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SAMSUNG INDIA-An Introduction
Samsung India Electronics Private Limited (SIEL) is the Indian subsidiary of the US $55.2 billion Samsung Electronics Corporation (SEC) headquartered in Seoul, Korea. It is the hub of Samsung’s South West Asia Regional Operations, and looks after its business in Nepal,
Bangladesh, Maldives & Bhutan besides India. SIEL commenced operations in India in
December, 1995. Initially, a player only in the Colour Televisions segment, it later diversified into colour monitors (1999) and refrigerators (2003). Today, it is recognized as one of the fastest growing brands in the sphere of digital technology, and enjoys a sales turnover of over
$ US 1 billion in a just a decade of operations in India.
Samsung in India has a presence in the following areas of business:

Consumer Electronics (CE)/Audio Visual (AV) Business
Home Appliances (HA) Business
Information Technology (IT) Business

Its operations are broadly divided into the following key sub-functions:

Sales & Marketing
Software Centre Operations

Headquartered in New Delhi, Samsung India has a network of 19 branches and 16 Area Sales
Offices (ASOs) located all over the country, and the number is expected to grow, as the organization continues to expand its horizons.
The Sales & Marketing function at Samsung is primarily divided into two categories:

Sales & Marketing (IT)
Sales & Marketing (AV/HA)

Apart from sales to households through its robust distribution channel, SIEL also has a huge clientele in the Institutional Sales space. Therefore, there is a separate department devoted completely to this function. It is the VMB (Vertical Market Business) department that is responsible for making sales to institutions such as airports, hotels, banks, movie theatres, etc.

Another function of the sales & marketing function at SIEL is public relations, also known as corporate communications. Here, the scope of activities includes maintaining liaison with the

media, organizing corporate social responsibility initiatives, website management, corporate literature, etc.
SIEL has its manufacturing facility at Noida, U.P. This is the state-of-the-art, high-tech facility for manufacturing Color Televisions, Color Monitors, and Washing Machines &
Refrigerators. This manufacturing unit consists of sophisticated facilities with latest Auto
Insertion Machines, Auto PCB Tester, High Efficiency Module Conveyor, and all modern machines geared up for High Speed, High Volume & Very High Quality Production.
We firmly believe that continuous innovation is the key to making path-breaking improvements in our products & processes and achieve productivity goals beyond imagination. Samsung uses many tools for innovation such as “Reduced 7 Type of Wastage
& SixSigma”. Our commitment to grow through continuous innovation has helped us improve our productivity by 200% in the last 5 years.
Samsung India is also instrumental in carrying out Hardware Research & Development at its
Noida R&D Centre. The focus of the R&D Centre is to customize both Consumer Electronics and Home Appliances’ products to better meet the needs of the Indian customer. From color televisions designed for higher sound output, to washing machines with special “Sari Wash
Course”, DNIe vision series of Flat CTVs especially designed for the Indian market to
Samsung mobiles with regional languages menus, the Samsung R&D Centre in India is helping the company to continuously innovate and introduce products customized for the
Indian market.
SIEL Software R&D Center was set up in September 2002 as a Software R & D Centre in
Noida, U.P. SIEL Software Centre is involved in the business of developing embedded and desktop software for Samsung Electronics Corporation in a variety of areas related to Analog and Digital TV, Monitors and other Multimedia technologies.
SIEL Software Center has successfully completed more than two hundred projects in collaboration with Samsung Headquarters Visual Display and Digital Media divisions
( Korea). SIEL Software Center engineers continuously strive to improve the performance and introduce innovative features to make the end products more efficient and user friendly.
We design and implement some of the critical components for products such as next generation CRT and Projection TVs, Plasma and LCD TVs, DLP TVs, Digital TV Set Top
Boxes, DVD Players, MP3/Video players, PDAs, 2D/3D Graphics Engines, Camcorders,
Multimedia applications etc., and believe in following optimized and stringent quality processes to build these world leading products. SIEL Software Center plans to be certified at
SPICE Level 3 by 2005 and CMMI Level 4 by 2006.
Samsung Electronics brings a very enriching entertainment experience to the consumers

worldwide through its cutting edge technologies. We aim to revolutionize the way and break the barriers to ride on the frontiers of technology to provide superior quality products to
Samsung's customers. Our Engineers continuously strive to improve the performance and introduce innovative features to make these products very user friendly. We follow optimized and stringent quality processes to build these world leading products
For SIEL Software Center to continue to remain a strategic and key R&D Center of Samsung
Electronics, it is important that every employee of SIEL Software Center contributes his/her fullest potential and capabilities. SIEL Software Center is always looking for dynamic individuals who are driven by ambition, youth, vibrancy and challenge.

