Samsung underwent significant losses during the 1997 Asian economic crisis but was able to recover through strategic changes. It transformed by heavily investing in marketing and research & development. This helped Samsung successfully diversify its product lines from electronics to various other industries. Samsung's diversification strategy focused on developing high quality, affordable products targeting all customer segments. It studied different markets and cultures to tailor products like the Samsung Note. Samsung's heavy investments in marketing and R&D, along with its diversified and customer-focused products, have allowed it to become a global leader in electronics and other industries.
11 understanding samsungs diversification strategy the case of samsung motors...Mahetab Khan
This document summarizes Samsung's diversification into automobile manufacturing through its subsidiary Samsung Motors Inc. (SMI) in the 1990s. It discusses how SMI was established in 1995 through a technology licensing agreement with Nissan but struggled after its first car launch in 1998 due to the Asian economic crisis. Samsung was forced to abandon SMI, selling it to Renault in 2000. The document presents an analytical framework to analyze Samsung's motivations for entering automobiles and how the economic crisis changed its strategic decision-making. It examines whether economic factors like market power and synergy or non-economic influences like institutional changes were more influential in the diversification decision.
Samsung Electronics was founded in 1969 in South Korea and was once known for televisions and home appliances. It has since become one of the largest mobile phone makers in the world, eclipsing Sony Ericsson and Motorola. The document provides background on Samsung's history, operations, leadership, financial performance, awards, best-selling phones, and growth strategies. It discusses Samsung's diversification approaches including vertical, horizontal, and conglomerate diversification as well as market penetration and product development strategies. It also outlines Samsung's use of external growth strategies like mergers, acquisitions, and joint ventures.
This document provides a case study of Samsung's successful growth in the mobile phone business. It examines Samsung's early struggles in the 1980s and 1990s developing a competitive mobile phone product in Korea's domestic market. It then discusses Samsung's turnaround in the mid-1990s with the "New Management" initiative, which focused on improving quality, design, and connectivity. These efforts allowed Samsung to surpass Motorola's market share in Korea by 1995 through aggressive marketing campaigns emphasizing quality. The document then briefly mentions Samsung pioneering CDMA technology in the late 1990s.
Samsung is a South Korean multinational electronics company founded in 1938. It has four core competencies: creative people, technology leadership, innovative culture, and customer value creation. Samsung aims to achieve sustainable growth through creativity and strives to be a leader in technology. It has strengths in hardware integration, engineering, innovation, low costs, and brand marketing. However, it also has weaknesses like low profit margins, lack of its own operating system, and focusing on too many products. Opportunities for Samsung include growing smartphone markets and obtaining patents, but threats include saturated markets, price wars, and breached patents.
This document provides an overview of Samsung's history and operations. It summarizes Samsung's origins in 1938 selling agricultural products in Korea. It expanded into other industries like electronics in the 1960s and became a global leader in electronics, particularly mobile phones and displays. The document outlines Samsung's vision, values of focusing on people, excellence and integrity. It provides financial highlights and a SWOT analysis of strengths in technology and weaknesses in design.
Samsung is a South Korean multinational electronics company headquartered in Seoul. It is the flagship subsidiary of the Samsung Group. Samsung has assembly plants and sales networks in 80 countries and has approximately 489,000 employees. It is known globally for its electronic products and is one of the most successful brands in the electronics industry. Samsung anticipates market needs and demands to steer the company toward long-term success.
Samsung aims to become the leading consumer electronics brand in India. Its goal is to achieve $2 billion in sales by 2008 by focusing on strengthening its brand image and customer satisfaction. In 2005 Samsung's sales were $6.3 billion and it was trying to close the gap on market leader LG. Its objectives are to increase market share across product categories and expand into smaller cities while retaining its technology leadership. Samsung analyzes the environmental factors in India and uses product development, market penetration, and marketing academy strategies to achieve its goals.
This document provides a history of Samsung's logo designs and business operations from 1938 to the present. It traces the evolution of Samsung's logos over time from its founding in 1938 as a trading company up until its current logo adopted in 1993. It also outlines the key events and expansions in Samsung's business over the decades, such as entering the electronics industry in the late 1960s, rising as an international corporation in the 1990s, and becoming the world's largest mobile phone maker by 2012. The document presents details on Samsung's various business segments and financial information as of 2013.
11 understanding samsungs diversification strategy the case of samsung motors...Mahetab Khan
This document summarizes Samsung's diversification into automobile manufacturing through its subsidiary Samsung Motors Inc. (SMI) in the 1990s. It discusses how SMI was established in 1995 through a technology licensing agreement with Nissan but struggled after its first car launch in 1998 due to the Asian economic crisis. Samsung was forced to abandon SMI, selling it to Renault in 2000. The document presents an analytical framework to analyze Samsung's motivations for entering automobiles and how the economic crisis changed its strategic decision-making. It examines whether economic factors like market power and synergy or non-economic influences like institutional changes were more influential in the diversification decision.
Samsung Electronics was founded in 1969 in South Korea and was once known for televisions and home appliances. It has since become one of the largest mobile phone makers in the world, eclipsing Sony Ericsson and Motorola. The document provides background on Samsung's history, operations, leadership, financial performance, awards, best-selling phones, and growth strategies. It discusses Samsung's diversification approaches including vertical, horizontal, and conglomerate diversification as well as market penetration and product development strategies. It also outlines Samsung's use of external growth strategies like mergers, acquisitions, and joint ventures.
This document provides a case study of Samsung's successful growth in the mobile phone business. It examines Samsung's early struggles in the 1980s and 1990s developing a competitive mobile phone product in Korea's domestic market. It then discusses Samsung's turnaround in the mid-1990s with the "New Management" initiative, which focused on improving quality, design, and connectivity. These efforts allowed Samsung to surpass Motorola's market share in Korea by 1995 through aggressive marketing campaigns emphasizing quality. The document then briefly mentions Samsung pioneering CDMA technology in the late 1990s.
Samsung is a South Korean multinational electronics company founded in 1938. It has four core competencies: creative people, technology leadership, innovative culture, and customer value creation. Samsung aims to achieve sustainable growth through creativity and strives to be a leader in technology. It has strengths in hardware integration, engineering, innovation, low costs, and brand marketing. However, it also has weaknesses like low profit margins, lack of its own operating system, and focusing on too many products. Opportunities for Samsung include growing smartphone markets and obtaining patents, but threats include saturated markets, price wars, and breached patents.
This document provides an overview of Samsung's history and operations. It summarizes Samsung's origins in 1938 selling agricultural products in Korea. It expanded into other industries like electronics in the 1960s and became a global leader in electronics, particularly mobile phones and displays. The document outlines Samsung's vision, values of focusing on people, excellence and integrity. It provides financial highlights and a SWOT analysis of strengths in technology and weaknesses in design.
Samsung is a South Korean multinational electronics company headquartered in Seoul. It is the flagship subsidiary of the Samsung Group. Samsung has assembly plants and sales networks in 80 countries and has approximately 489,000 employees. It is known globally for its electronic products and is one of the most successful brands in the electronics industry. Samsung anticipates market needs and demands to steer the company toward long-term success.
Samsung aims to become the leading consumer electronics brand in India. Its goal is to achieve $2 billion in sales by 2008 by focusing on strengthening its brand image and customer satisfaction. In 2005 Samsung's sales were $6.3 billion and it was trying to close the gap on market leader LG. Its objectives are to increase market share across product categories and expand into smaller cities while retaining its technology leadership. Samsung analyzes the environmental factors in India and uses product development, market penetration, and marketing academy strategies to achieve its goals.
This document provides a history of Samsung's logo designs and business operations from 1938 to the present. It traces the evolution of Samsung's logos over time from its founding in 1938 as a trading company up until its current logo adopted in 1993. It also outlines the key events and expansions in Samsung's business over the decades, such as entering the electronics industry in the late 1960s, rising as an international corporation in the 1990s, and becoming the world's largest mobile phone maker by 2012. The document presents details on Samsung's various business segments and financial information as of 2013.
Samsung is a South Korean multinational electronics company founded in 1938. It has grown to be a global leader in electronics, with over 285 offices in 67 countries. Samsung has a vision of inspiring the world and creating the future through new technologies, innovative products, and creative solutions. It aims to achieve $400 billion in revenue and become a top five global brand by 2020. Samsung has been successful due to its focus on innovation, quality products, and strong leadership.
