{"id":126570,"date":"2022-07-17T00:00:00","date_gmt":"2022-07-17T00:00:00","guid":{"rendered":"https:\/\/nursingstudybay.com\/2022\/07\/17\/samsung-and-apple-the-tech-battle\/"},"modified":"2022-07-17T00:00:00","modified_gmt":"2022-07-17T00:00:00","slug":"samsung-and-apple-the-tech-battle","status":"publish","type":"post","link":"https:\/\/www.studyproessays.com\/help\/samsung-and-apple-the-tech-battle\/","title":{"rendered":"Samsung and Apple : the Tech Battle"},"content":{"rendered":"<p>January 2009 Edition| | Being ahead of the competition is the mantra of Samsung\u2019s success. In business, it always pays to reduce the lead-time, as being late in business means business is over, which happened in the case of many big brands and competitors. | \u00a0\u00a0 \u00a0\u00a0Print this\u00a0\u00a0 \u00a0\u00a0RSS\u00a0\u00a0| | Tweet | | | By VARIndia Correspondent| | \u00a0 It does not require the genius of a rocket scientist to recognize that branding is the lifeblood of any corporation.<br \/>\nThis was well recognized by Samsung Electronics Corporation (Samsung), way back in 1998, when the South Korea\u2019s leading consumer electronics giant entered into an agreement with the International Olympic Association (IOA) to sponsor the 1998 Seoul Olympics. The message was clear. Samsung wanted to sponsor Olympics to establish itself as a global brand. And it became successful to a great extent too. Samsung\u2019s association with the Olympics helped the company increase its brand visibility and brand recall among its consumers worldwide.<br \/>\nIn the late 1990s, Samsung forged several marketing alliances with companies worldwide and sponsored events to enhance its brand awareness. Due to its marketing efforts, its brand value appreciated by more than 200 per cent from US$5. 2 billion in 2001 to its current $10. 8 billion. The company was ranked twenty-fifth in Interbrand\u2019s list of the world\u2019s top 100 brands. In 2002, Samsung emerged as the only non-Japanese brand from Asia to be listed in the global top 100 brands valued by Interbrand, the world\u2019s leading brand consultant.<\/p>\n<blockquote class=\"wp-embedded-content\" data-secret=\"zBSbw8TVmL\"><p><a href=\"https:\/\/phdessay.com\/the-distribution-strategy-of-samsung\/\" target=\"_blank\" rel=\"noopener\">Samsung Distribution Channel<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"\u201cSamsung Distribution Channel\u201d \u2014 Free Essays - PhDessay.com\" src=\"https:\/\/phdessay.com\/the-distribution-strategy-of-samsung\/embed\/#?secret=QMachcdJ2F#?secret=zBSbw8TVmL\" data-secret=\"zBSbw8TVmL\" width=\"600\" height=\"338\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><br \/>\nThe company was ranked as the fastest-growing brand in the world by Interbrand. In spite of the worldwide slowdown, Samsung, whose sales are equivalent to some 20 per cent of South Korea\u2019s GDP, posted a net profit of 1. 5 trillion Won for the third quarter of 2007-08. In late 2008, Samsung emerged as the number one player in the US cell phone market by snatching the crown from Motorola. It also emerged as the world leader in the memory chip market In 2007, Samsung spent more on R&amp;D than IBM.<br \/>\nThe company has jumped to the second place in the number of patents granted by America\u2019s patent office (just behind IBM). As a result of its commitment to innovation and unique design, SEA was ranked #6 in the electronics industry segment in the Fortune magazine\u2019s \u201cMost Admired Companies 2008\u201d, and named as one of Fast Company\u2019s \u201cFast 50 Most Innovative Companies of 2008\u201d. Among popular Business Week rankings, SEC ranked #26 in the publication\u2019s \u201cMost Innovative Companies of 2008\u201d and #21 in the \u201c100 Best Global Brands\u201d for 2007. SEC is also a top patent holder, ranking second overall in the U. S. in 2007.<br \/>\nAccording to industry experts, the reason for these earnings over the years is Samsung\u2019s holistic approach to develop several strategies for different regions, but guided by one unified Samsung brand image building strategy. Samsung\u2019s branding strategy was launched by its Chairman Kun Lee in 1996. It was a coordinated global programme to make Samsung an international brand. Over the last one decade, Samsung has executed its comprehensive brand building strategy. The company\u2019s annual investment in branding and marketing is about US$3 billion, which has been spent to increase its brand awareness around the world.<br \/>\nFor any new company, when it makes its entry into the market, there are two ways to stimulate growth: intensive advertising campaign, and product offerings with unique functions. Samsung recognized the potential of both. \u201cIn terms of products, Samsung introduced its leading-technology display products as well as printers in the Indian market and carried out SI meets all over the country to educate the channel community on its new products, \u201c says Ranjit Singh Yadav, Director \u2013 IT, Samsung India. However, the power of brand building exercise was not lost on the company.<br \/>\nIn fact, Samsung tilted more towards advertising and brand-making strategy \u2013 creating awareness of its name by investing large amounts of money in million-dollar brand- making campaigns. In India, Samsung, in order to create its brand awareness, signed seven cricket celebrities and in doing this it aimed to cash in on the popularity of cricket in India which is considered a religion in India. Instead of just ads featuring cricketers, Samsung launched its \u201cTeam Samsung India\u201d campaign all over India. The focus of this concept was to create patriotism through cricketers, but under the Samsung brand name the banner reads \u201cWith Team Samsung\u201d.<br \/>\nThe campaign was a huge success and it enabled Samsung to increase awareness of its brand. As a result, it began to make impressive growth in India. \u201cIn India, Samsung\u2019s investment on branding has pned our brand building and corporate initiatives, product investments and investments in the channel,\u201d says Mr. Yadav. \u201cIn the year 2008, Samsung supported the Olympics cause in India by way of sponsorship of the Indian team, the support for select members of the Indian team. The company also organized the biggest-ever national level school quiz on Olympics for school children.<br \/>\nConsequently, its Olympic-related advertising campaign brought the company\u2019s brand closer to customers. \u201cWe supported the Indian team to the Beijing Olympic Games as well as provided scholarship support to six Indian athletes for their training expenses, including Abhinav Bindra whom we subsequently signed on as our Brand Ambassador for Consumer Electronics products, following his return from the Olympics,\u201d adds Mr. Yadav. Samsung hugely invested in sports, as it knew that sports attract crowds. In the Athens 2004 Olympic games, it was named as Worldwide Wireless Communications Partner of the Olympic games, but not without a cost.<br \/>\nSamsung provided 14,000 mobile phones and also supported equipment during the games. They also presented themselves in the Olympic Torch Relay, which took place in 27 countries. They also showcased their products for 17 days to the visitors at the Olympic event and also allowed 30,000 minutes of free calling grabbing the audience to its brand. It has been noted that older companies often portray their products as commodities and generally sell their products only on the basis of brand without enhancing their quality and lowering their price. However, Samsung has proved to be an exception to this.<br \/>\nThe company not only invested hugely in brand creation campaigns, it also remained a cut above the rest by introducing innovation. In order to create a somewhat different image, Samsung has positioned itself by developing innovative products, thus becoming a leader rather than a follower. \u201cProduct innovation and channel expansion were the two key approaches that helped us grow our IT business in the year 2008 . We launched new categories like Digital Photo frames and entered the Notebook PC category with a comprehensive range of Notebooks and Netbooks.