Siemens 2010 Annual Report Download - page 45

56 One Siemens 64 Vision
40 Directions
41 Focus on innovation-driven growth markets
43 Get closer to our customers
46 Use the power of Siemens
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especially intent on growing in service-intensive
segments and why we always give special consider-
ation to potential service business when expanding
our portfolio.
To get closer to our customers – for us, this means
gaining a detailed understanding of our customers’
processes and of their customers’ processes as well
as providing intelligent solutions tailored to specific
customer requirements. Through contacts extend-
ing over years and, sometimes, decades, our local
employees have gained our customers’ trust – trust
in the reliability and quality of our products, trust in
our company’s power of innovation, trust in the
Siemens brand.
This trust is an asset that we’re proud of, and we
intend to cultivate it over the long term with a pres-
ence in all relevant markets around the world,
a global sales organization – managed locally by our
Regional Clusters and Regional Companies – and
a broad portfolio of products, solutions and services
designed to meet the world’s most urgent challeng-
es. Siemens One will enable us to bundle our entire
range of offerings company-wide and gear them to
customer requirements. That’s how we’ll continue
to create customized end-to-end solutions – for ex-
ample, for airports, hotels, hospitals and even en-
tire city districts. By bundling our strengths, we’re
equipping ourselves to outperform our competitors
over the long term.
A highly differentiated benchmarking system helps
us continuously assess where we stand vis-à-vis the
competition, what our future business opportuni-
ties will be and where they will arise. But we can’t
compare ourselves only to our global competitors.
To identify the key competitive factors that will en-
able us to capture and maintain No. 1 or No. 2 mar-
ket and technology positions in all our regions and
segments, we also have to benchmark our perfor-
mance against that of local providers. Supplying
products and services tailored to the dynamic
growth markets of the emerging countries is be-
coming increasingly crucial to our success. While
cost is a factor here, it’s not the only one. We also
want to create entire supplier-to-customer value
chains that will establish us in emerging markets as
solidly as our local competitors.
We’re well aware that our activities have a major im-
pact on the societies and environments of the coun-
tries in which we procure products and services. For
this reason, sustainability is a key factor in our sup-
ply chain management. Starting in the selection
phase, we demand that potential suppliers comply
with our strict principles and promote the imple-
mentation of these principles in their own supply
chains. And our efforts here are already paying off:
in fiscal 2009, our system of supply chain sustain-
ability management captured the No. 1 spot in the
Standards for Suppliers category of the prestigious
SAM Dow Jones Sustainability Index.
Our CT scanner, the SOMATOM Spirit,
is strengthening our position in growth markets.
China