Siemens confirmed that bribery in China

Siemens corruption case involving the world to China. U.S. Justice Department documents revealed that Siemens "bribery" incident involving three subsidiaries in China, namely Siemens Power Transmission Group ("the Siemens PTD"), Siemens Transportation (the "Siemens TS") and Siemens Medical Group.

Siemens company yesterday confirmed to the newspaper, bribery does involve China, the world's electricity, transportation, health care market, but the officers involved in dealing with related issues, Siemens China Company can not give feedback and related issues that will be submitted as soon as possible headquarters in Germany. At press time, reporters have not received the relevant replies.

Not long ago, Siemens had said in November 2003 after the bribery scandal was exposed, Siemens China has fired more than 20 employees.

According to the U.S. District Court of Columbia announced the lawsuit in 2002 to 2007, Siemens TS paid about 22 million U.S. dollars, to the Hong Kong-based business consulting companies and related institutions, and through these institutions pay bribes to officials in China to obtain the total more than 10 billion dollars in seven subway trains and signal equipment items.

In 2002, 2003, Siemens PTD pay about 25 million U.S. dollars through a business consulting firm, to bribe Chinese officials, and received two in southern China about 838 million U.S. dollars worth of electricity high voltage transmission line project. Meanwhile, from 2003 to 2007, Siemens Medical Group, about 14.4 million U.S. dollars paid in bribes, bribes to five national hospitals, which receive 295 million U.S. dollars of medical equipment orders. According to a survey the United States, Siemens in May 2006, China's Jilin Matsubara Hospital to a price to sell 150 million magnetic resonance imaging system, paid a bribe of 64,800 U.S. dollars. On this "commission" of the expenditure program, when he was Siemens Medical Group (China), Chief Financial Officer have signed over the word.

For the case of Chinese medical officials suspected of bribery matter, Siemens said they did not have any comment. This week, Siemens has agreed to pay the United States and Germany, nearly 13 million fine, ending the investigation into bribery.

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China also allowed for the prosecution lawyer said Siemens

Beijing BondsInHongKong Lawyer Liuming Jun said that China does not lack for legal commercial bribery provisions of the relevant norms, the Procuratorate also be investigated according to law bribery units directly for those responsible.

"Then burst out bribery case Lucent, Lucent Technologies, several executives of Chinese companies by the U.S. corporate headquarters fired, and faces the United States judicial accountability. But in China, but no relevant departments to investigate Lucent millions of dollars in bribes in China gold whereabouts, even out of the question of accountability. "Liu Mingjun said. After the scandal in the bribery, Siemens violations pursued on a "zero tolerance" principle. Liu Mingjun that this position is largely forced by the German national law enforcement agencies may bring pressure on accountability, not from China. He believed that multinational corporations in China have not been charged commercial bribery important reason is not related to law enforcement departments.







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"Change" and "no change" in the contest

Motto: to CRM system users a reason for the new system, or be lost.

The moral of this maxim is: the faster things change, people are eager to keep things more. But if you are implementing CRM, and you forget the existence of the user, then you can only end in failure.

CRM a necessary condition for success, not only cultural change, but also personal change. Employees not to change the psychology, but to change their way of doing business within the enterprise.

Let us assume that what you are implementing CRM, and you have done all the things: first-class consulting firm designed in collaboration with your business strategy; you have an organization's change management approach, the staff continue to adapt to new business processes and culture; you choose the right CRM software vendor, you have successfully installed and customized software, and you also have trained staff and users, let them know that a big change to occur. But just when everything is a matter of course, your company has suddenly fallen into a 55% to 70% of the CRM implementation failure rate ranks. And you are convinced you will not fail, because you are to the strict step by step. Is that why?

Can be summarized in one word: self-centered. The fact that human DNA levels in the planning of the great IT program most easily forgotten.

CRM is a system based on individual users. It's the Holy Grail is: to achieve each client's 360-degree view. CRM's success means a period of time to win business customers access to a high degree of reliability and customer retention. The victory is the successful implementation of CRM "personalized" - begged every customer as if the world were no other customers. Enterprises tend to get a genuine customer loyalty. "Who will use the CRM system" is deciding whether the hold of the Holy Grail of the most important factor. Everyone is self-based. I am not saying be selfish. Even the selfless people who are self-based. If the CRM system does not look good for users, so users will not or do not prefer to use the CRM system.

The question now is, how do you to please those users in your company, to enable users to fully use the new CRM system?
The answer is six words: inquiry, participation, training

Asked: Enterprises should ask those users who expect the system can do for them? Can take the form of surveys or departmental meetings. By asking, you can allow enterprises to access a wide range of customer needs. Then companies can implement these requirements into the deployment of CRM systems.

Participation: In the CRM system, strategic planning should allow the involvement of charismatic leadership. Charismatic leadership is a specific sector employees who are highly respected individuals, regardless of what they are in office. That charismatic leadership can authorize the department to other people, and CRM projects in full swing as "evangelist."

Training: training of all business users should be to let them know the system they have the most direct benefits. If the user in the process of training some of the benefits we find that there have not been able to achieve, you can start the project before fully re-adjust the system, regardless of how long an extension will make the project. Because the delay is better than the failure of the future.

These things seem normal, but again, but it is often because they are small and insignificant increase the success rate of CRM. These things are about people, not business process or technical configuration. Things always change; but to begin with the most correct place motto is: it still put people at the top. This is a truth that the only constant.







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