<br \/>\nWe enhanced our in-shop visibility through Shop in Shops within the channel, Shop boards as well as by adding over 100 channel partners in the B&amp;C class cities,\u201d says Mr. Yadav. \u201cOur channel engagement policy in 2008 included training the sales force on our new products and technologies through the Samsung Marketing Academy; SI meets in smaller cities as well as educating the channel through our newsletters and other communication material. We also tapped the large format retail for our IT products,\u201d adds Mr. Yadav. The Success Secret<br \/>\nBeing ahead of the competition is the mantra of Samsung\u2019s success. In business, it always pays to reduce the lead-time, as being late in business means business is over, which happened in the case of many big brands and competitors. For instance, the most advanced mobile phone has only two-mega pixel camera, but Samsung offered 5-mg phone in 2005. Samsung is offering new products lower than the market price. Yet, the company has been able to retain its standard and quality. However, part of this success was also Samsung\u2019s openness. The company opened p and recruited employees from a global pool of talent bringing in talent from various countries, making these people work together at one table designing the best product. This trend boosted the company\u2019s perception and made it a global brand among the consumers. The strategy paid off and in the past five years, it has achieved the biggest gain among major brands, even surpassing Sony. Samsung\u2019s approach is holistic reaching the world customer. It created its branding in multiple ways, ranging from traditional adds to billboards, racing, Olympic games, cricket matches, marathons.<br \/>\nIn short, wherever it saw the crowd, it communicated Samsung message by presenting itself as a leader of innovation with affordable price. In the year 2009, Samsung India is looking at strengthening both the product portfolio and the channel. The company will be tapping our existing brand shops as well as Large Format retail stores for our IT products. \u201d We have just launched our comprehensive range of Notebook PCs and the \u2018Live 360\u2019 campaign for Notebook PCs. In the year 2009, we will be expanding our portfolio in Notebook PCs, Display products as well as our Printer range,\u201d says Mr.<br \/>\nYadav. Samsung India will be continuing with its channel expansion in the year 2009 as well. \u201cWe will be strengthening the corporate sales business based on our enhanced lineup,\u201d adds Mr. Yadav. \u201cMarket will see the introduction of new technologies in the marketplace and some of the trends that we saw in the year 2008 will get more pronounced. Thus, I expect the LCD Monitor category to dominate the market completely, even as the transition from Desk Top PCs to Notebook PCs and Netbooks will continue. The Widescreen format will continue to dominate in LCD monitors.<br \/>\nSimilarly, the 17\u201d and 19\u201d monitors will continue to dominate in terms of screen sizes. With the introduction of new technology and convergence products, the Large Format Retail will continue to be a significant channel for selling IT products,\u201d says Mr. Yadav. Finally\u2026 Successful branding is all about establishing a long-term vision and crafting the company\u2019s operations to meet that objective. \u2019In 1993, as a first step in its globalization drive, Samsung acquired a new corporate identity. The company changed its logo and that of the group.<br \/>\nIn the new logo, the words \u201cSamsung Electronics\u201d were written in white colour on a blue colour background to represent stability, reliability and warmth. The words\u201d\u201cSamsung Electronics\u201d were written in English so that it would be easy to read and remember worldwide. The logo was shaped elliptical representing a moving world\u201d\u2013 symbolizing advancement and change. It was this sort of huge investment where millions saw the Samsung\u2019s message. Their brand remained in the forefront of millions of people giving them an edge over its competitors.<br \/>\nIt is no surprise that Samsung\u2019s brand building strategy overtook its competitors in less than the expected time. | | | No comment posted yet! Be the first to post a comment| * Pando Daily * PandoMonthly * Video * PandoDigest * About * Top of Form Search Bottom of Form * Copying Works: How Samsung\u2019s Decision to Mimic Apple Paid Off in Spades By Farhad Manjoo On August 25, 2012 In the fall of 2008, just a year after it released the iPhone, Apple became the most profitable phone maker in the world. The milestone wasn\u2019t much remarked upon by the press.<br \/>\nAt the time, Apple was still selling only a tiny number of phones compared to its rivals, and it wasn\u2019t clear that it could ever become a global juggernaut in the phone business. Still, because rivals couldn\u2019t match Apple\u2019s average sales price and profit margins, they were falling behind. In the fourth quarter of 2008, Nokia, which had long been the phone industry\u2019s profit leader, sold 113 million devices worldwide, about 15 million of them smartphones. It made about $1. 2 billion in profit on all those phones. That same quarter, Apple sold just 4 million iPhones. But that single device earned Apple a profit of $1. billion. These numbers\u2014which Asymco\u2019s Horace Dediu has helpfully archived here\u2014provide the backstory to an industry in panic. If you were a phone maker watching the iPhone\u2019s sudden rise in 2008, you had to make a quick decision. A storm was blasting through your business and your survival depended on how you reacted. One option was to do nothing. A lot of firms opted for this path\u2014Nokia and RIM, for instance, seem to have decided that the iPhone was a blip, a cultish device that would never reach mass appeal, so why bother taking it on? Another option was to try to leapfrog Apple.<br \/>\nYou could spend many months, maybe even years, working on devices that aimed not just to match the iPhone\u2019s innovations, but to beat them. This was Palm\u2019s idea. Belatedly, it\u2019s what Microsoft began to do, too. Then there was a third choice. You could just copy Apple. You could borrow the iPhone\u2019s key ideas, make a half-hearted attempt to dress them up in your own brand, and bake them all into your product line-up. On Friday, a federal jury decided that Samsung was guilty of doing just that. But you don\u2019t need this decision, nor any of the damning internal documents uncovered during the patent case, to realize this.<br \/>\nJust look at the devices Samsung released in response to the iPhone\u2014for instance, the 2010 Galaxy S, pictured above. If that\u2019s not copying, the term has no meaning. It\u2019s tempting, after such a sweeping verdict in Apple\u2019s favor, to conclude that Samsung\u2019s decision to mimic the iPhone was a terrible mistake. The firm will now be on the hook for at least $1 billion in damages, and the judge could triple that amount. Samsung will likely face sales injunctions on many of its products, and will be forced to quickly design around Apple\u2019s patents in its current and upcoming devices, if not to pay a steep licensing fee.<br \/>\nOther companies that took inspiration from Apple\u2014including Motorola, HTC and, at the top of the chain, Google\u2014will also be stung by this decision. But if you study what\u2019s happened in the mobile industry since 2007, a different moral emerges. It goes like this: Copying works. Of the three paths open to tech companies in the wake of the iPhone\u2014ignore Apple, out-innovate Apple, or copy Apple\u2014Samsung\u2019s decision has fared best. Yes, Samsung\u2019s copying was amateurish and panicky, and now it will have to pay for its indiscretions. But the costs of patent infringement will fall far short of what Samsung gained by aping Apple.<br \/>\nOver the last few years, thanks to its brilliant mimicry, Samsung became a global force in the smartphone business. This verdict will do little to roll back that success. The other two strategies, meanwhile, haven\u2019t panned out. Ignoring Apple ended in disaster for RIM and Nokia. Nobly attempting to beat Apple also didn\u2019t work. Palm spent so much money and time coming up with an answer to the iPhone that, by the time it released the Pre in the summer of 2009, it needed the thing to be a mega-blockbuster. When that didn\u2019t happen, it was curtains for Palm.