Management information system
Management information Systems (MIS), sometimes referred to as Information
Management and Systems, are the discipline covering the application of people, technologies, and procedures — collectively called information system — to solving business problems. Management Information Systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g.
Decision Support Systems, Expert systems, and Executive information systems

Samsung India moves operations to the Net
Realising the potential of the Internet, consumer goods major Samsung India Electronics Limited
(SIEL), has not limited its activities to the mere creation of a website, but has instead used it a business facilitator. Shipra Arora profiles the initiatives of the company in this space and finds out how it is using the medium for brand building as well as customer retention
Chopra says the company now uses the Net extensively for communication with vendors and service centres

At a time when most companies in India are still sceptical about using the Net, and those that have, have limited it to the creation of a website which merely serves as an disseminator of information, Samsung India Electronics Limited
(SIEL), the consumer electronics major, has been one of the trendsetters in this space. Within a mere three years since commencement of operations in 1995, the company established its presence on the Web and has gone from strength to strength to establish itself as an eenterprise. Rajesh Chopra, deputy general manager-information systems, SIEL, points out that the growth of the Internet in the company took place in two distinct phases, namely eenabling and e-enhancing.


Elaborating on the company’s e-business strategy, Chopra points out that it spans across three areas Business to Business (B2B), Business to Customer (B2C) and Information Channel
(PR). Both B2B and B2C form the core of its innovative e-marketing activities apart from tieups for brand promotion. The applications on the B2B front include ‘GLONET’ for its vendors, ‘SERVICENET’ for authorised service centres and EDI for custom and bank., the e-commerce site for its customers forms the B2C part of
SIEL’s e-marketing program. The significant applications under this include Customer
Relationship Management (CRM) and database marketing. The company’s e-business strategy comes a full circle with the third angle providing an ‘Information Channel’ through its website with applications such as Digital World and Call Login.
Business to Business (B2B)
(GLONET) Vendors: With sourcing for production being done from both domestic and international markets, SIEL realised the need for streamlining its processes with its vendors to lead to more efficient and transparent functioning. Hence, in 2000, Samsung launched its B2B initiative. This involved linking the key vendors, which form the bulk of Samsung’s sourcing (26 domestic and 30 international) through Samsung’s GLONET.
This marked the company’s first initiative on the B2B front.
Chopra adds that GLONET is being used to effectively purchase Samsung India’s requirements from its International Procurement Offices as well as vendors in India. As soon as the purchase order is raised, it is transmitted to the vendor real-time as the system is Webbased. The EDI Application extends from order placement and sharing of the production plan
(4 weeks fixed and 12 weeks rolling production plan) to invoicing. Account reconciliation with these vendors is also done online. “The implementation of GLONET has shortened the business cycle since it has helped us optimise the logistics processes including Just In Time
Delivery (JIT System) and replenishment,” he explains.
The sharing of planning information and automation of business process with its vendors has also helped the company reduce inventory levels and curtail wastage. The purchases from the
Singapore Spare Parts Centre too are done online. In this way, the GLONET system (an extranet for SIEL) has evolved beyond being a simple application for business application transaction with vendors and has become an advanced application supporting complete business communication between the two parties. Chopra points out that even communication in terms of material rejection etc are transmitted to vendors online.
SERVICENET Authorised Service Centres: The next B2B project on hand for SIEL’s IT department was the automation of its authorised service centres (ASC). With more that 550

