Samsung Strategic Management

Utilizing its vertical integration, it is able to keep the costs down while also coming out with highly innovative and differentiated products, through massive spending in R&D. Samsung’s expertise in voice/data convergence, wired, wireless communications and core network technologies has produced a family of ground-breaking business communications solutions that are redefining the rules of the game. The brand loyalty is reasonable in the mobile handset market and so it can be said that switching costs for customers are reasonable. In this sense, for Samsung, it is possible to differentiate the product, switching costs for customers are reasonable, and there is huge potential for cost reduction from economies of scope.

The appointment of Yun Jong Yong as president and CEO of Samsung in 1996 was symbolic to the beginning of the organizations transition from its previous business level strategy of cost-leadership to its now successful implementation of differentiation. Before refocusing the direction of Samsung’s strategy it was originally making most of it’s profits producing lower-priced appliances that cost-conscious consumers were more likely to pick up if they couldn’t afford a higher priced brand (i.e. Sony or Mitsubishi). Also during that time Samsung has established itself as a low-cost supplier of various components to larger and better-known manufactures around the world. Although the organization was profitable at the time the over-all cost leadership strategy implemented by Samsung was positioned to be vulnerable to future external threats that could send the company belly-up.

The core competencies of any firm is to satisfy the customer needs and preferences so that it can gain more returns. This is achieved through change of business strategies to those which enable the firm become competitive through exploitation of core competencies in the individual products and services. Such strategies place a firm in a leader position in the industry it operates in relation to competitors as well as the five competition forces. To maximize profitability and boost competitiveness in the mobile phone and Smartphone industry, Apple and Samsung should employ strategies that ensure that they reach more consumers in the emerging markets.

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.

Samsung, Name that people often heard, the business conglomerate that help the advancement of technology to the current day, their product can be found almost everywhere, home, street, offices, schools, it also can be found inside some peoples pocket. According to the recent report by Kristin Stoller (2017) Samsung has achieved 2nd in “The World's Largest Tech Companies 2017” surpassed by their technology rivals Apple. However, Samsung did not get their ‘Business conglomerate’ title from Information technology, in fact they started as trading company with a budget of 30.000 KRW up to now, they currently know with their huge role in the mobile phone race with their rival Apple. Their growth is proving of successful marketing strategy that leads them to become a business tycoon.

Samsung products range from mobile devices, TV, audio and video, home appliances, cameras, PC and peripherals and print solutions (Samsung 2014). This essay will predominantly look closely at Samsung’s mobile phones market.

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.

Its main marketing strategy is the key to evaluation. Samsung rapidly creates new gadgets that would satisfy the need of customers and for several years Samsung has never failed in this

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

This business tool is used as a strategy to explore the macro environment of Samsung and identify how future trends in the political, economic, social, technological, environmental and legal environments might have impacts on their organisation on a global scale.

Samsung has some similar advertising strategies to many of the other top competitors in the tablet industry. They try to be a company that offers innovative technology and great design. They want to be the innovators and differentiators. Their tablet have options to use Wi-fi or 4G, sizes that range from 7” to 12.2” and their average, more advertised, sizes being 8” and 9.7”, prices that range from under $200 to $600, storage 16GB to 64GB, processor of 1.2 Ghz to 2.3 Ghz, memory options of 1GB to 3GB, and colors in black, white, and gold. Many of these qualities and options are offered by the other competitors in this industry. These types of things have almost become a basic component to have with the technology, and no longer is it seen as innovative. Some of Samsung’s other components that their tablets have that keep them near the top of the competitors is their ability to have their tablets connect to their other

Utilizing its vertical integration, it is able to keep the costs down while also coming out with highly innovative and differentiated products, through massive spending in R&D. Samsung’s expertise in voice/data convergence, wired, wireless communications and core network technologies has produced a family of ground-breaking business communications solutions that are redefining the rules of the game. The brand loyalty is reasonable in the mobile handset market and so it can be said that switching costs for customers are reasonable. In this sense, for Samsung, it is possible to differentiate the product, switching costs for customers are reasonable, and there is huge potential for cost reduction from economies of scope.

Samsung truly caters to their consumers by making product consumers use for everyday life. Samsung continues to maintain brand loyalty with consumers

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.

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.