<br \/>\nNow Microsoft is facing a similar problem with its completely different and really amazing Windows Phone. Why is Redmond having a hard time getting folks to look at its wonderful OS? I suspect it\u2019s because while tech pundits like novelty, most consumers appreciate familiarity. When people around the world close their eyes and picture a \u201csmartphone,\u201d the iPhone is what springs to mind. The iPhone\u2019s interface and design have become embedded in the culture, as familiar, now, as the mouse pointer or the steering wheel. Departing from the iPhone\u2019s template, even for something better, isn\u2019t something many people want to do.<br \/>\nPerhaps that\u2019s why, since 2007, only two handset makers have consistently booked strong, growing profits: Apple and its doppelganger Samsung. Apple\u2019s profits have, of course, been historic\u2014since the release of the iPhone, it has made at least $70 billion from that device alone. But Samsung\u2019s numbers aren\u2019t anything to scoff at. Over the same period, Samsung has collected about $25 billion in handset profits. If the patent trial ends up costing the company $3 billion of that, it would certainly be a hit. But it wouldn\u2019t be catastrophic compared to the money Samsung did make from copying. And copying Apple didn\u2019t just result in monster profits.<br \/>\nIt also helped Samsung earn a reputation, among consumers and tech reviewers, as a company that can make compelling devices. Yes, it was clear that many of Samsung\u2019s ideas weren\u2019t original. But customers don\u2019t care about originality\u2014if they did, Windows wouldn\u2019t have won the PC world, and we\u2019d all be using Friendster instead of Facebook. While Samsung\u2019s ideas weren\u2019t novel, its phones did work well enough for many people, and unlike some of its other competitors, Samsung was able to offer the kinds of technical upgrades\u2014better screens; lighter, thinner devices; better batteries\u2014that customers demanded every year.<br \/>\nIt also got the basics of phone production and distribution. It produced the best alternatives to the iPhone at the lowest cost, and sold them in more markets, at better prices, than any other rivals. Now, this verdict notwithstanding, Samsung remains better positioned than any other company to make gains on Apple. Samsung\u2019s decision to copy Apple has also been inarguably good for consumers. If it weren\u2019t for Samsung and Google, Apple would have faced no meaningful competition in smartphones\u2014which would have been great for Apple shareholders but terrible for everyone else, including for Apple\u2019s customers.<br \/>\nAfter all, if it weren\u2019t for fierce competition from Samsung, would Apple have decided, for instance, to make its year-old model available for $100 off every year? Would it have added the costly Retina display without increasing the price of its phone? If it didn\u2019t see competition from Android, would it have turned MobileMe into iCloud? We can\u2019t know for sure, but the fact that Samsung and other Android makers were moving so fast had to have factored into Steve Jobs\u2019 and Tim Cook\u2019s decisions. Now, to its credit, Samsung is moving away from straight mimicry.<br \/>\nIts latest devices don\u2019t look like rip-offs, and the company seems genuinely interested in building legitimately innovative things. With the world\u2019s patent authorities watching, of course, Samsung has no choice but to do so\u2014and in the long run, innovation, rather than Xeroxing, will pay off for the firm. But you can\u2019t get to the long run without paying attention to the short run. Samsung\u2019s decision to ape Apple wasn\u2019t the most graceful strategy in tech history. But faced with an emergency\u2014a \u201ccrisis of design\u201d\u2014copying was the best Samsung could do. And it paid off handsomely.<br \/>\nMarch 29, 2011 \u2013 2:03 pm Samsung has a very long history dating back to the 1940s. Firstly, Samsung Store was founded by Lee Byung Chull in 1938 as a small company. This is the beginning point of a world wide known brand, Samsung. Korean War is the turning point for this small company. After the war, Samsung Company was developed in many different fields and this brought prosperity. During its history, Samsung was supported by many people and associations and sometimes by government. The regime of the years between 1960 and 1970, it was one of the brightest periods of Samsung.<br \/>\nIt was supported against foreign companies. After its foundation, Samsung worked in many fields related with electronics, mechanics and telecommunication. Different fields brought fame and success to Samsung. Global market is a place that Samsung has an important role. Since the very first days of Samsung, the company worked hard and it brought many innovations to our lives. Now it is not only a brand. It is brand of many different devices, machines, it is sponsor of many teams and it is a world wide known company. One of the most important fields that Samsung dominates is mobile world.<br \/>\nIn every country, many Samsung mobile models are available. Samsung in the Mobile Market World Samsung Company works in different markets and mobile market is one of them. Telecommunication covers many working areas such as computer, MP3, laptop and mobile. The statics show that Samsung is the second biggest brand in the mobile market world. Samsung started to play an important role in the mobile market world in the late 1970s. However, Samsung developed its first mobile only in 1988. For some innovations, Samsung Group worked with Motorola and new models come one by one.<br \/>\nIn the late 1990s, Samsung Group was a part of global market. The group exported mobile models to many countries. Since then, Samsung Group continues to develop itself for a better position in the mobile market world. Samsung Mobile Models Samsung produces so many models that the group categorizes mobile models: Essential and Business, Multimedia, Connected, Style and Infotainment. All these categories serve for different purposes of mobile users. Just have a look at them and choose the most suitable one for you.<br \/>\nTouch Series is the latest product of Samsung and these Samsung mobile models are Star S5233, UltraTouch S8300, Pixon M8800, Omnia i900 and innov8 \u2013 i8510. If you are looking for a touchscreen mobile model, keep these options in mind. Samsung has many other models. Their features are various and you find something suitable for you for certain. Here some other Samsung mobile model options: Samsung C450, Samsung M620, Samsung M8800, Samsung C260, Samsung D900i, Samsung i780, Samsung i560, Samsung M620, Samsung M310, Samsung G980, Samsung J800, Samsung G400, Samsung M150, Samsung i550W, Samsung B220,<br \/>\nSamsung B520, Samsung L700, SamsungF210, Samsung F250, Samsung B130, Samsung B530, Samsung B200, Samsung E250, Samsung U100, Samsung U800, SamsungE740, Samsung D880 and many others. \u00ab Students in Vietnam Get Libraries of Hope as Part of Samsung Campaign | Main | Samsung Mobile Display Produces 200 Million AMOLED Panels \u00bb The Success Story of Samsung Electronics: How It All Began * June 1 2012 at 3:35 AM Permalink Comments (1) * We\u2019ve shared with you, here on Samsung Village, how Samsung started out as a small trading company in 1938, selling noodles and dried seafood.