This document discusses Samsung's management decision making regarding international competition and presence in the smartphone market. It analyzes Samsung's domestic and global competitive position, market share, and strategies for market development internationally. Specifically, it describes how Samsung has become the top smartphone manufacturer in Europe and globally, with a 32.3% share of the European market in 2012. It also examines Samsung's main competitors in the smartphone space and how the market has shifted from hardware to software-driven.
Samsung Analyst Day 2013: DP Kinam Kim Market Perspective & StrategyVasilis Ananiadis
This document contains a presentation by Kinam Kim, CEO of Samsung Display, about the display market and Samsung Display's strategy. It discusses trends in key markets like smartphones, tablets, TVs, wearables, automotive and education. It outlines Samsung Display's strengths in technology leadership, operational capabilities, and partnerships. The strategy is to leverage their AMOLED technology leadership to drive growth in various applications like flexible and video displays. The presentation also notes uncertainties that could impact results and states Samsung Display's vision is to be a leading display company.
Slideshare 1: Globalization and SamsungJayla Dunlap
Samsung is a South Korean multinational conglomerate founded in 1938. It is headquartered in Seoul and has expanded globally through strategic adaptation to local markets. Samsung has used opportunities from globalization to establish international production and source components cheaply while conducting higher-value activities like design and marketing. It has diversified production across countries through outsourcing and offshoring to lower costs while integrating value-adding tasks. Samsung stays competitive by actively engaging global markets, conducting extensive marketing, and innovating products to meet regional demands such as refrigerators for Korean kimchi or Middle Eastern temperatures.
This document provides an overview of Samsung organization including its history, mission, vision, strategies and operations in India. Some key points:
- Samsung was founded in 1938 in Korea and initially operated as a small trading company. It has since grown to a large multinational conglomerate.
- The company's core businesses are electronics, engineering and chemicals. It is a global leader in electronics such as memory chips, displays and mobile phones.
- Samsung is committed to human resources and recruiting top talent worldwide. It has over 285 global operations across 67 countries.
- In India, Samsung has widespread sales networks and its regional headquarters oversees operations in South Asia. It has grown significantly in India since starting
This document provides a marketing audit report for Samsung Electronics. It begins with an introduction to Samsung as a company and discusses their situation analysis, market summary including demographics, growth and needs. It then performs a SWOT analysis of Samsung's strengths, weaknesses, opportunities and threats. The report also discusses Samsung's competition, product offerings, keys to success, marketing strategy including objectives, target market and mix. It concludes with recommendations. The report provides a high-level overview of Samsung Electronics' marketing performance and strategies.
Samsung Electronic Company underwent a corporate turnaround after 1999 led by Kim who became head of global marketing. Key strategies included heavy investment in R&D, innovation, customization, and reallocating marketing budgets. Between 1998-2003, $36 billion was invested in new chip factories and LCD panels. Samsung became the top investor in semiconductors, surpassing Intel in 2005. Marketing efforts increased through sponsorship activities and emphasizing their broad product portfolio. Under Kim's leadership, Samsung shifted from being seen as a cheap OEM to a high-value brand known for innovation.
This document outlines Samsung's strategy and vision for 2020. It discusses Samsung's goal to inspire the world and create the future through new technology, innovative products, and creative solutions. Samsung's strategic pillars are creativity, partnership, and talent. The document also provides a SWOT analysis, noting Samsung's strengths in economies of scale, innovation, and market leadership in mobile phones, but also weaknesses in reliance on third-party software and threats from price wars and market saturation.
Samsung has appointed several new CEOs and presidents over the years to oversee its growing operations. H.B. Lee was appointed Regional President & CEO of Samsung South West Asia in 2007. Jung Soo Shin succeeded him in this role in 2009. Travis Kang became President of Nexen Tire, a Samsung subsidiary, in 2009. Samsung has also appointed several celebrities as brand ambassadors, including Aamir Khan to promote its mobile phones in India in 2008.
Samsung - International Marketing StrategyMKTGatHPU
This document discusses Samsung's marketing strategy that has led it to become a global leader in electronics. It describes how Samsung originally manufactured low-cost electronics but transformed its brand image through innovative, high-quality products. Samsung sponsored the 1988 Olympics and other global events to increase brand awareness. It also partnered with top retailers like Best Buy and luxury brands like Giorgio Armani. Today Samsung leads in key product categories like smartphones, TVs and home appliances through continuous innovation, including being first to market with new technologies like 3D TVs.
Samsung was founded in 1938 and is now a global electronics leader, known for phones, displays, and memory chips. It transformed from a trading company to focus on electronics manufacturing. Samsung has the number one global market share in phones and uses strong marketing, manufacturing, and research and development capabilities. While Chinese and Apple competitors pose threats, opportunities exist in emerging markets and new technologies. Samsung invested heavily in R&D and advertising to drive innovation and growth.
The presentation starts by talking about the history and new Samsung products, it mainly focuses on Samsung's target market,its brand positioning,analysis and reasons for its success and also competitive strengths which include marketing excellence depicted by Samsung. Finally the presentation concludes by mentioning Samsung's future goal and how it should achieve it.
Samsung is the second largest mobile phone producer in the world. It aims to develop innovative technologies, become a top five global brand by 2020, and lead the digital convergence movement. Samsung's strategies include developing new products, understanding customer behavior, and maintaining dominance in the 3D TV market as the technology advances.
Samsung is a South Korean multinational conglomerate company headquartered in Seoul. It entered the electronics industry in the late 1960s and has since become a global leader, particularly in mobile phones and semiconductors. Samsung offers a wide range of consumer electronics products including TVs, home appliances, PCs, printers, and mobile devices. It is also involved in construction, shipbuilding, and other industries. The company focuses on environmental sustainability and corporate social responsibility through initiatives like Samsung Hope for Children, which supports education and healthcare for children worldwide.
Globalization has allowed Samsung to become a global electronics brand. Founded in 1938 in Korea, Samsung began manufacturing electronics like TVs and radios. In the 1980s it expanded into telecommunications, and in the 1990s it partnered with Sprint to launch its mobile phones in the US market. This helped Samsung become a threat to Apple. As Samsung expanded globally with assembly plants in 61 countries, it gained advantages of low costs. It has won many design awards and now employs over 319,000 people worldwide. Globalization helped spread Samsung's technology and allowed it to launch popular product lines like the Galaxy smartphones that compete with Apple's iPhones.
The document provides details about Samsung, including its history, operations, distribution, advertising and promotion strategies, and competitors. It discusses how Samsung was founded in 1938 and is now a large South Korean conglomerate. It also summarizes Samsung's operations worldwide, how it distributes products to over 80 countries, and how it advertises using various techniques like television, print media, and billboards. Finally, it identifies some of Samsung's main competitors and performs a basic SWOT analysis.
An evaluation of samsung's marketing strategy in bangladeshMehrab Al Islam
An internship report prepared for Business Administration Bachelors under Daffodil International University during my stay with Samsung mobile Bangladesh as one of the first SPC to work and help capture market
Samsung is a global electronics company founded in 1969 in South Korea. It became the world's largest mobile phone maker in 2012 and sells a variety of consumer electronics products worldwide. Samsung uses global marketing strategies to adapt to different country conditions. It has a strong brand and global presence with offices and manufacturing facilities around the world. While threats include increasing competition, Samsung's strengths such as its experience, brand, and customer base outweigh its weaknesses. With opportunities in growing markets, Samsung is well positioned for continued success if it properly leverages its strengths.
Samsung's strategy differs from Apple in three key ways:
1. Samsung is a fast follower that learns from competitors, develops a variety of devices, and aggressively files patents for new technologies.
2. Samsung aggressively invests its revenue in research and development as well as advertising at a higher rate than Apple.
3. Samsung is committed to businesses it enters and has become a global leader in batteries and flash memory within a decade of heavy investment.
Marketing strategy adopted by videocon industries ltdShrutika Kadam
Videocon Industries Ltd. was founded in 1987 to manufacture televisions and washing machines. It has since expanded into other appliances and mobile phones. The company aimed to inspire consumers with innovations, lower costs, delight customers, and increase technology-driven economic growth. Videocon adopted a multi-brand strategy using partnerships to serve customers across all price segments. It faced competition from global brands but had large production capabilities. The company has diversified over the years and aims to continue offering new technologies at affordable prices.
Samsung is a South Korean multinational electronics company founded in 1938. It has grown to be a global leader in electronics, with over 285 offices in 67 countries. Samsung has a vision of inspiring the world and creating the future through new technologies, innovative products, and creative solutions. It aims to achieve $400 billion in revenue and become a top five global brand by 2020. Samsung has been successful due to its focus on innovation, quality products, and strong leadership.
