HIDDEN CHAMPIONS HERMANN SIMON PDF
Hidden Champions of the 21st Century. Prof. Dr. Dr. h.c. Hermann Simon. The Success Strategies of Unknown World Market Leaders. Editorial Reviews. Review. From the reviews: “Hermann Simon's detailed study of Hidden Champions is phenomenal in its depth and rich coverage. Pages i-xvi. PDF · The Mystique of the Hidden Champions. Hermann Simon. Pages PDF · Growth and Market Leadership. Hermann Simon. Pages
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Hermann Simon has been studying these hidden hidden champions around the world, Simon reveals the common patterns, behaviors, and approaches that. Hidden Champions'. Own Way: Common. Sense and Mental. Internationalization. An Interview with Hermann Simon by Milenko Gudić. While having been voted. Hidden Champions of the 21st Century Success Strategies of Unknown World Market Leaders Absolutely FREE weinratgeber.info Dr. Hermann Simon Tel +48 22 57 00 Fax +48 22 57 01 e-mail.
Advertisement Hide. Front Matter Pages i-xvi. The Mystique of the Hidden Champions. Pages Growth and Market Leadership.
Market and Focus. Customers, Products, Services. Financing, Organization, and Business Environment. Create mutual interdependence between the company and its employees.
Who Are the Hidden Champions? At the time of this study, 89 hidden champions were identified; 39 agreed to participate and returned usable, completed questionnaires.
For purposes of comparison, parts of the same questionnaire were sent to 40 large companies. However, they do know when they are the market leader.
In general, their world market shares have increased over the last two decades. While the hidden champions have been affected by business cycles, their market shares have remained relatively unaffected by currency fluctuations.
The practices are more down to earth than one might expect. And unlike success factors such as pride of craftsmanship and the excellent apprenticeship and vocational training programs that are arguably unique to Germany, the strategies and practices that account for the success of the Mittelstand are applicable to other companies, regardless of size or nationality. These German companies demonstrate that global leadership depends less on great technical breakthroughs than on vigilant attention to improvement, a commitment to serving foreign markets, and persistence.
Specialization with Geographic Diversity The hidden champions consistently follow a strategy that combines technical competence with worldwide marketing and sales. They focus narrowly on a particular market niche, usually one that requires technical expertise, and direct all of their resources toward maintaining the top position in that niche.
The idea of diversification is alien to them. They see any deviation from their focus as simply a distraction. Because of their degree of specialization and relatively small size, Mittelstand companies are at a disadvantage when it comes to economies of scale.
But the way the hidden champions overcome this disadvantage is an integral part of their strategy: they leverage their product-market specialization across broad geographic markets. They own a total of foreign sales and service or manufacturing subsidiaries not including agents, importers, and other forms of company representation. Each company has, on average, 9. For many of these companies, globalization is not a phenomenon of the s.
They began to internationalize as far back as the s and s. One-hundred-year-old Heidenhain, for example, the world market leader in measurement and control instruments for lengths and angles, has earned more than half its revenues from exports since the s. When Mittelstand companies expand abroad, they show a strong preference for full control over operations, in part because they view the relationship with the customer as something too important to delegate.
And more than half of them have successfully entered the Japanese market and established countrywide service networks there. The extraordinarily strong presence in foreign target markets is a unique characteristic of the hidden champions.
The hidden champions have cracked foreign markets as difficult as Japan in part because they are willing to make a strong commitment to global expansion. This commitment takes two forms: investment and people. BMW, for example, was an ideal hidden champion in Japan. When it entered the Japanese market in , its initial investment was several times higher than the amount required to run what was then a very small operation.
The company used the heavy investment as a selling point to dealers, banks, and potential customers. Today BMW has its own highly visible and prestigious building in Tokyo, a symbol of its continued commitment. Its sales in Japan are ten times higher than in and may soon surpass those in the United States.
The second type of commitment is people, more specifically, continuity of people. Many of the executives running Mittelstand foreign operations have been in charge of their units for more than ten years. The revolving door that characterizes many large multinational corporations is rare among the hidden champions. As a result, managers know they probably will be working with the same customers ten or more years down the road and so are highly committed to them.
Mittelstand companies expect to meet the same high standards in foreign markets as they do at home. For this reason, they tend to create strong service networks wherever they do business. Even a good product breaks down occasionally and needs repair, and the hidden champions see no reason for compromising their service standards abroad.
For example, the Japanese service network of Heidelberger Druckmaschinen, the world leader in offset printing, is as comprehensive as the network in the German home market. Weinig Japan has a service branch on each of the four main Japanese islands and plans to open three additional offices in the near future, while the German service operation is centralized at headquarters in Tauberbischofsheim.
They knew that some customers wanted to download from national suppliers. That explains why the U. Today, however, most customers know who stands behind the names, and the German origin is an advantage in most industries.
While Mittelstand companies have overcome the disadvantages of small size, they have not overcome the risk associated with specialization. The more specialized a company, the more vulnerable it is to changes in the market and sometimes even to shakeups in just a few large customers. However superior a company, it can suffer along with its competitors when the market stagnates or migrates.
