H Malegam
3- Independent Director- Keki B. Dadiseth
4- Independent Director- Mehernosh B Kapadia
5- Independent Director- Anjali Bansal

Siemens Germany

JOE KAESER- President and Chief Executive Officer Siemens AG

 Dr Roland Busch- Member of the Managing Board.

 Member of the Managing Board- Lisa Davis

 Member of the Managing Board- Klaus Helmrich
 Member of the Managing Board - Janina Kugel
 Member of the Managing Board- Cedril Niede
 Member of the Managing Board- Micheal Sen
 Chief Financial Officer- Ralf. P Thomas

Departments-

1- Gas and Power

 Chief Executive Officer -- Lisa Davis

 Chief Operating Officer – Tim Holt
 Chief Financial Officer – Michael Becker

2- Smart Infrastructure

 Chief Executive Officer – Cedrik Neike

 Chief Operating Officer – Matthais Rebellius
 Chief Financial Officer – Axel Meier

3- Digital Industries

 Chief Executive Officer – Klaus Helmrich

 Chief Operating Officer – Dr Jan Mrosik
 Chief Financial Officer – Maria Ferraro

4- Mobility

 Chief Executive Officers – Sabrina Soussan, Micheal Peter

 Chief Financial Officer – Karl Blaim

5- Siemens Gamesa Renewable Energy

 Chief Executive Officer – Markus Tacke

 Chief Operating Officer – Christoph Wollny
 Chief Financial Officer – David Mesonero

6-Siemens Healhineers

 Chief Executive Officer – Dr Bernd Montag

 Chief Operating Officer – Dr Jochen Schmitz
 Member of the Management Board – Michael Reitermann

7-Financial Services

 Chief Executive Officers – Roland Chalons-Browne

 Chief Financial Officer – Veronika Bienert

8-Global Business Service

 Chief Executive Officer – Hannes Apitzsch
 Head of Operations – Kai Eberhard Lueg
 Head of Finance – Sigrid Dengler

9- Real Estate Service

 Chief Executive Officer – Dr Zsolt Sluitner

1.4 Size of the organization

Today Siemens is present in 190 countries all over the world. Siemens provides innovative
technologies and comprehensive know-how to benefits customers in 190 countries
Africa, Middle East, CIS-
 Egypt
 Iran
 Saudi Arabia
 Ukraine
 United Arab Emirates
 South Africa
 Russia

The Americas
 Argentina
 Brazil
 Canada
 Chile
 USA
 Mexico
 Venezuela

Asia
 Afghanistan
 Australia
 Cambodia
 China
 Hong Kong
 INDIA
 Indonesia
 Japan
 Korea
 Malaysia
 New Zealand
 Pakistan
 Philippines
 Singapore
 Thailand
 Taiwan
 Vietnam

Europe
 Austria
 Belgium
 Croatia
 Czech Republic
 Denmark
 Finland
 France
 Greece
 Hungary
 Ireland
 Italy
 Luxemburg
 Netherlands
 Norway
 Poland

1.5 Vision and Mission of the organization:

Mission
We make real what matters by setting the benchmark in the way we electrify, automate and
digitalize the world around us. Ingenuity drives us what we create is yours. Together we
deliver.

Vision

To remain the market leader and technology pace setter in the engineering and electronics
industry by utilizing the high tech engineering high tech expertise of the Siemens group
worldwide to maintain our strong and Prominent local presence.