This document discusses Samsung's management decision making regarding international competition and presence in the smartphone market. It analyzes Samsung's domestic and global competitive position, market share, and strategies for market development internationally. Specifically, it describes how Samsung has become the top smartphone manufacturer in Europe and globally, with a 32.3% share of the European market in 2012. It also examines Samsung's main competitors in the smartphone space and how the market has shifted from hardware to software-driven.
Samsung Analyst Day 2013: DP Kinam Kim Market Perspective & StrategyVasilis Ananiadis
This document contains a presentation by Kinam Kim, CEO of Samsung Display, about the display market and Samsung Display's strategy. It discusses trends in key markets like smartphones, tablets, TVs, wearables, automotive and education. It outlines Samsung Display's strengths in technology leadership, operational capabilities, and partnerships. The strategy is to leverage their AMOLED technology leadership to drive growth in various applications like flexible and video displays. The presentation also notes uncertainties that could impact results and states Samsung Display's vision is to be a leading display company.
Slideshare 1: Globalization and SamsungJayla Dunlap
Samsung is a South Korean multinational conglomerate founded in 1938. It is headquartered in Seoul and has expanded globally through strategic adaptation to local markets. Samsung has used opportunities from globalization to establish international production and source components cheaply while conducting higher-value activities like design and marketing. It has diversified production across countries through outsourcing and offshoring to lower costs while integrating value-adding tasks. Samsung stays competitive by actively engaging global markets, conducting extensive marketing, and innovating products to meet regional demands such as refrigerators for Korean kimchi or Middle Eastern temperatures.
This document provides an overview of Samsung organization including its history, mission, vision, strategies and operations in India. Some key points:
- Samsung was founded in 1938 in Korea and initially operated as a small trading company. It has since grown to a large multinational conglomerate.
- The company's core businesses are electronics, engineering and chemicals. It is a global leader in electronics such as memory chips, displays and mobile phones.
- Samsung is committed to human resources and recruiting top talent worldwide. It has over 285 global operations across 67 countries.
- In India, Samsung has widespread sales networks and its regional headquarters oversees operations in South Asia. It has grown significantly in India since starting
This document provides a marketing audit report for Samsung Electronics. It begins with an introduction to Samsung as a company and discusses their situation analysis, market summary including demographics, growth and needs. It then performs a SWOT analysis of Samsung's strengths, weaknesses, opportunities and threats. The report also discusses Samsung's competition, product offerings, keys to success, marketing strategy including objectives, target market and mix. It concludes with recommendations. The report provides a high-level overview of Samsung Electronics' marketing performance and strategies.
Samsung Electronic Company underwent a corporate turnaround after 1999 led by Kim who became head of global marketing. Key strategies included heavy investment in R&D, innovation, customization, and reallocating marketing budgets. Between 1998-2003, $36 billion was invested in new chip factories and LCD panels. Samsung became the top investor in semiconductors, surpassing Intel in 2005. Marketing efforts increased through sponsorship activities and emphasizing their broad product portfolio. Under Kim's leadership, Samsung shifted from being seen as a cheap OEM to a high-value brand known for innovation.
This document outlines Samsung's strategy and vision for 2020. It discusses Samsung's goal to inspire the world and create the future through new technology, innovative products, and creative solutions. Samsung's strategic pillars are creativity, partnership, and talent. The document also provides a SWOT analysis, noting Samsung's strengths in economies of scale, innovation, and market leadership in mobile phones, but also weaknesses in reliance on third-party software and threats from price wars and market saturation.
Samsung has appointed several new CEOs and presidents over the years to oversee its growing operations. H.B. Lee was appointed Regional President & CEO of Samsung South West Asia in 2007. Jung Soo Shin succeeded him in this role in 2009. Travis Kang became President of Nexen Tire, a Samsung subsidiary, in 2009. Samsung has also appointed several celebrities as brand ambassadors, including Aamir Khan to promote its mobile phones in India in 2008.
Samsung - International Marketing StrategyMKTGatHPU
This document discusses Samsung's marketing strategy that has led it to become a global leader in electronics. It describes how Samsung originally manufactured low-cost electronics but transformed its brand image through innovative, high-quality products. Samsung sponsored the 1988 Olympics and other global events to increase brand awareness. It also partnered with top retailers like Best Buy and luxury brands like Giorgio Armani. Today Samsung leads in key product categories like smartphones, TVs and home appliances through continuous innovation, including being first to market with new technologies like 3D TVs.
Samsung was founded in 1938 and is now a global electronics leader, known for phones, displays, and memory chips. It transformed from a trading company to focus on electronics manufacturing. Samsung has the number one global market share in phones and uses strong marketing, manufacturing, and research and development capabilities. While Chinese and Apple competitors pose threats, opportunities exist in emerging markets and new technologies. Samsung invested heavily in R&D and advertising to drive innovation and growth.
The presentation starts by talking about the history and new Samsung products, it mainly focuses on Samsung's target market,its brand positioning,analysis and reasons for its success and also competitive strengths which include marketing excellence depicted by Samsung. Finally the presentation concludes by mentioning Samsung's future goal and how it should achieve it.
Samsung is the second largest mobile phone producer in the world. It aims to develop innovative technologies, become a top five global brand by 2020, and lead the digital convergence movement. Samsung's strategies include developing new products, understanding customer behavior, and maintaining dominance in the 3D TV market as the technology advances.
Samsung is a South Korean multinational conglomerate company headquartered in Seoul. It entered the electronics industry in the late 1960s and has since become a global leader, particularly in mobile phones and semiconductors. Samsung offers a wide range of consumer electronics products including TVs, home appliances, PCs, printers, and mobile devices. It is also involved in construction, shipbuilding, and other industries. The company focuses on environmental sustainability and corporate social responsibility through initiatives like Samsung Hope for Children, which supports education and healthcare for children worldwide.
Globalization has allowed Samsung to become a global electronics brand. Founded in 1938 in Korea, Samsung began manufacturing electronics like TVs and radios. In the 1980s it expanded into telecommunications, and in the 1990s it partnered with Sprint to launch its mobile phones in the US market. This helped Samsung become a threat to Apple. As Samsung expanded globally with assembly plants in 61 countries, it gained advantages of low costs. It has won many design awards and now employs over 319,000 people worldwide. Globalization helped spread Samsung's technology and allowed it to launch popular product lines like the Galaxy smartphones that compete with Apple's iPhones.
The document provides details about Samsung, including its history, operations, distribution, advertising and promotion strategies, and competitors. It discusses how Samsung was founded in 1938 and is now a large South Korean conglomerate. It also summarizes Samsung's operations worldwide, how it distributes products to over 80 countries, and how it advertises using various techniques like television, print media, and billboards. Finally, it identifies some of Samsung's main competitors and performs a basic SWOT analysis.
An evaluation of samsung's marketing strategy in bangladeshMehrab Al Islam
An internship report prepared for Business Administration Bachelors under Daffodil International University during my stay with Samsung mobile Bangladesh as one of the first SPC to work and help capture market
Samsung is a global electronics company founded in 1969 in South Korea. It became the world's largest mobile phone maker in 2012 and sells a variety of consumer electronics products worldwide. Samsung uses global marketing strategies to adapt to different country conditions. It has a strong brand and global presence with offices and manufacturing facilities around the world. While threats include increasing competition, Samsung's strengths such as its experience, brand, and customer base outweigh its weaknesses. With opportunities in growing markets, Samsung is well positioned for continued success if it properly leverages its strengths.
Samsung's strategy differs from Apple in three key ways:
1. Samsung is a fast follower that learns from competitors, develops a variety of devices, and aggressively files patents for new technologies.
2. Samsung aggressively invests its revenue in research and development as well as advertising at a higher rate than Apple.
3. Samsung is committed to businesses it enters and has become a global leader in batteries and flash memory within a decade of heavy investment.
Marketing strategy adopted by videocon industries ltdShrutika Kadam
Videocon Industries Ltd. was founded in 1987 to manufacture televisions and washing machines. It has since expanded into other appliances and mobile phones. The company aimed to inspire consumers with innovations, lower costs, delight customers, and increase technology-driven economic growth. Videocon adopted a multi-brand strategy using partnerships to serve customers across all price segments. It faced competition from global brands but had large production capabilities. The company has diversified over the years and aims to continue offering new technologies at affordable prices.
