Competition in Global Semiconductor Industry a Case Study Analysis on Chinese Threats to Samsung Electronics Superiority

14405 Words May 15th, 2013 58 Pages
Presented as part of the requirement for the award of MBA at Cardiff Metropolitan University (CMU) December 2011

Executive Summary

Success of a business depends on effectiveness of its strategies. To survive in the highly competitive business environment, business leader must rely on strategies which provide economical advantage. To find out what strategy is most reliable, managers must identify present situation of their own business and look on competitors tactics which are judged according to their performance. Then, they will be able to identify if anything is going wrong within the firm and take necessary steps to solve it. This case study
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e products: - 33 - 4.2.3: Bargaining power of suppliers: - 33 - 4.2.4: Bargaining power of buyers: - 33 - 4.2.5: Existing competition: - 33 - 4.3: BCG Matrix: - 34 - 4.3.1: Star: - 35 - 4.3.2: Cash Cow: - 35 - 4.3.3: Question Marks: - 35 - 4.3.4: Dog: - 35 - 4.4: Kotler’s 4Ps of Marketing: - 37 - 4.4.1: Product: - 38 - 4.4.2: Price: - 38 - 4.4.3: Place: - 38 - 4.4.4: Promotion: - 39 - 4.5: Curry’s Pyramid: Customer Marketing and Relationship Management: - 40 - 4.5.1: Gather and analyse information about top customer: - 41 - 4.5.2: Set goal and choose media to gain customer loyalty: - 41 - 4.5.3: Develop rules of engagement: - 41 - 4.6: The Branding Pentagram: - 41 - 4.6.1: Principle of branding: - 42 - 4.6.2: Positioning: - 43 - 4.6.3: Consistency: - 43 - 4.6.4: Embedding the branding: - 43 - 4.6.5: Planning and control cycle: - 43 - 4.7: Hofstede’s Cultural Dimensions: - 44 - 4.7.1: Power distance: - 44 - 4.7.2: Individualism and collectivism: - 44 - 4.7.3: Masculinity and femininity: - 44 - 4.7.4: Uncertainty avoidance: - 45 - 4.7.5: Long-term orientation: - 45 - 4.8: Competing Values of Organisational Effectiveness: - 46 - 4.8.1: Internal process model: - 46 - 4.8.2: Open system model: - 47 - 4.8.3: Rational goal model: - 47 - 4.8.4: Human relation model: - 48 - 4.9: Innovation Circle: - 48 - 4.9.1: The creation phase: - 48 - 4.9.2: The implementation phase: - 49 - 4.9.3: The capitalization phase: - 50 - 4.10: Henderson and

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