Samsung

Comparative essay: vs. Samsung phone Technique: Point by Point In the 21st century, the smart phone has already become an indispensable instrument in human life. Human beings rely on smart phones in recording everything in their daily life. There are different smart phone manufactures all around the world such as Samsung, Apple, Nokia, Motorola and so on. Among the smart phone manufacture, the Apple and Samsung smart phone manufacturer are the leader in the smart phone world. Thus, the products from these two manufacturers are famous among the users, such as the Apple iPhone 5 and the Samsung Galaxy Note 2.

Therefore, when we decide to buy a smart phone on either Apple iPhone 5 or the Samsung Galaxy Note 2, we should consider several aspects of the smart phone such as the design of the phone, the camera aspect, the life of battery can stand, call quality and the interface and function of the smart phone. First, we touch about the fabulous design of both the phones. The latest debuted iPhone 5 has created an entirely new design that thinner and lighter than the iPhones before. It is just 7. 6 millimeters amazing thin and weighs 112g that made out of glass and aluminum.

Moreover, its 4 inches screen is palm-friendly and easily to operate with just one hand. It is not only comfortable you can say about the phone when a crystalline diamond is used to cut the chambers which give the beveled edge wonderful sheen, it makes you gorgeous even when you hold it. On the other hand, Samsung Galaxy Note 2 is much bigger than iPhone5 that is 5. 5 inches screen, 9. 4mm thin and 180g weight. It offers perfect and fantastic viewing experience just like cinema like-viewing. As for one-handed operation, it is not impossible.

It provides ways to scooch the on-screen keyboard or the dialer which iPhone5 cannot be beat. Besides, it has a non-unibody chassis that allow us to easily swap SIM cards, batteries or expand storage via a microSD slot. Since the design of the phones is incomparable which means they have their own unique design, we would like to compare other features on both of the phones. By comparing the camera of iPhone 5 and Samsung Galaxy Note II, the iPhone 5 mostly takes care of everything on its own. The iPhone 5 has a fast HDR mode and a new option for panoramic photos, which up to 28 megapixels.

The picture quality of iPhone 5 has high levels of details and good colour representation, without excessive noise. The iPhone 5 can manage scenes with high dynamic range better, and it also sports more constrast in its pictures, making them more visually appealing. The 1080 videos of iPhone 5 and the Note II exhibit the same great amount of detail and crisp focus as the still scenes, with 30fps inside and outdoors. The iPhone 5 footage comes with higher contrast, and looks less washed out under bright sunlight.

For the Note II, it offers most major options like face/smile recognition, Panorama, HDR, low light mode and many others. It also has an abundance of scene and focus modes, as well as number of colour effects. The picture and video gallery on Note II split the screen with folders on the left for faster navigation and has richer editing capabilities built into it. The music players on both devices also offer tune categorizations and minimalistic interface. Note II offers more functions via sound modes and equalizer. Note II also has an FM radio.

Both handsets also have excellent quality of loudspeakers, but the iPhone 5 unit sounds a tad fuller and clearer. The interface and functionality of these two phones run different operating system, which the Apple iPhone always run on iOS system, and now the iOS is updated to the version iOS 6 while Galaxy Note II runs the latest version of android system that is Android 4. 1 Jelly Bean. Android also offers plenty of customisation on the home screen and users can utilize widgets, custom launchers, custom keyboards and more.

Android also doesn’t have to rely on iTunes for content synchronising and transfer and the iPhone 5 has the traditional grid of icons and everything else is pretty much neatly tucked away under settings. In terms of customisation, picking a wallpaper and ringtones can be used. Moreover, the processors and memory inside these two phones are different too. Apple using manually designed with 1. 3 GHz dual-core A6 processor with its own core architecture, while the Galaxy Note II is equipped with a quad-core at 1. 6GHz.