service centres, the need to connect them was something the company couldn’t afford to ignore. Accordingly, in 2001, in an effort to e-enhance the organisation, Samsung India set up its online B2B application for ASCs called Servicenet. With this, the entire service and
Spares Management of Samsung India was Web enabled. The system essentially translates into an entire service network being linked through the Net for day to day working. Now, with the implementation of Servicenet, the ASCs are linked with the Regional Parts
Distributors and the CS Head Office through the Internet. This in turn is linked to Samsung’s
South East Asian subsidiaries as it is integrated at the back-end with SAP R/3 of Samsung
India and Samsung Asia for LPA VISION spare parts Management and automatic planning of spare parts. Samsung India started using SAP for service from September 1, 2001.
The modules in this package include ASC/ASP management, inventory management, calls management, defect ratio and early warning signals and technical approval system for field defects.
According to Chopra, at any point of time, when the authorised service centre logs onto ServiceNet, it can get accurate information on spares availability, order or follow up on its order for spares, track warranty claim status and in case of problems, gain access to
Chopra with the IT team at SEIL
Samsung personnel directly. Service manuals and technical bulletins training material, service related manuals and other communication material are all available online, which the service centre can access at the click of a button.
“In this way, service centres are better placed to respond to customers since Servicenet links
ASC with Samsung’s four regional parts distributors and 15 Gold ASCs,” explains Chopra.
With Samsung India integrating its spares management operations with this system, it can now draw spares not just from the Singapore depot but from any of the other subsidiaries depending on its need. Based on the spares stocking and consumption levels at the National
Spares Warehouse, which in turn is linked to the ASCs through Servicenet, the MegaSys system automatically generates weekly orders to the Singapore regional depot for spares.
The key benefits of Service net include:
a. Transparency in the system since the ASC can check stock availability in the warehouse of the parts distributor, and hence need not stock-up unless required.
b. Facility to place orders online with the spares made available within the next 24 hours
c. Shifting of the Spare Parts Ordering Cycle from a monthly to a weekly basis and consequent reduction in spares inventory levels in quantity and amount at ASC by 50 and 35 percent respectively, assisting in realising better return on investment and reduced cost.
d. Reduced obsolescence and manual errors.

e. Enhanced efficiency in servicing customers in terms of spares management.
f. Facilitating much faster and easier communication e-banking: As part of its e-banking initiative, the company has automated most of its financial processes and transactions online. Chopra says, “All applications related to employees salary such as balance confirmation, reconciliation, accounts status, collection, withdrawal etc covering the entire gamut of banking applications have been put online.” In fact, even account reconciliation with vendors is done online. The online banking application also covers applications related to customs in its purview of functioning. To ensure the smooth functioning of this system, the company has even tied up with some key bankers.
Information Channel
Though established with the objective of functioning merely as a website for the company, the portal now leverages the Net to help in brand building and
Customer Relationship Management (CRM), in addition to serving as a complete information channel for SIEL. The site is linked to samsungemart, in order to facilitate online buying, online call logging for customers to register their calls with the company, Samsung Digital world, Samsung’s Customer Club and Samsung Infotainment. The whole idea of creating a new integrated site is to give Samsung sites across different subsidiaries a synergy in terms of look and feel and a common brand feel.
Samsung Digital World (SDW): SDW is one of the key applications supported by According to Chopra, SDW acts as a tool for facilitating SIEL’s CRM activities. Samsung India has made a Samsung Customer Club online called ‘Samsung
Digital World’, which represents an initiative to build and enhance a long-term personalised relationship with Samsung Customers and reinforce brand loyalty amongst Samsung Product
Owners. “We view Samsung Digital World as a forum for our exclusive customers to interact with and build a relationship with the company,” Chopra points out.
To improve the robustness of the applications, Samsung has built cross links between the different properties on the website. For instance, customers buying through Samsungemart can gain automatic access to Samsung Digital World. Says Chopra, “Since we have integrated the system at the back-end with SAP, we can even authenticate the serial no of the product bought by the customer.” Customers who have registered themselves for Samsung
Digital World offline too can check their point status by logging on to the Samsung website.
The success of the initiative can be gauged from the fact that in the first six months of its launch itself SDW got over 50,000 Samsung customers as its members.
Online call logging: SIEL introduced its online call logging facility with a view to better serve its customers. The application is linked with Servicenet at the back-end to transfer all their complaints, service requirements such as product demonstrations etc to the service centres. At the customer end, Samsung customers can log on to the samsungindia website
6 for registering their calls and are given a unique call reference number for tracking their call. For the ASC which gets the call, it translates into accurate customer call data, thus making it easier for ASCs to process customer calls leading to customer satisfaction. According to Chopra, the application also provides for escalation of calls to the next level if they are not met with satisfactorily within a specific time period.
Infotainment: Samsung Infotainment was created as a special entertainment centre on the
Samsung website in August 2001. Developed with the idea of creating a Fun Zone on the
Samsung website, this section has a mix of games and contests built around the Samsung
Brand. Says Chopra, “The whole idea behind Infotainment is to create a zone where the
Samsung Customer or a visitor on the website gets a chance to interact with the brand and also learn something new about Samsung products, the advertising and even how the technology works.” Features include information on the company and its products, working of technologies, articles, contests designed around products, weekly Quiz and e-Greeting cards. According to Chopra, the idea is to build the brand value and image through this channel leading to both offline sales and online sales through
Business to consumer(B2C) SIEL launched its B2C e-commerce application in the year 2000 through its B2C mall, Currently, all products of the company are available through this channel. According to Chopra, a very minuscule portion of company’s revenues comes from this channel, with most of the sales being gifting orders. However, the revenues are enough to sustain the expenses for maintaining the application. “Even though the B2C space has not picked up well, an entry into this space was imminent to prepare ourselves for the future surge in B2C sales. It is very important to establish and stabilise our
B2C presence by the time this market picks up,” he adds. However, the company is not just waiting passively for the market to dictate terms. It is in fact aggressively working towards increasing its online B2C revenues to contribute about 1-2 percent of its total revenues in the time to come. For this, the IT team is working on features such as introducing more transaction security in the site to overcome the biggest hurdle to B2C in India.
Further, the application also helps the company in online marketing activities through its massive customer database. This is being used for promotional activities and direct mailer marketing. The information in the database is also used for understanding customer behaviour to build up effective CRM activities.

