三星战略分析最全版Word下载.docx
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三星战略分析最全版Word下载.docx
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ForSamsung:
TheenvironmentcouldmakeSamsungchangeitsmarketintomorestablecountriessuchasChina.Andnewcompetitionpolicywouldletitchangeits
1/11
strategyincompetitionespeciallyinprice.
Economicsegment:
Globaleconomichasalreadycameintotardinessphase,problemsofhighpriceofoil,globalimbalaneeandtheincreaseofhighpublicliabilityofdevelopedcountrywouldmaketheeconomicinstable.Thefinancialcrisishappenedin2008hasalreadyprovedthis.However,theGDPofwholeworldincreaseintensively.Thismightimpactanorganizationinlotsoftermssuchassupplierandcustomer.
InChinaeconomicincreasedintensivelyduringthelastfewyears.GDPof
Chinanearlyupto10.1%in2010.ThustheenvironmentofeconomicenvironmentinChinaisgoodfororganizations.
ForSamsung:
Itwouldbeimpactedheavilyfromthedecliningofglobaleconomic,however,inChina,stableandincreasingmarketwouldletSamsungputmorefocusonit.AndthepriceofSamsung'
sproductsshouldbechangedforthedifferentconditionofthedifferentcountries.
Technologicalsegment:
Generallyspeaking,technologynowadayscouldbedescribedashugenewtechnologycomingforth,especiallyinglobalinformation.
Andthepaceismoreandmorefast.Theamalgamationofinformationsciences,lifesciences,mattersciencesandcognitivesciencesmadeinformation
technologyusedinmoreareas.
Demographicsegment(inChina):
Wecanunderstandthedemographic
distributionfromthetablebelow:
Gross
Percent
City
665575306
49.68
County
674149546
50.32
Male
686852572
51.27
Female
652872280
48.73
Age0-14
222459737
16.60
2/11
15-59
939616410
70.14
Olderthan60
177648705
13.26
Sum
1370536875
Fromthetablewecouldseethatpopulationincountiesislargerthanincities,maleandfemalenumbersareapproachingtoabalaneeandthelargestamountofpeoplearelocatedbetweenage15to59.ThismeansmorepotentialmarketsareengenderingbytheincreasingofpeopleinChina.
ThegovernmentofChinaalsodoeshisbesteffortonpublicsanitationandspeedupthedevelopmentofeducationtheseyears.Asaresult,thepeoplequalityinhealthaspectandeducationaspectbothincreasequickly.
ForSamsung:
smarket.
HugepopulationgivesSamsunglotsofnewopportunities.Asanelectronicindustry,Samsungputmostofitsmarketinareaswhichhashighearningssuchasbigcities.MorepeopleincitiesthanbeforewouldenrichSamsungAlso,potentialmarketandpotentiallabormarketwouldbegivensincetheincreasingofcitypopulation.
2.IndustryEnvironmentAnalysis
Porter'
Fse-ForcesModelofIndustryCompetition
3/11
Specifically,theindustryenvironmentofSamsungalsoineludesfourterms:
Threatsofnewentrants:
Asweallknow,therearelotsoforganizationsdobusinessinelectronicindustryandthismarkethadalreadysaturation.Electronicproductionneedshighcost,sothestrengthofentrybarriersisveryhuge.Inthiscaseitisnotsoeasyforotherorganizationstoenterthisindustry.
Inaddition,intheareaofappearaneefeworganizationscoulddobetterthanSamsungandthismakeSamsunghasalargeamountofloyalconsumers.Threatofsubstituteproduction:
ThesubstituteproductionofSamsungs
electronicproductioninChinaincludesNokia,Moto,Sony,LG,Siemens,TCLandsoon.
LGandTCLcouldnotimpactSamsungheavilybecausethefeaturesof
4/11
theseorganizations'
productshavenotcatchupwithSamsung
'
productshavewonderful
thefuturefewyears.WhichcouldbethreatstoSamsungactuallyareNokia,MotoandSony.Theseorganizationsfeaturesandtheirownloyalcustomers.
Bargainingpowerofsuppliers:
Samsungisanintegrativecompanythusithas
itsownsupplierlink.SupplierlinkwhichmakesSamsungproudthemostletSamsunghasverylittleimpactonthebargainingpowerofsuppliers.Theyonlyneedtocareabouttherawmaterials.