The Note II can do multitasks efficient than iPhone 5. Besides that, the performance of the two phones also is depended on the user how to function it. Furthermore, the iPhone 5 has 1 GB of RAM, while the Galaxy Note II has 2 GB of the thing, and both have the basic versions starting with 16 GB of internal memory, going up to 32 GB or 64 GB variants. The Note II, however, sports a microSD slot for cheaper storage expansion. In overall, the interface and functionality of Samsung Galaxy Note II is better than Apple iPhone 5. In contrast on the attery task, the Note II has the largest screen ever placed in a phone, and also the battery match with a 3,100 mAh unit tucked in neatly into its large body. It is rated for 35 hours talk time in 2G mode and 16 hours of talk time in 3G mode, and furthermore more than a month of standby (up to 890hours). However, the iPhone 5 has a 1,440 mAh battery, and is rated for 8 hours of talk time in 2G and 3G mode. Both handsets will deliver more than 10 hours of browsing or video watching on a charge, which are excellent results.

On the other hand, the similarity of these two smart phones is discovered by smart users. There is an aspect that quite alike, which, aspect on calls quality. In the aspect call quality, both iPhone 5 and Note II carrying remarkable call quality, with loud and clear voices in the earpiece, even clean sound relay to the other end. The noise-cancelling do a very good job of weeding out the background noisy, with the iPhone 5 sporting a tad better sound capture probably thanks to the tri-mic setup it has going on. In a nut shell, the two phones functioning well in call quality.

In conclusion, both Apple and Samsung products, Apple iPhone 5 and the Samsung Galaxy Note 2 have their own advantages and disadvantages. Thus, it falls upon the user to compare the similarities and differences between Apple iPhone 5 and the Samsung Galaxy Note 2 such as the design of the phone, the camera aspect, the life of battery can stand, call quality and the interface and function of the smart phone before buying the smart phone. Moreover, it’s also depending on the need of the user on the aspect. A- Group members: See Li Min Tan Sheue Ley Tan Siok Ying Chan Yi Qi Pei Leng

SAMPLE MARKETING PLAN FOR SAMSUNG 3D TV “Inspire the world, create the future. ” 1. 0 Executive Summary Samsung Electronics has proven to the business world that they are one of the most prestigious technology companies in the industry. With more technology advancements than our market can handle at this point and time, Samsung has paved the way for the future in electronics. One of the most popular new “toys” in the market today, is the unbelievable 3D TV. The first 3D TV was launched in March of 2010, and has already had a major impact on the market.

Samsung dominated the market, controlling nearly90% of the total share. Samsung’s product, the 9000 series TV, is incomparable to competition with its ultra-thin screen, measuring only 0. 3 inches in width. The 9000 series also comes with a full color spectrum that makes for an incredible viewing experience. 2. 0 Situation Analysis Samsung’s current strategy in the 3D television market is to seize a dominant market share while the market is being pioneered and to maintain the majority market share throughout the stages of the 3D television life cycle.

With the recent release of 3DTVs into the market in early 2010, the product is still considered to be in the introduction stage of the product life cycle. While Samsung introduced its new slogan, “Inspire the world, Create the Future,” the company’s strongest emphasis in the last two years has been on convergence and integration. Samsung has re-organized their corporation to encourage cross-pollination and innovation. This is demonstrated by the progressive approach to the market that Samsung has taken, acknowledging the lack of immediate growth in the market, and innovating to prepare for the potential growth in the market.

Targeted Segment With the development of 3D TV technology, Samsung’s target market is easily identified as the Early Adapter. An early adapter is a consumer who has a very quick rate of diffusion, the rate at which the market accepts a new product or product idea. One Strategy Analytics Survey identified “Cube Tubers” as the most likely consumers of products available in the 3D TV market. “Cube Tubers,” are twice as likely to express interest in receiving 3D TV programming at home. These consumers represent a rather small eight-ten percent of the overall population.

They are most likely young, mid-twenties to late thirties Caucasian males, educated and married. They seem to be the most likely candidates to show interest in buying the newest generation of the television market. Along with the “Cube Tubers,” the broader target market tends to be families with young children. The target audience for 3D TVs will mostly be found in or near bigger cities. These locations must be considered the prime market areas due to the likelihood of the availability of 3D content in urban areas rather than away from cities in the more technologically constrained rural areas. Competitive Analysis . Sony cooperation 2. Mitsubishi Inc. 3 . Panasonic Inc. 4 . LG Electronics Inc. 5 Vizio Inc. 1 Sony Corporation Sony is a Japanese company that uses web advertising as a dominant feature. They offer different videos and PDF documents on their websites to help customers understand their business. When typing into Google, Sony does not come up first, however, Best Buy was one of the leaders, who sell Sony TV’s. Sony finds itself in the top five of the market share of the previous trends of the television market, usually in the top three until recently being bumped down to fifth recently in the FPTV market. Mitsubishi Inc. Mitsubishi Inc. is also a Japanese company with a Very , and a marketing theory that anything is possible. They Aim to release their 3D TVs mainly through private company sales rather than in nationally acclaimed retail stores like most brands. Mitsubishi has continued to use and perfect DLP technology, created by Texas Instruments, while Samsung has moved on from DLP and has released some beautiful Plasma, LCD and LED 3D TVs.