The document provides a marketing proposal for the launch of the Samsung Grand-2 smartphone in India. It outlines key details of the product, the target market trends, competitive landscape, and proposes a marketing strategy and activation plan centered around positioning the phone as an "object of desire" that allows consumers to "desire more" in terms of what they do, share, create, and experience. The strategy involves pre-launch promotion activities to generate buzz, an experiential launch event with projection mapping, and post-launch guerrilla marketing campaigns.
Impact of Globalization on Samsung Electronics.Subham Dwivedi
Globalization allowed Samsung to expand its electronics business worldwide by accessing new markets and technologies. Starting as a small export company in Korea in 1938, Samsung launched its electronics division in 1969 and began manufacturing TVs, radios, and other devices. It entered the mobile phone business in 1980 and partnered with US carriers in the 1990s to become a global brand. Samsung's worldwide production and sales network now employs over 300,000 people and helps the company gain advantages from low-cost resources and exchange of technologies across 61 countries.
Product Positioning Strategy: Samsung Note 10.1 vs iPad 4Famy
Product positioning and marketing strategy presentation of tablet pc market between samsung note 10.1 vs iPad 4. Presentation includes use of Multi-Dimensional Scaling, Advertising Approach
Samsung places great importance on ethical management and corporate social responsibility. It has implemented various initiatives to strengthen ethical business practices such as establishing codes of ethics, providing employee training on ethics, and instituting a compliance management system. Samsung also has extensive corporate social responsibility programs focused on education, community development, and supporting local culture and sports. It aims to contribute positively to the societies in which it operates through ethical business conduct and social programs.
Marketing strategy of sony,micromax and samsungpriyanka Garg
India has over 900 million mobile phone users and is the second largest mobile market in the world. Major phone companies in India include Samsung, Micromax, and Sony. The document analyzes the marketing strategies of these three companies. It finds that Micromax focuses on the rural market and uses penetration pricing, while Sony targets niche segments and focuses on profits over market share. Samsung employs both skimming and penetration pricing strategies. Micromax has the largest market share in India at 22%, followed by Samsung at 20%.
Stability & retrenchment management BMSVaibhav Shah
This document discusses strategies for stability and retrenchment in corporate management. Stability strategies aim to continue current activities without significant changes and include no-change, profit, and pause/proceed with caution approaches. Retrenchment strategies aim to reduce the size or diversity of operations and include turnaround, divestment/disinvestment, and liquidation. Specific companies that have utilized these strategies are provided as examples. The document provides an overview of key stability and retrenchment strategies for top-level management in corporate strategy planning.
Samsung Electronics Strategy & Business ModelEvgenii Gvozdev
Samsung has grown to become a global electronics giant since its founding in 1938. It is South Korea's largest chaebol with total revenue of €185.1 billion in 2012. Samsung Electronics is its largest business unit, generating €140.5 billion in revenue. While Samsung struggled early on in the smartphone market, it became the global leader in 2012 with 21.5% market share. However, Samsung faces threats from low-cost Chinese competitors and relies on Google's Android OS. The document recommends that Samsung develop its own software platform, target cheaper smartphone segments in growing markets like China and India, and continue innovating to maintain its leadership position.
This document discusses Samsung Smart TV and provides information about:
1) Samsung, the producer of Samsung Smart TV, which is a South Korean electronics company.
2) Samsung's marketing strategy focuses on segmentation, distribution through authorized channels, and product placements targeting interested customers.
3) Samsung operates in micro and macro environments, facing competitors in the Smart TV market while responding to factors like demographics, economics, technology, and politics.
Samsung Electronics Group 7 Strategic Management Case Study Samuel Krushniskysleekdude
Samsung has several competitive advantages over potential Chinese competitors seeking to enter the semiconductor market, including its technological leadership, large investments in R&D, diverse product portfolio, strong brand, and efficient production processes. However, Chinese companies may achieve cost advantages from lower costs, government subsidies, and access to engineering talent. Samsung can withstand this threat by continuing to innovate, customizing products, investing in people through merit-based hiring and incentives, and considering strategies like focusing on niche markets or acquiring new entrants.
Samsung is a South Korean electronics company and one of the largest manufacturers of smartphones, mobile phones and tablets. It also produces televisions, home appliances, semiconductors and other electronic components. Samsung employs a variety of marketing strategies including competitive pricing, wide distribution through retailers and Samsung stores, and promotions through celebrity brand ambassadors, social media campaigns and sponsoring of major sporting events. The company targets both urban and rural consumers across demographics and lifestyles with its broad product portfolio.
This document discusses Samsung's rise from a manufacturer of low-end products to the 9th best global brand. It focuses on Samsung's product and marketing strategies, including technological leadership through R&D investment, customer-focused design, and introducing innovative first-to-market products. Samsung's marketing strategy involved creating a master brand strategy along with hero sub-brands, consolidating advertising agencies, targeting premium brand imagery towards high-income consumers, strategic sponsorships, and advanced digital marketing. These strategies helped shift Samsung's brand image from a value brand to a premium one.
The document provides an overview of Samsung's history and operations in India. It details Samsung's entry into the Indian market in 1995 and its subsequent expansion, including establishing manufacturing facilities and R&D centers. It also outlines Samsung's product portfolio, core values and vision, and some of its key achievements in India such as becoming the largest mobile brand and a leader in product categories like LED TVs and refrigerators.
This document discusses Samsung's innovation strategy in the smartphone market. It analyzes Samsung's current strategy of being a "fast follower" rather than an innovation leader. The document then examines how Samsung could leverage its resources and capabilities to gain a leadership position in innovation with the emerging 5G technology. Key factors like innovation strategy, resources, capabilities, and processes are assessed to identify gaps between Samsung's current position and what is needed to be a 5G innovation leader. Recommendations are made for how Samsung can utilize its patent portfolio and manufacturing strengths to set new standards with 5G.
What is the Ethics and Social Responsibility of samsung SAMSUNG .pdfamirajsharma
What is the Ethics and Social Responsibility of samsung? SAMSUNG ELECTRONICS 2019*
In February 2019, Samsung Electronics celebrated the 10th in 2014. These troubles with its
leadership have not diminished anniversary of its introduction of the Galaxy S line of smart-
Samsung's status as an innovative-and highly profitablephones by introducing several new
models. The Galaxy S10 powerhouse in the technology world (see Exhibits 1 and 2). models
ranged in sizes and price from a more compact It has gained in stature as the world's largest
maker of memory model with a 5.8-inch display to a full-size model with a chips, smartphones,
and televisions among other electronic 6.4-inch one. It even launched a souped-up model with
products (see Exhibit 3). a 6.7-inch screen that featured 5G technology. These new But the
removal of Lee came at a tough time for models also feature a "Infinity-O display," which cuts a
hole Samsung, which has been seeking new avenues for growth for the front camera in the upper
right corner to allow the as sales of its market-leading smartphones seem to be display to
maximize the entire front of the phone. slowing down. A few months later, Samsung's chairman
of These anniversary models capped a period of two years the board, Kwon Oh-hyun, shocked
everyone in the firm by during which Samsung Electronics had to cope with the suddenly
announcing his resignation. Kwon claimed that conviction of its de facto leader, Lee Jae-yong,
on charges the firm need to turn to a younger generation of leaders of bribing South Korea's
former president. Lee has been who could search for new growth engines by studying
fuproviding broad direction to the firm since his father, Lee ture trends. "I believe the time has
now for the firm to start Kun-hee, became incapacitated after suffering a heart attack anew with a
new spirit and young leadership" he said. 1 This led the firm to shake up its senior ranks in order
to address concerns about a leadership vacuum. It replaced drawn from published sources to be
used for purposes of class discussion. main business lines-mobile, electronics components, and
Copyright 02019 Jamal Shamsie and Alan B. Eisner. consumer electronics. EXHIBIT 1 Income
Statement (billions of KRW) EXHIBIT 2 Balance Sheet (billions of KRW)
EXHIBIT 3 Smartphone Sales Worldwide still making most of its profits from lower-priced
appliances that consumers were likely to pick up if they could not afford a higher-priced brand
such as Sony or Mitsubishi. It had also become an established low cost supplier of various
components to such larger and better-known manufacturers around the world. Although they
were making profits, Yun was concerned about the future prospects of a firm that was relying on
a strategy of price competition with products based on technologies that had been developed by
other firms. The success of this strategy was tied to the ability of Samsung to continually scout
for locations that would allow it to keep its manufactur.
