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Company Case 2 Samsung: A Strategic Plan For Success 171114

Samsung was able to transform from a copycat brand to an innovation leader through new leadership in the 1990s that established a goal of surpassing Sony in consumer electronics. Samsung hired young designers who created innovative, stylish products that attracted global consumers, and began marketing in electronic stores. This led Samsung to become the overall leader in consumer electronics within a decade. Samsung has achieved success in new markets like smartphones through cutting-edge designs that rival or surpass Apple, attracting customers with "must have" gadgets and making it the main rival to Apple. While a diverse product portfolio provides benefits like stability, it also poses challenges in managing complexity across many product lines.

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9K views

Company Case 2 Samsung: A Strategic Plan For Success 171114

Samsung was able to transform from a copycat brand to an innovation leader through new leadership in the 1990s that established a goal of surpassing Sony in consumer electronics. Samsung hired young designers who created innovative, stylish products that attracted global consumers, and began marketing in electronic stores. This led Samsung to become the overall leader in consumer electronics within a decade. Samsung has achieved success in new markets like smartphones through cutting-edge designs that rival or surpass Apple, attracting customers with "must have" gadgets and making it the main rival to Apple. While a diverse product portfolio provides benefits like stability, it also poses challenges in managing complexity across many product lines.

Uploaded by

Premtim Berisha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Company Case 2

Samsung: A Strategic Plan for Success 171114

Questions for Discussion


1. How was Samsung able to go from a copycat brand to an innovation leader?

Formerly, a company that produced cheap electronic knock-offs, Samsung has emerged as a
premier maker of cutting-edge, design-oriented electronics. Beginning in the 1990’s, under the
new leadership of CEO Lee Kunhee, Samsung changed their corporate vision. The company
established a goal of unseating rival Sony as the industry leader in consumer electronics. The
company hired new, young product designers who introduced a bevy of innovative, stylish
products that began to catch the eye of consumers worldwide. Samsung also began to market its
products in electronic stores, rather than in just all-purpose discount department stores, to
upgrade their image. In just over a decade, Samsung became the overall leader in consumer
electronics.

2. In recent years, how has Samsung achieved its goals in markets where it had little
presence, such as smartphones?

Samsung has been able to penetrate markets with its strategy of creating “Wow!” designs. With
cutting edge designs to rival or even surpass those of Apple, customers are quick to crave them.
Even today, the only smartphone company to truly rival Apple in terms of “must have” gadgets
is Samsung.

3. What challenges does Samsung face with such a diverse product portfolio? What
benefits?

The primary benefit of a diverse product portfolio is not suffering downturns in any one product
category. When a company has all its eggs in one or few baskets, then it will have trouble when
the market slows down or when there are internal issues or competitive issues that affect sales in
that category. By having multiple divisions and product lines, there is also the opportunity for
cost savings through the sharing of knowledge, experience, and resources where there are needs
that overlap from one product line to another. Another benefit of a diverse portfolio is that it
creates opportunities for growth and expansion into even more categories. Concerning
challenges, the complexities created by multiple product lines require expansive resources. It is
far more difficult to be the best in many different areas
than it is to be the best in just one. Samsung’s focus on design, R&D, and creating “Wow!”
products, have allowed it to overcome this challenge.
4. Is Samsung’s current and future strategy customer focused? Why or why not?

Samsung seems likely to achieve significant gains in markets were it is currently less prominent.
Again, this potential for increase in market share is due to the innovative thinking and planning
of the organization. Samsung is planning to release a tablet computer and appstore (à la Apple)
that would give the company control over the content of the apps and privilege to collect revenue
from advertising associated with the apps. Samsung has identified apps as the primary
advertising vehicle going forward. The company also has an advantage smart phone competition
in that its expertise in big screen technology will enable user-friendly integration of smart phone
apps and TV display to accentuate the user experience. Overall, Samsung is a prime example of
the strides a corporation can make in a relatively short time by applying concentrated, proactive
strategies in product development and marketing.

5. Will Samsung be successful in achieving its goal of becoming a leader in the Internet of
Things market?

It would be easy to say yes. However, any response to this question must recognize the
complexities of this market. It is not a product line, like smartphones or refrigerators. It requires
the convergence of many industries and players. So, not only is Samsung entering uncharted
territory concerning new products, but it is treading on ground that no company has been able to
crack yet. And, there is plenty of speculation that it may never come together. On the other hand,
it seems that based on market needs, it is only a matter of time before there is a solid Internet of
Things market. Given that, it is not hard to argue that Samsung will be on top. It not only has the
strategy and the track record, it is investing massive amounts to develop an infrastructure that is
necessary for success.

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