La implantación regional de empresas ante las Nuevas Tecnologías Perspectiva empresarial SIEMENS Siemens Business Services Gabriel Tarazona Director Marketing y Calidad

Muchos han afirmado que Internet refleja la obsolescencia de la estrategia. En realidad, lo cierto es exactamente lo contrario. Internet tiende a debilitar los beneficios empresariales sin proporcionar ventajas a largo plazo, es más importante que nunca para las organizaciones diferenciarse a través de la estrategia. Michael E. Porter (Harvard Business Review, March 2001)

Innovating the mobile world! Agenda SIEMENS - THE COMPANY (División Siemens Business Services) Siemens, una e-company en transformación continua El proceso de e-Transformation Innovating the mobile world!

Innovating the mobile world! Agenda SIEMENS - THE COMPANY (División Siemens Business Services) Siemens, una e-company en transformación continua El proceso de e-Transformation Innovating the mobile world!

Estructura Corporativa 8·2000 Corporate structure Managing Board Operations Corporate Departments One of the main focuses of the Ten-Point Program is to optimize the Siemens business portfolio. Through acquisitions, divestments and joint ventures, we aim to occupy leading competitive positions in all segments. Corporate structure Our company comprises: Groups Corporate Departments and Corporate Centers, Shared Services and Regional Units. The Groups are the operational arm of our business in their respective fields. Operating globally, they are responsible for their own development, manufacturing and sales activities as well as their Economic Value Added. They pursue their businesses independently within the framework of Siemens’ overall corporate policy, and are responsible for the resources they need to conduct their business. When Groups are formed, size is not a primary concern. The focus is on a clear orientation towards customers and technology. The company’s organizational structure differentiates clearly between staff functions and service activities. The tasks of the Corporate Departments (CF, CP, CT and CD) comprise responsibility for guidelines, controlling duties and coordination functions. The Corporate Centers (CC, eB, ECR, GPL, IK and MCP) and Shared Services are responsible for tasks and services of broader relevance within the company at a functional and/or regional level. The underlying principle behind the organization of the Corporate Departments and Corporate Centers is to achieve maximum separation of staff functions from service activities and a stronger operational focus so as to increase efficiency and reduce costs. The Regional Units are primarily responsible for achieving the business objectives of the Groups in their respective regions. The Groups delegate as much entrepreneurial responsibility as possible to these regional organizations. In Germany, sales and marketing operations are conducted by the Groups through our Regional Offices (ZNs). The regional sales offices’ sales and marketing departments are assigned to the respective Groups. Outside Germany, the general rule is that Siemens should be represented on a national basis by a single organization. The Regional Companies, Representative Offices and sales companies take care of our local businesses. They are responsible for achieving the business aims of the Groups and are likewise accountable for their own operating results. Changes since fiscal 1999 On April 1, 2000, the Communication on Air Division (CA) of the Information and Communication Networks Group (ICN) was assigned to the Information and Communication Products Group (ICP), following which ICP was renamed Information and Communication Mobile (ICM). Likewise on April 1, 2000, Siemens Business Services GmbH & Co. OHG (SBS) was given managerial responsibility for Siemens IT Service GmbH & Co. OHG, which had previously been assigned to the ICP Group. On May 1, 2000, responsibility for the company-wide expansion of our e-business activities was vested in the new Corporate Center for e-Business (eB). To prepare the planned merger of the business activities of Mannesmann VDO AG with the Automotive Systems Group (AT) and Mannesmann Dematic AG with the Production and Logistics Systems Group (PL), AT and PL have been given the status of separate legal entities as of October 1, 2000. The business activities of the AT Group have been taken over by Siemens Automotive AG (AT), and the business activities of the PL Group by Siemens Production and Logistics Systems AG (PL). Information and Communications Information and Commu- nication Networks (ICN) nication Mobile (ICM) Siemens Business Services GmbH & Co. OHG (SBS) Automation and Control Automation and Drives (A&D) Industrial Solutions and Services (I&S) Siemens Production and Logistics Systems AG (PL) Siemens Building Technologies AG (SBT) Medical Medical Solutions (Med) Corporate Finance (CF) Corporate Personnel (CP) Corporate Technology (CT) Corporate Development (CD) Lighting Osram GmbH Infineon Technologies AG* *Siemens' stake currently more than 50% Corporate Centers Corporate Communications (CC) e-Business (eB) Chief Economist/ Corporate Relations (ECR) Global Procurement and Logistics (GPL) Information and Knowledge Management (IK) Management Consulting Personnel (MCP) Power Power Generation (PG) Power Transmission and Distribution (PTD) Financing and Real Estate Siemens Financial Services GmbH (SFS) Siemens Real Estate (SRE) Transportation Transportation Systems (TS) Siemens Automotive AG (AT) Regional organization Regional Offices, Regional Companies, Representative Offices, agencies as of January 1, 2001

