Samsung Diversity Strategy

There is need to consider several things when we talk about operations and future of a business. Expanded through a minor export business in Daegu, Korea, Samsung has emerged as one of the prominent corporations in electronics around the globe (Samsung, 2015). Samsung has major emphasis on electronic appliances and digital media, memory, system integration, and semiconductors. At present, Samsung has always created innovation through top quality practices and products that are accepted around the global. This paper will present SWOT analysis and Porter model of five forces for Samsung and propose the opportunities to increase profitability and competitiveness. This paper also comprises a

1. Does Samsung have a competitive advantage? If so, how are they creating added-value compared to industry competitors? Make sure to quantify your claims. (In answering this question, you will find helpful information in exhibits 6-7k (but not only there)).

Leadership is a process whereby an individual influences a group of individual to achieve a common goal. Leadership has also been described as “a process of social influence in which one person can enlist the aid and support the others in the accomplishment of a common task".  The leader may or may not have any formal authority. Students of leadership have produced theories involving traits,[2] situational interaction, function, behavior, power, vision and values,[3] charisma, and intelligence, among others. Somebody whom people follow: somebody who guides or directs others. The sources of power to a leader would be,

- Coe N. M. and  Lee Y. S.(2009) “Case study of SAMSUNG- TESCO, KOREA “ Available at: http://www.petersoninstitute.org/publications/chapters_preview/356/mann-apecapp4b.pdf [Accessed: 17 April 2009],

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.

New United Motor Manufacturing Incorporated, the 1984 joint venture between Toyota and General Motors, was by all accounts a manufacturing success. NUMMI’s effectiveness was evidenced by the drastic change in output quality, employee morale, and overall cost—but while these great outcomes were recognized by GM, they were hardly leveraged. What supported these results were exactly the factors that radically set NUMMI apart from the rest of the GM family. Ultimately, GM’s failure to adapt the plant’s success was the result of a prideful conglomerate embodying a competitive internal structure and divisive culture so strong that it was unable to fully recognize and adapt to the fundamentally different NUMMI model.

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.

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.

The Ford Motor Company is a multinational automobile company that is headquartered in Dearborn, Michigan. They produce a wide range of vehicles that are sold around the world, and based on sales, they are the fifth largest automobile manufacturing company in the world (David & David, 2017). This paper is a case study of the external factors that affect the Ford Motor Company’s strategic planning. It will use three tools to analyze Ford’s strategic position. The three

Ford in 2011 is on the rebound, having recovered from the darkest hours in the late 2000s. The company for the company is that many of its competitors are also rebounding, and there are significant long-run changes in the automobile industry. Ford needs to determine a strategy that will take the company through the next decade, and improve the company's competitive position. The company has four of the top fifteen best-selling cars in America, but also needs to set strategy globally, as many of the best automobile growth markets are overseas. Another strategic consideration is that CEO Alan Mulally remains in the process of changing the organizational culture at Ford, which had become stagnant and unresponsive to the changes in the industry environment.

On being operational in the global market, Samsung has been subjected to various kinds of pressure. Therefore, the focus of this report is show while formulating an international strategy how Samsung should take both environment factors into consideration that will shape their business approach. The analytical business tools namely PESTLE and Porter Five Forces will be used to understand the micro and macro environment drivers of Samsung’s strategy.

Strategic management plays a vital role in most organisations as it consists of formulating and implementing the company’s goals; this is done by taking into account the available resources and doing an analysis of the internal and external environment (Takalkar, 2014). The author of this essay will be identifying and analysing a significant strategic challenge that was faced by a local and global entity from two different industries, furthermore an external and internal analysis will be given. Lastly the author will address how the two organisations were able to overcome the strategic challenge in order to strengthen the strategic positions of the organisations. The local entity that was chosen is Eskom which falls part of the energy industry and for the global entity Samsung was chosen as it falls part of the technology industry. The differences found between Samsung and Eskom are that Samsung provides products that can be seen as a want for its consumers whereas Eskom provides a service which is a need for the general public. A similarity that can be found between the two entities is that both these companies are leading players within the industry they belong to. The reason these two organisations

Since the 1970’s just about every vehicle manufacturer across the world has suffered some type of crisis as a result of unintended quality problems with the cars they manufacture. These types of crises threaten a company’s reputation for producing quality cars including their brand image. This paper aims to elaborate on two very well publicized auto makers and their respective crises and the critical management decisions that were made and their impact. Toyota and Ford as we all know have a very strong industry reputation as well as millions of loyal and faithful followers and owners of their vehicles; however, these two giants of the automobile industry had two of the most publicized cases in modern day history.

A COMPARATIVE STUDY OF BUSINESS STRATEGIES BETWEEN KOREA AND JAPAN: A CASE OF ELECTRONICS ITEMS BETWEEN SAMSUNG AND SONY CHOONG Y. LEE * *Daniel Froes Batata, Ha Sook Kim, Gladys A. Kelce College of Business, Pittsburg State University, Pittsburg, KS 66762, U.S.A. ABSTRACT Sony, one of the world‟s most prominent companies in the electronics industry from Japan, has dominated the markets from all over the world for a long time since 1970s. Over the last decade, however, it has faced challenges to maintain its growth. Although sales levels have been relatively steady over the last decade, its profitability has gone from approximately eight to almost zero percent in 2009. Concomitantly, Samsung Electronics from Korea has successfully overcome

In my conclusion, I would like to emphasize that SAMSUNG has a quite distinctive way to carry on its business. From the part of visible aspects, it has a different way to build up its image by emphasizing the blue color, while other competitors such as SONY and APPLE focus on the shape of logos to do the same thing. From another aspect of organizational culture, the invisible aspects, we can find its effort to be adjusting well to a society where the organization affects. It tries to contribute its profit to the society by offering an educational service, a welfare service and even some public performances and so on. Although, it has been obvious that such a large co-operation company like SAMSUNG has a responsibility to contribute its profit to make the society better, SAMSUNG`s profit contribution policy is very well-organized so, it can be a very own aspect that SAMSUNG has. Lastly, its managerial structure has an incredibly unique way to communicate to each other and get a new idea from people. It has a very strict hierarchical structure that is carried out by people in the organization all the time, but