Milestones

Ireland – Birth of an idea

When Ireland gained its independence in 1922, most of the country still had no electricity.
Apart from a few major cities like Dublin and Cork, the country was “totally untouched,
electrically speaking.” The entire capacity of all public electric power plants came to about
27,000 kilowatts (kW). So at that point, economic development in the Irish Free State (now
the Republic of Ireland) lagged far behind the other Western European countries. It was high
time for a change.
The initial situation looked none too promising. The Free State had hardly any coal deposits
of its own. In the search for alternative energy sources, Irish physicist and electrical engineer
Thomas McLaughlin – a Siemens employee, who had been with Siemens-Schuckertwerke
(SSW) in Berlin since the end of 1922 – realized Ireland had a hitherto almost untapped
super-resource: domestic hydroelectric power. More precisely, his idea was to use the River
Shannon, some 370 kilometres long, to electrify the entire country and contribute to its
economic development. The territory to be supplied had a population of about three million at
the time, and at roughly 70,000 square kilometres was about the same size as Bavaria.
Ultimately, a 358-pages project plan from Siemens won the Irish Free State over. A short
time later, on August 13, 1925, the “Shannon Agreement” was signed. Siemens-
Schuckertwerke would be the general contractor and supply the electrical equipment.
Over the course of the 52-month Irish megaproject, it became increasingly obvious what a
massive organizational and technical challenge it posed for all involved.
Factors like the country’s damp climate, troublesome soil conditions and geological
formations repeatedly interfered with the progress of the digging work. A further
complicating factor was that Ireland had almost no construction industry worth mentioning.
Which meant that many of the roughly 3,500 workers – who at the government’s request
were mostly recruited domestically – had little experience with civil engineering? Almost all
the machinery and materials even had to be shipped from the mainland to Ireland on specially
chartered steamers. The construction machinery and equipment alone came to some 30,000
metric tons.
Yet little by little, the big project on the River Shannon arose. The river supplied the entire
Irish Free State with electricity by way of a grid designed for 110 kilovolts (kV), 37.5 kV and
10 kV, with a total length of 3400 kilometers and a great many switching points and
transformer stations – just as Thomas McLaughlin had envisioned. That success story still
lingers in memory not just at Siemens, but among the local population of Ireland today.

EGYPT-

In 2015, Egypt declared war on power failures, and awarded Siemens its biggest contract of
all time. The mission: generate power to serve 45 million people. A glance back at history
shows that Siemens has always been the right partner for fast, reliable completion of such
megaprojects.
Around 90 years later, Egypt is faced with a similarly daunting task. With about 99.6 percent
of the population connected to the grid, Egypt has Africa’s highest level of energy supply.
But in 2010, the most heavily populated Arab state faced a severe energy crisis. The main
source of trouble was not a shortage of fossil fuels, but economic and regulatory factors.
After 2011, political, economic and social uncertainty prevailed, and by the beginning of
2013, the country’s foreign currency reserves had fallen to their lowest level ever, 13 billion
US dollars. Consequent financing bottlenecks caused domestic natural gas production to
collapse. Egypt had been struggling for years with unpredictable waves of power failures – in
a country where the population was growing by an explosive two percent per year, and was
thus likely to be consuming more and more electricity.
Time to act-
So in 2015 the decision was made to face up to the challenges. Nothing less than then future
energy supply of the entire country stood high on the national agenda. A strong partner with
extensive experience in megaprojects was needed: Siemens. That June, a contract was signed
between Egypt, Siemens and the Egyptian consortium partners Elsewedy and Orascom. It
covered the construction and turnkey handover of three 4.8 gigawatt combined-cycle power
plants and twelve wind farms, with a projected 600 wind turbines and an installed capacity of
two gigawatts, at Burullus, New Capital and Beni Suef – the biggest order in Siemens history
to date
And Siemens is making history again in 2018. On completion, those three combined-cycle
power plants in the Egypt megaproject will be the highest-capacity units in the world. And no
wonder – more than 43,500 workers there are laboring on a plant that covers the area of more
than 300 soccer fields.
Jointly with Orascom Construction and Elsewedy Electric, Siemens is playing a significant
role in ensuring a solid financing of the 6-billion-dollar deal with the Egyptian government.
Meanwhile the construction phase has posed a number of logistical problems. Similarly to
Ireland, here one sometimes has to cope with poor soil conditions, a shortage of skilled
personnel, and difficulties with transporting materials. Fishing ports are being expanded to
provide reliable shipping routes and housing is being built for staff.
Even the weather can sometimes call work to a halt. Instead of the 2,800 foundation piers
originally planned, 18,400 had to be sunk to stabilize the boggy ground under the
construction site. But none of these difficulties kept the team from completing the project
successfully, as Peter Ullrich, Siemens’ overall project leader for the Egyptian megaproject,
proudly announced: “Together we’re making the impossible possible – and we’re still on
schedule.”
In fact they’re even ahead of schedule – because early completion of some of the work meant
that delivery of an additional gas turbine could be moved ahead. In other words, 400 more
megawatts of electricity will be fed into the Egyptian power grid – far more than expected.
 Chapter 2
Industry Analysis:

