三星电子的成功英文版Word下载.docx
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三星电子的成功英文版Word下载.docx
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sleadingconsumer-electronicsfirm.Itisalreadythelargestproducerofmanydigitaldevices.ItispoisedtoovertakeAmerica'
sMotorolaastheworld'
ssecond-biggestmakerofmobilephones.
YetevenasSamsungwasclosingthebooksonatriumphant2004,itsfuturewaslookinglesscertain.TheKoreanwonsoaredtoaseven-yearhighagainstthedollar,reducingthevalueofmuchofitsoverseasearnings.Whileelectronicgadgetssuchasdigitalcameras,mobilephonesandflat-screentelevisionsremainaspopularasever,pricesarefalling.ThatcutsintoSamsung'
sprofitmargins.Worstofall,thecompany'
smemory-chipbusiness,byfaritsmostprofitableoperationin2004,isfacinghardertimesasthenotoriouslycyclicalsemiconductorindustryentersyetanotherdownturn.
ForSamsung'
sbosses,thismayseemdishearteninglyfamiliar.In1995thecompanyalsosmashedearningsrecords,onlytoseechippricestumbleandcurrenciesheadintoturmoil.Bythedarkdaysofthe1997Asianeconomiccrisis,Samsungwasdeepindebtandheadingtowardsbankruptcy.Butthistimethingsshouldbedifferent.Thecompanyhasnowbeentransformedinsomanyways,maintainsYunJong-yong,acompanyveteranwhotookoveraschiefexecutivein1996,thatitcannotonlyweatherthecomingstorm,butwillsailontoevengreaterthings.
MrYunhastoplotanambitiouscourse.Thecompany'
sstrategyisbasedonprovidingleading-edge,stylishproductsthatcanbesoldforapremium."
Ifweweretocompeteonlyonprice,"
admitsoneexecutive,"
theChinesewouldslaughterus."
Sofar,thestrategyhaspaidoffhandsomely.Boostedbymarginsofmorethan40%onsemiconductorsinthesecondquarterof2004,SamsungElectronics'
profitsbegantoriserapidly.Bythethirdquarter,thecompany'
snetprofitwasalreadyalmosttwicewhatitearnedinthewholeof2003(seechart).Thenthesignsoftroublebegan.Nevertheless,despitetherecentslowdowninearnings,asTheEconomistwenttopressanalystswereconfidentlyexpectingthecompanytoreportanannualnetprofitofaround10trillionwon($9.5billion)onJanuary14th.
Thatisexcellentbyanymeasure.ButitisnotjustwithitsearningsthatSamsungwantstoimpress.Thecompanyisalsoinvestingheavilytoensurethathistorydoesnotrepeatitself.Researchanddevelopmentaccountedfor$2.9billionin2003,around8%ofrevenue.Morethan20,000ofSamsung'
s88,000employeesworkasresearchersin15R&
Dcentresaroundtheworld.Capitalspendingismorethan$5billion.Thecompanyisbuildingtheworld'
smostadvancedfactoryformakinggiantliquid-crystaldisplays(LCDs),andbetweennowand2010intendstospendaround$24billiononnewchipmakingfacilities,despitefallingchipprices."
Pre-emptiveinvestmentiscriticaltosuccessinthesemiconductorindustry,"
saysLeeKun-hee,Samsung'
schairman.
Andmoremoneywillbespentonbrand-building.Adecadeago,Samsungwasmostlyseenasaproducerofcheaptelevisionsandmicrowaveovens.MrLeecomplainedthat,whileSamsungcouldbuildaTVthatwastechnicallyjustasgoodasonemadebySony,hissetswouldsitatthebackofastoreorbepileduphighindiscountchains.Hewantedtomoveupmarket.ButSamsung,likemanyAsianproducers,wasabusinessgearedtopushingproductsoutofthedoorasquicklyandascheaplyaspossible.Switchingtacticswouldinvolvewrenchingchanges.
The1997financialcrisismadethetransitionpossible,saysMrYun."
Ourcapitalwasalmostcompletelyeroded,"
headds.ByJuly1998,thecompanywaslosing170billionwonamonth.AsemployeesrealisedthatevenafirmasbigasSamsungcouldgobust,arestructuringplanwaslaunched.Itsscope(anditssuccess)cameasashockinacountrythathassomeoftheworld'
smostmilitanttradeunions:
around30%ofemployeeslosttheirjobsasthecompanyslimmeddownandsoldmorethan100non-essentialbusinesses.Therewasalsoadesperateneedtocutinventories,saysMrYun.Soheclosedfactories,sometimesforweeksatatime.Asmoreemphasiswasplacedondesigningbetter,moreattractiveproducts,thefirmalsomadeaconcertedefforttoraiseitsprofileinthemindsofconsumers.
