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Samsung Electronics—A Detailed Case Study

Samsung is a South Korean electronic gadget manufacturer in Samsung Town, Seoul. Samsung Electronics was established by Lee Byung-Chul in 1938 as an exchanging organization.

We all know this information about Samsung. Don't we? But what we don't know? Do you know how much Samsung has grown in these years? What are the Future Plans of Samsung? How much Samsung invested in its R&D? What difficulties did the company face coming all this way? What is the history behind this multinational conglomerate?

Don't worry we got you covered. We have penned down a detailed Case Study on Samsung Electronics. Let's find out in this thoroughly studied Samsung case study.

Let's start the detailed case study from here.

Samsung entered the electronics industry in the late 1960s and the development and shipbuilding ventures in the mid-1970. Following Lee's demise in 1987, Samsung was divided into five business groups - Samsung Group, Shinsegae Group, CJ Group, Hansol Group and Joongang Group.

Some of the notable Samsung industrial subsidiaries include Samsung Electronics, Samsung Heavy Industries  Samsung Engineering, and Samsung C&T (separately the world's 13th and 36th biggest development companies). Other notable subsidiaries include Samsung Life Insurance, Samsung Everland, and Cheil Worldwide.

Samsung has a powerful influence on South Korea's monetary advancement, legislative issues, media, and culture. Samsung has played a significant role behind the "Miracle on the Han River". Its subsidiary organizations produce around a fifth of South Korea's complete exports. Samsung's revenue was equivalent to 17% of South Korea's $1,082 billion GDP.

History of Samsung Electronics Samsung's Business Strategy Samsung Rides High In India Business Growth in India Future Plans of Samsung FAQ's

History of Samsung Electronics

1938 (Inception of Samsung)-

• In 1938, Lee Byung-Chul (1910–1987) of a huge landowning family in the Uiryeong region moved to nearby city Daegu and established Samsung Sanghoe.
• Samsung began as a little exchanging organization with forty representatives situated in Su-dong. It managed dried fish, privately developed staple goods and noodles. The organization succeeded and Lee moved its head office to Seoul in 1947.
• When the Korean War broke out, Lee had to leave Seoul. He began a sugar processing plant in Busan named Cheil Jedang. In 1954, Lee founded Cheil Mojik. It was the biggest woollen factory in the country.
• Samsung broadened into a wide range of territories. Lee wanted to build Samsung as a pioneer in a wide scope of enterprises.
• In 1947, Cho Hong-Jai, the Hyosung gathering's organizer, put resources into another organization called Samsung Mulsan Gongsa or the Samsung Trading Corporation with Samsung's founder Lee Byung-Chul. The exchanging firm developed into the present-day Samsung C&T Corporation .
• After few years in business, Cho and Lee got separated due to the differences in the management style. In 1980, Samsung acquired the Gumi-based Hanguk Jeonja Tongsin and entered the telecommunications market . During the initial days, it sold switchboards.

1987 (Demise of Lee Byung-Chul)-

• After Lee's demise in 1987, the Samsung Group was divided into four business gatherings—Samsung Group, Shinsegae Group, CJ Group, and the Hansol Group.
• One Hansol Group agent stated, "Just individuals uninformed of the laws overseeing the business world could think something so ridiculous," while also adding, "When Hansol got separated from the Samsung Group in 1991, it cut off all installment assurances and offer holding ties with Samsung subsidiaries."
• One Hansol Group source attested, "Hansol, Shinsegae, and CJ have been under autonomous administration since their particular divisions from the Samsung Group."
• One Shinsegae retail chain official executive stated, "Shinsegae has no installment certifications related to the Samsung Group." In 1982, it constructed a TV get-together plant in Portugal, a plant in New York in 1984, a plant in Tokyo in 1985 and an office in England in 1996.

2000 (Samsung in 20th Century)

