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Samsung Case Study

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Institute of Administrative Sciences
University of The Punjab

Background and Description of Problem:
Samsung is a South Korean multinational conglomerate company, which has its headquarters in Seoul, the capital of South Korea. It consists of numerous subsidiaries and affiliated businesses. Notable Samsung industrial subsidiaries include Samsung Electronics, Samsung Heavy Industries and Samsung Engineering and Samsung C&T. Other notable subsidiaries include Samsung Life Insurance, Samsung Everland and Cheil Worldwide. (Samsung, 2017)
Samsung Mobile Phones is one of five business units within Samsung Electronics, and consists of the Mobile Communications Division, Telecommunication Systems Division, Computer Division, MP3 Business Team, Mobile Solution Centre and Telecommunication R&D Centre. Samsung has diversified into areas including food processing, textiles, insurance, securities and retail. (Samsung, 2017) Since 1990, Samsung has increasingly globalized its activities and electronics; specially, its mobile phones and semiconductors have become its most important source of income. (The Guardian, 2013)
At the end of November 2011, Samsung sold more than 300 million mobile devices which was a close second after Nokia with 300.6 million mobile devices sold in the first three quarters of 2011. By the third quarter of 2012, Samsung was the largest
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In this fast-paced industry, Samsung Electronics Company (SEC) has done a remarkable job in turning the company around and reaching a top-of-mind brand awareness over the past few years. The Samsung brand identity and values were poorly regarded up until the early 90s. The brand was positioned as a low-end electronics company that was mainly manufacturing consumer televisions and VCRs. Samsung was not able to compete with the industry’s leaders (i.e. Sony) in the global market. A positive change was needed to reinvent the company’s culture and brand position at that time.

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Samsung implements the strategy of “ Red Ocean;” which shows that a firm gains competitive advantage by venture into the current market and constructing on the weaknesses of other competitors in the field of similar products. Thus, Samsung“floods the market with many products” which are made by other companies within short duration of time ( Travos,2002). It seems that Samsung made these new products through developing many of manufacturing products of its Smartphones. However, such attitude is considered to be as a massive cost advantage over other firms that make such product. Samsung has improved its “competition position internationally through developing its present competitive strategies” , through depending on the other manufacturers`

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 COST STRUCTURE OF SAMSUNG Low cost structure of Samsung and high responsiveness to economic events has made Samsung more competitive. For example, initially Samsung focused more on volume and domination on market rather than increasing profitability. However, in 1990s, during the Asian financial crisis, Samsung cut costs and reemphasized product quality and manufacturing flexibility, which allowed its consumer electronics move from project phase to store shelves within next six months. Under the resources-based view of strategic management, effective resources available to a firm, as well as the competency of a firm is responsible in affecting competitive advantage received by a firm.

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