Siemens Business Services hoy Número 8 en el ranking mundial de proveedores de servicios I&C Número 2 en Europa Número 1 en Alemania POSICIÓN COMPETITIVA Convertirse en uno de los 5 primeros proveedores de servicos I&C en el 2003 VISION 34,000 Employees EURO 5.5 bn Revenue 16,400 Employees in Germany 10,600 Employees in Europe 1,500 Employees in Asia/Pacific 5,500 Employees in the Americas > 1,000 Project Managers > 300 Management Consultants 74% Clientes externos 26%Grupo Siemens ESTRUCT. DE INGRESOS Actividades en 88 paises Cadena de Valor completa (D/B/O/M) KEY POINTS Goldman Sachs: “SBS distinguishes I and C from all other telecom equipment suppliers”

Posicionamiento global Germany Europe World 1. SBS / ITS 2,8 1. IBM Global Sv. 8,9 * 1. IBM Global Sv. 30,2 2. IBM Global Sv. 2,1 * 2. SBS / ITS 4,6 2. EDS 17,4 3. debis SH 2,1 3. EDS 4,5 * 3. Fujitsu 11,7 4. DeTeCSM 1,2 4. Cap Gemini 3,7 4. AC 8,4 5. EDS 0,9 5. AC 3,2 8. SBS/ITS ** 5,8 Issued May 2000 Revenue in 1999, in bn. € * estimated ** pro forma incl. Entex

Innovating the mobile world! Agenda SIEMENS - THE COMPANY (División Siemens Business Services) Siemens, una e-company en transformación continua El proceso de e-Transformation Innovating the mobile world!

Predicciones de los analistas “En el 2002, el 60% de los proyectos de e-Business fracasarán en su objetivo de conseguir un ROI significativo” “En el 2003, 1.500 de las mayores 2.000 empresas del mundo deberán parar, reestructurar o simplemente reiniciar sus iniciativas e-Business.” Predicciones estratégicas del Gartner Group , Diciembre de 2.000 “Un 65% de las grandes empresas dedican ya un 15% de sus presupuestos (básicamente como estrategia reactiva) al e-Business sin una idea clara de cómo ni cuando recuperarán dicha inversión” “En el 2003 la diferenciación real vendrá de la habilidad adquirida por las organizaciones en la toma de decisiones sobre una efectiva automatización, modificación o externalización de sus procesos clave en la transición al e-Business.” Predicciones estratégicas del META Group , Marzo de 2.001

Tuvimos muy presente los cambios en las fuerzas competitivas para la introducción del e-business. (-) -Internet facilita la expansión vertical de grandes proveedores (+/-)-Estandarización (-)·reduce la posibilidad de diferenciación. (+) ·aumenta la competitividad entre proveedores (+) -El aumento de transparencia en el sector desintermedia el mercado eliminando a los comisionistas que no aporten valor (-) -Se reducen barreras de entrada ·Necesidad de fuerza de ventas. ·Activos fijos. (+) -Necesario know how del sector. Nuevos Competidores Barreras de entrada Rivalidad entre competidores actuales Poder de negociación proveedores Poder de negociación de los clientes (-) -Reducirá la diferencia entre los competidores (+) -Acentuará la competitividad en precios -Amplia los mercados geográficamente (-) -El aumento de la transparencia en el sector incrementa el poder de negociación de los clientes (-) -Aumenta la posibilidad de entrada de sustitutos (+) -La mayor eficiencia en el sector puede incrementar el tamaño del mercado Sustitutos Fuente: Michael E. Porter (Harvard Business Review, Marzo 2001) SBS Management Consulting Spain