Specialization with Geographic Diversity
The hidden champions accept this risk as part of the reality of doing business and find solace in the notion that if the market turns sour, the leader probably will be the last to suffer. But as smoking became less popular and cigarette machines more efficient, the market stagnated.
Rather, they concentrate their resources to ensure superiority in the areas customers value most. What customers value most, according to the survey respondents, are product quality, closeness to the customer, service, economy, quality of employees, technological leadership, and innovativeness.
Note that technological leadership refers to technology applied to specific problems, while innovativeness means the more general integration of new technologies, like incorporating electronics into machinery. For the first three factors—product quality, closeness to the customer, and service—the hidden champions rated their performance very high when compared with competitors; for the other four, they rated it above average.
In the early s, many Mittelstand companies fell seriously behind their Japanese competitors when it came to innovativeness. Machine-tool manufacturers like Trumpf and Pittler had to work hard to catch up with the Japanese, who were integrating electronics and mechanical parts. When I visited the training facility of a company in northern Germany in , I found it to be much the same as a s operation. There was a real risk that the company had missed the train to the electronics age.
But when I came back to the same facility a few years later, it resembled an electronics laboratory. That particular company, like many others, not only added electronics to mechanical parts but also actually integrated them.
Hidden Champions of the Twenty-First Century: Success Strategies of Unknown World Market Leaders
The engineers came up with completely new solutions to problems and fundamentally redesigned some machines and instruments. The explanation lies in its "Hidden Champions", little known mid-sized world market leaders.
They alone account for about one quarter of German exports. Germany was the number 1 exporter from through Germany alone exports almost as much as the U. These three countries represent a population of million, compared to 82 million Germans.
What is a Hidden Champion? Delo makes special adhesives for electronic applications. Belfor, an industrial service company, is a world leader in the removal of water, fire and storm damages.
It is the only company that provides these services around the world. The Hidden Champions concept increasingly attracts attention all over the world. In the last ten years, the 1, German Hidden Champions created one million new jobs. The majority of their employees is now outside Germany, they are truly global companies.
Globalization is the most important driver of the Hidden Champions' continuing growth. The German Hidden Champions increased their global market shares in spite of a bigger world market and created a massive wave of innovation. What are they doing differently from large corporations?
Hidden Champions of the Twenty-First Century
The answer: Almost everything! Here we present the seven most important lessons from which large as well as small Japanese companies can benefit. Extremely ambitious targets The targets of Hidden Champions are aimed at growth and market leadership. Hidden Champions set themselves extremely ambitious goals regarding market leadership and growth.
An example: The goal of Chemetall is the worldwide technology and marketing leadership. Chemetall is a global leader in special metals like cesium and lithium. Furthermore, their market shares have increased. Even more impressive is the development of the relative market share, an indicator of competitive strength, defined as own market share divided by the market share of the strongest competitor. The relative market share was 1.
Today it is higher than 2, i. The cause for this has one name: Innovation. Focus and depth Hidden Champions define their markets narrowly and work deep into the value chain.
We only do one thing, but we do it right. Flexi states: "We will do only one thing, but we do it better than anyone else. This is focus!
And only focus leads to world class. But focus goes even deeper. Winterhalter is a manufacturer of commercial dishwashing systems. About ten years ago they analyzed the market and found that in most sub-markets like hospitals, canteens etc. They were one among many. Then they reformulated their strategy and focused solely on dishwashing systems for hotels and restaurants. In the same vein they deepened their value chain by adding water conditioners because the quality of the water has a strong effect on the ultimate dishwashing results.
They started to sell detergents under their own brand name and offer seven-days-a-week, around-the-clock service. This focus has affected everything they do. They renamed their company Winterhalter Gastronom. They have special dishwashers for high luster glasses. They recruit sales people with hotel and restaurant background who speak the language and understand the problems of their customers. Closely connected to focus is a deep value chain. One of the modern buzzwords of the last 20 years has been 'outsourcing'.
While many companies are proud to have delegated a lot of their production to others, the Hidden Champions have a very strong anti-outsourcing attitude when it comes to their core competencies.
An example is Wanzl, world leader in shopping carts and airport baggage carts: "We produce all parts ourselves, based on the quality standards we define. Obviously the airport authorities are willing to pay the high price of Wanzl. Even Narita Airport has carts made by Wanzl. They look like a simple product but the quality is extraordinary. The roots of this superior performance lie in the fact that Wanzl retains total quality control by making everything on its own.Be very ambitious!
Be close to customers both in performance and interaction. Published on Nov 28, Their average tenure is 20 years, compared to 6.
Advice and systems integration are new advantages which create higher barriers to entry. This is the fuel that drives them forward. Young CEOs and women play a more important role than in large companies. This is why their costs per patent are much lower. Success factors[ edit ] Most of the hidden champions produce inconspicuous products, but in the market for these products they are ranked top in the world.
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