• In 2000, Samsung opened a development center in Warsaw, Poland. It started with set-top-box technology before moving to TV and cell phones. The cell phone stage was created with accomplices and formally propelled with the first Samsung Solstice line of gadgets and different subordinates in 2008. It later emerged into the Samsung Galaxy line of gadgets that is Notes, Edge, and other models.
• In 2010, Samsung declared a ten-year development system based on five businesses. One of these organizations was to be centered around bio-pharmaceuticals in which ₩2,100 billion was invested.
• In the first quarter of 2012, Samsung Electronics turned into the world's biggest cell phone creator by unit deals, surpassing Nokia which had been the market chief since 1998.
• In 2015, Samsung was granted U.S. patents as compared to other organizations like IBM , Google , Sony, Microsoft , and Apple. Samsung got 7,679 utility licenses before 11 December 2015.
• On 2 August 2016, Samsung Electronics revealed the Galaxy Note7 smartphone, which went on sale on 19 August 2016. At the beginning of September 2016, it halted its selling of smartphones due to some problems with the smartphones. Samsung suspended the selling of the smartphones and recalled its units for inspection.
• This happened after certain units of the telephones had batteries with a deformity that made them produce extreme warmth, prompting flames and blasts. Samsung replaced the reviewed units of the telephones with a new version. It was later found that the new version of the Galaxy Note 7 also had the same battery deformity.
• Samsung recalled all Galaxy Note7 cell phones worldwide on 10 October 2016 and permanently ended its production on the same day.

Samsung's Business Strategy

Great business strategies have been applied by Samsung over the years. Not very far back, Samsung wasn't as famous as now. Samsung has now advanced so much that it is the principal contender of Apple Inc. Samsung is the biggest tech business by income and the seventh most significant brand today. The showcasing procedure it applied encouraged Samsung electronics to turn into an industry driving innovation organization.

The Samsung marketing strategy was one of the best systems at any point because it helped a cost-driven organization to change its structure and become a power producer. Due to the consistently changing tastes of purchasers in the innovation business, organizations needed to pursue the pace and offer dynamic and advancing devices to their clients. In this way, Samsung additionally needed to change to pick up the high ground available, and the new Samsung showcasing methodology was the way to advancement.

Some of the business strategies of Samsung Electronics are listed below:

Promotional Mix Of Samsung

Samsung has arrived at fantastic statures with its cell phones which helped the brand to turn into an image of value and unwavering quality for its purchasers.

Samsung Marketing Mix Pricing Strategy and Samsung Advertising Methodology are the two estimating techniques used by the organization. Other than its items, Samsung is celebrated for its customer support . However, item variety is the most dominant part of the promoting blend of Samsung.

• Skimming Price

Like Apple , Samsung uses skimming costs to pick up the high ground over its rivals. For example, Galaxy S6 and S6 Edge are the brand's new results of Samsung conveying the trademark "Next is Now" and guaranteeing that they are the best smartphone maker at any point made.

What will happen when different contenders will dispatch a cell phone with indistinguishable highlights? Straightforward. Samsung will bring down the cost and effectively steal the customers from its competitors.

• Focused Pricing

Samsung experiences issues in increasing an edge over its rivals with different items. Doubtlessly, Samsung is a credible brand. However, regarding home appliances, it can't be in any way, shape, or form outperform LG In the cameras segment and other home appliance units. Also, Samsung cannot compete with Canon and Nikon.

For Samsung to withstand this savage challenge, it's crucial to utilize aggressive valuing of its products. Moreover, Samsung is neither a newbie underway nor non-inventive. For the most part, it is often the first company to be innovative with its products and present a change among its competitors.

• Putting in Samsung Marketing Strategy

Samsung uses divert advertising strategies. Retailers who present the innovation chain will undoubtedly incorporate Samsung in their rundown on account of the firm being a world-celebrated brand. Samsung can likewise fill in as an option for the purchasers. The circulation is a convincing piece of the Samsung promoting methodology.

In specific urban communities, Samsung has an agreement with a solitary dissemination organization that circulates the items all through the city. For example, Mumbai is an incredible case where Samsung conveys its products through a solitary organization.

Samsung Rides High In India

The greatest leader by far in the smartphone business is Samsung Electronics, the world's greatest cell phone and TV producer.

Samsung is India's greatest, versatile brand. It is the developer of Reliance Jio's 4G LTE system — the greatest and busiest information system on the planet.

Discernments, advertise wars, openings, rivalry — now and then from conventional remote adversaries, from nearby upstarts, and emerging Chinese brands trouble Samsung.

Be that as it may, every time Samsung has had the option to fight off the dangers and hold its ground. It has been leading the market in the TV fragment for more than 12 years and in the versatile business for a long time after it toppled Nokia in 2012.

Riding The Smartphone Wave

As indicated by some statistical surveying firms following cell phone shipments, Chinese firm Xiaomi is creeping nearer — or has even surpassed Samsung after December 2017 quarter.

While for the entire year 2017, Samsung was No. 1 in the cell phone space, IDC information indicated Xiaomi drove the last quarter with 26.8% piece of the overall industry. Samsung was at 24.2%. Different players, for example, Vivo, Lenovo, and Oppo stayed at 6.5, 5.6, and 4.9%, separately.