Nos guiamos por convicciones en la transformación al e-business 1· La coyuntura actual obliga a la racionalización de proyectos e iniciativas en e-business. 2· Surgen nuevas soluciones que apoyan a las “tradicionales” en la mejora de los procesos de negocio. 3· Mobile e-business se introduce de forma firme siguiendo los pasos del e-business. 4· Integrar e-business en la empresa es una necesidad competitiva. 5· La definición de una estrategia en e-business adecuada es la clave para el éxito en el nuevo entorno competitivo.

Avanzamos en las 5 fases de desarrollo hacia el e-business Intelligent Electronic Business end-to-end business, integración de procesos Cross Industry Communities Volumen, rapidez, calidad, transparencia Electronic Business II (e-Commerce+) Compra & Venta, Intercambio información Electronic Business I (e-Commerce) Compra & Venta Las cuatro fases de cambio hacía el e-business 1. Empresa con WWW página propia Uso: Información Requerimientos: Web Hosting (Hardware, aplicaciones, redes, telecomunicaciones y otros) Safety & Security Disponibilidad Intranet / Internet Servicios: Contenidos y funciones 2. Comercio electrónico entre comprador y vendedor Business to Business (B2B) Business to Consumer (B2C) Consumer to Consumer (C2C) Consumer to Administration (C2A) Catálogo de productos y poner a disposición información Realización de negocios electrónicos 3. Integración de B2B, B2C en cadenas de negocios interempresarial Compartir clientes-, productos- y suministradores Seguimiento del contrato de los procesos de negocio en todas sus fases Reducción de tiempos muertos / costes Reducción de fuentes de error Integración de elektronischen Geschäftsvorfällen in internen Prozessabläufen 4. Comunidades virtuales Sites de mercado en red Disponibilidad Cross Industry clientes-, produktos-, suministradores Sincronización de los procesos con ventajas en costes y velocidad Accesos al mercado más globales Transparencia de mercado Competencia más agresiva Web Site Interactiva Presencia Web Site Presencia

Nos renovamos continuamente como “e-company” 5·2001 Siemens is becoming an e-company Areas de focalización E-knowledge management Disponer de la totalidad del conocimiento de la compañía en la red maximiza el beneficio al cliente y hace a Siemens aún mas eficiente. E-commerce Las relaciones electrónicas comerciales suponen ya el 10% del total de nuestras ventas y se espera que alcancen pronto el 50% en negocios con clientes. E-procurement Las relaciones electrónicas con nuestros proveedores ya suman el 10% de nuestros volúmenes de compra. Nuestro objetivo es alcanzar el 50% en un futuro cercano. Adaptando nuestros procesos para el end-to-end networking, combinamos soluciones individuales en un sistema electrónico que abarque toda la compañía. El año anterior nuestra facturación en proveeder soluciones e-business fue de 1.000 millones de y esperamos duplicar esta cantidad al final del año fiscal 2001. E-business means increasing the efficiency of business processes through electronic networking. This is mainly achieved by integrating new technologies like the Internet, while linking up value chains across business boundaries. The path to becoming an e-company involves five elements: E-knowledge management This entails the systematic compilation of the knowledge accumulated by our 447,000 employees in the worldwide projects implemented in the course of our e-business transformation and making this knowledge accessible on a company-wide network known as the ShareNet. The ShareNet supports our worldwide community of employees and ensures that local solutions and innovations of every type are available for use throughout the world. E-commerce E-commerce is the electronic networking of business relationships with our customers. At present, 10% of our sales are made electronically. Soon this figure will rise to 25%, and reach 50% in consumer business. Siemens’ Web pages for private customers have been intensively redesigned and expanded in the course of the past year. Siemens now sells its telecommunications products via the Internet in 14 countries. E-procurement E-procurement refers to the electronic networking of our business relationships with our suppliers. Since our purchasing volume of €35 billion harbors great potential for savings through the use of various Internet technologies, we intend to increase the share of purchases made electronically from 10% to over 50% over the next three years. To accomplish this, Siemens will implement a buy-side marketplace called ”click2procure” which will make it possible to buy goods through an e-catalog and work with suppliers online. ”click2procure” will also enable external customers to benefit from the advantages of our e-procurement system. Electronic networking The electronic networking of all internal value-added processes facilitates the control and efficiency of research and development, production, logistics and reporting. The recruitment and training of personnel as well as travel management already run on electronic systems. Siemens TravelNet, the online travel booking system, has been available to Siemens employees for three years. Marketing e-solutions We also market our business know-how to other companies, generating additional revenues. In the past fiscal year, for example, Siemens Business Services (SBS) earned about 20% of its revenues from selling e-business solutions to customers. This share should increase to about 30% in the current fiscal year.