2.1 PESTEL MODEL

The PESTEL framework is an analytical tool used to identify key drivers of change in the
strategic environment. PESTEL analysis includes Political, Economic, Social, Technological,
Legal, and Environmental factors.

Political

Political factors are one of the main factors that affect the operations of the organization.
Every country has its own governments with different laws and legislation, rules and
regulations, import and export policies etc.
Industry and automation sector are huge in size and operating and serving the customers
worldwide, it should beware of the political factors. Political unrest in major parts of the
Middle East & Africa may affect the Business.
The political factors include:
1. Employment laws
2. Tax policy
3. Trade restrictions and tariffs
4. Political stability

Economic-
Economic factors may have a direct or indirect long term impact on a company, since it
affects the purchasing power of consumers and could possibly change demand/supply models
in the economy. These include interest rates, taxation changes, economic growth, inflation
and exchange rates and these can have a major influence on the firm’s behaviour.
Consequently it also affects the way companies price their products and services.
In industrial automation solutions a rise in raw material prices increases the manufacturing costs
in machinery and to maintain a balance, the organization has to increase its prices.
Social-
Also known as socio-cultural factors are the areas that involve the shared belief and attitudes
of the population. These factors include – population growth, age distribution, health
consciousness, and career attitudes and so on. These factors are of particular interest as they
have a direct effect on how marketers understand customers and what drives them. Increasing
urbanization changes are exerting an ever-greater impact on the company in current times
Social factors influence people's choices and include the beliefs, values and attitudes of
society. So understanding changes in this area can be crucial. Such changes can impact
purchasing behaviour. Consumer attitude is very important social factor. Automation industry
is operating in many diversified countries. Hence it becomes essential to consider the social
factors while framing the business. Industry like GE, Siemens are involved in various social
activities like giving scholarship opportunity to students to enhance their skills.

Technology

In the machinery industry Technological factors are most affected. Suppose in case any
technology are change then that time they influence the industry and their cost are also
increase but other side their production and industry growth are also increase consciousness.
Technological factors involve strengthens its leadership in digitalization and automation by
combining software, platforms, and services.

Environmental

The industrial sector in which Automation Company operates has moved towards the
sustainable development i.e. they are focusing on new technologies and innovations to
increase the efficiency and productivity of the organization by not impacting the environment
and also providing guidelines to the customers for doing the same. Their mission is “to enable
economic growth through infrastructure and energy development, and to provide solutions
that protect people and preserve the planet”. Industries are investing 100 million Euros to
become Carbon neutral by 2030

Legal

These are related to the legal environment in which firms operate. Legal changes can affect a
firm's operations. Different countries have different types of legal system for human rights,
property rights all over the world. Industrial companies consider all changes in legal system
of a country and adopted that culture for the sustainability. In many cases there is practice of
dishonesty. The intellectual property rights are not matured and implemented enough. The
rule of law is not so strictly practiced. Besides the tax imposed on electronic product is
usually higher than other products.
2.2 Porter’s Five Forces Analysis:

Porter’s five forces model is one of the strategic models to assess the attractiveness of the
industry as well as root causes of competition and profits irrespective of type of industry
(service or manufacturing). According to this model the key five forces affect the profitability
of an industry in a negative way. But according to Brandenburger and Nalebuff’s value net,
these forces in fact enhance the profitability of an industry. But in this study we limit our
exercise to Porter’s five forces only.
These forces are: Rivalry among the existing firms, Threat of new entrants, Threat of
substitutes, bargaining power of suppliers and bargaining power of buyers or customers.
Porter’s Five Forces Framework (PFFF)

1- Threat of New Entrants:

In Industrial sector it requires a huge amount of investment therefore it makes difficult for
new entrants. High research and development cost is required. These make a weaker force
for new entrants. The industry requires strict licensing & Legal requirements to be fulfilled
before starting of a company which makes a weaker force for new entrants.