<br \/>\nFrom that humble beginning Samsung has evolved into a brand that resonates with global leadership in various industries including IT, shipbuilding and engineering, just to name a few. Of numerous success stories, that of our Samsung Electronics affiliate is truly an amazing one. Samsung Electronics\u2019 English blog Samsung Tomorrow is running a series on the company\u2019s more than 40 years of history and we\u2019d like to walk you through some of the highlights of the company\u2019s milestone achievements. The Birth of Samsung Electronics On Dec. 0, 1968, Samsung\u2019s founding Chairman Byung-chull Lee and other executives gathered for a meeting where a crucial decision to enter the electronics business was made. Thus on Jan. 13, 1969, Samsung Electronics was born. By November 1970, Samsung succeed in producing 12-inch black-and-white TVs, and just two months after the production it exported the TV sets to Panama. Mass Production Begins In 1972, Samsung set up a Braun-tube bulb factory and after extensive investment and expansion of production lines, it also established two black-and-white TV lines with a capacity to produce 480 thousand TVs a year. Line of Products<br \/>\nAs Samsung established its own production system and accumulated technology, it pushed to produce its own TV model. And in April 1973, the first Samsung-developed TV product was born: the 19-inch transistor black-and-white Maha 506. Following the success of the Maha 506 TV, Samsung expanded into other electronics categories such as refrigerators, air conditioners, washing machines, fans, electric stoves and more. Samsung reached the 5 million milestone in the number of TVs produced in December 1978. In May of the same year, Samsung had already expanded its black-and-white TV lines to become the world\u2019s No. manufacturer. Also in December 1978, Samsung\u2019s overall exports reached 100 million dollars. Semiconductor Business Samsung Electronics merged Samsung Semiconductor in January 1980 in a combination that helped create synergies in production of both electronics and semiconductor parts. The merger set the foundation for Samsung to become a global leader that it is today in semiconductors. Global Expansion Samsung Electronics America was established in July 1978 as Samsung Electronics\u2019 wholly-owned subsidiary and set up its own service system in the country.<br \/>\nSamsung Electronics\u2019 first overseas manufacturing subsidiary was set up in Portugal in 1982. The global manufacturing network expanded to include the U. S. in 1984, the U. K. in 1987 and Mexico in 1988. Semiconductor Breakthrough In October 1984, Samsung introduced the industry\u2019s first 256K DRAM, just three months after it successfully developed the 64K DRAM. Production of the 256K DRAM \u2013 a technological breakthrough only a handful of companies globally were able to muster \u2013 marked a defining moment for Samsung in its growth as a leading semiconductor manufacturer.<br \/>\nFor many, the name Samsung is not synonymous with car making but the fact of the matter is that the South Koreans over at Samsung have been involved in the motoring business for a while now. Despite the fact they are not as well known as other Korean car brands (Kia, Hyunday and SsangYong), Samsung Motors has managed to make a name for itself. The brand was founded in 1994 but it wouldn&#8217;t be until 1998 that the first car rolled out of the factory door. By that time, South Korea was deep in an economic crisis that took over the entire Asian continent.<br \/>\nIn order to keep the company alive, Samsung was forced to seek a partner, so in 1998 it began negotiations with French car maker Renault. The take-over was finalized in 2000, when Renault bought 70% of the company stock for the sum of $512 million. Kun Hee Lee, the founder of the Samsung empire decided to enter his company in the car-making business because he thought he would supply it with the help of his other subsidiaries, Samsung Electrics and Samsung Electronics. Not a bad idea on paper, but as soon as the crisis hit, he was forced to sell.<br \/>\nAt that time, several Korean car companies seemed interested in the deal, including Daewoo and Hyundai, but it was Renault who won in the end, particularly because of the close tie between Samsung and Nissan, of which Renault was now a major stockholder. Nissan&#8217;s partnership with Samsung included engines and technical support as well as valuable expertise. This means that today, most of the models that have appeared under the Samsung brand name are based on existing Nissan models. For example, the SM3 is based on Nissan Bluebird, the SM5 on the Nissan Cefiro and Nissan Maxima and the SM7 on the Nissan Teana.<br \/>\nRenault has made had little influence on the brand in general and analysts think that Samsung acts only as a way for the French to break onto the Asian car market. Regardless of the role it plays right now in car production, Renault will continue to keep the Samsung brand name until 2020 due to a license agreement. Leveraging the Brand from B2C to B2B :- Samsung is a Korean industrial group with a product portfolio rangingfrom electronics, finance and construction to other services. Itsuccessfully internationalized its business from local to global. Samsung s headquartered in Seoul, South Korea. It is ranked as number\u00a020 of the 100 most valuable brands worldwide carried out by \u00a0Interbrand in 2005. This is an increase of more than 100% since 2000 withbrand value rising from US$5. 2 billon up to US$12. 5 billion . In2005 the company had 175,000 employees and an annual turnover of\u00a0US$43. 6 billon. Innovation and premium branding helped Samsung to achieve profits of US$10. 5 billion the same year. Exporting dried fish and vegetables Samsung was founded in 1938and started large scale manufacturing in the late 1950s in variousindustries.<br \/>\nIn 1978, Samsung Semiconductor became a separate entity\u00a0producing for the domestic market. With the development of a 64K\u00a0DRAM (Dynamic Random Access Memory) VLSI chip (Very LargeScale Integration electronics chips ) it expanded globally. In the financialcrisis in 1997, Samsung was facing US$20 billion in debt andhad to slim down the company by more than 100 non-essential\u00a0businesses in a restructuring process. It kept only 47 affiliated companiesand strategically re-focused on four technical components:displays, storage media, random access memory (RAM) and processors.<br \/>\nThe restructuring process led Samsung also to focus on core businesses. It restructured its business into four strategic business areas \u2013 Home Network, Mobile Network, Office Network and Core com\u00a0ponents \u2013 that support network products. Samsung implemented aclear mission and vision across all core businesses: Vision : \u201c Leading the Digital Convergence Revolution\u201dMission: \u201c Digital e-Company\u201d , i. e. a company that leads the digital Convergence Revolution through innovativeDigital Products &amp; e-Processes. Also, Samsung ocused on developing pioneering products andtechnology in semiconductors, telecommunication devices andhome appliances field, which on the long-term made Samsung amost competitive total solution provider in digital convergence. The strategy to develop new markets and new approaches has led Samsung to become a brand-led technology innovator. Its specialtyis to focus on its customer needs and to adapt quickly to changes inconsumer preferences. Simultaneously to the reorganization of its business units, Samsung established an intensive internal change management process \u2013\u00a0where marketing activities were bundled under one Corporate Center.<br \/>\nThe aim was to implement a holistic marketing strategy insteadof individual marketing plans to strengthen its market power and Upload Log In Sign Up &#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;- Top of Form Bottom of Form Explore Documents School WorkHealth &amp; MedicineBrochures\/CatalogsMagazines\/NewspapersHow-To Guides\/ManualsRecipes\/MenusBooks &#8211; FictionBooks &#8211; Non-fictionGovernment Docs+ all categories RecentFeatured People AuthorsStudentsResearchersPublishersGovernment &amp; NonprofitsBusinessesMusiciansArtists &amp; DesignersTeachers+ all categories Most FollowedPopular Language: English Choose the language in which you want to experience Scribd: * English * ?? * Epol * ??????? * Portugues * ??? * Deutsch * Francais * Turkce * ??????? ???? * Ti? ng vi? t * Jezyk polski * Bahasa indonesia Download 4 Go BackComment Link Embed of 33 Readcast Tweet 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d 1. 0 Executive Summery Samsung Electronics has proven to the business world that they are one of the mostprestigious technology companies in the industry.