Mitsubishi’s difference is in its picture quality, although DLP offers great picture quality the technology has many drawbacks such as bulb replacement and interior cleaning to maintain picture quality that hinder consumers from buying their product. Mitsubishi is the most recent follower of trends by recently adopting the Smart TV idea and integrating Internet connectivity into the unit. .3 Panasonic Inc. Panasonic, another Japanese company, is another competitor finding its way to the top three market shares in the TV market.

Panasonic aims to be the No. 1 Green Innovation Company in the Electronics Industry by 2018, the 100th anniversary of their founding. After Samsung initiated an unexpected price war with Panasonic at the opening of the 3D market, they announced an expectancy to miss sales targets for the first year. Demonstrating Samsung’s sound knowledge of good pricing strategies keeping competitors on edge. Panasonic’s premier 3D product differs in the backlight composition, opting to use plasma for the opening of the 3D market. LG Electronics Inc.

LG Electronics is a Korean company. LG Electronics Inc. , ranking as the world’s second-largest maker of flat-screen TVs, said it aims to strengthen its presence in the burgeoning 3D TV market, seeking to grab a share larger than its target for the liquid-crystal display (LCD) TV market. LG is eyeing 25 percent of the global 3D TV market this year, which amounts to 950,000 sales based on an annual market forecast of 3. 8million units. That compares with LG’s 15 percent market share target for LCD TVs, or 25 million units. LG had focused on the mass market.

Initially LG’s objective was to create footprint among the sizable middle class, and other than its aggressive pricing, little to distinguish it from other consumer durable companies. 5 Vizio Inc. Vizio is a market share leader in the industry, but its claim to success is in its ability to follow technology and market trends. Vizio’s vision is to be the industry leader in consumer electronics by consistently delivering the latest technologies at the most affordable price. Vizio has developed cost efficient production methods that allow them to undermine the quality of the products slightly and the price for what they sell at significantly.

SWOT Analysis Strength A. High Quality Innovative Products – Brand Prestige Samsung’s 3D TV market products lead the industry as they have pioneered the launch of the new market segment in early 2010. Samsung’s LED TV product line has earned the prestige of the best picture quality available in the market by Consumer Electronics Reports. Those very products are also leading the way in innovation in the way of style and appeal to consumers, as Samsung released the 9000Series, which is the thinnest 3D TV available at . 31 inches.

Samsung is a strong corporate brand known for its quality products and advanced technology use. The brand prestige that Samsung looks to carry over from the LED, LCD and Plasma markets, hoping consumers will easily identify the brand and associate it with it high quality products from an organization dedicated to providing market leading products. B. Availability of Resources Samsung recently transferred 300 engineers from their very prominent semiconductor business unit within the organization, and established a new television business unit.

The relocation of these engineers has allowed SE to develop market products far beyond the technology and innovative capacity of competitors. C. Constant Focus on R;D Samsung Electronic has been regularly strengthening its research and developments (R;D) function. The company devotes significant resources and attention to develop consumer-preferred products with innovative and distinctive features. It is evident from the fact that, the company invested approximately 5. 0% of its revenue in R;D activities over 2008 and 2009. 2 Weaknesses

A. Lack of Association with 3D Gaming Content Unlike SE’s competitor Sony, Samsung does not have a direct association with content provider for 3D gaming. Acknowledging that the 3D gaming segment will account for a substantial market share, one could infer Sony’s association with gaming consoles like PlayStation as a competitive advantage over Samsung. B. High Quality, High Price Understanding SE prides itself on having very high quality products, one can infer that SE can justifiably charge the highest price for those renowned products.