Enterprise resource planning
Enterprise Resource Planning (ERP) systems are the nervous system of an organization, tracking and coordinating vital operational support. They move products, place orders, assist in decision-making, track projects, and support numerous industry-specific needs.
Implemented primarily in the 1980s and 1990s, most organizations have their ERP environments firmly in-place and under.

Ever since its inception in1938, Samsung has continually refined its Mission statement to respond to changes both in the world, and in itself. Whether it was “Economic Contribution to the Nation”, “Priority to Human Resources”, or “Pursuit of Rationalism”, each slogan had the quality of representing the most significant moments in Samsung’s history. Each of them represented a different stage of Samsung’s growth from a domestic industrial leader to a global electronics powerhouse.
Samsung Electronics, the flagship company of the Samsung Group currently positioned as a high technology leader, has the following as its Vision and Mission.

There are two parts of being a "Digital-ε Company", and the first is clearly about being
"Digital" producing not just digital products, but products that inspire digital integration across our entire company. The second part of being a "ε" is to use ε- Processes connecting
R&D, production, and marketing to customers, partners, and the market-disciplined approach is the way we bring value to every part of our supply chain, including products data to and customer relationship through Enterprise Resource Planning (ERP).
Samsung Electronics Global Mission & Vision would be achieved through nine action values: •

Continuous Innovation
Strategic Focus
Crisis Awareness
Customer Focus

Sybase® technology:
Samsung Securities—a company engaged in trading, brokerage and underwriting and

distribution of securities—needed to build a secure, customer-oriented information system.
Using Sybase® technology, Samsung created a data management solution that improves productivity and customer satisfaction.
Key Benefits

Reduces transaction close time from four hours to 30 minutes
Accommodates a tenfold increase in transactions
Consolidates view of customer portfolios