2- Bargaining power of Supplier:

The number of supplier is more compared to buyers in industrial sectors therefore it makes a
weaker force for bargaining power of supplier. Suppliers have less control over price. Having
numbers of buyers, profits are closely tied therefore suppliers have to provide reasonable
price. This makes a weaker force within the industry.

3- Bargaining power of Buyers:

Buyers have few firms to choose in this industry because the suppliers are more in numbers
therefore buyers have less control over prices and this makes a weaker force in industry.
4- Threats of Substitutes:

Availability of substitute’s products are very low and far more expensive. This possess a
weaker force threat of substitutes products.

5-Rivalrly among existing firms:

Presence of competitors is low in this industry. The existing firms are usually large in size
therefore firms are engage in highly competitive actions to become a market leader.

2.3 Porter’s Generic Strategy :

The company can set a competitive advantage based on cost or differentiation.

Cost based competitive advantage
The cost leadership strategy will suit if industries like Siemens and similar to them has
developed capabilities to reduce the cost below the industry average and achieve the
economies of scale. Moreover, it will require them to develop close collaboration between
different functional areas.
Developing most effective distribution channels, access to latest technological tools to assist
production processes, using lean production methods and strong bargaining position when
negotiating with suppliers are some indicators of setting competitive advantage based on cost
leadership.

Differentiation based competitive advantage

The differentiation strategy focuses on developing brand loyalty by offering premium
products. The company can find different ways to develop differentiation leadership, such as-
by focusing on the reliability, durability, benefits and distinctive features of products, by
developing strong brand recognition and by increasing expenditure on marketing efforts like
celebrity endorsements and sponsorships etc. Industries can set achieve competitive
advantage by adopting product, service, quality, image, people or innovation differentiation.

Competitive advantage model

Following the model shows how this automation sector can develop an effective Marketing
Strategy by evaluating its resources and capabilities, identifying distinctive competencies and
leveraging those competencies by adopting either cost or differentiation orientation:
 Chapter 3

COMPANY ANALYSIS

3.1- SWOT ANALYSIS

SWOT analysis is a framework used to evaluate a company's competitive position by

identifying its strengths, weaknesses, opportunities and threats. Specifically, SWOT analysis
is a foundational assessment model that measures what an organization can and cannot do,
and its potential opportunities and threats.
SWOT Analysis of Siemens are as:

 Swot Analysis
Strengths Weakness

1. Number one globally in healthiness, 1.Reliance on third party vendors.

industrialization, automation products.

2. Dedicated unit for innovation and

development for next gen-technologies.

Opportunities Threats

1. Digitization can be huge markets and new 1. Threats from competitors like GENERAL
opportunities and rapid growth over next few ELECTRIC based in US which get advantage
years. under the new administration which favours
2. Increase in Smart cities project globally to domestic firms and local manufacturing.
spur demand of next-gen technology which 2. Instability in Middle-East increase geo-
can drive Siemens growth. political risk.


3.2- 7S framework to analyses the different aspects of the organization:

McKinsey 7s model is a tool that analyses firm’s organizational design by

looking at 7 key internal elements: strategy, structure, systems, shared values, style,
staff and skills, in order to identify if they are effectively aligned and allow
organization to achieve its objectives.

Shared Values:
Siemens values work on principle of Responsible-Excellent-Innovation. The main aim of the
company is to give Siemens’ individual businesses significantly more entrepreneurial
freedom under the strong

Strategy:
Siemens strategy is to be the pioneer of their time- this vision motivates them in everything
they do. Siemens aiming to capture and maintain leading market and technology positions in
all our business in order to achieve sustainable profitable growth and, thus, continually
increases the value of company.

