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留学生作业代写:The Siemens Wind Power Co

2017-07-13 来源: 51due教员组 类别: Paper范文

下面为大家整理一篇优秀的paper代写范文- The Siemens Wind Power Co,供大家参考学习,这篇论文讨论了西门子风力发电公司。西门子风力发电公司是西门子公司的风能和可再生能源部门。在不断拓展新业务的同时,西门子公司开发了西门子风力发电公司,以利用全球范围内的风能资源。而作为风力发电和可再生能源部门,swp不仅要取得商业上的成功,而且还要需要缓解环境问题。

Siemens Wind Power,西门子风力发电公司,assignment代写,paper代写,美国作业代写

1 Abstract

This essay focuses on the Siemens Wind Power Co, Ltd (SWP), which is the Wind Power and Renewables Division of Siemens AG. Siemens is a global leader in electric and electrical engineering, operating in areas of Energy, Health Care, Industry, Infrastructure and etc. with 169 years of history, based in Germany (Siemens Ltd., China, 2010). Its Energy Sector SWP is exploiting the wind power energy business, both onshore and offshore. For me, SWP is an outstanding leader in the new energy industry with strong reputation and long-standing culture, which has attracted me a lot to join. As I see, new energy industry has a quite prosperous market in the future, as clean energy exploitation has essential meaning to environment. Considering these factors, SWP provides solutions to meet both business and environment needs. But until recently the firm has still lacked powerful market share in the largest market of world – China. Hence this essay examines the macroeconomic environment of Siemens Wind Power Co., Ltd in China, within which SWP faces both sizable market opportunities and potential challenges with strong competitors.

2 Introduction

Keeping expanding new business, Siemens AG has developed its Siemens Wind Power Co., Ltd (SWP) to exploit wind energy in the global scale. SWP has established operations in Americas, Asia - Pacific, Europe, Middle East and Africa, and is mainly responsible for providing Wind Power products, (such as wind turbine, wings, and generators) and services (such as transportation, plantation, and maintenance) to global customers (Siemens AG, 2016a). SWP has over 30 years of experience with building over 17000 wind turbines onshore and offshore over the world (Siemens AG, 2016b). Specifically, as the Wind Power and Renewables Division, SWP tries to access not only business success but also environmental solutions. Despite of its broad access abroad, SWP is facing different dynamics in different markets, and this essay mainly introduces SWP’s firm values and strategy, and discusses the wind energy industry environment in the Chinese market, by using PESTEL, SWOT and BCG Matrix analysis tools.

Graph 1. Siemens Wind Power – Onshore Products & Service

Source from <http://www.energy.siemens.com/hq/en/renewable-energy/wind-power/>

Graph 2 & 3. Siemens Wind Power – Offshore Products & Service

Source from <http://www.energy.siemens.com/hq/en/renewable-energy/wind-power/offshore.htm>

Chart 1. Organizational Structure and Operations Location

Source from Siemens Ltd, China, 2016. <http://www.siemens.com/entry/cn/en/>

3 Siemens Culture & Strategy

Siemens shares a common culture among its multiple subsidiaries, which is called ownership culture of employees. The firm encourages employees to always act as if it were their own company and take personal responsibilities for company’s success (Siemens AG, 2016c). Siemens believes that a company can’t succeed without a strong culture even with the best strategy. Hence it has strengthened this commitment between its employees and the firm by giving Siemens shares to the employees, and until today nearly 140, 000 of them have owned theirs. The firm also tries to let its employees to trust Siemens, and empowers them with great sense of belonging and responsibility. By establishing personal commitment and attachment, Siemens wishes to achieve a long-term success. Consistent with the corporation’s 2016 slogan, SWP is always looking for ingenuity for life – that is to provide customers with their leading electrical, automotive and digitalized products, services, and solutions, and bring more values with higher flexibility, innovation and efficiency, so as to achieve its sustainable development (Siemens Ltd., China, 2016).

Graph 4. Siemens Published New Slogan in March, 2016 – Ingenuity for Life

Source from Siemens Ltd., China. 2016 Ingenuity for Life. <http://www.siemens.com/ingenuity-for-life/en/>

For strategy, it includes a “sharper customer and business focus (clear positioning and priorities for rigorous resource allocation), streamlined governance (streamlining effective organization structure) and an integrated management model (encompassing concrete financial targets and measures)” (Siemens AG, 2016d). The framework also includes the ownership culture mentioned above, together leveraging opportunities and contributing to the strategic development of Siemens (See Graph 4). As the firm mentions, these are key accesses to Siemens’ success, and achieving management holistically and jointly rather than separately or individually, which is alignment with the firm’s 2020 vision and goals.