To maintain a dominant market share as the market for 3D TVs expands, SE’s establish target consumer will have to expand. With the target consumer established economically as the upper level of the middle class and all levels of the upper class currently, the target will have to expand to incorporate all members of the middle class. 3 Opportunities A. Strategic alliances that enhance the company’s product offerings Samsung Electronics has entered into strategic agreements with some of the well-known companies of the world in the recent past.

For instance, during June 2009,the company signed a patent cross license agreement with Toshiba for semiconductor technologies. Toshiba is the leading player in the NAND flash memory market with thousands of patens under its name. Toshiba is also in the forefront of innovations in this product category with several new technologies under its credit. By signing the cross licensing patent agreement with Toshiba, Samsung Electronics continues to have access to important NAND flash process technology as well as multi level cell flash memory design IP relevant for future NAND flash generations.

B. Partnership to access 3D gaming content Establishing a partnership with a company in the video game industry would be ideal to increase the amount of 3D gaming content. Although this segment of the market is currently minimal, the surplus of content could influence consumers so that the segment could increase. A partnership with a company like Microsoft could have an impact on the market greatly. The timing of this opportunity would be immediately, the sooner the partnership begins, and the sooner the content could be produced, presenting an opportunity for the market to expand. . Threats A. 3D Gaming Market – Sony The fact that Sony offers the PlayStation gaming console, they have a foot in the door with the consumers who have interest in 3D gaming, which could potentially represent a significant share of the market. Sony’s PlayStation is the first gaming console to launch 3D gaming content. This relationship between the two products allows Sony to sell both products together at a discount offering not only a product to view 3D content, but also a gaming console with abilities that allow consumers to play3D games.

-BATTLE OF THE GIANTS Samsung and Apple are the two biggest smartphone companies with a combined market share of more than half the global smartphone market. Every year both the companies bring in new innovations in their smartphones, which greatly increases their smartphone sales. But in today’s market where there is cut throat competition it is given that each company will try to outdo the other in every possible manner.

Hence I would like to discuss the fierce battle raging between these smartphone giants-Samsung and Apple. Apple created a boom in the smartphone market by launching the iPhone, which had more features and was the most advanced smartphone at that time. The company made a huge profit and Apple became a household favorite. But with the rise of competition and the growth of Asian giant –Samsung, Apple’s success was not to last forever.

Samsung came up with the Samsung Galaxy S smartphone with identical features as that of the iPhone and slowly but steadily the sales of Samsung smartphones rose. Over the years there have been many new versions of the Apple iPhone and the Samsung Galaxy smartphone series and to surpass each other both these companies have been guilty of imitating the technologies used in their smartphones and have also filed for various lawsuits against each other.

Samsung has been accused by Apple of violating patents and: – 1) Copying their icon arrangement display pattern. 2) Accused of imitating the iconic iPhone’s shape which in official terms is called as “tradedress”(e. g. smartphones resemble the iPhone 3g and iPhone 3gs in shape). [One such example of tradedress is that Apple on conducting a survey with “BestBuy” found out that there were many people who returned the Samsung phones because they thought they were iPhones.

This Apple accuses was Samsung’s strategy for increasing their smartphone sales against the iPhone and also to tempt buyers into buying Samsung phones which look identical to iPhone] 3) Imitating features like “double tap” to zoom, “pinch and squeeze “ to zoom and the “rubber-band” effect. On the other hand Samsung has accused Apple of: – 1) Using Samsung’s 3G technology in their smartphones without a legal permit from Samsung. (Apple uses this technology on millions of phones) 2) Use of E-mail in a camera equipped phone. ) Multitasking in the mobile device. Hence by weighing the claims of both these companies, in my opinion, Samsung tried to ape the specific look and feel of iPhone to increase its sales. However, this is not the only reason that translates directly to lost sales on apple’s part-from price to carriers. To sum up, the software patent claims made by both the companies seem pretty baseless to me and I strongly feel there needs to be some kind of protection for genuine innovation. References: – www. businessweek. com www. ibtimes. com www. forbes. com

Contents I. Introduction – Executive Summary:2 II. Critical Success Factors4 1. Wise R&D Strategy:4 2. Strong intellectual Capital:5 3. Self-weakness recognition5 4. Effective Supply Chain Management7 5. Effective Marketing Strategy:8 6. SAMSUNG’s culture and leadership:10 III. Conclusion14 References:15 I. Introduction – Executive Summary: Electronic products now are the necessary part in household and they provide the conveniences make living of people better. However, the awareness of people now progressively has improved, lead to the higher expectation in quality of products.