Structure:
The company structure is to provide Siemens’ individual business with great entrepreneurial
freedom. They believe giving more freedom to employees will make company stronger and
more flexible.

System:
System includes formal procedures for measurement, reward and resource allocation.

Staff:

CEO/ MD

Divisional Executive
Director Director

Deputy
General General
Manager Manager

Manager of
Department

Deputy
Department
Managers

Employees

Style:

Siemens is a company that was led for generations by owners who had a passionate interest in
the firm’s long-term successful development. They all knew that every individual makes a
contribution every day to the company’s enduring success we’re following this conviction
and want to foster an ownership culture worldwide that includes all of our people.
Managers serve as role models in the company’s strategic direction and ensure the
sustainable and efficient use of available resources – thus inspiring and empowering their
teams to give their best for the company. Behaviours of the managers bring the ownership
culture to life Entrepreneurial behaviour should be the standard and foundation for how we
act at Siemens. This applies to each individual in the company – since only then can
behaviours constantly evolve and improve. Owners care for each individual.
We strive for a people-oriented approach that values and clearly fosters diversity of
experience and expertise. If this is reflected in all that we do, we‘ll improve the performance
of our company. Ownership culture is based on our company values.
If everyone in the company acts responsibly, achieves excellent results and is innovative,
they will personally contribute to the sustainable success of Siemens. Responsible, excellent,
innovative – these values are the foundation of our ownership culture. Owners identify
themselves fully with Siemens. We strongly believe that employee shareholders act
responsibly and are oriented to the long term when they directly participate in their
company’s success. That’s why the equity culture is an integral part of our ownership culture.

Skills:
This refers to organization's core competencies and distinctive capabilities. Employee must
possess the skills which is the essential requirement for the job.

3.3-BCG MATRIX

The BCG Matrix has been developed in 1970s by Boston Consultancy Group with the aim to
help organizations to differentiate between profitable and non-profitable ventures.
Knowledge about the market share and growth potential helps the management to make
investment decision and refrain from spending resources on products that are not likely to
give favourable results. The analysis using BCG Matrix is based on a framework including
four components,
1. Stars
2. Cash Cows
3. Question mark
 4. Dogs
Stars:
Product which have high market growth and share. Following are the star products of
Siemens.
 Automation & Drives.
 Siemens Building Technologies.
 Power transmission & Distribution
 Medical

Cash Cows:
Products which have high market share but limited scope for further development.
 Motors

Question Marks:
Products which is uncertain whether they would play in financial growth of an organization.
 Siemens Financial Services
 Power generation through Solar & Wind
 Real Estate

Dogs:
Products which consumes organization and resources but not able to produce return on
investment.
 Siemens Home appliances

3.4-Ansoff Matrix:

Ansoff's Matrix is a marketing planning model that helps a business determine its product
and market growth strategy. Ansoff’s product/market growth matrix suggests that a business‟
attempts to grow depend on whether it markets new or existing products in new or existing
markets. The output from the Ansoff product/market matrix is a series of suggested growth
strategies which set the direction for the business strategy.
Siemens has adopted Product Development & Market Development strategy which is a
growth strategy where the business focuses on selling existing products into existing markets.

Product Development seeks to Innovation:

Innovation is essential for ensuring long-term competitiveness. This applies to their entire
portfolio of products, solutions and services. Added value for their customers is based
increasingly on software and IT solutions. As a result, they’ve made this field a particular
focus of their attention – for example, through research and development activities in
software architecture and platforms. Tools such as partner networks are enabling them to
manage highly effective innovation processes and an open innovation culture. They’re
concentrating on new technology driven growth areas as well as innovative business models.
Market Development:

Operating in more than 190 countries globally and having the expertise and long heritage of
160 years has helped the company in being a leader in the majority of the businesses it
operates into.
The market in which Siemens operates is overcrowded with large numbers companies across
the different industry segments and product & service categories.