Samsung is a South Korean multinational conglomerate company headquartered in Seoul. It comprises numerous international affiliated businesses united under the Samsung brand, including Samsung Electronics, the world's largest electronics company. The document traces Samsung's history from its founding in the 1960s to its growth as a global electronics leader through strategic investments in R&D, innovative new products, and a globalization strategy. It discusses Samsung's continued focus on innovation, design, and partnerships to remain competitive in the electronics industry.
SAMSUNGKeith Brumfield, David Greenfield, Cathrine.docxkenjordan97598
SAMSUNG
Keith Brumfield, David Greenfield, Cathrine James
MKT 421
June 22, 2015
John Brady
Introduction
Introducing a new product or service in the marketplace requires a lot of time and resources. Firms must carefully plan and strategize to achieve successful results, which are often measured by net revenue. Samsung, although a well- known brand, is no different from any other firm. Samsung must strategically move through the steps of identifying its target market by way of market segmentation, understand the reasons its customer will purchase the new product, clearly define the product, being sure to appeal to both the logical and emotional needs of the consumer. Samsung must also rely on analyses such as SWOT to identify its current areas of strengths and weaknesses, and Porter’s 5 competitive forces to identify potential areas for competition as well as the industry’s strengths and weaknesses. This paper will address all areas necessary for Samsung to introduce and capitalize on its soon to be released Gear A smart watch.
Overview
On March 1, 1938, founding chairman Byung-Chull Lee started a business in Daegu, Korea, focused primarily on trade export. Mr. Lee sold dried Korean fish, vegatables and fruit to Manchuria and Beijing. In a little more than a decade, Samsung owned its own flour mills and confectionery machines and its own manufacturing and sales operations. From these humble beginnings, Samsung would ultimately evolve to become the modern global corporation that would still bear the same name today ("Samsung", 2015). By the 1970’s, Samsung started investing heavily in chemical and petrochemical industries. It was at this point Samsung began to dabble in the home electronics market. Samsung started to manufacture its own electronics and exporting for the first time. In the 1980’s, Samsung restructured its business models to become the world’s top five electronics companies. In the 1980’s Samsung expanded its business and technology globally. The 1990’s were a big challenge for Samsung, the market was booming and the technology was changing so fast it was hard to keep up with demand. Samsung changed the way business took care of their customers in the 1990’s. They dedicated themselves to total customer satisfaction and making sure that quality was their main objective. During the late 1990’s financial crisis, Samsung continued to grow. This is mainly due to Samsung’s leadership and network technologies concentration on electronics. This kind of preparation and leadership is what encourages investments and long term customers. In 1998, Samsung developed a completely flat television screen. This technology would eventually revolutionize the television industry. Samsung also makes appliances along with home electronics. In 2004, Samsung produced the first wrinkle-free steam washer. Also in 2004 they became the top ranked mobile phone provider in Russia. S.
This document is a marketing report comparing Samsung Galaxy and iPhone smartphones. It provides histories of both companies and their mobile device evolutions. It also analyzes the marketing mixes (product, price, place, promotion) of each brand. Additionally, it surveys the current market shares of major smartphone manufacturers and directly compares various attributes of Samsung and iPhone devices based on customer surveys.
This document provides an overview of Samsung's rise from a copycat brand to an industry leader in electronics. It discusses how Samsung's founder implemented a new management strategy in 1993 focusing on new product development, product testing, and positioning. This allowed Samsung to systematically develop customer-centered, team-based products. The document also notes challenges Samsung faces at different stages of the product lifecycle as it manages its high-tech products, and argues that Samsung's focus on values, quality, and standardized systems will help it achieve its goal of increasing smartphone market share.
Samsung was founded in 1938 and is currently one of the largest conglomerates in South Korea. It operates across many industries but is best known for its electronics division, Samsung Electronics, which has made Samsung a global leader in smartphones, appliances, and other consumer electronics. Apple was founded in 1976 and is an American technology company best known for the Macintosh line of computers, the iPhone, iPad, and other consumer electronics. Both companies have grown tremendously in recent decades to become two of the largest and most valuable technology companies in the world through innovation, strategic acquisitions and partnerships, and strong branding.
Credit Acceptance Corp.Presented by Key Statistics .docxfaithxdunce63732
Credit Acceptance Corp.
Presented by:
Key Statistics
Competitors
One year price trend
CACC Beta
CACC DCF Valuation
SAMSUNG
Introduction
Introducing a new product or service in the marketplace requires a lot of time and resources. Firms must carefully plan and strategize to achieve successful results, which are often measured by net revenue. Samsung, although a well- known brand, is no different from any other firm. Samsung must strategically move through the steps of identifying its target market by way of market segmentation, understand the reasons its customer will purchase the new product, clearly define the product, being sure to appeal to both the logical and emotional needs of the consumer. Samsung must also rely on analyses such as SWOT to identify its current areas of strengths and weaknesses, and Porter’s 5 competitive forces to identify potential areas for competition as well as the industry’s strengths and weaknesses. This paper will address all areas necessary for Samsung to introduce and capitalize on its soon to be released Gear A smart watch.
Overview
On March 1, 1938, founding chairman Byung-Chull Lee started a business in Daegu, Korea, focused primarily on trade export. Mr. Lee sold dried Korean fish, vegatables and fruit to Manchuria and Beijing. In a little more than a decade, Samsung owned its own flour mills and confectionery machines and its own manufacturing and sales operations. From these humble beginnings, Samsung would ultimately evolve to become the modern global corporation that would still bear the same name today ("Samsung", 2015). By the 1970’s, Samsung started investing heavily in chemical and petrochemical industries. It was at this point Samsung began to dabble in the home electronics market. Samsung started to manufacture its own electronics and exporting for the first time. In the 1980’s, Samsung restructured its business models to become the world’s top five electronics companies. In the 1980’s Samsung expanded its business and technology globally. The 1990’s were a big challenge for Samsung, the market was booming and the technology was changing so fast it was hard to keep up with demand. Samsung changed the way business took care of their customers in the 1990’s. They dedicated themselves to total customer satisfaction and making sure that quality was their main objective. During the late 1990’s financial crisis, Samsung continued to grow. This is mainly due to Samsung’s leadership and network technologies concentration on electronics. This kind of preparation and leadership is what encourages investments and long term customers. In 1998, Samsung developed a completely flat television screen. This technology would eventually revolutionize the television industry. Samsung also makes appliances along with home electronics. In 2004, Samsung produced the first wrinkle-free steam washer. Also in 2004 they became the top ranked m.
New product development strategy of Samsung R&D ReportAakash Varma
Samsung has seen meteoric rise due to sales of its Galaxy smartphones like the Galaxy S3 and Note 2. This allowed Samsung to surpass Apple in smartphone market share. Samsung leveraged the Galaxy brand name and offered cheaper versions for emerging markets, while Apple focused on higher profit margins. Samsung's growth was fueled by investments in R&D and a global network that encourages collaboration.
Samsung was founded in 1938 in Korea as a trading company. It expanded into industries like sugar refining and textiles. In the 1960s, Samsung entered electronics and built its first TV factory in 1970. It began exporting color TVs in 1977. In the 1980s, Samsung invested heavily in R&D and expanded globally. By the 1990s, it grew as an international electronics corporation. Currently, Samsung has over 325,000 employees worldwide and focuses on electronics, engineering and chemicals with a vision of inspiring the world through innovation.
Samsung aims to inspire the world and create the future through innovative products and creative solutions. It has a mission to become a creative leader in new markets and change its reputation from being a fast follower. Currently in Bangladesh, Samsung targets segments like tech enthusiasts, social contacts, value seekers, and music lovers. It positions itself as a challenger to market leader Nokia, with a goal of achieving market leadership by 2013. Samsung analyzes factors like the growing economy, technology advancement, and social trends in Bangladesh to develop effective marketing strategies.
BU530 W 2019 10thWEEK Final Paper with Company 1 & Co and Company .docxcurwenmichaela
BU530 W 2019 10thWEEK Final Paper with Company 1 & Co and Company 2 10
BU530 Company Case Studies for Final Research Paper
By
Your Name
BU530 Winter 2019
Globalization of Business
Southern States University
Dr. Kim, Rachel ( DBA & MBA)
March , 2019
Company 1 Brief Intro:
Founded in xxxx, xx
Company 2 Brief intro:
Company 2 is a US-based xxxx, its headquarter is located xxx
1. GLOBALIZATION OF COMPANY 1 & 2
· Company 1’ globalization of Markets reflects:
Currently, company 1xxx
· Company2’ globalization of Markets:
1.2 Drivers towards Globalization.
· Company 1’s Drivers towards globalization.