It provides both opportunities and threats for electronics companies. SAMSUNG is the company which seized the opportunities to growth from small export business to world’s leading electronics company, which specializes in digital appliances and media, semiconductors, memory, and system integration. SAMSUNG was found on 1st of March, 1938 by Byung-Chull Lee in Taegu, Korea with only 30. 000 won. At the start, SAMSUNG focused primarily on trade export, agricultural products such as dried fish, vegetable and fruit to Manchuria and Beijing.

https://phdessay.com/the-distribution-strategy-of-samsung/

Within a decade, SAMSUNG owned flour mills and confectionary machines became a co-operation in 1951. From 1958, Samsung began to broaden into other businesses such as financial, media, chemicals and ship building during the 1970’s before it specialized in electronics manufacturing and continued expand their business on global market in 1990. In 1997 the majority of Korean businesses got smaller in size and Samsung was no exception. They had to sell and dropped some businesses to reduce debt and cut employees down lowering personnel by 50,000.

But they managed to control that situation and continue to grow after restructure old businesses and enter the new ones with the aim of becoming one of the world’s top five electronics companies. Adapt with the changing tech world, SAMSUNG gradually became the famous name in electronics markets and now over more than 60 years, SAMSUNG becomes market leader in electronics market when it has market share in almost countries in the world, especially in Asia, the largest market of SAMSUNG.

For examining the Critical Success Factors (CSFs) of the multinational corporation, SAMSUNG would be rather useful. It is essential to indicate the following Critical Success Factors of SAMSUNG that were in fact implemented to corporation’s strategy as main precedence in the long-term to become the leader in markets. ?Wise R Strategy ?Strong Intellectual Capital ?Self-Weakness Recognition ?Effective Supply Chain Management ?Effective Marketing Strategy ?SAMSUNG’s culture and leadership

Sharp’s third-quarter results showed a very disappointing performance. The company reported a ¥ 249. 1 billion ($3. 12 billion) loss. Moreover, it is forecasting a ¥ 450 billion, or $5. 6 billion, a loss for the fiscal year through 2013. Apparently, the company is burning through more cash than it is generating and having difficulty in securing short-term financing. Also, the company is considering selling some holding in other companies and office building in Tokyo.

Furthermore, it’s thinking to sell television assembly plants in Mexico and China, which would reduce its payroll by 3,000 jobs, added to the 5,000 positions assigned for layoff earlier this year. The company has decided to cut the current Sharp’s payroll by 14%. In addition, Sharp’s shares are down 75% this year. This paper will conduct a situation analysis of the internal and external environment of Sharp’s weak performance. It will also summarize the primary causes of the company’s weak performance.

Internal Analysis of Financial Problems

Currently, the company faces two problems: it is under pressure to reduce interest-bearing debt, which increased to ¥ 1. 25 trillion since June 2011 and, also, needs to repay ¥ 200 billion of convertible bonds that mature in September 2013 (Daisuke Wakabayashi). At the end of June 2012, the company’s cash, accounts receivable, inventory, and other assets couldn’t cover its short-term liabilities. The company is struggling to raise cash. Sharp’s net loss for the first half included ¥ 84. 4 billion in restructuring costs, including a ¥ 30. billion impairment of assets in its solar batteries unit, a ¥ 53. 4 billion write-downs on inventory, and a ¥ 61. 0 billion write-downs on deferred tax assets. Also, at the end of September, Sharp’s shareholder equity ratio fell to below 10 percent, which is half the rate generally considered a healthy minimum. Sharp remains highly dependent on short-term borrowings. Weak internal cash flow has forced the company to pay off unsecured promissory notes mostly with bank borrowings (Reuters). In addition, the company is currently considering an alliance with other companies.

