Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Samsung Presentation

61.508 Aufrufe

Veröffentlicht am

Samsung Case

Samsung Presentation

  1. 1. Samsung Electronic Company<br />UlugbekKurbanov<br />Andrea Cirillo<br />Pietro Migliori <br />Ignazio Di Biase<br />Alessandro Monda<br />Emanuele Gasparini<br />23/04/2010<br />
  2. 2. Agenda<br />Part 1. Company’s Overview (Slides 3 – 8)<br />Part 2. SEC’s Market Position (Slides 9 – 15)<br />Part 3. Company’s Success (Slides 16 – 21)<br />
  3. 3. Samsung History (up to 1999)<br />Samsung is a Koreanfirmborn in 1938 as a company thatdealtwithgreengrocery and driedfish<br />In 1969 SEC (Samsung Electronic Company) wasfounded<br />In 1970’s itenteredinto semiconductor business<br />In 1980’s the Samsung TelevisionDivisionwasbuilt<br />In 1997-1999 AsianCrisis (Motor and Aircraftdivisionswere sold)<br />
  4. 4. Ingredientsof corporate TurnaroundStrategy<br />Becoming a world knownbrand (over 200 countries) by:<br />R&D (investing on scientifictalents)<br />Innovation (newdigitaltechnology)<br />Customization (newproductseveryyear)<br />New allocationof marketing resources (M-Net)<br />
  5. 5. Historyof Samsung (after 1999)<br />Kim became the executive vice-presidentof global marketing<br />In 1999 the GMO (Global Marketing Operation) wasbuilt<br />Between 1998 and 2003 about 36$ blnfornew chip factories and TFT-LCDswereinvested<br />In 2005 Samsung became the worldwideinvestor in semiconductor business overcoming Intel aswell<br />In 2006 a joint venture with Sony forLCDspanelswasestabilished<br />
  6. 6. Marketing Implications<br />Changeof the internalperceptionof Marketing<br />Division in threeStrategyTeams: Marketing, Regional and Product<br />MDC: a newinitiativetodevelopnewproductsclosertocustomers<br />Increaseeffortsfor advertising campaignwith the slogan “DigitAll-Everyone‘s Invited”<br />Strong sponsorshipactivities (i.e. Olympic Games, Football Teams and The Matrix Reloaded)<br />
  7. 7. Marketing Implications<br />SEC alsodevelopedsponsorshipswithstylists, suchas Giorgio Armani<br />The Matrix reloaded<br />http://www.youtube.com/watch?v=xuIE1MRGlxU<br />
  8. 8. M-NET software<br />Itis a programtoanalyzepastresultstounderstandwhich are the mostprofitableopportunities<br />Budget reallocationthrough 3 opportunities:<br />Reduce overspending (suchas in North America and Russia)<br />Identify high growthpotentialareas<br />Deletemisallocation in products<br />Improvements in management incentives<br />
  9. 9. ProductsBreadth<br />Samsung differentiatesfromitscompetitorsbyprovidingdifferentcategoriesofproducts<br />
  10. 10. ProductsBreadth<br />http://www.youtube.com/watch?v=7IMP722pMd4<br />
  11. 11. SWOT analysis of SEC<br />Strengths<br />Threats<br /><ul><li>Ability to refresh product line
  12. 12. Manufacturing as a core competence
  13. 13. Strong Positions in emerging markets
  14. 14. Obsolete products
  15. 15. Hardware & mobile brand
  16. 16. Risk of cannibalization
  17. 17. Digital convergence
  18. 18. Patents loosening
  19. 19. Huge R&D investments
  20. 20. Product breadth</li></ul>Opportunities<br />Weaknesses<br /><ul><li>Weak customer perception in western world
  21. 21. Outsourcing of non-core activities
  22. 22. Lack of deep customer segmentation
  23. 23. Reallocation marketing budget
  24. 24. No Software and Content oriented
  25. 25. Excessive Vertical Integration</li></li></ul><li>Competitors <br /><ul><li>Since SEC was a pioneer in manufacturing TV displays, in both of these categories the Company is a market leader.
  26. 26. SEC was the first mover in the LCD research field and it introduced 52-Inch-Flat -Screen</li></li></ul><li>Competitors (cont’d)<br />In the cell phone, industry SEC has grown fast despite its merely higher prices<br />SEC has significantly cut down costs for Chips manufacturing: SEC’s chips can store 3 times more information than Intel at the same price<br />
  27. 27. Buyers and Suppliers<br />Due to high vertical integration the bargaining power of suppliers is very low: in fact manufacturing is a core competence<br />Thanks to customization SEC’s prices are higher than average. Bargaining power of buyers is therefore low.<br />
  28. 28. Threat of entry and Substitutes<br />Barriers to entry in the digital industry are high, since enormous initial investments are required, particularly in R&D area<br />Analog technology is a substitute: it implies much lower costs however, nowadays, this has become obsolete<br />
  29. 29. Brand Positioning<br />SEC has changed from a “cheap OEM” to a “High value-added products provider”<br />Thanks to new marketing strategy, the SEC started to benefit from higher margins, exploiting its own brand name<br />Due to unique Brand Image, SEC is discovering new horizons <br />
  30. 30. Brand Positioning<br />
  31. 31. SAMSUNG vs SONY<br /><ul><li>Focus also on S/W
  32. 32. More orientedtoyouth market (ex: videogames)
  33. 33. Perceivedas a leader</li></ul>Focus on H/W<br />Highertechnologicaldiversification<br />Perceivedasaninnovator<br />
  34. 34. Top 10 in the world?<br />Samsung couldbeabletoovercome Sony<br /><ul><li>Wider portfolio ofproducts
  35. 35. Innovation & diversifiedtechnology
  36. 36. Top 10 in the world seems a toodifficult target toreach
  37. 37. Intensive competition
  38. 38. Low customerperception: “It’s notenough just tobeknown, youhavetobeloved.”</li></li></ul><li>Kim’s role and responsibilities<br />Kim’s roleistobuild company’s brandimageacross 200 countries<br />Internal marketing education<br />Developmentof career pathstoattracttop-qualitymarketers<br />Head of GMO (Global Marketing Operations) <br />Developmentof marketing plans<br />
  39. 39. Keys of Kim’s success<br />
  40. 40. That’s allfolks!!!<br />Alessandro, Andrea,Bek, Emanuele, Ignazio, Pietro<br />

×