In1999,EricKimwasrecruitedtorunaglobalmarketingoffice.HewasborninSouthKorea,butbroughtupinAmericawherehehadworkedforanumberoftechnologycompanies.AtfirstMrKimwastreatedwarily,buthesucceededinunifyingfragmentedsaleschannelsthatusedmorethan50differentadvertisingagencies.Healsomadethemostofthecompany'
sprowessintechnology,launchingconsistentandmoredaringadvertisingcampaigns.Samsungalsousedproductplacementtogoodeffect;
lotsofitsfuturisticgadgetsappearedinthecultmovie"
MatrixReloaded"
.AndthecompanydecidedtobecomeaprincipalsponsoroftheOlympicGames.FollowingthesuccessoftheAthensgameslastyear,thishaspaidoff,withanotherbigincreaseinconsumerawarenessofitsbrand.MrKimmorethandoubledSamsung'
sannualmarketingbudgettoabout$3billion.
InSeptemberlastyear,MrKimsuddenlydecampedtojoinIntel,Samsung'
smainchipmakingrivalandacompanythatharboursitsownambitionstoexpandintoconsumerproducts.GregoryLee,whohasworkedwithanumberofAmericanconsumer-goodscompanies,tookontherole,inheritingaglobalreviewofSamsung'
sadvertising.Thecomplexityofmodernconsumermarketinghasledsomebigcompaniestowanttodealprimarilywithjusttheparentcompanyofoneofthehandfulofglobaladvertisinggroupsratherthantryingtomanagelotsofspecialistagencies.WPP,aBritish-basedgroup,wonthatcentralroleforSamsung.
Planningisnowunderwayforthenextbigcampaign.AccordingtoInterbrand,aconsultancy,thevalueofSamsung'
sbrandisnowclosetothatofSony.However,theSouthKoreancompanyis"
notyetabrandthatcanlivewithouttheproduct,"
saysJanLindemann,Interbrand'
sheadofbrandvaluation.ThenextstepistoencouragecustomerstoturntotheSamsungbrandbeforetheythinkaboutwhatproducttobuy,ratherthanbeingledtothebrandbyaninterestingdevice.Togettothaticonicstatus,Samsunghastobeperceivedasevenmore"
cool"
thanitistoday.
ButtherewassomethingelsethatallowedSamsungtotransformitself.Therearetimesinanyindustrywhenastepchangeintechnologyletsnewleadersemerge,believesDavidSteel,vice-presidentofSamsung'
sdigital-mediabusiness.HesaysthetransitionfromanaloguedevicestodigitalonesprovidedSamsungwithitsmoment.Theconvergenceofdigitalproductsandservicesmayprovideanother.Suddenlythereseemtobemoreopportunitiesthaneverbeforetocombinedifferentdevices.Forinstance,MP3players,whichcanstoremusicdownloadedfromtheinternet,arebeingincorporatedintomobilephones.Withtheadditionofalensandfastmemorychips,thephonesbecomeusableasdigitalcamerasandcamcorderstoo.
Manypeoplethinkthatthemobilephonewillemergeasacentraldeviceinthedigitalfuture.SouthKorea,wheremorethanthree-quartersofthepopulationhavemobiles,providesgoodevidenceforthis.Manypeoplealreadyusetheirhandsetsfore-mailandevenvideo-messaging-and20%ofthembuyanewhandseteverysevenmonths.Anewhigh-speedwirelessservicewillsoondeliverevenwhizzierservicestoportabledevices,includinghigh-definitiontelevision.ThefactthatSouthKoreaisnowoneofthemost-wiredcountriesintheworldhasprovidedSamsungwithanadvantage:
aready-madelaboratoryfortestingconsumerreactionstonewdigitaltechnologies.
Marvellousmobiles
ThemobilephonehascertainlydonethemosttohelpSamsung'
snewimage.Handsetshavebecomefashionstatements,andanaidtosellingotherthings,saysInterbrand'
sMrLindemann.Butadecadeagoitwasadifferentstory.SouthKoreans"
didn'
tseeusasahigh-qualitycompany,"
saysChoiChang-soo,vice-presidentofSamsung'
smobilecommunicationsdivision.Tochangethatperception,Samsungsetouttomakeahandsetthatcouldbemarketedasonethat"
worksbetterinKorea"
.Itwas,forinstance,moresensitiveandsocouldreceiveandmakecallsinplacessuchasbasementrestaurantsthatareoftenshadedfromsignals.ThecompanyalsodevelopeditsownkeypadinterfaceforKoreancharacters.
ItwasalsoastruggletogetSamsung'
shandsetsacceptedaspremiumproductsbyoverseasoperators,saysMrChoi.Buteventuallythebusinesstookoff.Samsunghelpedtopopularisethe"
clamshell"
designandin2004launchedthefirsthandsetthatwillworkwithboththeCDMAandGSMsystemsusedindifferentpartsoftheworld.AccordingtoGartner,afirmoftechnologyanalysts,inthethirdquarterof2004SamsungnudgedaheadofMotorolabysellingalmost23mphonesworldwide,givingita13.8%marketshare,thesecondbiggestafterNokia(seetable).
Withmanyofitsmostprofitableproductsnowcomingunderpressure,isSamsung'
sremarkableresurgenceabouttocometoanend?
MichaelHoosikMin,whofollowsthecompa
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