Competitive Strategy Of Samsung

Samsung is a company that has been very successful in implementing the change they needed. They followed a step-by-step approach looking into internal and external factors that could affect it. Samsung did a great job identifying the external factors by knowing their competitors, the market requirements, and the global economy. Based on this, internal changes were triggered to achieve their strategy and goals. The success in the company was a clear outcome of the well managed change process.

Second, the Human Resources promotion policies have shifted from their more traditional structure (seniority) towards a meritocratic system where highly skilled managers can be promoted as soon as eligible. Samsung has also heavily invested in employees’ global business skills through various internal mobility and specializing programs. All these employee centric advancements ultimately drove innovation in product design and process efficiency higher than its competitors.

This study seeks to examine the market structure and strategy of Samsung Company analyzing its micro-environmental level as well as SWOT analysis. In this regard, it is worth pointing out that Samsung is a well-established company. It manufactures different electronics products including home appliances and smartphones. It has been on the market since 1969. Its electronics division has 169 subsidiaries and affiliates, which are divided into three to include Consumer Electronics, Information Technology & Mobile Communications, and Device Solutions division (Samsung 2016, 2). In this precept, consumer Electronics focuses on advanced technology, exclusive design and significant offers for presenting new products such as TV, Refrigerator, Air Conditioner, and Medical equipment among other products. Information Technology & Mobile Communications division, on the other hand, produces mobile handset and customer friendly communication products. The Device Solutions in the same dictum division focuses on display pane and semiconductor products. The company has grown globally, and establishes outlets in different parts of the world, including the U.K.

The key test of whether Samsung can move from a close and gaining dominance is whether it can deliver products that are truly game-changing, start pulling customers away from competitors; it needs to differentiate itself beyond marketing and a bigger screen. But with supply outstripping demand in the electronics industry, Samsung has quickly employed the marketing edge of differentiating strategies and quickly diffused in the current information-driven culture while also looking at new opportunities for profitability and growth. Samsung Company is highly involved in research and design with high fund allocation in it, a strategy that has become a culture for the company over time. The company floods the market with many differentiated products meant to reach diverse markets and developed within a short time. Through this, Samsung gains a competitive advantage and counters on any moves by its competitors with its portfolio of brands (Samsung Electronics, 2015). Samsung makes everything from chips to screens at its own processing plants, permitting it to change outlines and pump out new items at a quick pace. From its administration strategists point of view, Samsung's execution is imperative as “it is the result of a very carefully crafted strategy following an evolutionary learning process from simple to more complex technologies, and taking advantage of synergy effects by synchronizing the strategy variables of different dimensions, all supported by Samsung’s highly disciplined corporate culture” (Sang M Lee 2003). Marketing and branding strategies of Samsung have played a basic part in its prosperity. One approach to comprehend why Samsung is so successful is to assess the brand and its advertising techniques in

By the end of 2012, Samsung electronics become the largest producer of televisions and mobile phone. In order to achieve the success and the dramatic rise in consumer electronics sector, the company initiated new methods to innovate and create high quality products .

Because of the extremely intricate and sophisticated nature of manufacturing semiconductors, a competitor should expect high initial capital requirements to build facilities needed for production. Cost to build a new semiconductor fab has gone up from $200 million in 1985 to $3 Billion in 2004. Incumbent companies have capabilities to design newer generations of semiconductors with greater amounts of memory and processing abilities that make older generations obsolete. Older generations tend to drop half their amount in price one year after a new model is reduced (exhibit 6). The United States

Initially Samsung used to develop chips, devices and equipment’s for other companies. People working in the organisation were concerned about manufacturing the product instead of marketing the product. To transform Samsung from a cheap Original equipment manufacturer (OEM) to a high value added product provider, Samsung had to develop strong brand power for which they required repositioning through an increased emphasis on marketing.