· Company 2’s Drivers towards globalization.
1.3 Describe the global business environment and its main elements such as culture
· Company 1:
· Company 2:
2. COMPANY ANALYSIS
2.1. Company Mission and Goals
· Company 1:
· Company 2:
2.2Core Competency and Value Creation
· Company 1:
· Company 2:
2.3Three Levels of Corporate Strategy
Company 1 (example answers)
· Corporate Level Strategy is Growth Strategy: according to WSJ, xxx
· Business Level Strategy is Differentiation Strategy: according to NY times, xxx.
· Department-Level Strategy is Functional Strategy.
Company 2
· Corporate Level is Strategy Growthstrategy.
· Business Level Strategy is Differentiation strategy.
· Department-Level Strategy is Functional strategy.
3. COMPETITOR ANALYSIS.
3. Competitor’s analysis
3.1. Number of competitors in each market (domestic and international)
· Company 1:
· Company 2:
3.2. Market share of each competitor
· Company 1:
· Company 2:
3.3. Whether each competitor’s product appeals to a small market segment or has mass appeal.
Company 1:
· Company 1:
· Company 2:
3.3. Whether each competitor focuses on high quality or low price.
· Company 1:
· Company 2:
3.5. Whether competitors tightly control channels of distribution.
· Company 1:
· Company 2:
List of References:
BU530 2019 4th week with Samsung Company 2
BU530 Samsung Company Case Studies
By
Raushan Ibrayeva
BU530 Winter 2019
Globalization of Business
Southern States University
Dr. Kim, Rachel ( DBA & MBA)
February, 2019
SAMSUNG
Samsung is the largest company in Korea. Samsung Electronics was founded in 2011 and is a large subsidiary. The Korean company receives about $ 150 billion a year and has 144 consolidated branches, including 28 recently merged at the end of 2014.
The company plans to develop innovative technologies and efficient processes that will open up new markets, make people's lives better, and Samsung will become the leader in the digital market. The company aimed at markets such as India, in order to reduce the cost of the product, reducing high technology.
The company was not going to standardize this product worldwide, at that moment there could.
Lee Byung-chul founded Samsung in 1938 as a small trading company in Korea. It has since grown to be a massive, global technology conglomerate headquartered in Seoul. Samsung produces a wide range of consumer electronics, components, and other products, and is best known for its smartphones, memory chips, and displays. It has become the world's largest memory chip and smartphone manufacturer, as well as a major producer of televisions and home appliances.
Case 2 Samsung Building a Great Brand Ten years ago.docxjasoninnes20
Case 2: Samsung: Building a Great Brand
Ten years ago, Samsung Electronics Company sold a bunch of low-end electronics under various brand
names such as Wiseview, Tantus, and Yepp. New management decided to ditch these names and brand all
of its products Samsung. At the same time, it invested heavily in design and product quality and in 10
years, it now makes top-of-the-line cell phones and digital TVs that showcase its technological
advancements. These are products to which consumers form strong bonds because they use them so much.
Between 2000 and 2005, Samsung grew its brand equity by 186 percent, the second-biggest gain in value
(behind Google), passing Sony who once had the premier brand reputation in electronics. Good looks, ease
of use, useful features—these are the keys to building a great brand reputation. The ultimate driver of brand
reputation is a quality product development process.
1
In 1993, then Samsung Chairman Lee Kun Hee visited the United States and saw for himself that Samsung
products were also-rans, lost in the crowd, overshadowed by Sony’s standout design. He correctly
concluded that great design and innovation were the ways to build Samsung into a great global brand.
Did he hire hundreds more great marketers to build a great brand? No. He hired hundreds more young hip
designers, many trained in premier U.S. higher-education schools of design (the number of designers
employed by Samsung increased from about 100 to more than 450 in the next decade, with an average age
of 33). Designers were sent all over the world to great museums, art galleries, ancient ruins, and illustrious
modern architecture. They now also spend sabbaticals with design consultancies, fashion houses, furniture
designers, and other centers of design excellence abroad. Samsung designers come back with their minds
loaded with great design ideas; they lead the product development, not marketers. It is hard to argue with
this process of inspiring great design innovation: hire creative, well-trained young designers who are
willing to take risks and light up their minds.
But the Samsung product development process also involves a very grounded ―usability laboratory‖ in
downtown Seoul to study how consumers get products out of boxes, read or do not read instruction guides,
and follow icons and instructions on cell-phone screens. Understanding the user interface is key to
Samsung, and has been key to its success.
But Samsung also has design centers in San Francisco, London, Tokyo and Shanghai. And to support great
design is a research and development center just outside Seoul, South Korea. Here the top-gun engineers
and designers hunker down and solve the toughest product specification and design problems, working 24/7
in a five-story building equipped with sleeping dormitories, a sauna, a gym, billiards, and ping-pong tables.
No layers of bureaucracy trying to justify their not-very-pr ...
Case 2 Samsung Building a Great Brand Ten years ago.docxannandleola
Case 2: Samsung: Building a Great Brand
Ten years ago, Samsung Electronics Company sold a bunch of low-end electronics under various brand
names such as Wiseview, Tantus, and Yepp. New management decided to ditch these names and brand all
of its products Samsung. At the same time, it invested heavily in design and product quality and in 10
years, it now makes top-of-the-line cell phones and digital TVs that showcase its technological
advancements. These are products to which consumers form strong bonds because they use them so much.
Between 2000 and 2005, Samsung grew its brand equity by 186 percent, the second-biggest gain in value
(behind Google), passing Sony who once had the premier brand reputation in electronics. Good looks, ease
of use, useful features—these are the keys to building a great brand reputation. The ultimate driver of brand
reputation is a quality product development process.
1
In 1993, then Samsung Chairman Lee Kun Hee visited the United States and saw for himself that Samsung
products were also-rans, lost in the crowd, overshadowed by Sony’s standout design. He correctly
concluded that great design and innovation were the ways to build Samsung into a great global brand.
Did he hire hundreds more great marketers to build a great brand? No. He hired hundreds more young hip
designers, many trained in premier U.S. higher-education schools of design (the number of designers
employed by Samsung increased from about 100 to more than 450 in the next decade, with an average age
of 33). Designers were sent all over the world to great museums, art galleries, ancient ruins, and illustrious
modern architecture. They now also spend sabbaticals with design consultancies, fashion houses, furniture
designers, and other centers of design excellence abroad. Samsung designers come back with their minds
loaded with great design ideas; they lead the product development, not marketers. It is hard to argue with
this process of inspiring great design innovation: hire creative, well-trained young designers who are
willing to take risks and light up their minds.
But the Samsung product development process also involves a very grounded ―usability laboratory‖ in
downtown Seoul to study how consumers get products out of boxes, read or do not read instruction guides,
and follow icons and instructions on cell-phone screens. Understanding the user interface is key to
Samsung, and has been key to its success.
But Samsung also has design centers in San Francisco, London, Tokyo and Shanghai. And to support great
design is a research and development center just outside Seoul, South Korea. Here the top-gun engineers
and designers hunker down and solve the toughest product specification and design problems, working 24/7
in a five-story building equipped with sleeping dormitories, a sauna, a gym, billiards, and ping-pong tables.
No layers of bureaucracy trying to justify their not-very-pr.
This document provides an analysis of Samsung's innovation strategy. It discusses how Samsung has transitioned from being a low-cost imitator in the 1970s to becoming a global leader in electronics through embracing design-led innovation. The document outlines Samsung's culture of quality management and emphasis on meeting consumer needs. It also describes Samsung's dual Japanese/American management style and how it has elements of both strategic planning and operational efficiency. Finally, the document provides examples of Samsung's product, service, and social innovations and summarizes their New Concept Development process which focuses on understanding trends, idea generation, concept development, and finalization to drive innovation.
Samsung has grown to become the largest smartphone manufacturer in the world, starting from humble beginnings in South Korea in the 1970s. It launched its first mobile phone in 1988. Through the 1990s and 2000s, Samsung saw major growth in market share through innovation, quality improvements to meet Motorola's standard, and aggressive marketing. It is now the dominant player in both the global and Indian smartphone markets, holding approximately half of both markets as of 2012-2013. However, Samsung faces strong competition from Apple, Nokia, Sony, and others.
