SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
Samsung electronics strategy analysis for 2014-2017Vikram Razdan
This study evaluates the corporate strategy of Samsung Electronics, a multi-national company, with operations in 80 counties, and a global market leader in several business segments, such as mobile smartphones, TVs and semiconductors. The focus is on a three year period from 2014 to 2017, during which time Samsung lost market share in both its consumer related electronic products divisions, viz. CE (Consumer Electronics) and IM (IT and Mobile). The first part of the study is on analysis of the external environmental, including market size, value chain, PESTEL, key success factors and competitive forces, thereby helping in developing an EFE (External Factor Evaluation) matrix to assess Samsung’s performance, in taking advantage of opportunities, and avoiding threats. The second part of the study uses the resource based view (RBV) to identify the VRIN (valuable, rare, inimitable, non-substitutable) characteristics and ascertain Samsung’s competitive advantage, followed by developing an IFE (Internal Factor Evaluation) matrix to assess Samsung’s capability, in capitalising on its strengths, and overcoming weaknesses. Findings of the study reveal that Samsung’s did not change its corporate strategy during 2014-2017, and instead increased focus on ‘contract manufacturing’ for semiconductors and display panels, with the objective of stabilising revenues and increasing profitability. The study recommends implementation of a strategic option for Samsung; to acquire a retail chain of stores like BestBuy or DixonsCarphone for creating an impact in the marketplace, and gain a foot-hold in retailing to maximize product value, thereby ensuring long-term sustainability.
A group case study project as part of the Marketing Management Post-Graduate course work exploring the acquisition of Snapple by Quaker and then Triarc.
Samsung electronics strategy analysis for 2014-2017Vikram Razdan
This study evaluates the corporate strategy of Samsung Electronics, a multi-national company, with operations in 80 counties, and a global market leader in several business segments, such as mobile smartphones, TVs and semiconductors. The focus is on a three year period from 2014 to 2017, during which time Samsung lost market share in both its consumer related electronic products divisions, viz. CE (Consumer Electronics) and IM (IT and Mobile). The first part of the study is on analysis of the external environmental, including market size, value chain, PESTEL, key success factors and competitive forces, thereby helping in developing an EFE (External Factor Evaluation) matrix to assess Samsung’s performance, in taking advantage of opportunities, and avoiding threats. The second part of the study uses the resource based view (RBV) to identify the VRIN (valuable, rare, inimitable, non-substitutable) characteristics and ascertain Samsung’s competitive advantage, followed by developing an IFE (Internal Factor Evaluation) matrix to assess Samsung’s capability, in capitalising on its strengths, and overcoming weaknesses. Findings of the study reveal that Samsung’s did not change its corporate strategy during 2014-2017, and instead increased focus on ‘contract manufacturing’ for semiconductors and display panels, with the objective of stabilising revenues and increasing profitability. The study recommends implementation of a strategic option for Samsung; to acquire a retail chain of stores like BestBuy or DixonsCarphone for creating an impact in the marketplace, and gain a foot-hold in retailing to maximize product value, thereby ensuring long-term sustainability.
A group case study project as part of the Marketing Management Post-Graduate course work exploring the acquisition of Snapple by Quaker and then Triarc.
Practicum project for week 7 Part 21. The student who works at t.docxChantellPantoja184
Practicum project for week 7 Part 2
1. The student who works at the selected company must interview the marketing managers about the marketing approach and gather information about its success.
2. Discuss the results of the interview and identify:
a. Other approaches that would be taken to market to the same demographic.
b. Other demographic groups the product would appeal to.
c. Approaches to market to a new market segment
3. Other students must investigate competitive products and identify the methods of marketing used to promote them (use the same questions above in # 2).
4. Summarize your recommendations and conclusions
Week 7
Part 2
Assessing the success of marketing campaigns
Deliverable: Follow APA formats and citation requirements. Your final report should not be more than 10-15 pages in length, double spaced, 12 point type, using Times new Roman font. References are single spaced and should be provided at the end of the report.