Sybase Technology
Sybase Adaptive Server® Enterprise
Sybase Replication Server®
Sybase EAServer
Maintaining the Leadership Position
Samsung Securities, established in 1992, engages in trading, brokerage, trust business, international securities business, underwriting and distribution of securities. It has 111 branch offices with 2,549 employees. With the objective of implementing a competitive system as a comprehensive investment bank, the company was the first in the Korean securities industry to construct a client/server structure on a large-scale system.
To eliminate inefficiency and inflexibility with contractor-based management of contract sheets, and to implement a customer-oriented information system, Samsung Securities undertook the contract sheet transfer project. The project’s aim was to improve customer satisfaction and productivity by building a secure, customer-oriented information system.
Proven Technology
Using Sybase Adaptive Server® Enterprise (ASE) and Sybase Replication Server®, Samsung
Securities implemented a customer-oriented distribution system and increased the speed of transaction processing. Sybase EAServer provides the application layer to supply Webenabled application access.
With numerous securities firms on Wall Street using Sybase solutions, Samsung Securities felt that Sybase provided large-scale data management solutions with proven success. Sybase
ASE coupled with Sybase Replication Server was considered to provide fast response speeds.
Improved Speed, Productivity and Customer Service
With the help of Sybase technologies, Samsung Securities now experiences benefits in numerous areas, such as the reduction of time for daily transactions closure from three to four hours to 30 minutes. The new system enables customers to perform commodity transactions with a single integrated card and engage in different online transactions at every branch. And

for the employees, the new system provides comprehensive account and commodity information for each customer.
“We could not achieve the desired speed, despite the new server environment, so we had to take a closer look,” said Junghoon Lee, manager of Samsung SDS’s technical support team for Samsung Securities. “In the end, we had to perform SQL tuning for a very sensitive program, which provided a 400 percent speed improvement.”
From the management-efficiency perspective, the Sybase solution provides enhanced productivity, customer service and system competitiveness.
WHILE the introduction of value-added tax (VAT) in the country is still in the offing,
Samsung, like other corporates, is strategising about the changes it would have to make in its supply chain management to take maximum advantage of the new tax regime.
In fact, the company estimates that if VAT is introduced in the country, it will be able to bring down the number of warehouses from 25 to 20. "Efficiency will definitely increase with the introduction of VAT," says Mr Bong Sik Park, Director - Support Division, Samsung
India Electronics.
Agrees Mr Park Sungchil, Senior Vice-President, Corporate SCM Group, Samsung
Electronics (Korea), "In a large country like India, there is a bigger opportunity to save money on the supply chain management (SCM) side".
Mr Sungchil, who is heading the supply chain operations of Samsung globally, is in India to conduct training on best practices in SCM utilised by Samsung across the world. "The executives will be required to take an exam on the subject and pass it too," he quips.
Samsung is running several pilot projects globally to improve efficiency on the supply chain side and make it more "speedy". "In fact, while most companies are still working on a monthly system, we switched to a weekly one several years ago and are now running a pilot in Korea to reduce the cycle to a daily basis," says Mr Sungchil.
In Samsung India Limited knowledge and technology are key resources which have helped the Company achieve higher levels of excellence and efficiency. Towards this overall goal of technology-driven performance, Samsung is utilizing Information Technology in a big way.
This will help in integrating a vast distribution system spread all over India and across the world. It will also cut down costs and increase profitability.


Samsung’s major IT Initiatives

Migration from Baan and Mfg ERP Systems to centralized SAP ERP system from 1st
April 2006 for all business units.

Implementation of a country wide new WAN Infrastructure for running centralized
ERP system.

Setting up of new Data Centre at KCO Head Office.

Extension of Reach System to distributors for capturing Secondary Sales Data.

Roll out of IT services to new plants and CFAs.

SmartTran Mainframe-to-Web Integration Tchnology
EnterpriseLink Technology Corporation, a leading provider web-to-host integration tools, has a partnership agreement with Samsung Information & Telecommunications, a $500 million division of Samsung Corporation. Under the terms of the agreement, Samsung will market, sell, service and support EnterpriseLink's SmartTran web-to-host integration software throughout Korea.
A large percentage of Korean organizations run on mainframes. The SmartTran products from EnterpriseLink allow Korean companies to quickly and easily add new functionality to mainframe applications to extend their life. This new functionality can include access to intranets, extranets and mobile computing. In many situations, the SmartTran approach offers a lower-cost, rapid-delivery alternative to client/server solutions. The SmartTran technology is the first to offer Korean corporations a tool that quickly creates customized interfaces with the power to change the interaction between a user and a legacy application, without programming. "In the current Korean economic environment, increasing efficiency, reducing costs and leveraging current investments are very important," said James Cha of Samsung Information
& Telecommunications. "Korean companies and the government are interested in preserving and extending the significant investments they have in mainframe systems and applications.
Enterprise Link's SmartTran offers a very cost-effective way to take advantage of legacy systems." "SmartTran is the only mainframe-to-web tool that offers full control over mainframe applications without programming. With SmartTran we can deliver a full range of intranet and extranet applications that effectively leverage mainframe systems, applications and data.
What is more, with SmartTran, new web applications can be delivered in a much shorter time than with other tools and approaches," said B.H. Bae of the New Media Division of Samsung
Information & Telecommunications."
Samsung is interested in tapping the significant opportunities in Korea for extranet businessto-consumer applications in insurance and home banking, as well as supply chain automation applications in manufacturing companies. Also of interest are a number of intranet