<br \/>\nWith more technology advancements thanour market can handle at this point and time, Samsung has paved the way for the future inelectronics. One of the most popular new \u201ctoys\u201d in the market today, is the unbelievable 3D TV. The first 3D TV was launched in March of 2010, and has already had a major impact on themarket. With the release earlier this year, Samsung dominated the market, controlling nearly90% of the total share. Samsung\u2019s product, the 9000 series TV, is incomparable to competitionwith its ultra-thin screen, measuring only 0. inches in width. The 9000 series also comes with afull color spectrum that makes for an incredible viewing experience. Although Samsung is dominating the 3D market, we still have very detailed strategiesand tactics that we believe will give us an increased competitive advantage over our\u00a0competition. The company\u2019s main emphasis the past couple years has been on integration,union, and encouraging innovation. Samsung is always preparing for the next big item to hit themarket, which is why their technology is so far ahead of all leading competitors.<br \/>\nIn the future,we plan to enter the 3D video gaming market with a partnership with Microsoft. This will give usaccess to all of Microsoft\u2019s gaming technology, in which we will combine with our quality of\u00a0sound and viewing stations to create the ultimate gaming experience. Of course, throughoutour journey through this market, we will continue to provide the best ad campaigns for the publicso that they will never forget our product. We will put as much prominence as possible in thesleek design and the one of a kind ultra-thin panel, only available in the Samsung 9000 series.<br \/>\nBy having an effective ad campaign, we will be able to catch the eye of many different targetgroups. Our major target groups are men around the ages of mid twenties to late thirties,Caucasian males, with a new and growing family. Studies show that this category is more likelyto buy the TV, along with a gaming system, than other aged males. We are also targeting \u201cCubeTubers\u201d. This is a group that consists of young people who grasp onto new technology quickly. This group is a large part of the 3D TV market right now.<br \/>\nIf the discussed strategies and tactics are successfully carried out, Samsung and the9000 series 3D TV, will hold the top spot in the television market for years to come. When thismarket starts to decline, Samsung has the technology ready for the next big wave of televisions,3D TV without glasses. 1 \u201cInspire the world, Create the future. \u201d 2. 0 Situation Analysis 2. 1 Samsung Electronics\u2019 Vision Statement: \u201cInspire the world, Create the future. \u201dThese six words coined the vision statement for Samsung Electronics (SE) inearly 2010 in correspondence with the release of its first 3D television.<br \/>\nThis visionstatement is a part of SE\u2019s \u201cVision 2020\u201d plan, and is considered the motto of thedecade for the industry leading organization. This new vision captures Samsung\u2019sdedication to inspiring its communities by leveraging Samsung\u2019s three crucial strengths:\u201cNew Technology,\u201d \u201cInnovative Products,\u201d and \u201cCreative Solutions. \u201d It also promotesnew value for Samsung Electronics\u2019 core networks: Industry, Partners, and Employees. Samsung\u2019s commitment, set forth through their vision statement, is to contribute to abetter world and a richer experience for all. 2. 2 Current Strategy:<br \/>\nSamsung\u2019s current strategy in the 3D television market is to seize a dominantmarket share while the market is being pioneered and to maintain the majority marketshare throughout the stages of the 3D television life cycle. With the recent release of 3DTVs into the market in early 2010, the product is still considered to be in the introductionstage of the product life cycle. While Samsung introduced its new slogan, &#8220;Inspire theworld, Create the Future,&#8221; the company&#8217;s strongest emphasis in the last two years hasbeen on convergence and integration. Samsung has re-organized their corporation toencourage cross-pollination andinnovation.<br \/>\nThis is demonstrated by the progressive approach to the market that Samsung has taken, acknowledging the lack of immediategrowth in the market, and innovating to prepare for the potential growth in the market. The current strategy being implemented is merely preparation for the growth potential inthe 3D television market. Samsung realizes that the growth of the 3D television marketis dependent on the volume of 3D content available. Due to the market\u2019s dependabilityon other industries to produce 3D content, Samsung has incorporated an effective planto accelerate the availability of the content.<br \/>\nThis segment of the current strategy wasaddressed by Samsung\u2019s recent partnerships with, 3D content industry leading,partners Technicolor and DreamWorks Pictures. 22010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d This current strategy has been effective, considering that, as of October 2010,the aggressive early launch plan has Helped Samsung in acquiring an 88% share of\u00a0the 3D television market in the U. S. Samsung\u2019s current strategy also includes theexpectation that their dominance and innovation in the High-Definition Television(HDTV) market will carry over as the 3D content availability increases.<br \/>\nThis currentstrategy can also be seen in Samsung\u2019s advertising efforts, as they launched a 12. 25million dollar marketing campaign in February in the UK. Currently, the strategy isestablished as progressive, meaning that Samsung is withholding the latest innovationsfro the 3D-TV market. Samsung has entered into a transitional phase, as they introducethe newest segment in the television market, and await the arrival of appealing 3Dcontent to compliment their technology.<br \/>\nSamsung\u2019s previous strategies have thrived inthe constantly evolving television market, innovating and pioneering new markets whiledeveloping break through products at competitive prices. Samsung has positionedthemselves throughout the past five years to dominate the next generation of 3D-TVmarket. Samsung\u2019s dedication to innovation in the flat-panel TV market has resulted intheir ability to deliver the breakthrough products and superior values that will keep themat the forefront of the global TV market.<br \/>\nSamsung began their dominance of the digital television market in 2005 andretained their top position until 2009 when, greenhorn to the market, Vizio took the topspot. In 2005, Samsung achieved their first No. 1 Market Share ranking in the HighDefinition television (HDTV) market. Although they lost the No. 1 market share of LiquidCrystal Display (LCD) televisions, 2005 proved Samsung to be a step ahead of thecompetition. They performed well enough that year to earn the 27th spot on the \u201cWorld\u2019sMost Admired Company\u201d list by Fortune Magazine. 007 brought Samsung the sixthconsecutive year with the No. 1 market share for LCD screens. Samsung pioneeredadvanced 3D technology, launching a 3D DLP TV in 2007, and a 3D Plasma-TV for\u00a02008. In 2008, Samsung led the global TV market for the third consecutive year as theycontinued to intrigue customers with outstanding picture quality, elegant liquid-crystalbezel styling, and advanced interactive and connectivity options that allow customers toenjoy pictures, movies, and music from the Internet, their own home network, or USBdevices.<br \/>\nIn 2009, Samsung introduced the newest line of HDTV that was certain to be a 3 \u201cInspire the world, Create the future. \u201d global hit, the Light Emitting Diode Television (LED-TV). The LED-TV lineup Samsungoffered was the next advancement in LCD technology, replacing the conventional cold-cathode fluorescent lamp backlighting with eco-friendly LED backlighting. The result of\u00a0this new market segment Samsung created was a full-featured TV with superior picturequality, stylish ultra slim enclosures, and dramatically lower power consumption. 009also brought success for Samsung\u2019s brand-recognition campaign as the Samsungbrand entered Fortune\u2019s Top Ten list of the World\u2019s Top Global Brands. Samsungforged a new market by launching their elegant and revolutionary, Light Emitting Diode(LED) television. Worldwide, Samsung sold 30 million flat-screen television sets,maintaining the No. 1 market share of Flat Panel TVs (FPTV) the fourth year running. Such achievements firmly establish Samsung\u2019s leadership both in popular demand andin producing top-quality products.