Suggestions: I advise you to consult university’s electronic library, L.I.R.N. for additional materials which is available 24 hours per day via internet connection. Reference articles will also be the appropriate source to use.
In your practicum project, you should include the content of the course which is more or less within the context of your own work environment. You are advised to design and recommend solutions that have meaning and relevance to your employer.
Please follow the following project outline for your submission in Week 7:
Abstract (1/2 page/300 words)
· Summary of the issues
· The approach used
· The lessons learned, and
· Recommendations
Organization profile and analysis (1-2 pages)
· Background information
· Descriptions of the organization(s)
· The student’s position within the organization
· A short explanation of the organizational structure
· A descriptions of the programs/products/services offered by the organizations
Project related sections (7-10 pages) Part 1-2
· Recommendations and/or conclusions
SAMSUNG MARKETING CAMPAIGN STRATEGY 2
Samsung Marketing Campaign Strategy
INTRODUCTION
Samsung Electronics is a South Korean multinational hardware and data innovation organization headquartered in Samsung Town, Seoul. It is the lead backup of the Samsung Group. With gathering plants and deals arranges in 61 nations over the world, Samsung have roughly 160,000 representatives. In 2009, the organization took the position of the world's greatest IT producer by surpassing the past pioneer Hewlett-Packard (Shiba, 2007).
Its deals income in the zones of LCD and LED presentations and memory chips is number one on the planet. In the TV fragment, Samsung's business sector position is overwhelming. For the five years since 2006, the organization has been in the top spot regarding the quantity of TVs sold, which is relied upon to proceed in 2010 and past. In the worldwide LCD board showcase, the organization has kept the main position for a long time consecutively (Mullins, 201.
Marketing strategy
Marketplace live
Marketplace live performance review
Marketplace live assessment of strategy & its execution
Marketplace live lesson learnt
INDUSTRY ANALYSIS One of the major competences that str.docxcarliotwaycave
INDUSTRY ANALYSIS
One of the major competences that strategic managers need is the ability to define their business, conduct an effective industry analysis,
and identify the "key success factors" for firms competing in their industry. This brief note discusses the steps most often found in a
solid analysis of an industry.
A.DEFINE THE INDUSTRY.
The boundaries for an industry analysis are determined by the markets and products that best describe the domain of the industry. Once
you fully understand the business segment that is to be analyzed, you are in a position to identify the capabilities required to participate
successfully in that industry, and the competitors that are likewise able to effectively target the same business segments. These
elements set the parameters for understanding and analyzing the industry. As industries converge and shift, business definitions become
more difficult. In virtually all industries, consumers are becoming more demanding for customized products and services. These
demands encourage the development of innovations, products, and competitors.
B. DESCRIBE THE INDUSTRY STRUCTURE.
For each product-market segment, an industry analysis will describe the "five-forces" of competition. The five forces discussed briefly
below predict the long run profitability of an industry and are an important first step in analyzing the industry once it has been identified.
1. Bargaining Power of Buyers: This primary force comes from the customer segments that make up the markets in which firms
compete. The size and importance of customers influences their power to negotiate prices and terms that reduce the overall
profitability of the industry. The sizes and types of buyers present in an industry determine their potential influence on product
development and influence the level of competition to be found in the industry.
2. Intensity of Rivalry: A second force comes from the competitors and the ways they compete. Each competitor offers a set of
products and services that attempts to provide higher value to the product-market segments they address. Strategies can be
designed to provide combinations of higher performance, more fashion and features, higher quality, or lower price. Increased
rivalry always leads to price or service competition that reduces the profitability of the industry.
3. Bargaining Power of Suppliers: A third influence on the profitability of an industry comes from its suppliers. In some industries,
suppliers might control critical inputs that can affect all firms’ ability to compete. Analogous to Bargaining power of Buyers,
whenever suppliers are large or few, their leverage tends to be high. Limited access to critical factors of production, equipment,
materials, or components can increase prices and accordingly limit profit potential.
