Peter von Siemens' eyes lit up, and he was clearly complacent about the decision he had made.

"The reform and opening up of our country in China is still continuing, and we are also looking forward to seeing that Siemens can continue to provide technical products for the construction of our country. Chairman Yang Ziguang said with a smile.

After a brief conversation, Chairman Yang Ziguang shook hands with Feng Bile, chairman of the board of directors of Siemens, and spoke.

This man of nearly sixty years old has gray temples and glasses, and he is very shrewd.

Since Peter von Siemens stepped down from the leadership of Siemens in '93, he has taken over the baton and as soon as he becomes chairman of the board of directors, he has embarked on drastic reforms. In previous years, Feng Bile also introduced the performance appraisal method, and began to introduce an American-style dynamic performance culture.

From 1972 to 1990, Pierre has been a member of the Erlangen City Premises, and is also a member of the old Christian Social League, close to Chancellor Schröder, and a member of the Asia-Pacific Committee of the German Economy, and took the lead in advocating the "Invest in China" movement.

In Yang Jie's memory, Feng Bile and political and business figures successfully put Merkel on the throne of chancellor, and almost stayed for 16 years, Feng Bile later became Merkel's chief economic adviser, with great influence.

At this time, Yang Jie looked at the appearance of Chancellor Schroeder being very familiar with the heads of these large group companies such as Siemens, DaimlerChrysler, Rheinland Group, BMW, Volkswagen, Bassaf, and ThyssenKrupp, and said in his heart that it was no wonder that Schroeder himself was ridiculed by the German media as "the boss's partner".

Before Schröder, there were few examples of trade leaders involved in German politics, and Schroeder was a pervert who bravely appointed senior corporate leaders as policy advisers to the government, and even to ministerial positions.

In the memory of his previous life, Chancellor Merkel also continued the mantle of Schroeder, and had a very close relationship with the real power figures in the business world.

Seeing so many heads of large German companies, Yang Jie also had a strange emotion in his heart, no matter how the city of Germany changes the royal flag, the cornerstone of this country is still these big family and big business companies in Germany.

Among other things, Werner von Siemens, the founder of Siemens, in 1846 made an analog transmitter out of cigar cases, tin plates, iron sheets, and copper wires at the end. This simple and reliable device not only led him to success, but also developed from a small workshop to a multinational company, and achieved the glory of Siemens for 100 years.

Siemens relies on the strategy of diversification of products and markets in all electrical fields, and has started to expand internationalization very early, and international development is an important strategy of Siemens, and almost all key markets have established branches.

Of course, Siemens also launched the national disaster through the battle, and Siemens once played such an honorable role.

With the resurgence of armament expansion in the 30s, Siemens became one of the most profitable companies at the time, with Siemens' senior management praising National Socialism on many occasions and managers in close contact with the National Socialist Workers' Party.

In 1937, Siemens segregated Jewish workers, and Friedrich Lewchan, vice chairman of the board of directors, died in Hitler's behalf, and when the "huge" Führer committed suicide, he also committed suicide.

During this time, Siemens' leaders set their sights on the newly created and inexhaustible reserve of labor, the concentration camps, and set up factories in Auschwitz.

Siemens set up a factory at the Ravensbrook women's concentration camp for precision mechanical assembly and calibration, which is indispensable for the production of military electrical equipment such as relays, submarines, bomb timing fuses, and sending and absorption devices.

More than 2,000 women worked in shacks built by Siemens under German supervision, and more than 150,000 of Siemens' more than 200,000 employees were prisoners in concentration camps, from whom the company extracted the greatest economic benefits.

After the defeat of Germany, what to do with these capitalists, who persecuted the workers in the battle, was hotly discussed after the war. Hermann Siemens, then chairman of the board of directors, was arrested, several board members committed suicide, and several others were exiled to Russia, where some committed suicide and others died due to the harsh environment.

At that time in Siemenstown, the Soviets dismantled everything they thought was useful, occupied warehouses containing finished products, semi-finished products and raw materials, confiscated all factories abroad without exception, and confiscated all property. Siemens' losses in drawings, measurement and inspection materials, and design plans were even greater, and the ambitious company was dealt a fatal blow.

But the rapid response mechanism created by the First World War worked out, and on the eve of the battle, Siemens loaded the selected people into coal tankers and transported them to factories in the south and west.

Ernst Siemens, the son of former Chairman Karl, was sent to Munich to live in a villa on the shores of Lake Starnberg, which became the new center of power for Siemens.

After years of contacts with foreign companies and government customers, the denazification campaign had not had as much impact on Siemens as expected, and three years later, the arrested chairman of the board of directors was released.

At that time, in order to prevent the property of Siemens from being damaged and divided by the Soviet Union and other conquering countries, the Austrian government directly took back the domestic Siemens company to the state, and until now the Austrian government still holds 43 percent of the shares of Siemens in Austria.

Siemens quickly regained production through these networks, and in the 70s, Jewish workers engaged in protracted negotiations for compensation and persecution of their enterprises, and Siemens paid 7 million Deutsche marks. Although there was no legal or moral mandate to do so, Siemens chose reparations to avoid a public discussion, and subsequently set up a compensation fund with other companies. This positive attitude allowed them to take the initiative and avoid the escalation of the situation, and the sins committed by Siemens in World War II slowly faded in people's memory.

In the past, Siemens was very close to the government, and its business strategy in Huaxia was also with the help of the government's strength, and Siemens obtained a large number of profitable national orders in Huaxia, such as the Three Gorges Water Conservancy Project, the Jinshan Metro Line 2 under construction and other large-scale projects.

However, within Siemens, where the engineer's mind is entrenched, a negative side emerges -

Reformers will only act if their skills are feasible. In today's society, Siemens' products are listed later and more expensive than their competitors, and the redundant decision-making system, the variety of businesses, and the lazy nature of monopoly reproduction make Siemens move forward with a heavy load.

Since becoming chairman of the board in 1992, he has spent 17 billion euros in eight years to acquire more than 1,000 companies.

However, after eating so many companies, Siemens has emerged with great problems in post-acquisition integration, and has been burdened with even heavier burdens.

At the same time, with the wave of market liberalization, state-led procurement no longer exists, Siemens no longer has a monopoly advantage in postal and telecommunications companies in many countries, and in the face of real global competition, Siemens' stock price has fallen by more than half, and the company is on the verge of being divided.

At this time, however, Siemens had established the principle since 1996: the individual business segments were regularly reviewed and ranked either first, second, or at most third in the world market, or else they had to wait to be "processed".

So the year before last, Siemens decided to withdraw from the integrated circuit business, and threw the shares of its bosses Epcos and Infineon to the market, and Tyco took over the two companies.

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