opportunities: for example, enabling overseas offices of Korean companies to communicate effectively with headquarters systems. Samsung Fire & Marine Insurance is currently developing an extranet application and Samsung Life Insurance is working on an intranet/extranet application.

The MIS automates the Samsung’s daily tasks, as well as providing a fun element for the members to use outside work hours. The project has covered all the software engineering phases, which are vital for the successful development of most systems. Many techniques were used and adapted from a number of methodologies e.g. a rapid application development (RAD). Again, a number of techniques were applied in the data modeling stages that helped to visually represent the different processes and data flows in the system. Once the system is installed it is expected to provide the following features: Facilitate the communication between all members, make data storage and manipulation more effective and easier information to customers.
Samsung India can now enable growth and scalability of the group’s business and culture, at a faster rate and help enhance the daily work of the users. The benefit of placing the system on the network was that the system could be more easily maintained. Updates and all modifications need to be done only once and every copy of the database accessed by the users is automatically updated too. Also placing the MIS on the department’s network gave the system more security as Novell’s security features were applied to restrict the access only to the members.








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...I. SIEGEL JAMES JINHO CHANG Samsung Electronics Introduction Kun Hee Lee, chairman of the Samsung Group, contemplated his company’s strategy while sitting in the basement office of his home. His office had a one hundred-inch screen on the wall, and in front of the screen there was a short desk, just one foot in height. Lee spent much of his day in this room, studying the strategies of his competitors and overseeing multibillion-dollar investment decisions. Beside his desk were hundreds of DVDs and videos, many examining his competitors’ histories and strategies. Every new product made by Samsung and its competitors sat along the walls. Trained as an engineer, Lee eagerly picked apart every product, examining its design and quality of manufacturing.1 As he sat next to his low desk and sipped a cup of Korean green tea, Lee wondered whether his legion of Samsung employees was following his stern advice to always demand superiority in product design and process efficiency. He had grave concerns about complacency in his company. He remembered how he mentioned in a senior management meeting: “To an outsider, reprimanding a manager whose division racked up [billions of dollars] in profit might seem bizarre. But I don’t see it that way. Our abilities and efforts did play a role in our success, but we must realize that most of it came from the leading companies’ negligence, pure luck, and our predecessors’ sacrifice.”2 Under Lee’s leadership, Samsung had risen to become the......

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...| Samsung Electronics | | | | James BerryStrategic Management 4700 7/14/14 | | Samsung Electronics | | | | James BerryStrategic Management 4700 7/14/14 | SAMSUNG ELECTRONICS I. General Environment A. Economic Environment In 2012 net sales were $201,104 billion with a gross profit of $74,452 billion. The economy has been declining over the years. Samsung should reduce its expenses every year to keep being profitable. Samsung need to supply it components to less competitors. B. Demographic Environment Samsung Electronic has increased its employees because of the new production plants in China. Samsung need to look into reducing its manufacturing cost because the economy is not getting any better. China is known for cheaper labor. Samsung need to find a way to decrease employees in the manufacture or machinery cost. C. Social and Cultural Environment Samsung Electronic is well known worldwide. Samsung products are made for all ages to use. Samsung need to make sure that its products are attractive to all generations. Many of the older generation are happy with the older products. Older generation find the newer phones hard to use. Samsung need to make its newer product more user friendly for all ages. D. Political and Legal Environment Samsung need to work with big competitors to help them go through fewer layers of bureaucracy, taxes and the exchange rates. Samsung need to make sure its Patents are registered. Apple suing Samsung is......