4. Threat of New Entrants; a fourth force represents the ease with which a new competitor can compete for exi ...
Samsung Electronics Group 7 Strategic Management Case Study Samuel Krushnisky
1. Samsung Electronics Case 3 Discussion, Group 7 Chuck Ou Greg Wu Juin-Der Lee Samuel Krushnisky
2. Q-1 Competitive advantages Chinese entrants seeking? Lower-costs structure Easier access to the large pools of local engineering talents Local marketing Government subsidies Government relations
3. Q-1 How close are they achieving that advantage? China is expected to become the world’s second largest purchaser of semiconductor, Chinese company has already exhibited large-scale entry by 2005 Chinese companies had access to low finances
4. Q-2 What is Samsung’s competitive advantage? Technologically driven niche products Strong Infrastructure High investment for R&D Wide range of products High brand value Higher economic scale and economic scope Horizontal and vertical integration (ie. Samsung’s own stores, SRAM for their own mobile phones) Michael Porter’s 5-Force, Samsung is a large buyer and can use that towards their advantage Higher yield than competitors R&D facility located at one single site Untraditional Human Resource practices based on meritocracy not on seniority Attractive pay, bonuses and incentives Allowed employees to fail. Financially strong, large resources at disposal
5. Q-2 Can Samsung withstand Chinese Threat? Yes, so far the results show that they continue to gain market share though their gross profit have decreased Multiple products to sustain itself High brand value
11. Q-3 How do Samsung achieve its competitive advantage? Lower-cost structure Located main R&D facility and fabs at a single site High investment in R&D (6%) to maintain technology lead Multiple product segments (LCD, Mobile Phones) Financial Stability Created high brand value Reliability of its products
12. Q-3 How do Samsung achieve its competitive advantage? (2) Created new uses for DRAMS by putting its manufacturing and R&D in support of design firms such as Rambus Products shared a common core design Learn new design rules and then apply new rules towards the production of all product types. Customized products to customer demands
13. Q-3 How do Samsung achieve its competitive advantage? (3) Meritocracy based hiring Performance-based promotion rather than seniority-based promotion Actively recruited foreign talent Created the Global Strategy Group to attract talent from around the world to Samsung Invested more in employees than competitors Performance Based Incentives 3 types of performance-based incentives Project Incentives, Productivity Incentives, Profit Sharing program Created entrepreneurial environment that encourages innovation
14. Q-3: Samsung’s Activity Matrix Located main R&D facility and fabs at a single site ability to customize product to customer demands Reliability of its products Superior quality Superior customer responsiveness Products shared a common core design Work with design firms Superior efficiency Superior innovation using performance-based promotion Richly reward, Not firing for failure 3 types of performance-based incentives ability to learn new design rules and then apply the new rules Invest in employees’ global business skills Actively recruited foreign talent Facilitated debate and encouraged to agree on a final outcome Invested more in its employees than competitors Regional Specialist Program Higher average salary than Hynix Global Strategy Group
17. Q-4 How should Samsung deal with the threat of the Chinese entrants? Continue investing in R&D Focus on producing niche-products and releasing them Invest in factories producing lower end chips in China to be closer to Chinese domestic growing market product Attract top Chinese engineers Set technical standards
18.
19. Threaten to increase output and force down prices until market entry would be unprofitable to competitors and entrants (SMIC).
High investment in R&D - Invested over 1$ Billion dollars for the first fabSaved an average of 12% on fab construction costsEngineers could quickly solve design and process problems togetherLocated in the mountains on flattened land, clean air and free of dustCreated high brand value CEO: employees must now think of quality firstBurning shoddy Samsung productsWon awards for reliability and performance from customers
Customize its products around a core design
Meritocracy based Hiring - Hired employees by an aptitude test rather than by schools or hometownCore Competence, such as Prahalad and Hamel, invested in their human capital - Invest in employees’ global business skillsInvest in employees’ global business skillsRegional Specialist ProgramTook care of 90% of employees’ expense Richly reward employees for their accomplishmentsNot firing people for failureHigher average salary ($44,000) than Hynix ($24,600) in 2003