Strategy to Make Samsung Profitable

Company has established an effective relationship with its stakeholders and treating everyone through diverse techniques. Samsung is periodically meeting the demands of its shareholders where significant judgments are made and problems are discussed. For instance, strengthened compliance management organization has started and operated a healthcare study center. Company has a direct connection with their consumers and employees through making client satisfaction surveys to make a healthier costumer relation service. It also is creating employee surveys that made the company to improve the work shift system to reduce work ours. Samsung has also contributed in government policy formulation, which assisted to make an Energy management system that decreases its energy consumption by 10% (Samsung.com (3), 2015).

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)).

In this TMA I'm going to discuss the strategy of two firms. The first one is Samsung which provide a strongly performance and on the other side Nokia which is performing in a weak way. By choosing Samsung as a firm that performing strongly we have to discuss its structure. Any organization has to set the main points of structure and its key point to develop a successful organizational structure. As Samsung set its main points as the size of the company, the type of the industry performance and the marketing strategies. Also Samsung set the key points as the division of labor, span of control, departmentalization, formalization and chain of command. By discussing the key element it shows the structure of the firm as the first element is formulization which the way the firm is guided by culture, rules and lows. Moreover at Samsung electronics allow the employees are divided into levels and all of run hair to the decision of the manager without any challenges. The second key element is that the structure of Samsung electronics is centralized which means that the lower level managers do not have the power to take decisions. The decision making process is produced from the tow level managers passing through the ground level of mangers. Which that the decisions which are taken are well combined the goals and objectives of the company by avoiding any risks. Moreover Samsung has a large degree of span of control. Span of control is the number of

This reflection is about „The Paradox of Samsung’s Rise“ written by Khanna, T. Song, J. and Lee, K. published in The Globe in 2011 pp. 142-148 and the challenges Samsung overcame to become a successful company over a brief period of time.

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.

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

A strategy is method by which a company is run in order to generate revenue. Whilst investigating strategies by which companies run, Samsung Electronics Company (SEC) can be considered for a case study due to its remarkable market share, brand reputation and global positioning. Samsung Electronics Company (SEC), founded in 1969 as a member of the Samsung Group, is the largest manufacturer in Korea, with a sales turnover of $23.9 billion in 1997, and accounting for 32.8 percent of the total output of the electronics industry. In investment, product development, marketing, and technology development, SEC has played the leading role in expanding the frontier of Korea 's electronics industry. The case study can be enlightening to many

Samsung Electronics Co. Ltd is Korean international business, productions a wide-ranging of product; involves computers, mobile phone, digital TVs etc. Main fear of company is that it completely depends on

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

Further development of the enterprise depends on way it performs under outer factors of the market. Regarding Porter’s model of business competition forces, the company’s position is analyzed throughout five aspects (Mind Tools Editor Team, 2016). There is a significant threat of the new competitions as this company is not the only retailer company in the world of electronics and gadgets. Buyer's’ behavior defines the future effectiveness of the company as it mostly depends on the way representatives of the target market are ready to buy top-notch products by Apple and Samsung.

The internationally recognized South Korean electronics company, Samsung Group, is accredited in the Fortune global top company but 2.5 decades prior, the company was initially just a small domestic grocery store (Samsung, 2017; Lifewire, 2017). The company’s product quality, design, pricing, and technology has not always been known as it is known in the past decade. Founder, Lee Byung -chull, diversified his products from food, textile, building, wool, insurance, security, retail and finally to the success of electronics in the 1960s; before becoming one of the top five most powerful Asian company in the world. Samsung’s history is particularly longer than most companies but the development towards their success is intriguing; revealing multiple setbacks including the Korean War, and a long-occurring transformation before championing one of the best products in the electronics industry. Eventually, Samsung reached global success, and through the Asian Tortoise Route, the brand Samsung has become a prominent face of South Korea. The Asian Tortoise Route was pioneered by Japanese companies namely Toyota, Honda,

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.

Western importers sought cheaper manufacturers and found them, indeed, in China whose currency was depreciated relative to the dollar. The report will address the corporate re-alignment by Samsung in order to ride out the economic filtering of the region in which it was operating. [1] Entry Mode and Rationale behind Choice Pre-1997 Asian Economic Crisis: Initially, in 1992 Samsung adopted the strategy of a wholly own subsidiary (WOS) as the mode of entry into China. Samsung opted to expand its production of consumer-electronic good in China as a WOS

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.