This essay attempts to identify and analyse Samsung’s key features in their operations management. Operations Management is defined as the process where resources, flowing within a defined system (Kumar & Suresh 2009), are combined and transformed in a controlled manner to add value. These incorporate elements such as products, processes, technology, and equipment or quality control systems (Garrido, Martín-Peña & García-Muiña 2007, p. 2119). In addressing these elements the essay wishes to capture, which of these influence Samsung’s abilities successfully to obtain their competitive priorities (Garrido, Martín-Peña & García-Muiña 2007, p. 2120) and process strategies.

Samsung is one of the world’s premium electronics manufactures. The estimated value of Samsung brand had risen from US$6.37 billion in 2001 to US$10.85 billion in 2003. A major factor behind this impressive growth had been Samsung’s effort to redefine itself as a vendor of cutting-edge, “gee-whiz” consumer technology. Samsung believed that repositioning the brand is a vital to the company’s future success.

In the modern world of technology, many different companies are attempting to secure their own ground in a particular market. Many companies work in many tech fields & some company focus on software, some on mobile phones, others on television but one of the most recognizable names in the technology field is that of Samsung.

Competitive advantages are conditions that permit an organization or nation to deliver a decent or administration at a lower cost or in a more alluring manner for clients. These conditions permit the gainful element to produce a bigger number of offers or unrivaled edges than its opposition. Competitive advantages are ascribed to an assortment of components, including cost structure, mark, nature of item offerings, dispersion and system, licensed innovation and customer support. Samsung had settled on the choice to receive design as a wellspring of competitive advantage in the 1990s. Prior, the company 's items had been unsatisfying and undifferentiated. In the mid1990s, the Group administrator, Kun-Hee Lee, started Samsung 's change from a low-end OEM into a world-class gadgets organization. Honing the company 's design aptitudes was a critical part of the activity. Be that as it may, this required significant changes in culture, procedures, and frameworks inside the organization. Samsung understood that competitive advantage can be accomplished through the design innovation. Samsung 's voyage toward design greatness began in 1993. That year, Lee supposedly went by a gadgets store in Los Angeles, USA. He saw, sadly, that the Samsung items in plain view looked ugly, while the results of Sony and some different organizations looked a great deal all the more engaging. He discovered too that the business staff at the store were themselves overlooking the Samsung

In the year of 1990s Samsung has expanding and globalizing their business especially in electronic, particularly mobile phones and semiconductors, have become its most important source of income. Samsung have been operating over 50

With such a vast array of products, Samsung truly is a manufacturing wonder of the world! It is the third largest manufacturing conglomerate in the world by revenue and has been operating for about 77 years. These successes are reflective of the continuous and relentless efforts employed by Samsung to improve the way it conducts its business. For many years, Supply chain management and six sigma have been the two pillars of business innovation at Samsung. SEC has perfected its fundamental approach to product,

Company Background: Samsung is a South Korean multinational company those starting its business as a small trading company and right now becoming world largest corporation. The company deals with its business in several sectors such as advance technology, finance, petrochemical, semiconductors, plant construction, skyscraper, medicine, fashion, hotels, chemical and others. The company was established in 1969 in Suwon, South Korea and known globally for its electronic products (Kelly, 2011). The company is manufacturing several latest technologies, electronic appliances such as mobile phones, tablets, laptops, TVs, refrigerators, air conditioners, washers and other products. The company runs its operations and sales its products in 61 countries with approx 160,000 employees in all over the world (SAMSUNG, 2014). Moreover, the company acquired the position of the world biggest IT maker in 2009 by beating the Hewlett-Packard (HP) previous leader. Its sales revenue in the segment of LCD and LED is the highest in the world. Furthermore, Samsung also becomes world leader in the segment of tablets, mobile phones and gadgets.

Today Samsung has evolved into a group of companies unmatched by others in its range of industries and performance. It is now globally focused and responsive to the needs of each market, and more committed than ever to true innovation. The group’s three core business sectors are electronics, finance and trade and services.