Technological disruption, increasing labour cost, fluctuating oil prices, changing the lifestyle
of the communities, rising purchasing power parity, rising infrastructure cost, depleting the
level of natural gas are some of the factors affecting the company in the businesses it
operates.
Siemens customers consist of both retail as well as small firms, Multinational Corporations
and government organisations from varied sectors/industries.
Siemens retail segment customers are the households, vehicle owners, tech-savvy young
generations
Part B

EXPERIENTIAL LEARNING

Experiential learning is a process through which students develop knowledge, skills and
values from direct experiences outside a traditional academic setting. Experiential learning
encompasses a variety of activities including internships, service learning, undergraduate
research, study abroad and other creative and professional work experiences. Well planned,
supervised and assessed experiential learning programs can stimulate academic inquiry by
promoting, interdisciplinary learning, civic engagement, career development, cultural
awareness, leadership and other professional and intellectual skills. To determine the best
practices in experiential learning, it is necessary to first define experiential learning.
“In its simplest form, experiential learning means learning from experience or learning by
doing. Experiential education first immerses learners in an experience and then encourages
reflection about the experience to develop new skills, new attitudes, or new ways of
thinking.”

5.1 Objectives of the study

The objectives of study are:

 To understand marketing practices at Siemens LDA

 To work on promotional activities for the products

5.2 Expected Benefits

The study contributes towards the understanding of different marketing practices used by the
company. The study helps in providing insights on how to prepare an effective marketing
practices and how to improve work output.

5.3 Limitations of the study

 During the two months of internship period, few obstacles came in. Some of the
limitations in making the report are following

 The internship duration was only two months. The time periods available to study the
subject’s observation, analysis and conclusion was limited.

 All the content collected is based on reports, internet and observations.

 Due to confidentially clauses within the organization, it was not possible to gather
some more information that could make the report much greater from all aspects.
6. METHODOLOGY

Ethnographic Study

In order to understand ethnographic study, let us first understand the meaning of

ethnography.

Ethnography is a qualitative study of perception and behaviour that occurs among groups.
Ethnography finds its roots in early 20th century Anthropology and its aim was to observe
and understand how people’s location, environment and other contexts affect their day to day
activities.

Ethnographic study is the research study where the researchers observe and or interact with
the participants of the study in real-time environment. Ethnography first found its use in
anthropology and is now widely used across all social science studies.

In this project we are going to try and understand a consumer’s thought process and stimuli
that makes them prefer a brand of Automation products over its competitors based on the
quality and controlling parameters observed throughout the two months of internship.

For this project purpose the data had been collected from following sources:

Primary Data:

Primary data has been collected by communicating with seniors and team members.
Observing the on-going process in my department has been another source of information to
write this report.

Secondary Data:

Primary Data is not sufficient for making the report. Global websites of Siemens was a
secondary source where I got relevant information about the organization.
7. OBSERVATION

Training in Siemens, which is a multinational company and market leader in Automation

products. The functioning in the company is carried out very systematically and technically.
They firmly believe on human and ethical value. Being a soft management they treat their
employee as a very important and appreciating asset of continuous growing.

7.1 Classification of Observations

7.1.1 Organisational Training

 Organisational training started with the induction session on the 7th May 2019 at
Siemens Kalva which is located at Airoli. Here my seniors’ management explained
me the structure of the internship along with the responsibilities that we were to
undertake within the following two months. They explained me about the product and
their uses.

 After that I was trained about what are the product as well as services Siemens
delivers in industry sector , how they retained the customer, how they manufacture the
products after studying the need of the customer?, how the delivery takes place in the
company?.

7.1.2 Self Learning’s:

 Working with LDA Department of the Siemens, Kalva through internship has helped
me to understand their strategies, work culture and the process that they have adopted
to have a vast competitive advantage over their competitors.

 I have learned many thing things in Siemens but the thing I have learned with
Siemens is treat your customers equally. This teaches us that no matter how the
customer is, for them every customer is equal and they treat them equally.

 Siemens focuses on after sale services. They always keep in touch with their customer
after selling the products.

 Every department of the company is interrelated in one or the other way. Thus, I
understood the importance of a team and working with a team for a common goal.