Bargainingpowerofbuyers:
Becauseofthestableeconomicandpoliticalenvironment,thetargetmarketofSamsung'
sucptrsodwouldstayinadynamic
balance.Wealsocouldseethat,economicisincreasingfast,withthebuyingbehaviorofhighearninggroup,therewouldbelargeamountsofpotentialmarketexistforSamsung.
ii.InternalEnvironmentofSamsung
1.InternalResources
Tangibleresources:
Financialresource:
ThroughfinancialanalysisofSamsung,wecanseethatitisnowinastrongfinancialposition.Asthedatashows,Samsunghashighamountoftotalassetsandnetsales.Althoughitsdebtisn'
wtleinveal,vitesrylo
netincomestillkeepsgrowing,reachingto13.8billiondollarsin2009.Organizationsinsuchastrongfinancialpositioncanbemoreresponsivetonewopportunitiesandnewthreats.
.Technologicalresource:
InnovationiscrucialtoSamsung'
sbusiness.Asnewtechnologiesarebeingconstantlyintroducedtothemarket,speedisessentialforremainingcompetitiveintoday'
sdigitalera.Incaseofthat,Samsung'
sR&
Dcentersaresetupallovertheworld.TheR&
DnetworkspanssixSamsungcentersinKoreaand18moreinnineothercountries,includingtheUnitedStates,
5/11theUnitedKingdom,Russia,Israel,India,JapanandChina,aswellasotherresearchcentersanduniversities.Thesecentersaretaskedwithhiringtop-notchlocaltalent,investigatingthelatestlocaltechnologytrends,andbringingtolifethosetechnologiesthatmakethegreatestbenefits.
Intangibleresources:
Humanresource:
OneofSamsung'
sstrongestassetsistheteamoftalentedresearchersandengineers.MorethanaquarterofallSamsungemployees—42,000people—workeverydayinresearchanddevelopment.Whenemployingpeople,Samsungputshisfocusonemployeessens'
eofresponsibility
asitisthecorevalueoutlookofSEC.Samsungselectpeoplewhohavegoodmoralsandbeinnovated.Anyway,employeesneedtobefitwithSamsung'
sculture.Samsungnotonlyputshisfocusontheprocessofselectingemployees,butalsotheprocessoftrainingandeducatingemployees.Asstatisticsshows,Samsungcostsabout63,000,000dollarseveryyearonthetrainingofemployees.Inordertoattractpeoplewithabilitiesandretainthem,Samsungevenprogramsanall-aroundincentivesystemandascientificperformanceappraisalsystem.Thoseexpertswhohaveexcellentperformanceevengainhigherannualsalarythantopexecutivesandmanagers.
.Uniquebrandreputation:
Samsung'
rseputationisbasedonitscorporateculture.Asweallknow,itsvisionistoleadthedigitalconvergencerevolutiongrowingtobethebestanditsmissionistobecomeabestDigital-£
company.
Here,dmeansmostefficientproductivemanagement.Furthermore,Samsung'
s
serviceconceptionistokeepstrongcontactwithcustomersandmaketheirbesteffortstosatisfywithcustomers.AlltheseoperatingphilosophiesgainalotofreputationforSEC.
2.ValueChainAnalysis
6/11
Administration
Multinationalcompanysystemallovertheworld
for
HRM
Technology
Development
Procurement
Chancespersonald
evelopmentStrongR&
Dcapability
“Samsungtypendustrialpark
Us
tec
ehigh-endhnologies
Inbound
Logistics
Operations
Workinmarketinguidingprinciple
Massiveahighquali
nd
ty
Outbound
Setupstrongmarketingteama
extensivemarketingrelationships
MarketingandSales
Offeruniquendandthoughtfulservice
Skilltraining
Profit
Service
3.CoreCompetenciesAnalysis
Samsung'
corecompetenciesareasfollows:
Innovation:
SpeakingofSamsung'
sresplendence,almosteverymanageror
ordinaryemployeewillrefertothewell-knownremarksbyKun-HeeLee,thechairmanofSamsungGroup,“Exceptwifeandchildren,allthethingshavetochange.”In1993,Kun-HeeLeeconductedthe“NewManagemen”program.Throughcontinuousindoctrinizationoftheconsciousnessofcrisisandtheconceptthatonlythosewhochangecanpossiblysurvive,Samsungscorebusinessbeguntochangefrommassimitationalproductiontoindependentbranddevelopmentbasedondigitaltechnology.Duringitscoursetobecomeaworld-classcompany,Samsunghasneverstoppedinnovationandtr
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