Graph 5. Siemens Strategic Course

Source from Siemens AG. 2016d. Strategy Sets the Course. http://www.siemens.com/annual/14/en/company-report/our-strategy/

4 Wind Energy Industry & Chinese Market

The wind is leading the revolution of world’s global power system today - “Wind power is now mainstream, supplying competitive, reliable and clean energy to fuel economic growth, and to cut emissions in established economies, while at the same time creating new jobs, new industries, and enhancing energy security”, according to Steve Sawyer, the secretary of Global Wind Energy Council (GWEC, 2015). This is true as wind energy is unlimited and obtains heavy subsidy (especially in Europe), making it economically competitive with traditional energy. The US, Canada, EU countries have relatively mature wind industry and have performed continuously strongly and meanwhile new markets are emerging in Asia, Africa and Latin America.

Among these countries, China is playing an increasingly important role in energy efficiency today, whose energy consumption climbs dramatically (Siemens Ltd., China, 2016). As statistics from Siemens AG (2016a) and Cusick (2016) shows, China is the largest wind power market today with 60 GW of installation capacity, taking account for 46% of global wind power installations. And this figure will continue to grow since the government wishes to reach a capacity of 250 GW by 2020 (Cusick, 2016). Today China has surpassed the total installations of the EU, ending 2015 with 145 GW in total (Global Wind Energy Council, 2015). Siemens Wind Power is one of the most important suppliers in the first line and has implemented new production plants for blades and nacelles in Shanghai. To analyze the firm’s sustainable development in the high-potential Chinese market, an examination of its macro environment is provided by using PESTEL and SWOT analysis tools.

PESTEL Analysis of Siemens Wind Power, Co., Ltd


The Chinese government has strongly supported the wind industry, as clean energy development has conformed to the strategy of sustainable development of the nation. The government has committed to use non-emitting energy to replace polluting coal-fired engine plants, so as to relieve the air conditions in the cities (Cusick, 2016). The favorable political situation has provided investors confidence.


Cusick (2016) claims the wind energy sector in China has been stimulated by a steep decrease in manufacturing and installation costs. The public power grid company of China has also signed a long-term purchase contract with the wind power investors with duration of the agreement completely covers the wind projects. Hence the investment costs have been largely reduced (Ecoworl, 2006). Combined with the growing Chinese economy, SWP faces a quite favorable economic environment in China.


Today with the rapid globalization process, it has led to the spread of environmental consciousness among consumers in China. Especially with the air conditions in cities, the demand for clean energy in China has risen to a great extent (Najam et al, 2007). This provides high market potential for the foreign investment like SWP. 


Despite that investment in China’s power grid has largely increased, China still faces vital obstacles in renewable energy utility even under optimum wind conditions, as much of the turbines are taken offline, as grid operators have insufficient expertise and skills to corporate wind energy with other sources. But the Chinese energy suppliers have quickly mastered off-grid wind turbine technology from foreign competitors and the gap has been narrowed in the wind industry supply chain (Ecoworld, 2006; Parres, 2014). This means a more compatible technological environment for SWP, who could seek appropriate suppliers in China.


China has abundant wind resources offshore and inland with wide country range, which offers the wind farms large capacity to generate power. Large amount of coastal and highland area in North and West China provides convenient conditions for wind farms and wind power industry’s flourish.


The favorable feed-in tariff, government programs and incentive policies all drive the rapid development of wind power in China (Ecoworld, 2006). First, a bundle of tariff reduction programs are provided for onshore wind farms since 2015, requiring 3 cents less payment per kilowatt-hour that covers in the north and west China (Cusick, 2016). Besides, the Value-added Tax (VAT) has decreased from 17% to 8.5% in 2001. The import tariff for wind turbine generator is set to as low as 8% and that for components to 3% (Ecoworld, 2006).

SWOT Analysis


First, SWP as a sector of Siemens AG, has 30 years of experience and premium-quality brand image that helps it to attract and retain customers. Today Siemens has merged its wind business with Gamesa – who is well positioned in fast emerging markets in Latin America, Asia and Africa (Siemens AG, 2016e). This acquisition will strengthen SWP’s presence in the Chinese market. At the same time, SWP has relatively high efficiency in innovation and low cost in plants, making it quite competitive in the wind industry.


Despite SWP is a market leader in the global wind industry, its presence in Chinese market still lacks support. For example, the corporation started a venture with Shanghai Electric in 2011 for strategic alliance in production, sales, project management and implementation (CBI, 2011).  Among which Siemens provides technology in innovation and production with 49% shares, while Shanghai Electric provides assistance in sales, coordination with government and project management with 51% shares. This proves that SWP still lacks local market network and has a risk to leak important patent information.


First, threats from Chinese competitors are strong with over 30 Chinese companies (five are large corporations) (Ecoworld, 2006). According to Cusick (2016), the Chinese domestic market in 2015 is dominated by Goldwind, a Beijing-based company which accounts for 7.7 GW of the new capacity of China. Then it is followed by the United Power Technology Co. Ltd. with 2.9 GW, and Envision Energy and Ming Yang Wind Power Group Ltd., with 2.7 GW of new capacity each. SWP faces powerful competitors who already own reputation in the industry.