Samsung is the leading smartphone manufacturer with a 22.3% global market share. It focuses on differentiation by offering high-quality products with innovative features at lower prices than competitors like Apple. Samsung targets various customer segments including professionals, young people, and average consumers. Its marketing strategy involves product differentiation, competitive pricing, extensive advertising, and online and retail sales channels. After almost going bankrupt pursuing a cost leadership strategy, Samsung shifted to focus on both differentiation and cost leadership through vertical integration. This combined strategy allows it to deliver unique products at lower prices than competitors.
2. Making strategic decisions in practice
Introduction
The Asian Economic Crisis of 1997 has a primary key importance in the history of
economy. That crisis is one of the worst crises that occurred in the history of economic crisis.
The Thai baht crashed at a significant rate and it started turmoil of Asian economy. Many
countries suffered significant losses from this crisis. It was apparent that many organizations
with massive capitals also suffered due to this Asian economic recession. One of those
organizations was Samsung, which suffered great losses from this economic recession. Samsung
is known for developing different sort of electronics, mechanical equipment and other
engineering related products but even Samsung was suffering loses from this recession.
In 1995 the company also smashed earnings records, only to see chip prices tumble and
currencies head into turmoil. By the dark days of the 1997 Asian economic crisis, Samsung was
deep in debt and heading towards bankruptcy. But this time things should be different. The
company has now been transformed in so many ways, maintains Yun Jong-yong, a company
veteran who took over as chief executive in 1996, that it cannot only weather the coming storm,
but will sail on to even greater things. (The Economist, 2005)
Smartphone are the prime product of Samsung. The diversification that has taken place in
this product is astonishing. From Samsung Galaxy S3 to Samsung Galaxy S5 and now Samsung
Galaxy S6, have revolutionized the Smartphone industry in its own. Every next model of their
smartphone introduces a new set of chipsets and software that increase the attention of the
consumers which boosts the company’s profit rate to another new level. Samsung has targeted
not only a particular customer market similar to its competitors, but Samsung madeit's approach
flexible. It developed software’s and devices that are approachable by all sets of customers. Such
diversification is set to target all markets which depends on several races and economical
classes.The South Korean company estimated its operating profit for the April-June period at
Won8.1tn ($7bn), up 17.4 per cent from the same period a year earlier. This is Samsung’s
highest since a Won8.5tn profit in the first quarter of 2014 (Jung-a, 2016).
These changes, which have taken place in the Samsung’s, are needed to be understood,
before we can measure the economic growth of this tech giant organization. We need to
3. understand how this organization arrived to a level that it is today and how it depicts the current
level of our organization of its own certain level in the organization’s history.The organization's
name is one of the core reason why Samsung has had such successful diversification and still
carrying it out today. The popularity of the name Samsung has received an unvocal motto of
“reliability and affordability. “. The organization has spent a big amount of capital in developing
its marketing branch that has created such popularity for the organization and it is important to
note that Samsung was at some similar level at which our organization is today. So to develop
such strategy that would be viel for us in the long term, it is necessary to develop a strong
marketing department. That makes Samsung a prime example that we should utilize it as our
course of direction, it’s strategic and innovation management path that will help us evaluate our
organization’s management plan and the growth aspects in which we should attempt for
diversification.
Current Situation of Samsung Electronics
When Samsung took a start in 1938, it was atrading organization and it used to sale noodles as
it’s other business, The diversification process of the organization starts in 1954.In 1954, Cheil
Industries, originally named Cheil Woolen Fabrics Industries, was founded in Korea’s fourth
largest city Daegu. (samsungvillage, 2011). At that time, Korea was suffering from the ongoing
war between the North Korea and South Korea. As Korea recovered from the aftermath of the
1950-53 Korean War and devoted its postwar efforts to rebuilding the basic industrial
infrastructure, Cheil built the nation’s first carded wool factory in 1955. (samsungvillage, 2011)
The company was the first step towards diversification of the organization. At that time,
Samsung was still in its initial stage of success, but its diversification towards for wool factory
produced the highest quality of wool in whole Korea. It seems, as diversification is the main
motto of Samsung as it even introduced innovation and applied change management in every
step of its business. The company (Cheil Woolen Fabrics Industries) exported its first batch of
carded wool of 8,000 pounds to Hong Kong in 1961, making a debut in the global woolen fabrics
industry (Samsung, 2011). As of now, the organization did not have any intention to take a turn
their attention towards electronics and manufacturing, but then comes the 60s. In the late 60s,
Samsung made a turn towards electronics, mechanics and construction and produced several
divisions, such as, Samsung Electro-Mechanics,Samsung Electronics Devices, Samsung
4. Semiconductor & Telecommunications, Samsung Corning, etc. Many of these organizations will
develop into the core parts of Samsung’s core strategy towards devices and communication.
It was around 1985 when Samsung built its first cell phone made for in-car use, the Samsung SC-
1000. It wasn't exactly a success, however, as it was plagued by quality issues. So for what was
going to become the company's first hand-held cell phone, Samsung invested 2 years in research
and development. Also, the company's engineers used Motorola cell phones as benchmark
devices. (T., 2014)
Samsung’s biggest strategy seems to be investing in Research & Development and mostly
developing their own devices and not reverse engineering. So far, Samsung has invested heavily
in Research and development and that accounts that resulted in initial failures but eventually it
lead the industry and organization to be labeled as genuine and high standard in nature. In 1995,
Samsung introduced its first liquid crystal display. Samsung introduced its first smart phone in
2009 and that was Samsung Galaxy. It was the first phone by Samsung to be introduced as
smartphone and to use Android as an open source operating system in its produced cellphone.
The following series of smartphones took the smart phone world with astonishment and
Samsung sales boomed at a level that it left Apple behind in its competition. (Triggs, Samsung
invested nearly $14 billion in R&D last year, 2015)
The numbers come from Counterpoint Research, and suggest that March saw Samsung on 28.8
percent of the US Market, while Apple slipped down to 23 percent. LG came in third with 17.1
percent, ZTE in fourth on 6.6 percent, and Alcatel on 4.5 percent (Spence, 2016).
That’s not all, Samsung has many different other products which includes Textiles, securities,
insurance, construction, rechargeable batteries for hybrid cars, Smartphone, LED technology,
biopharmaceuticals, solar cells, military equipment and medical equipment. The reason why
diversification of Samsung has succeeded so far is because of its brand name, its popularity and
their high-class products, their innovation and creativity and approach. (Zeman, 2016)
5. Diversification strategy of Samsung
Samsung is a well-known brand today, it is well known for its genuine attempts in innovation, its
high class of products and its popularity. Samsung has concentrated mostly on 3 core factors that
have driven it to its success today. It has invested heavily in two main things. Marketing and
Research and Development. The third is developing a high class and reliable product that does
not includes any cheap or lower reliability material in it. Samsung has always made sure that
people know its products name. Even after being well known in the world, It still spends heavily
on its marketing.
It is important to note that although Samsung has taken a hit on sales figures and revenue stream,
its marketing budget was reported to be the biggest in history in fiscal year 2013. It was an
astounding $14 billion and constituted 5.4% of the company’s total revenue, while the marketing
budgets of Apple and Microsoft in 2013 stood at $1 billion and $2.5 billion, respectively. This
shows the level of importance Samsung gives to putting brand awareness across to its
consumers. (Ahmed, 2015)
It is visible that even whatever the consequences are, Samsung never neglects it marketing
department. For any organization to grow, it is necessary that it create awareness to the
consumers of its services and all of its products through any means that is available to it.
Samsung has created the genuine image through the same mean .Now; there are many innovative
methods and means when it comes to introducing innovation in marketing of your product and
your organization’s brand name. It is necessary to understand the main mean of media that
people are using at what stage of the generation. It would not be a wise choice to advertise much
through radios, as there is no visual in this median of marketing. Mostly use of radio is now
when people are using transportation. Radio is an old technology now so investing in it much
would not a viable advice. Nowadays, people mostly use internet to interconnect with each other
social media is mostly used to communicate with each other, and through the world. According
to CMO Council, Global marketing trend through media is rising at the rate of 5.1 percentages
and at the moment, it amounts for $1.6 trillion of the whole world. So as it is visible why
Samsung concentrates mostly on developing a strong marketing innovation management area in
its organization, as it is the reason why today Samsung has beaten its competitors in sales area,
through marketing and brand-awareness to its customers and that too with better and efficient
6. marketing strategies and innovation. Secondly, Samsung has concentrated on another core factor.