 As a fresher you are in for a roller coster of experience. You have information coming
from all sides and you will have to try your best to grasp it. The knowledge and
practical experience you get here is something that will help you lifelong no matter
where you go or what you do.

 Having a mentor is a must. By following an expert influencer, I could get inspiration

to come up with innovative marketing and sales strategies and improved the way I
dealt with clients. With an expert, guidance from Mr Ratnadeep Syam manager in
Siemens LDA also helped me to enhance my existing skills as well as to develop new
ones.
  Analysing what a prospect and customer wants and accordingly pitching them with
required sales pitch was developed during the internship period. Right message, to
right person at right time is the approach in efficient selling and to achieve the
efficient communication is a must. Communication skills were considerably improved
during this internship period.

8 Conclusions

 Siemens produce number of products in different sectors mostly in Healthcare,

Industry and Energy.
 The production process in Siemens is very systematic because of testing and
mechanism

8.1 Summary of trends in organization

Siemens being a huge Multinational company has its own unique way of handling each unit
department and each sector. The company has its headquarter at Berlin, Germany and a
branch office at Airoli. The understanding between departments and the gross functional
working of Siemens leads to the success. I have also seen that how they maintain secrecy of
information they get. Apart from increasing the technological advancement they also see to it
that the skills of every employee are also improved by conducting various workshops. Their
employees are also provided with the up-to-date information which leads to increase in their
as well department’s productivity.

8.2 Summary of self-learning

It was a great learning opportunity for the intern. As my internship draws to a close and
reflects back on all I have learned. I realized what an excellent experience it has been.
Working with LDA Department of Siemens through internship has helped me to understand
their strategies, work culture and the process that they have adopted to have a vast
competitive advantage over their competitors.

 Communication Skills
 Independent
 PART C

Learning and Takeaways

 Application of concepts, tools, techniques and skills learnt at PIMSR

Tools and Techniques learnt were:-

PESTEL ANALYSIS

PESTEL analysis is a framework or a tool used by marketers to analyse and monitor internal
and external factors that have an impact on the organisation. The advantages of pestel
analysis involves deeper understanding about the company. By examining the Political,
Economic, Social, Technological, Environmental, Legal.
These advantages help with the idea phase, product development, product launching, content
marketing strategies and other factors, to increase success. The advantages of PESTEL
analysis involve being cost effective, providing a deeper understanding of business, alterness
to threats, and a method to exploit opportunities. PESTLE analysis is a strategic planning
method to reduce business threats. By examining the Political, Economic, Social,
Technological, Legal, and Environmental factors, firms will gain valuable advantages. These
advantages help with the idea phase, product development, product launching, content
marketing strategies, and other factors, to increase success. The advantages of PESTLE
analysis involve being cost effective, providing a deeper understanding of business, alertness
to threats, and a method to exploit opportunities.

SWOT ANALYSIS

SWOT analysis is a powerful tool for understanding a firm’s internal strength, internal
weakness, market opportunities and external threats
A SWOT (strengths, weaknesses, opportunities and threats) analysis can help you identify
and understand key issues affecting your business, but it does not necessarily offer solutions.
You should be aware of the limitations as well as the benefits of a SWOT analysis before you
decide to conduct one. Knowing what you can reasonably expect to achieve will make the
SWOT analysis more useful for your business, and will save you time. Ultimately, you must
be prepared to spend the time to review your SWOT analysis and use it to determine the best
way forward in your business. The main advantages of conducting a SWOT analysis is that it
has little or no cost anyone who understands your business can perform a SWOT analysis.
You can also use a SWOT analysis when you don't have much time to address a complex
situation. This means that you can take steps towards improving your business without the
expense of an external consultant or business adviser.

PORTERS FIVE FORCE

According to PORTER, the origin of profitability is identical regardless of industry. In that

light, industry structure is what ultimately drives competition and profitability —not whether
an industry produces a product or service, is emerging or mature, high-tech or low-tech,
regulated or unregulated.
"If the forces are intense, as they are in such industries as airlines, textiles, and hotels, almost
no company earns attractive returns on investment," Porter wrote. "If the forces are benign, as
they are in industries such as software, soft drinks, and toiletries, many companies are
profitable. Porter regarded understanding both the competitive forces and the overall industry
structure as crucial for effective strategic decision-making.