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...Recommendation Project: Samsung Group and Samsung Electronics MBA6004 Foundational Skills for Business Leaders Abstract This paper analyzes how Samsung can continue to maintain a competitive advantage over its competitors by incorporating social networking sites such as Instagram, Twitter, Pinterest, and Vine into its social media strategy. Samsung has a long track record of excellence and continues to be a powerful and reliable brand to millions of users. Presently, Samsung is marketing primarily through YouTube and television ads. Yet, with the rapid changes in technology, Samsung’s use of Instagram, Twitter and other social networking sites can allow the business to take its brand to significant levels. Taking advantage of multiple social networking sites can not only help Samsung maintain a competitive edge, it will allow the company to maximize its business and foster real brand advocates and loyal customers. With the undeniable popularity and rapid expansion of Instagram, Twitter and other social media sites, the benefits would be significantly worth Samsung using these platforms as a part of its social media strategy. The History of Samsung Samsung is a multi-million dollar technology company founded by Lee Byung-chul as a trading company in 1938 which sells everything from televisions to cell phones, to appliances and other commodity products. Samsung first made its......

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Samsung headquartered in Samsung Town, Seoul. It comprises numerous subsidiaries and affiliated businesses, most of them united under the Samsung brand, and is the largest South Korean chaebol . Samsung was founded by Lee Byung-chul in 1938 as a trading company. Over the next three decades, the group diversified into areas including food processing, textiles, insurance, securities and retail. Samsung entered the electronics industry in the late 1960s and the construction and shipbuilding industries in the mid-1970s; these areas would drive its subsequent growth. Following Lee's death in 1987, Samsung was separated into four business groups – Samsung Group, Shinsegae Group, CJ Group and Hansol Group. Since 1990s, Samsung has increasingly globalized its activities, and electronics, particularly mobile phones and semiconductors, have become its most important source of income. 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, Samsung Techwin and Cheil Worldwide . Samsung has a powerful influence on South Korea's economic development, politics, media and culture, and has been a major driving force behind the "Miracle on the Han River". Its affiliate companies produce around a fifth of South Korea's total exports. Samsung's revenue was equal to 17% of South Korea's $1,082 billion GDP. In 2013, Samsung began......

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...2013 SAMSUNG ELECTRONICS ANNUAL REPORT 2013 Financial Summary Samsung Electronics and Consolidated Subsidiaries 228,693 Income Statements Sales Operating Profit 2011 165,002 15,644 13,759 2012 201,104 29,049 23,845 2013 228,693 36,785 30,475 201,104 36,785 Net Income 29,049 165,002 15,644 Balance Sheets Assets Liabilities Shareholders’ Equity 2011 155,800 54,487 101,314 2012 181,072 59,591 121,480 2013 214,075 64,059 150,016 2011 2012 2013 Cash Flows Cash Flows from Operating Activities Cash Flows from Investing Activities Cash Flows from Financing Activities 2011 22,918 (21,113) 3,110 2012 37,973 (31,322) (1,865) 2013 46,707 (44,747) (4,137) (in billions of KRW) Sales and Operating Profit (in billions of KRW) Sales Operating Profit Challenge, Creativity, Collaboration By welcoming challenges of the new, creativity that pushes the possible and close and efficient collaboration, Samsung Electronics leads the astonishing evolution of technology, producing positive change for the world. 2011 22,918 This annual report includes forward-looking statements that relate to future events and can be generally identified by phrases containing words such as “believes,” “expects,” “anticipates,” “foresees,” “forecasts,” “estimates” or other words or phrases of similar meaning. These forward-looking statements are not guarantees of future performance and may involve known and unknown risks,......