Even, at some point, it has given it more priority than marketing and that is its Research and
development for its products. Samsung has concentrated on this sector for various reason that
drove it towards indigenous and also improving its innovation sectors for providing better quality
of goodsand be effective to customer driven market. At the start, Samsung’s idea was to deliver
products of customer’s desire and increasing the net income, but bysince the 80s, Samsung’s
strategy took a turn and focused towards indigenous and Research and Development. At the start,
they did not face much success in the international market, but gradually, Samsung approached
to a pint where every instrument that it required to develop its own next product, was being
developed by its own efforts of indigenization. It is important for any corporation that aims
towards globalization for its industry to develop such tactics that will increase its indigenous
efforts. However, it is necessary to point out what sorts of benefits does an organization achieve
through indigenization. If an organization is developing a product on its own to assist itself to
achieve a process, it reduces the cost of that task significantly. When purchasing other
organization’s efforts or products to develop your own, the price of that product or service
includes not only the cost but also many other factors such as profit, taxation, etc., that increases
the value of the product and eventually the value to achieve the objective increases significantly
as well. Indigenous efforts also provide the characteristics of freedom of use. That is, the
organization is at freedom to modify the product the way it wants to and update it in any form
also utilize it in any form it desires to. If a product is not produces in indigenous manner, then
the benefit of freedom of use will not be applicable. The product owner can put any sort of
restriction and prohibit the use of product at certain circumstances.
Samsung’s R&D costs have increased by a massive 28 percent compared with 2013. The figure
also increased substantially the year before, up 15.6 percent between 2013 and 2012. The
electronics giant spent an impressive $13.4 billion this year. (Triggs, Samsung Electronics is the
biggest R&D spender in tech, 2nd overall, 2014)
Samsung does have massive budgets in Research and Development sector and Marketing as
well, and they both result in developing a mind frame for the customer that they produce the best
electronic product in its industry. Samsung’s efforts for this task are also visible by the customer
satisfaction that they do provide such devices that not only targets the elite class, but also the
7. middle class of people, As Third world countries are also moving towards modernization and
Samsung is not failing to capture this market.
Product evaluation
Samsung has mainly focus on developing tactics that will expand their products availability to
people of all kind. Many of its competitors have focused mostly on a particular part of the
consumer part which is based on selective group of consumer that find it appealing for
themselves. However, Samsung has taken different route as compare to their competitors. They
have focused on market development strategy as they develop such products that will tap un-
attended customers. The research that Samsung has taken about different ethnicities is also
availing its growth rate.
The Note is a perfect example. The company found through market research that Asian-
language speakers in particular wanted a device that they could hand-write on, because
drawing characters is easier with a pen. The result was a combination phone/tablet
("phablet") that's been an unexpected hit. (Nisen, 2013)
But at some point, it seems that Samsung has also followed the market penetration strategy for
its development. (Chand) They have flooded the consumer market with all sorts of low-cost to
high cost cell phones in every country. They have acquired major share of Smartphone market in
the west. As they have sold many high end Smartphone in the west. But similarly, Samsung has
introduced its many low price and medium price Smartphone and mobile phones which have
been in high demand as compare to other high end Smartphone. These sorts of efforts have
driven Samsung to develop technologies in accordance of what is in demand by the market. This
has also opened the Chinese and other Asian markets. It is to be noticed that Samsung has
appointed different business-level strategies at different era and conditions. They have appointed
identity market niche strategy when developing Note series but they have also concentrated on
developing distinctive marketing strategy that have differentiated their approach towards
customer as compared to their competitors. So far their business-level strategies have been a
story of success for the organization. As of 2015, Samsung has a market share of $27 billion in
China’s smartphone market. Samsung may be doing comparatively better at the premium-end of
the market, with the Galaxy S7 and S7 Edge reported to have received over ten million pre-
8. orders back in March. (Kundu, 2016). It is apparent that Samsung follows the trend, that what is
required by which market of the world and what is in the demand by that market. However, the
company is also looking to earn back some of its lost market share in the mid and entry-level
segments, having recently introduced the all-new Galaxy C-series of smartphones aimed
specifically at the Chinese market. (Kundu, 2016)
Key Points To Consider:
Developing such a strategy that will eventually lead to major success of an organization such as
ours, it will be a difficult task as it is a known fact that is hard to develop innovation strategies
for smaller organizations and then to implement them as well accordingly. The resources are
very limited at this point to do massive expansion of the organization. Our organization, Xexo, is
developing Smartphones for 5 years now and the production of our products is going smoothly
without much hassle, but innovation is a process for the growth of every organization that exists
today and looks forward to become a corporate level organization. There are some major steps
required to be taken that are required for initialization of achieve diversification process.
Developing required funds and resources
Selection of an appropriate product in accordance of public demand.
Studying the somepition level in certain product’s industry.
Allocation of resources is the most primary need when it comes to diversification. Many
organizations fail to understand the importance of resources when they are initiating a project. It
is necessary for the organization to maintain utmost resources that might be required to sustain
the current operational services of the organization. Neglecting the current operational services
and leaning for diversification can be risky and may develop financial constraints for the
organization in the future. Second is to develop plans for short term and long-term period. It is
necessary to understand the path whenattempting for diversification. Public demand and
Competition are the third most important factors of diversification. If an organization is
attempting for diversification, then it is necessary to look for the public demand for it. It would
be a financial catastrophe if the diversification suffers significant losses. Competition is another
factor that needs to be taken under consideration. If there is monopoly of any other contender, it
9. is wise to reevaluate the diversification plan. Competition can also become a reason for the fail
diversification because of people’s trust on the product and their loyalty towards it
Challenges in Strategic Management
The biggest challenge and the biggest virtue as well in today’s world is globalization. The easy
of globalizing has been a great virtue when it comes to ease of doing business. (Entrepreneurs,
2011). In the past, it was not that easy to travel from city to city, left alone country-to-country or
continent to continent. Now it takes only 22 hours to travel from china to America where it used
to take 5-6 months in the past. In the same manner, brands have also developed to take
international coverage and it has increased the approach of organizations. In the meantime, it has
also developed competition. This is the biggest problem from which the strategic managers
suffer from the most. Nowadays due to many well-known brands, it is difficult to develop a
strategic plan that will keep the organization at par with its competitors. Kmart is an example of
this scenario. Kmart’s big mistake in the mid-to-late 1990s was to try to compete with Walmart
on price. Walmart had a supply chain system known as “just-in-time” inventory, which allowed
the retailer to restock shelves efficiently. Kmart failed to implement a similar system. (Power,
2016) When developing a strategic plan, many core points are kept in mind as a priority and one
of them is a fine workforce that is capable enough to perform a task and achieve objective
efficiently, that is the second biggest challenge in strategy development and management. It is
relatively difficult to develop a powerful and capable workforce when it is shortage of such
capable employees. Even more, for a small organization it is much more difficult to develop such
employees when applying strategic management plan. Kodak’s missed many opportunities in
digital photography, a technology that it invented, cf., Mui (2012). Steve Sasson, the Kodak
engineer who invented the first digital camera in 1975, characterized the initial corporate
response to his invention this way: "But it was filmless photography, so management’s reaction
was, ‘that’s cute—but don’t tell anyone about it.'" This statement is from The New York Times,
5/2/2008. (Power, 2016). The usage of internet media and other technologies can also become a
hurdle. Evolution in technology occurs every day and for small organizations, it is challenging to
keep up with this innovation. Many industries for the moment use robots to develop their
machinery parts which then rechecked by the help of many relative engineers but now as the
10. innovation is taking place, 3D printers are taking place of those robots and different software are
taking place of those engineers to optimize the output of their product and quality. These sorts of
measures are necessary to be taken if an organization aims for a successful diversification
through strategic planning.
Conclusion:
Diversification in an organization is a sign that the organization’s intentions are to expand and
not to be stagnating in nature. Diversification is just another method to provide growth to the
organization, but it is the most difficult one to attempt. The strategic management is one of the
major sections of diversification and as hard as it is to develop this plan, it is same as difficult to
deploy this plan in effective manner. Samsung is presented as the prime example of this scenario.
How they innovated and evolved by time, the methods they utilized to develop strategies that
would increase their organization’s capital, innovation, creativity and strategy brought them the
growth that they expected. If we desire same expansion with similar success rate, our strategic
management plan also needs to be developed around these notified criteria.
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