APC 2012 Annual Report Download - page 24

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC22
OVERVIEW OF THEGROUP’S STRATEGY, MARKETS AND BUSINESSES
1COMPANY HISTORY AND DEVELOPMENT
2.5 Competitive landscape
The main global competitors of Schneider Electric, by technology, are :
•Low-voltage electrical distribution & Renewables: ABB,
Siemens, Eaton, Legrand;
•Medium voltage distribution & Grid automation: ABB,
Siemens;
•Industrial automation: Siemens, Rockwell Automation;
•Critical power&cooling for data centers: Emerson, Eaton;
•Building automation: Siemens, Johnson Controls, Honeywell.
Other regional and emerging market competitors include: Chint,
Weg, Larsen&Toubro and Delta.
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3. Company history and development
3.1 History
From its beginnings in steel during the Industrial Revolution over
175years ago, to the progression into electricity and, more recently,
into energy management, the Group has undertaken signifi cant
changes in its operations throughout its history.
1836-1980: A Family Business becomes
aMajorPlayer
1836: Brothers Adolphe and Joseph-Eugene Schneider take over
an abandoned foundry in Le Creusot, France and, two years later,
create Schneider & Cie, focusing primarily on the steel industry.
Schneider & Cie grows rapidly, specializing in the production of
heavy machinery and transportation equipment, and eventually
becomes the Schneider Group, a diversifi ed conglomerate.
1975: The Schneider Group acquires an interest in Merlin Gerin,
one of the top manufacturers of electrical distribution equipment in
France and which had been involved in the electricity sector since
the late 19thcentury.
1981-2001: The Schneider Group refocuses
onthe Electricity Sector
1981-1997: Schneider Group refocuses on the electrical industry
by divesting its non-strategic assets, such as its public works
company, Spie Batignolles. Schneider Group undertakes a series
of strategic acquisitions: Telemecanique in1988, SquareD in1991
and Merlin Gerin in1992.
1999: Schneider Group acquires Lexel, one of Europe’s largest
suppliers of installation systems and control solutions. In May1999
the Group is renamed to Schneider Electric, to clearly emphasise its
expertise in the electrical fi eld.
Since2002: A Strategic Transformation
At the turn of the 2000s, Schneider Electric radically rethinks its
growth strategy, setting itself three goals:
•ensuring a more balanced exposure to its strategic end markets;
•enhancing its portfolio of historical operations (electricity
distribution, automation and industrial control) with adjacent
and synergetic businesses in order to boost its organic growth
potential; and
•anticipating the future energy requirements of companies and
individuals.
This strategy led Schneider Electric to conduct a number of
strategic acquisitions both in mature countries and in new
economies targeting companies offering complementary products
and solutions.