Innovating the mobile world! Agenda SIEMENS - THE COMPANY (División Siemens Business Services) Siemens, una e-company en transformación continua El proceso de e-Transformation Innovating the mobile world!

Siemens ha desarrollado unas metodologías “Best-in-Class” en el proceso de e-Transformation 5,00 Próxima generación 4,50 4,00 Best practice 3,50 3,00 2,50 2,00 Capability averages 1,50 1,00 0,50 0,00 Supply Chain Engineering & Buy-Side Support Customer Innovation Services Relationship Management Fuente: Booz Allen &Hamilton

Primer Paso: E-BUSINESS STRATEGY CHECK E-Business Strategy Plan La „e-estrategia“ es el primer paso en la „e-transformación. e-transformation Primer Paso: E-BUSINESS STRATEGY CHECK Cluster analysis Análisis de los segmentos de mercado más interesantes para la empresa. E-readiness check Análisis de la situación actual de su empresa cara al e-Business. Medidas para su optimización y mejora. E-activities scanning Estudio de actividades en marcha, optimización e integración de las mismas. Strategy Development Definición de los Factores clave de éxito y los principios sobre los cuales deben basarse las soluciones. E-solution generation Estudio profundo de varias e-soluciones en términos de ROI y análisis coste/beneficio. Team kick-off E-solution planning eB Training Estandarizar y homogeneizar el conocimiento en la red de coordinadores de los proyectos en la organización, Competitor and customer benchmarking Estudio del sector y de la competencia en referencia al e-Business; benchmarking de las mejores prácticas. E-Business Strategy Plan Competitor and customer benchmarking Fuente: SBS Management Consulting Spain

e-strategy “del presente hacía la visión” de su empresa e/m-transformation Strategy Packages M-business e-Mobilization y e-business strategy check Electronic@BusinessCheckTM e-Situation Analysis Visión, Misión, Propuestas de Valor - Workshops Business Partnering Opportunity Workshops e-Business Training e-Business Solutions m-packages: m-travel, m-banking, m-office Planes de Negocio Analisis de mercado y posicionamiento Definición del portfolio de servicios, su evaluación y projección Benchmarking de clientes y competidores Modelos económicos-financieros Procesos y Tecnología Estudio de procesos: Analisis, BPImprovement, BPRedesign e-business e IT Roadmaps Assessment de e-solutions Electronic@BusinessCheckTM Supply Chain Management PRESENTE de su empresa Project Management & Project/Knowledge Office

La implantación regional de empresas ante las Nuevas Tecnologías Perspectiva empresarial SIEMENS Siemens Business Services Gabriel Tarazona Director Marketing y Calidad