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External Analysis Product Demand

Sharp’s main products, LCD TV and flat panels were accounted for 60% of total revenue in 2012, however, the demand substantially weakened, especially in comparison to Korean rivals. For the first time in the company history, shipments of LCD TVs fell year-over-year, declining just over 3% to 43 million units. The decline had a considerable impact on the market, with total TV shipments falling almost 8% year-over-year in the first quarter of 2012, the drastic decline since the second quarter of 2009.

When the market slowed down, Sharp has been left with excess capacity at its domestic plants. Sales of LCD TVs nearly halved in the October-December quarter. The manufacturer of electronics products and their components also reported quarterly sales of solar cells fell by a third from a year ago, slowing demand and increased competition from Chinese makers (James Topham).

Global Economy

Sharp has struggled with a slow economy, losing the power it once got from the transition to global digital broadcasting and from subsidies for purchases of energy-efficient goods.

Demand for LCD televisions in developed economies has been saturated; however, growth in developing markets is slowing. Also, the strong yen has made Sharp’s products more expensive overseas. Therefore, it is difficult for the company to compete in the global market. Product prices were also affected by Japan’s relatively high labor cost, electricity, imported fuels, and raw materials. In addition, the euro debt crisis became another reason for the slow growth in the world economy (James Topham). Competition Sharp faces increased competition from very large electronic companies such as Apple, Samsung, and LG.

Samsung Electronics Co., Ltd, and LG Electronics, Inc. have generated better profits and strengthened market positions in the TV and panel businesses during 2012, supported by an improved product mix. Samsung’s flat-panel TV revenue share remains the largest in the industry, almost 26% (Dan Graziano). Samsung is also the top brand in the key segments of LCD TV, 40”+, LED-backlit LCD, and 3D TV. Also, the company benefits from favorable exchange rates and aggressive investments. Samsung’s current capitalization is $163 billion and Apple’s $634 billion.

As opposed to Sony, Panasonic and Sharp combined are now worth only $54 billion at current market values (Michael Fitzpatrick).

Summary

Based on internal and external analysis of Sharp’s recent activities, the primary causes of the company’s poor performance are:

1. the company is struggling to raise internal cash flow and, therefore, cannot cover its short-term liabilities;
2. the demand for LCD and flat-panel TVs has substantially weakened due to the global economy slow down;
3. Sharp is facing fierce competition from Samsung, LG, and Apple, which currently holds the largest market shares in the electronic manufacturing industry.

Bibliography:

1. WAKABAYASHI, DAISUKE. Sharp Says Its Future Is at Risk. 1 Nov. 2012. 7 Dec. 2012 ;http://online. wsj. com/article/sb10001424052970204712904578091761289023722. html;.
2. Reuters. TEXT-S;P summary: Sharp Corp.. 30 Nov, 2012. 8 Dec, 2012 ;http://www. reuters. com/article/2012/11/30/iduswlb148420121130;.
3. Topham, James. Sharp Corporation Blames Falling LCD TV Prices, Increase In Yen For Forecast $3. 8 Billion Loss. Feb. 2012. 8 Dec. 2012 ;http://www. huffingtonpost. com/2012/02/01/sharp-corporation-lcd-prices_n_1246028. html;.
4. Graziano, Dan. GLOBAL LCD TV SHIPMENTS FALL FOR THE FIRST TIME EVER. 21 Jan. 2012. 8 Dec. 2012 ;http://bgr. com/2012/06/21/global-tv-sales-lcd-shipments-down/;. 5) Fitzpatrick, Michael. Fear and loathing in Japan. 18 Sep. 2012. 8 Dec. 2012 ;http://tech. fortune. cnn. com/2012/09/18/fear-and-loathing-in-japan/;.

Introduction to Business Samsung Company From a small export business created in Daegu, Korea, Samsung has grown and become one of the world’s leader in the electronics industry. The main specialization of Samsung is digital appliances and media, semiconductors, memory and system integration. The market segmentation of Samsung is giving them a firm commercial advantage. Samsung is segmented according to demographic segmentation, that consists of dividing the market in groups based on different criteria.

The most important criterias used by this company is age, income and occupation. Using this criteria they tend to become a leader in technology market as they offer products for each group of customers. Also they are using psychographic segmentation that is the science used to better understand consumers, according to their lifestyle, personality and the main values they have.