Second, as it mentions above, the government has strongly supported the industry with incentive policies, which has attracted a number of companies to share the cake. But the industry requires high level of wind technology and this increases the barriers of entry. Hence the new entrants’ threats can be leveled moderately.


Demand for electricity in China has increased to a great extent as the fast development of industrialization and life quality (Siemens AG, 2016a). The wind power industry is experiencing the transformation period with fast growing local companies who just master the advance wind technology. The government has strong desire to replace the conventional energy with wind energy and provides very competitive policies to reduce costs for foreign investment. Hence it provides huge opportunities for SWP who has technological strength as an international company. The collaboration with local enterprises will provide specific solutions to the huge market needs, so as the flourish of SWP (Parres, 2014).

Strategic Direction of Siemens Wind Power, Co, Ltd

SWP is now in the stage of Question marks in the BCG Matrix, which has low market share but sees high potential growth in the Chinese market (Graph 6). It is in the Growth stage in the Product Life Cycle, as the wind market in China is still growing and faces immature technology backup and grid restrictions. New innovation is still largely needed to achieve high market share.

Graph 6. BCG Matrix

Graph 7. Product Life Cycle of Wind Turbine

Source from Learn Marketing. 2016. Types Of Product Life Cycle. http://www.learnmarketing.net/Types%20of%20%20product%20life%20cycles.htm


Overall, SWP performs as a highly competitive and attractive enterprise with bright future in the wind industry, despite that it has a relatively weak presence in the high-potential Chinese market. Within the Chinese market, the company faces favorable macro environment, with stable political and legal supports, growing economic incentives, abundant natural resources, still need-to-improve technological forces, and increasing social awareness to environmental preservation. At the same time, SWP could utilize its technological advance and strong financial backup in wind plants production and ventures with local partners, trying to seize opportunities of the fast growing Chinese market. Moreover, it could avoid the risks and conquer challenges of rising competition by pushing forward collaboration and merger through its powerful image and excellent quality. As an international company, SWP could achieve a soar rise in the Chinese market.


CBI China. 2011. Siemens and Shanghai Electric agree to form strategic wind power alliance in China. [Online]. Access on 18th of June, 2016, from http://www.cbichina.org.cn/main/chongwuSD_001_1/second_60_657.html 

Cusick, D. 2016. China Blows Past the U.S. in Wind Power. Scientific American. [Online]. Access on 18th of June, 2016, from http://www.scientificamerican.com/article/china-blows-past-the-u-s-in-wind-power/

Ecoworld. 2006. Wind Power in China. [Online]. Access on 18th of June, 2016, from http://www.ecoworld.com/energy-fuels/wind-power-in-china.html

Global Wind Energy Council. 2015. Global Wind Report 2015 – Annual Market Update. [Online]. Access on 18th of June, 2016, from http://www.gwec.net/publications/global-wind-report-2/global-wind-report-2015-annual-market-update/

Learn Marketing. 2016. Types Of Product Life Cycle. http://www.learnmarketing.net/Types%20of%20%20product%20life%20cycles.htm

Najam, A., Runnalls, D., and Halle M. (2007). Environment and Globalization Five Propositions. International Institute for Sustainable Development. Ministry of Foreign Affairs of Denmark. Retrieved June 1st, 2016 from https://www.iisd.org/pdf/2007/trade_environment_globalization.pdf

Parres, A. 2014. Wind Power in China: New Opportunities in a Transforming Market. [Online].Access on 18th of June, 2016, from http://www.abb-conversations.com/2014/11/wind-power-in-china-new-opportunities-in-a-transforming-market/

Siemens AG. 2016a. A New Challenge – Wind Power in China. [Online].Access on 18th of June, 2016, from http://www.energy.siemens.com/hq/en/energy-topics/energy-stories/wind-power-in-china.htm

Siemens AG. 2016b. Wind power solutions for offshore, onshore, and service projects. [Online]. Access on 18th of June, 2016, from http://www.energy.siemens.com/hq/en/renewable-energy/wind-power/

Siemens AG. 2016c. Culture Makes the Difference. [Online]. Access on 18th of June, 2016, from http://www.siemens.com/annual/14/en/company-report/our-culture/  

Siemens AG. 2016d. Strategy Sets the Course. [Online]. Access on 18th of June, 2016, from http://www.siemens.com/annual/14/en/company-report/our-strategy/

Siemens AG. 2016e. Siemens and Gamesa to merge wind businesses to create a leading wind power player. [Online]. Access on 18th of June, 2016, from http://www.siemens.com/press/en/pressrelease/?press=/en/pressrelease/2016/corporate/pr2016060295coen.htm&content[]=Corp&content[]=WP

Siemens Ltd., China. 2010. Siemens Opens its First Wind Turbine Blade Facility in China. [Online]. Access on 18th of June, 2016, from https://w1.siemens.com.cn/news_en/news_articles_en/1755.aspx

Siemens Ltd., China. 2016 Ingenuity for Life. [Online]. Access on 18th of June, 2016, from http://www.siemens.com/ingenuity-for-life/en/


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