<br \/>\nIn March 2010, Samsung was the first company inthe world to market a full HD-3D LED-TV, reinforcing the organization\u2019s leadershipwithin the industry. Although Samsung is a world leader in the television market, the product mix hasmore depth than simply home entertainment accessories and cell phones. The TVbusiness and the Mobile Phone business, are key components in the SamsungBusiness Portfolio. The TV business holds the top position in the current market. LEDTVs, which has shown explosive growth in the latest market, is a flagship product withinthe TV business.<br \/>\nLCD TVs and Monitors have also maintained top positions in their\u00a0respective categories. Samsung seeks to sustain leadership through constantinnovation and development in new technology, such as 3D. Samsung also inhibits aworld leading Semiconductor business unit, from which they transferred 300 engineersto the TV business unit. This transfer relocated the top performing engineering team inthe company, providing the employees with healthy performance bonuses every year,and keeping the TV business unit highly productive and competitive.<br \/>\nThis in houseaccess to human capital has allowed Samsung to maintain the top position in themarketplace. 2010 has undoubtedly been the breakthrough year for the revolutionary 3D TVtechnology, assuring a very busy year for Samsung. With the release of Series 7000,Series 8000, and Series 9000 (LED-TV) televisions, Samsung has garnered high media 42010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d and consumer praise for perfectly reproducing the range of full HD 3D images anddelivering \u201ctrue-to-life\u201d and \u201ceasy-on-the-eyes\u201d picture quality.<br \/>\nSamsung has beencharting the future of television through their 3D TV releases, of which include LED-TV,LCD-TV and Plasma-TV as well as 3D Blu-ray players, 3D home-theater systems andtotal 3D solutions that combine 3D active glass with 3D content. Samsung\u2019s currentstrategy is to enrich the television experience and the power of the products bymaintaining the superior picture quality. SE has also began to enrich a deepened valueto customers by continued communications and by differentiated products, such asexpanded Internet-TV features and the launch of the Samsung application marketplace,\u201cSamsung Apps. These strategic efforts strengthen the premium brand imageSamsung looks to uphold and Helps them in seizing and maintaining the No. 1 marketshare ranking. With competitors simply following the trend of Samsung\u2019s breakthroughinnovations in the market, saying that Samsung is a step above the competitors wouldbe an understatement. With the 3D TV market segment being introduced, severalcompanies have identified it as the next big trend in the home entertainment market andaim to capitalize on the potential growth by entering the market.<br \/>\nSome of the topcompetitors are Sony, LG Electronics (LG), Mitsubishi Electronics, Vizio, andPanasonic. Currently, none of Samsung\u2019s competitors can offer a product to rival thepicture quality of the Samsung. Companies like Vizio, however, look to undercut thequality aspect of Samsung\u2019s product by offering a cheaper, lower quality, alternativeproduct more accessible to mass market. Samsung will eventually see significantcompetition in the 3D TV market. Their greatest competition may come from their mostrecent prominent competitor, Vizio.<br \/>\nWhile Samsung maintains quality as a major sellingpoint, Vizio\u2019s focus is to appeal to the mass market by lowering their quality standardsso they can sell the product for less. Vizio is a market share leader but an innovativefollower, in a market where consumers will be forced to pay for the new technology andwill appreciate the quality due provided by Samsung, which in turn will negatively impactVizio. At Samsung, creativity, collaboration and excellence are the hallmarks of\u00a0leadership. Samsung has attracted the world\u2019s most talented managers as they work 5 \u201cInspire the world, Create the future. continuously evolving the company\u2019s culture to better support their employees. Samsung fosters innovative ideas that advance technology, creates new products, andimproves the everyday life of their customers. The organizations leadership consists of\u00a0veterans of the Samsung brand. Most individuals in top positions have spent well over\u00a0thirty years with the organization. This employee retention indicates stability andaccelerates growth within the organization. Samsung is a very customer orientedorganization, offering product support online, by phone, or in stores.<br \/>\nSamsung\u2019s current strategy, taking a transitional approach to the 3D TV market,while launching several new advertising campaigns to increase awareness of the newtechnology, can be seen as very effective due to the role they play in the market. Understanding the potential growth the market will see, Samsung has taken innovationto the next level by developing several different 3D products, which could eventuallylead to them attaining complete 3D TV market dominance. The environment of theSamsung organization reeds innovation and creativity, allowing Samsung to developproducts and that will move them a step closer to there goal of maintaining dominanceof the 3D market. 2. 3 Consumer Profile: With the development of 3D TV technology, Samsung\u2019s target market is easilyidentified as the Early Adapter. An early adapter is a consumer who has a very quickrate of diffusion, the rate at which the market accepts a new product or product idea. One Strategy Analytics Survey identified \u201cCube Tubers\u201d as the most likely consumers of\u00a0products available in the 3D TV market.<br \/>\nThese early adopters to new technology, areusually affluent young men who have redefined cool from having fast muscle cars, tobeing good at computer games. \u201cCube Tubers,\u201d are twice as likely to express interest inreceiving 3D TV programming at home. These consumers represent a rather smalleight-ten percent of the overall population. They are most likely young, mid twenties tolate thirties Caucasian males, educated and married. They seem to be the most likelycandidates to show interest in buying the newest generation of the television market.<br \/>\nAlong with the \u201cCube Tubers,\u201d the broader target market tends to be families with youngchildren. Understanding that children are more likely to show interest in the 62010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d development of 3D technology, Samsung and other companies will try to appeal to thechildren with the intention of captivating the market of families with children betweenages two and fourteen. One common factor of all 3D product consumers is their likelygeographic location. The target audience for 3D TVs will mostly be found in or near\u00a0bigger cities.<br \/>\nThese locations must be considered the prime market areas due to thelikelihood of the availability of 3D content in urban areas rather than away from cities inthe more technologically constrained rural areas. Most consumers of 3D TV productswill buy them via e-commerce with fewer buys being made in retail stores. Most e-commerce suppliers offer free, or cheap installation and deliveries. Supplying moreconvenience to the consumer than the average retail store. With the majority of thesales in the 3D TV market e-commerce,<br \/>\nSamsung will still be selling a significant sharein high-end electronics stores such as Best Buy (US) and HH Gregg (US). Whendefining the psychographic segmentation of the consumers of this market, Sue Shim,Chief Managing Officer, Samsung, defined the target consumer as someone \u201cimmersedin the TV experience, an early adopter, and an individual who is a thought or opinionleader amongst peers. \u201d The individuals Samsung looks to target, value the homeentertainment experience as prior generations would have valued an evening at thetheater.