Strategic Management : Samsung Case

Samsung served as the manufacturing industry and international company analyzed. Samsung has been in business for over 70 years and manufactures products for diverse markets, including: digital media, high -tech electronics, home appliances, information technology and telecommunication. Samsung's motto is to "inspire the world and create the future" by leveraging three key strengths: new technology, innovative products and creative solutions.

Customer Value is ‘the performance characteristics, features and attributes, and any other aspects of goods and which customers are willing to give up resources’ (Robbins, Bergman, Stagg and Coulter, 2012). This broad definition highlights the fact that there are multiple aspects that contribute to create a sense of value within the customer.

Business Model Canvas 1. Customer segments: for whom do we aim to create value? Who are our most important customers? Segments and target. Roxanne Having a healthy lifestyle is becoming more prevalent throughout society.

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.

For any business to successfully add value they either do so through lower costs or superior benefits to the consumer by offering product differentiation (Singh 2012). Samsung was a late starter into the smart phone industry, while, this has not prevented them from successfully positioning their product at the forefront against those offered by their competition such as Apple. Gary Armstrong (2011) defines a product’s position as “the complex set of perceptions, impressions and feelings that consumers

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 evolution of the world has left nations with an ever changing business environment which keeps companies on their toes.With the technological advancements as well as changes in demographic, many companies have to rapidly change the way they react to these changes in order to stay relevant in a competitive environment (Jovanović, 2015). Samsung has adapted to today’s business through adopting Western business practices into its Japanese system as well as digital technology(Khanna, Song & Lee, 2011).The role of management in today’s industry has rapidly changed from the role of a manager imposing restrictions to an organisational tool, not only for a company but personally as well (McCrimmon, 2010).Management system used in Samsung during the S-level recruitment program proves the importance of managerial ranks as well as an organised system(Khanna et al, 2010).

There are some key value propositions such as value for money, thorough understanding of client business needs, nurturing customer relationships, delivering operational excellence and supporting their strategy through IT enable business solutions to give the clients the competitive advantage.

Samsung Electronics philosophy is to impact its heritage of technology innovation to change our societies and human life, and to provide new chances to more people by taking care of the environment for the upcoming generations. According to this philosophy, they established three strategic ways for pursuing corporate

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 electronics has come a long way from being the world’s leader in semiconductors to becoming a top competitor in the mobile handheld industry. Samsung’s dynamic capability frameworks and resources allowed the company to gain competitive advantage and achieve growth in many different markets. Some of these capabilities and resources that led Samsung’s success include; the ability to recognize opportunity through a visionary management team, intense acquisition of technology and learning, product and process innovation, a fluid manufacturing and assembly system and the ability to develop partnerships and joint ventures.

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.

Samsung has several competitive strength which has allowed the company to become the leader in many markets (Kotler, Keller 363). Their first strength is utilizing an abundant portion of their revenue towards R&D. Spending 40 billion dollars has empowered Samsung to grow their organization by innovation (Kotler, Keller 363). These innovations provide Samsung with a pioneering advantage. For instance, they were the first company to launch a “cell phone with an MP3 player”, (Kotler, Keller 363). In each of their innovations, Samsung has benefited immensely and helped strengthened the organization. Moreover, this research helps the company to prepare for the future and helps combat the inevitable market decline. R&D assists in forecasting future demand and future needs. They can assess the current trends and make judgments about what is to come. Thus, they can determine what products need to be modified by assessing which products are declining in their life cycle. However, R&D is not the only competitive strength Samsung has. Being the “global leader in making both the components for electronic products and the actual devices sold to consumers” has provided Samsung with a large competitive advantage. Essentially, Samsung is able to control their competitor and shape their competitive environment through the types of components they create and the prices they sell it. Likewise, these components significantly help Samsung. Having complete authority of their supply chain and manufacturing process allows Samsung to maintain lost costs, cater to several needs, make alterations quickly, and swiftly develop products new products (Kotler, Keller 363). This process makes it easier to create modifications and stimulates demand. This is especially helpful when the product market begins to decline. In general, the main competitive advantage here is Samsung is able to monitor the product’s entire processes, which makes it easier to innovate and stimulate growth. Furthermore, considering Samsung’s well established and trusted brand name, any new innovation they launch is much more likely to be accepted because consumers already know, love and trust their brand. Samsung is the triple threat, they are innovators, they have

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

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.