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Transcript of SAMSUNG
*High economic scale
*Vertical integration(forward & backward)
*The support of Korea
*Without it’s own OS & software
*Low profit margin
*Lack of representative innovations
*Expansion of mobile market
*Combination of other Samsung products
*Pressure of anti-monopoly and anti-plutocrat from the social public
*Keep being creative
*Lack of development talents
*How much you know about us
*Before you enter into Samsung
*Chat with CEO
*The New Management Era
*No.1 global market share
*Leader of Electronics Industry
*Least impact on Samsung
*BEFORE: Upstream enterprise
LCD panels took 56% of revenue)
*AFTER 2010: END PRODUCT
(Smart phones become its main source of the revenue 74%)
*Uncertain smart phone market
*Brand Royalty & Identity
*Does Samsung get this profit?
Threat of substitute
*If I forget to bring my HTC out, what can’t I do? and what can I do to
*Basic yet VITAL function : PHONE
Threat of Rivalry
*The biggest rivalry : Apple
*Now and then competitiveness
*Samsung is the biggest supplier of the Apple. And Apple is also the biggest custom of the Samsung
Potential New Entrants
*Three most possible outcomes :
a) More useful functions
Inspire the world. Create the future
Next Critical 10 years
Develop 5 future industries
Keep in Mind that...
Everything can be changed ,
except your wife and children
Promoting a creative corporate culture
*"We believe that a creative corporate culture grows from the quest for new technologies and application."
*Building Great Work Place (GWP)
Respect Global Diversity
*85% of its sales in overseas markets
*Half of the regular staff are
*Recruit & retain global talent
*Fair evaluation & compensation for performance
*Addressing Employee Grievances
Education for enhancing core competencies
*Coping with environment changes
*New employee Education
*Career development & reemployment
PhD in Electrical Engineering from Stanford University
Joined Samsung 1985
Vice Chariman/CEO since June 2012- Present
Hofstede’s cultural dimensions
*You and the board make most decisions without consulting subordinates.
*The use of authority
*The lack of delegating important tasks to employees.
Power Distance dimensions
*Trying to create a “We” mentality
*Decisions are made to what is best for the group.
*Focus on belonging