<br \/>\nSamsung\u2019s 3D TV product usage will increase as the content becomes moreavailable, and Samsung has taken steps to accelerate the rate at which this 3D contentarrives. In March 2010, Samsung announced partnerships with Technicolor andDreamWorks Pictures, two industry leading 3D content providers. With thesepartnerships, Samsung developed packages of products for the market incorporating3D content from DreamWorks Pictures and Samsung\u2019s 3D TV products, offering theconsumers the full package for the ultimate at home entertainment experience.<br \/>\nThiscombination of content and product demonstrated the innovative practices at workwithin Samsung, and helped them achieve their goal of the No. 1 market share in the3D TV market as it was pioneered. The only deterrents from the traditional patterns of purchase in the TV market arethe decline in the current global economy and proximity of the latest transition in thetelevision market to HDTV. The transition from standard definition to HDTV is still 7 \u201cInspire the world, Create the future. \u201d growing and many questioned Samsung for the release of 3D TV while new marketsegments are still growing in the HDTV market.<br \/>\nThe importance of customer service toencourage the growth of 3D TV industry is infinite. Samsung has established a plan tointeract more with the target consumers and expose them to the products available. Market forecasts project ( help with nursing paper writing from experts with MSN &#038; DNP degrees) sporting events in 3D will attract consumers, and with therelease of content such as ESPN\u2019s new 3D channel, the potential growth for the marketis opened to a new segment of 3D entertainment, the sports fan. Acknowledging that,Samsung took the initiative to begin demoing their available 3D TV products on site atsporting events at kiosks, offering fans the opportunity for exposure.<br \/>\nThe seasonality of\u00a0sales for Samsung is crucial, however they have identified the period betweenThanksgiving and New Years, the fourth quarter, as their most prolific quarter of theyear. 3. 0 Competitive Analysis Before comparing the products available from Samsung and its competitors, onemust understand that many market forecasts have been done, predicting the potentialroom for growth in the 3D TV market share available. These forecasts also predict thetotal share of the market that the 3D industry will capture out of the entire televisionmarket.<br \/>\nSamsung has studied these numbers and implemented release plans andpricing strategies based on these market forecasts. The results of these forecasts areas follows: 6. 2 million 3D TVs will be sold in 2010 (the launch of the market)representing three percent of the entire TV market. By 2014, forecasts project ( help with nursing paper writing from experts with MSN &#038; DNP degrees) over 83million 3D TV sets being in homes representing 31% of the entire TV market. Samsunghas established 2014 as the next big year of releasing the next generation of 3Dproducts such as 3D sets that do not require the use of shutter glasses, eliminatinganother inconvenience factor the current market bears.<br \/>\nFor comparative product analysis, we will use the most popular selling class of\u00a03D television sets with the most beneficial and unique features. The 55\u201d inch class isconsidered the most popular model of 3D TVs. For most competitors the model chosenis similar to that of Samsung, however the differences can be seen in the quality and theprice. For Samsung the model was the 9000 Series LED 55\u201d inch class 3D HDTV. This 82010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d odel was released in 2010 at a Consumer Electronics Show and won the award for\u00a0\u201cMost Brilliant Innovation\u201d for the industry that year. The 9000 series boasts an ultra slim. 31\u201d design (the size of a pencil), it comes with a premium accessory package, cinema-quality 3D and groundbreaking picture quality for 2D content, and it is also a Smart TVwith web-connected Samsung Apps. This products slim design is accompanied by oneof the most consumer conscious accessories introduced in the television market, theremote control.<br \/>\nThe remote control for this set is a touch screen handheld panel thatallows the consumer to stream live television to the remote even if you leave the roomso you never miss a moment of your favorite entertainment. The quality and design of\u00a0this product goes unmatched, as does it price, $5, 999. 3. 1 Sony Corporation Sony is a Japanese company that uses web advertising as a dominant feature. They offer different videos and PDF documents on their websites to help customersunderstand their business. Their videos offer different features about different productssuch as their TV\u2019s.<br \/>\nWhen typing into Google, Sony does not come up first, however,Best Buy was one of the leaders, who sell Sony TV\u2019s. However their customer servicefalls short of SE according to consumer reports. The Sony product for the 3D TVmarket falls under its Bravia class, and sells for $2,999. Bravia boasts similar features,as most competitors have had no choice but to follow the trends of Samsung. Sonyfinds itself in the top five of the market share of the previous trends of the televisionmarket, usually in the top three until recently being bumped down to fifth recently in theFPTV market.<br \/>\nSony seemingly finds itself in the television market as it finds itself inevery other aspect of the entertainment market segments ranging from film productionto MP3 players and gaming consoles. It is a large organization focused on improvingcurrent products and using other organization\u2019s innovations to take a share of themarket. 9 \u201cInspire the world, Create the future. \u201d 3. 2 Mitsubishi Inc. Mitsubishi Inc. is also a Japanese company with a Very broad product mix, and amarketing theory that anything is possible.<br \/>\nThey Aim to release their 3D TVs mainlythrough private company sales rather than in nationally acclaimed retail stores like mostbrands. Mitsubishi has continued to use and perfect DLP technology, created by TexasInstruments, while Samsung has moved on from DLP and has released some beautifulPlasma, LCD and LED 3D TVs. Mitsubishi\u2019s difference is in its picture quality, althoughDLP offers great picture quality the technology has many drawbacks such as bulbreplacement and interior cleaning to maintain picture quality that hinder consumers frombuying their product.<br \/>\nMitsubishi is the most recent follower of trends by recentlyadopting the Smart TV idea and integrating Internet connectivity into the unit. This lateadaptation and constant need for upkeep to maintain picture quality and absence of\u00a0variations in the products available in the 3D market limit Mitsubishi to a small marketshare. Concluding that Mitsubishi\u2019s broad range of products, and lack of resourcesavailable to consumers, equates to poor customer service practices. 3. 3 Panasonic Inc. Panasonic, another Japanese company, is another competitor finding its way tothe top three market shares in the TV market.<br \/>\nPanasonic aims to be the No. 1 GreenInnovation Company in the Electronics Industry by 2018, the 100th anniversary of their\u00a0founding. After Samsung initiated an unexpected price war with Panasonic at theopening of the 3D market, they announced an expectancy to miss sales targets for thefirst year. Demonstrating Samsung\u2019s sound knowledge of good pricing strategieskeeping competitors on edge. &#8220;No one can keep up&#8221; with price cuts by Samsung in theworld\u2019s biggest TV market, Yoshiiku Miyata, a managing executive officer at Osaka-based Panasonic&#8217;s, TV business, said in an August 30 interview with Bloomberg. It\u2019sbecome unclear whether we can reach our target&#8221; of selling one million 3-D sets in theyear to March 31,\u201d he said. Panasonic\u2019s product for the comparative analysis is the 55\u201dinch class Viera, priced at $3,350. Panasonic\u2019s premier 3D product differs in thebacklight composition, opting to use plasma for the opening of the 3D market. Withplasma however, comes the looming fear of having to replace the backlight in the 102010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d television as is necessary for plasma.<br \/>\nHowever, the LED backlight Samsung offers isfar superior to the picture quality of a plasma television. The pricing strategy of\u00a0Panasonic is in question as well, considering the plasma technology is much cheaper toproduce yet the price is similar to that of LED backlight set. 3. 