Another process used by this company is Positive market segmentation that consists of studying the rival goods that are demanded in the market and to compare the quality and price, to understand what the customers need and what products could they insert in the market to satisfy the customer and to increase the confidence of customers in the company. This strategy is one of the strengths of the company as they study the activity of Apple Corporation and other rivals.

Using the collected datas they know better what kind of products could they offer to different groups of consumers. The motto of the company is “Inspire the World, Create the Future”, from it we can deduce that the main purpose for them is to satisfy the customers desires and to achieve a high revenue. Another strength that keeps Samsung in the top world’s brands is the fact that Samsung is totally dedicated to give their customers a wealth of opportunities to rich their full potential. The globalization process for Samsung’s technology businesses started in the early 1980s.

So they became a part of The digital age that has brought new changes and opportunities to global business and Samsung has responded with competitive products and constant innovation. This can be proved by studying the worldwide demand for different goods. For example the worldwide demand for mobile phones was staggering 1. 5 billions in 2011, Samsung accounted for 330 million of those units. This proves the strength of the company as a worldwide leader for different goods as notebooks, mobile phones or digital cameras.

Investing directly in activity that spurs economic growth helps Samsung to achieve greater income potential and maintain Samsung brand as one of the most popular in the world. Their position in the market gives them the opportunity to achieve new heights, one of them is their plan of reaching $400 billion in revenue and become one of the world’s top five brands by 2020. Samsung’s Chairman Lee considers that Globalization is the key for future growth, using this idea he created a new strategy to accelerate Samsung’s globalization through developing a pool of global managers as strategic advisors for Samsung Group.

Samsung strategies varies for each trade market. In India their strategy is to be a nationwide distributor and retail presence in the domestic consumer durables market. Also they use different advertising tactics to promote their products, for example Samsung has been associated with the Lakme India Fashion Week for its Mobile Phones. The company used this platform in 2005 to launch a new version of mobile phone the D-500, that became after World’s best mobile phone in the Indiam market.

Another strategy is the strategic alliances between Samsung and other worldwide recognized organisations, for example in 2007, Samsung established a joint venture with Limo for developing a Linux platform, also they Co-developed for handsets and DVB-H standardization solutions with Nokia. Samsung is also investing money in different companies that could help them to provide better technology to consumers, for example investments in shares of US based firm specializing in HDD technology (Integral Peripherals), or investments in operator of telecomunications systems in Chile (Entel).

Other strengths of Samsung are the design, effective advertisement and market communication, an actively coming out with newer models and branding as Samsung is ranked 17th among global companies in 2011. A strong point for Samsung is that consists from various business units, the most important is Electronic Industry the one that brings the most revenue for the group (65% in 2011), Engineering and Heavy Industry and Financial Services.

When Samsung Electronics rushed its first smartphone to market as a response to the debut of the Apple iPhone, some customers burned the product on the streets or hammered in to the bits in public displays of disaffection. Complaints ranged from dropped calls and heavy touchscreen to frequent auto-rebooting and a lack of applications. This is weakness for Samsung that they can not keep up with the innovations from Apple and other rivals, even if they try to show the opposite.

The biggest threat for Samsung is the global patent battle, between them and Apple,as Apple considers that Samsung copied its iPad and iPhone. Another threat is the fact that Samsung created a big variety of phones into the market so that could lead to a decrease in the demand for new goods in future. Samsung has a different market approach as it offers to customers a much bigger diversity of products. As their previous accomplishments, they look further to explore and develop new activities, as health, medicine, biotechnology. References 1.

Kim Youngsoo, 1997, “Technological Capabilities and Samsung Electronics” 2. Bloom Martin, 1992, „Technological Changes in the Korean Electronics Industry“ 3. Yu Sengjae, 1989, „Korean Electronics Enterprises : Growth and Strategies“ 4. Samsung Global Strategy – http://sgsg. samsung. com/Introducing_Samsung_GSG_final. pdf 5. Samsung Business Review -http://www. samsung. com/uk/aboutsamsung/corporateprofile/download/2011_4_Business_Overview. pdf 6. Samsung Financial Highlights – http://www. samsung. com/hk_en/aboutsamsung/corporateprofile/ourperformance/samsungprofile. html