MCKINSEY 7S FRAMEWORK

Mckinsey 7s Framework consists of 7 elements structure, skills, strategy, system, shared

values, staff, and style. The framework maps several interrelated factors that influence an
organisations ability to change.

BCG MATRIX

BCG matrix helps companies to analyse their business units and product lines.
All these techniques and tools helped me during internship. These techniques helped me in
relating with organization. I got an opportunity to understand things in a better way by these
concepts and tools.

ANSOFF

Ansoff matrix is a business analysis technique that provides a framework enabling growth
opportunities to be identified, The matrix shows focus on company’s present and potential
future products or areas of engagement. The matrix shows us to consider ways with four
possible product or market to grow business via existing new products or in existing
Ansoff matrix is a business analysis technique that provides a framework enabling growth
opportunities to be identified, The matrix shows focus on company’s present and potential
future products or areas of engagement. The matrix shows us to consider ways with four
possible product or market to grow business via existing new products or in existing.
All the tools techniques and skills acquired from PIMSR have really been helpful throughout
the internship because all those concepts have really played a greater role in adding value to
the company as well myself in understanding various aspects.

Weekly Reports

1. Name of the company Siemens

2. Name of company guide Ratnadeep Syam

3. Contact details 9930561135

4. E-mail id of the guide Ratnadeep.syam@siemens.com

5. Topic A summer internship report on marketing
strategies with reference to Siemens LDA.

6. Address of the company 48, Thane-Belapur road, MIDC INDL Area,

Airoli, Navi Mumbai- Maharastra-400708
7. Date of joining 7/05/2019

Week 1
7th May – 10th May

 In first week of my internship I had a formal introduction with my seniors and team
members.
 They gave me a brief knowledge about the company’s history, structure and the
products.
 Seniors also explained me about the working pattern of the company.

Week 2
13th May – 17th May

 My team members explained me in detail about the products which come under the
LDA department. I was in Large Drive Application (LDA) Department which offers
drives solution to Industries.
 They explain me about the Terms & Condition and other policies of Siemens while
offering the product specification to customers which they had made inquiry for the
same.
 I send 1 product proposal /offer based on their enquiry.

Week 3 & 4
20th May – 31st May

 There is a product; name- SINAMICS PERFECT HARMONY GH180. My team was

making a product catalogue for this Machine according to Indian market requirement.
 I create the excel sheet based on data which include the specifications of Machine. I
had to follow up with team for the excel sheet and the image of GH180 to be used
inside the pages of the newly designed brochure, changes needed in the brochure as
required
 I got an opportunity to visit the factory plant to see the different types of drives and
motors and to learn about their specifications.
 Made 2 proposals for customer based on their inquiry for the motors and drives.

Week 5
3rd June – 7th June

 Worked on testing of software known as Drive technology

configurator (DT config.), which provide plausible solution as
per the customer’s technical requirement and facilitates the
process of drive as well as motor selection rather than going
through the cumbersome data present in conventional
catalogue.
  Created report on DT Config Parameter testing. Few bugs were
detected which of them where not matching to the parameters
that were selected by customers product range selection.

Week 6
10th June- 14th June

 Made 2 proposals for customers based on their enquiry for the

motors.

Week 7 & 8
17th June – 28th June

 Worked in promotional activities pertaining to Medium

Voltage Drives as well as Motors.
 Created a sample artwork on customised “Card Pen-Drive”
which is going to be used as a promotional tool for Motors and
Drives
 Completed the brochure work of Medium voltage drive
SINAMICS PERFECT HARMONY GH180 series.
References

(Siemens, 2019)
Siemens. (2019). Siemens- Ingennity for Life. Retrieved Aug 5, 2019, from Siemens India:
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(Overview of Learning Styles, 2019)

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