4 LG Electronics Inc. LG Electronics is a Korean company. LG Electronics Inc. , ranking as the world&#8217;ssecond-largest maker of flat-screen TVs, said it aims to strengthen its presence in theburgeoning 3D TV market, seeking to grab a share larger than its target for the liquid-crystal display (LCD) TV market.<br \/>\nLG is eyeing 25 percent of the global 3D TV marketthis year, which amounts to 950,000 sales based on an annual market forecast of 3. 8million units. That compares with LG&#8217;s 15 percent market share target for\u00a0LCD TVs, or\u00a025 million units. &#8220;Considering the downward trend of (our) market share in the generalTV market, it is our goal to lift our market share in 3D TV, which will lead the next TVmarket,&#8221; Kwon Hee-won, executive vice president and head of\u00a0LG&#8217;s LCD TVbusinessunit, told a press conference, declining to provide a specific sales target. LG had focused on the mass market.<br \/>\nInitially LG\u2019s objective was to create afootprint among the sizable middle class, and other than its aggressive pricing, therewas little to distinguish it from other consumer durable companies. LG\u2019s premiumproduct in the 3D lineup is the 55\u201d inch class Infinia model, LED project ( help with nursing paper writing from experts with MSN &#038; DNP degrees)ion full 3DHDTV, priced at $3,970. One major drawback with this product is the label of being a3D-Ready TV, in comparison to a 3D-Enabled TV like that of Samsung\u2019s 3D TV productline. This factor and the passive approach LG has in the television market will limit theshares they will get in this early phase of the 3D TV product life cycle. . 5 Vizio Inc. Vizio is a market share leader in the industry, but its claim to success is in itsability to follow technology and market trends. Vizio\u2019s vision is to be the industry leader\u00a0in consumer electronics by consistently delivering the latest technologies at the mostaffordable price. This mission allowed Vizio to take the No. 1 market share in LCDtelevisions in 2009, the first time in six years anyone but Samsung held the covetedranking. Vizio also found itself in the 3D TV market soon after other brands such asSamsung pioneered the way.<br \/>\nUsing the best of innovations other companies have had, 11 \u201cInspire the world, Create the future. \u201d Vizio has developed cost efficient production methods that allow them to undermine thequality of the products slightly and the price for what they sell at significantly. Vizio\u2019sproduct for comparison is the 55\u201d inch class Full Array TruLED LCD 3D HDTV, thisproduct sells for $2,499. 4. 0 SWOT Analysis 4. 1 Strength A. High Quality Innovative Products &#8211; Brand Prestige Samsung\u2019s 3D TV market products lead the industry as they havepioneered the launch of the new market segment in early 2010.<br \/>\nSamsung\u2019s LED TVproduct line has earned the prestige of the best picture quality available in the market byConsumer Electronics Reports. Those very products are also leading the way ininnovation in the way of style and appeal to consumers, as Samsung released the 9000Series, which is the thinnest 3D TV available at . 31 inches. Samsung is also working tolead the market by offering a range of top quality award winning products developedspecifically for the 3D market. Samsung is a strong corporate brand known for itsquality products and advanced technology use.<br \/>\nThe brand prestige that Samsung looksto carry over from the LED, LCD and Plasma markets, hoping consumers will easilyidentify the brand and associate it with it high quality products from an organizationdedicated to providing market leading products. Samsung focuses more towards theinnovations and tries to keep improving products to attract more consumers and capturemore market share. Hoping to captivate the interests of more target consumers, SEdemonstrates its aggressive approach to accelerating the diffusion rate of the 3Dmarket by offering over a third of their LED products as 3D enabled devices.<br \/>\nThe robustmarket position coupled with strong brand equity imparts significant competitive edge tothe company regarding scale and recognition, which in turn augers well for thecompany\u2019s expansion plans. B. Availability of Resources 122010 Marketing Plan 2010 Marketing Plan \u201cInspire the world, Create the future. \u201d Samsung recently transferred 300 engineers from their veryprominent semiconductor business unit within the organization, and established a newtelevision business unit. The relocation of these engineers has allowed SE to developmarket products far beyond the technology and innovative capacity of competitors.<br \/>\nSE\u2019s semiconductor business unit from which they transferred those engineers, issuccessful enough for competitors in the television market to buy the technology fromSE to use it in their own products. Companies like Sony and LG, SE\u2019s biggestcompetitors in the 3D market currently buy their semiconductors used for production of\u00a0there 3D TVs from Samsung, giving SE the ability to dictate the technology used by itscompetitors. With control over competitors technology SE can assure there dominanceof the 3D TV market share, by staying a step ahead of the competition selling themtechnology SE has been using for some time.<br \/>\nC. Constant Focus on R;D Samsung Electronic has been regularly strengthening its researchand developments (R;D) function. The company devotes significant resources andattention to develop consumer-preferred products with innovative and distinctivefeatures. It is evident from the fact that, the company invested approximately 5. 0% of itsrevenue in R;D activities over 2008 and 2009. The company plans to enhance thespending to nearly KRW9,300 billion ($7 billion) in 2010, up from KRW7,600 billion ($6billion) in 2009.<br \/>\nThe company has deployed nearly 42,000 people in the researchactivities across its 42 research facilities around the world. These efforts in R;D haveallowed for SE to develop technologies for products such as a 3D TV that doesn\u2019trequire glasses, which has been developed but Samsung is waiting to develop themarket and for competitors to catch up. Further, the company owns several researchcenters across the world. Its R;D network ps six centers in Korea and 18 more innine other countries, including the US, the UK, Russia, Israel, India, Japan and China.<br \/>\nThese R;D activi<\/p>\n","protected":false},"excerpt":{"rendered":"<p>January 2009 Edition| | Being ahead of the competition is the mantra of Samsung\u2019s success. In business, it always pays to reduce the lead-time, as\u2026<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[10099,10681,7636,615,10892,10680,10891],"tags":[10553,10616,10254,10896,10897,10247,10295,10898,10893,10894,10895,10899,10551],"class_list":["post-126570","post","type-post","status-publish","format-standard","hentry","category-buy-essay","category-cheap-dissertation-help-online","category-cheap-essay-writer-usa","category-homework-help-writing-service-usa","category-page-paper","category-university-dissertation-writing-service","category-write-my-assignment-ireland","tag-1-assignment-help-online-service-for-students-in-the-usa","tag-australian-best-tutors","tag-can-someone-write-my-assignment-for-me","tag-case-study-in-nursing-writing-a-nursing-case-study-essay","tag-free-nursing-case-studies","tag-help-me-write-my-dissertation","tag-homework-for-you","tag-nursing-case-study-assignment-examples","tag-nursing-case-study-examples","tag-nursing-case-study-presentation-example","tag-nursing-case-study-questions-and-answers","tag-student-nurse-case-study-assignments","tag-write-my-assignment-help-for-college-students"],"_links":{"self":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts\/126570","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/comments?post=126570"}],"version-history":[{"count":0,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts\/126570\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/media?parent=126570"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/categories?post=126570"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/tags?post=126570"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}