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...SAMSUNG ELECTRONICS 1) What is the case about? By investing in the DRAM production in the 80´s, the Samsung Company managed to turn Samsung Electronics group into its main source of revenue. The company developed a very specific strategy: * Investment in production process in order to increase productivity : the main goal being to produce more quickly with less mistakes * Leading in frontier product : always be the leader in technology * Quality control : always focus on the quality of the products * Human resources : stimulating environment by a meritocratic system based on incentive programs In 2005, the arrival of firms companies in the memory chip market is threatening Samsung´s leadership. More specifically, the global memory industry is a sector with a little number of powerful suppliers and various price-conscious customers. Like Samsung in the 80´s, new Chinese companies are creating a fierce competition, willing to sacrifice profits in order to get market share. Those companies got industry experience by creating leadership and managed to build high value facilities by raising international financing. In spite of the American and Taiwanese´s blockade, the government created incentive for other foreign countries by creating an attractive environment. Samsung decided to create partnerships with Chinese companies but this implies two main risks: * The fact that intellectual propriety is not being well-protected * The fact that by moving......

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...Project Report ON Samsung Submitted To: - Submitted By: - Central Uniersity of Jharkhand Samsung History Samsung's history dates to 1938 when "Samsung General Stores" opened in North Kyung-sang Province, Korea. The company conducted its trade business until the 1950s when it became a producer of basic commodities such as sugar and wool. In 1958, Samsung be-came involved in the insurance industry by incorporating a local fire & marine insurance company. During the 1960s, Samsung became one of the first Korean companies to actively expand its overseas trade. The group consolidated its manufacturing base by adding paper and fertilizer businesses. Samsung continued with expansion into the life insurance business, strengthened its retail operations and then moved into the communications sector, successfully establishing a newspaper and a broadcasting company. The 1970s were a crucial period in shaping present-day Samsung. Its strengths in the semiconductor, information and telecommunications industries grew from the significant investments made during this period. Samsung also took a meaningful step toward heavy industries by venturing into aircraft manufacturing, shipbuilding and construction, as well as chemical industries. In the 1980s, Samsung expanded its efforts into exploring the larger markets......

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...landowning family in the Uiryeong county came to the nearby Daegu city and founded Samsung Sanghoe , a small trading company with forty employees located in Su-dong.  It dealt in groceries produced in and around the city and produced noodles itself. Cont…..  1969-1971 : Samsung Sanyo electrical founding period.  1972-1974 : Samsung was setting the base for development.  1975-1976 : Revenue expansion period.  1977-1979 : The fast development period.  1980-1982 : Overcoming the depression, developing the technology. Cont…  1983-1985 : Leading the exports and developing.  1986-1989 : Changing the direction to overseas  1990-1999 : Advancing towards millenium Cont…  2000-2013: In 2000 Samsung opened a computer programming laboratory in Warsaw, Poland. Its work began with set-top-box technology before moving into digital TV and smartphones. As of 2011, the Warsaw base is Samsung's most important R&D center in Europe, forecast to be recruiting 400 new-hires per year by the end of 2013. Cont…  On 4 September 2012, Samsung announced that it plans to examine all of its Chinese suppliers for possible violations of labor policies.  The company said it will carry out audits of 250 Chinese companies that are its exclusive suppliers to see if children under the age of 16 are being used in their factories. Products under Samsung Samsung's Retail Strategy: Get Into Apple's Face  In an experiment to see......

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...BY VARUN MALHOTRA SEC-H 11BSPHH010930 PROJECT ON PLACE & PROMOTION, C.S.R, SOCIAL MEDIA OF Place Strategy of Samsung The place strategy of Samsung is of three types: * It follows intensive distribution. * It follows selective distribution. * It follows exclusive distribution. The place strategy also includes * 24 state level distribution offices * Direct Dealer interface * Regional dispatch centers(RDC) Distribution System * One level channel * Two level channel * Shop-in-shop * Exclusive Showrooms * Sales and Service network all-over the India. Distribution Network Original equipment manufacturer/vendor or supplier  Factory Regional Distributing Centre Direct Dealer Branch Warehouse Modern retail/ Exclusive stores & Samsung digital plazas Distributor Sub- Dealer Consumer/ Customer In India, apart from a lot of multi brand outlets, Samsung has a lot of flagship stores- which sell a wide range of Samsung products from mobile handsets, kitchen appliances to televisions. In this context it’s interesting to see Samsung explore all the more new avenues like opening a Smartphone Café. Promotion Strategy * Sales Promotion The main objective of sales promotion is to induce new customers to purchase as well as to keep attracting existing customers by providing special incentives to them. Offering discounts coupons displays and demonstration would help in......

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