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Samsung

Agenda
• Introduction
• Strategic goals
• SWOT analysis
• Implications for marketing
• Recommendations
• Conclusion

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Introduction
• SEC began a global
marketing initiative in
1993 based on New
Management Initiative
• Initiative was a
success – profits
increased to US $5.9
billion
• In 2003, SEC devised
a new marketing
image and mission

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Strategic goals
• To be a top ten global
brand by 2005
• To be regarded as a
premium brand
• Focus on innovative
premium products
• To increase shareholder
value by capitalising and
transforming Samsung
across the globe
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SWOT

Innovation, always c
market advantages
M-net analysis, iden
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Implications for Marketing

• Build a global brand and strong brand image


• Reposition and brand so that it is recognised as
a premium product
• Develop marketing plans, supported by in-
depth market research
• Review the allocation of the marketing
investment
• Elevate the role of marketing within Samsung 6
Recommendation 1
Continue implementing the current
strategy

• Developing a global brand and customer loyalty

• Effective pricing strategy

• Enhance the role of marketing within Samsung

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Recommendation 2
Develop proprietary software and
content
• Develop the capability to produce propriety
software and content in-house to leverage
SEC digital convergence

• Consider a joint-venture partnership to


quickly leverage skills and capability

• Introduce and manage an open platform


that offers third party software developers
to build applications for Samsung devices
to add value

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Recommendation 3
Review and restructure the
organisation

• Seek opportunities that offer


comparative advantage

• Build the ability to develop and diffuse


innovation

• Develop resource capability to support


an interdependent network of
specialised operations

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Conclusions
• CLN5 finds that SEC is unlikely to obtain top ten global ranking until the
confusion, uncertainty, and internal differences are resolved

• Consumer research confirms that SEC has not connected with its customers’
needs and where they are coming from

• The Company has a lack of focus with its branding in terms of segmentation,
targeting and positioning in determining future product innovation

• SEC’s corporate strategy turn-around has focused largely on product innovation


and R&D as a key component of branding and visibility. SEC must also consider
industry expert advice that propriety software and content which complements
the Samsung brand is equally important

• SEC board should endorse all recommendations made herein in order to


continue to grow the brand and Company

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References
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pp.648-663.
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4, pp. 333—344.
• In-Young, K. (1996).  The political economy of a chaebol's capital accumulation in South Korea: The
case of Samsung. Ph.D. dissertation, University of Hawai'i, United States – Hawai’i
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3rd edn, McGraw Hill-Irwin, Sydney.
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http://www.scribd.com
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