Warsi, who has been working with Samsung for as far back as 12 years and has as of late been advanced as Global Vice President, is unflinching, "These difficulties offer us the chance to work more earnestly for our customers and with our accomplices.

Furthermore, shoppers love marks that emphasis on them," he says. "Samsung is India's No. 1 cell phone organization crosswise over sections — premium, mid and reasonable. That is what makes a difference."

Statistical surveying firm GfK tracks disconnected offers of handsets — which make up around 70% of the market — in which Xiaomi is attempting to make advances.

Samsung had a 42% worth piece of the overall industry in the general cell phone showcase in the nation in 2019 and 55% in the superior fragment as indicated by GfK. An industry official who would not like to be named says that India must be Samsung's greatest market by large volumes.

The thought currently is to become the cell phone business which gets more worth. As indicated by reports, Samsung India's incomes from cell phone deals in 2018-19 remained at an astounding INR 34,300 crore. That is over $5.5 billion and development of 27%. Samsung's nearest adversaries are talking about incomes of $1 billion in India, going up to $2 billion.

Samsung is the world's largest manufacturer of consumer electronics by revenue. As of 2019, Samsung Electronics is the world's second-largest technology company by revenue, and its market capitalization stood at US$301.65 billion, the 18th largest in the world.

Shopper Is At The Center

Samsung is a worldwide advancement powerhouse that leads the patterns. It profoundly put resources in India — 22 years of connections in the exchange, and tremendous interests in neighborhood R&D . It has around 10,000 architects working in research offices in India and is perhaps the greatest scout from the IITs.

"Samsung has a solid brand picture in India, as it has been available in various customer electronic portions with quality items for quite a while now. The brand is trusted because of its long history in the nation, dish India nearness, and a vigorous after deals support for buyers," says Shobhit Srivastava, explore expert at Counterpoint Research.

Indeed, even an item fizzle of the size of the Galaxy Note7 in September 2016 couldn't affect Samsung. While the organization was fast enough to get back to every one of the units that had been sold and cease the gadget totally, Samsung's activities and ensuing effective dispatches of leads like Galaxy S8, Note8, the Galaxy S9 and S9+, which were propelled in February, rescued the harm and raised the profile of the brand as a dependable organization. "They rushed to concede their error and that helped them interface with the perceiving clients of today far superior," says Koshy.

Make For India

Samsung's system 'Make for India', which resounds with the administration's ' Make in India ' activity, was conceived in the late spring of 2015. Samsung India's new President and CEO, H.C. Hong, had recently moved in from Latin America and was looked with the prompt tough assignment of fighting a firm challenge from two nearby versatile organizations that is Micromax and Intex.

Samsung's customer hardware business containing TVs, fridges, and other advanced machines were additionally confronting challenges from Sony and LG.

Around a similar time, the legislature of India propelled its 'Make in India' activity. "In this way, Mr. Hong revealed to us we have been doing Make in India effectively for two decades. What we should concentrate on widely to remain on top of things is Make for India (MFI)," says Dipesh Shah, Managing Director of Samsung R&D Institute in Bengaluru, the greatest R&D community for Samsung outside Korea.

Truth be told, the R&D focuses in India contribute intensely to the improvement of worldwide items, for example, Samsung's lead cell phones (Galaxy S9 and S9+). While different organizations focused on propelling their worldwide items in India, Samsung went about rethinking items for the nation at its R&D focuses.

India is significant for Samsung, thinking of the nation as the second biggest cell phone showcase on the planet today, and it is possibly the greatest undiscovered market for some advanced apparatuses. The entrance of iceboxes, clothes washers, microwaves, and forced air systems are appallingly low because of components like the accessibility of continuous power, social conduct, way of life, and earnings.

Business Growth in India

Samsung India crossed the INR 50,000 crore deals achievement in 2017 according to the simply distributed organization filings with the Registrar of Companies (RoC), uniting its situation as the nation's biggest unadulterated play purchaser products MNC. The Korean mammoth's all-out salary, including turnover and other pay, developed by 15.5% to INR 55,511.9 crore in FY 2017 from INR 48,053 crore in the earlier year regardless of Chinese organizations making genuine advances into the Indian cell phone advertise.

Samsung's cell phone business developed deals at 26.7% to INR 34,261 crore, while the home apparatus business developed by 12% to INR 6,395.6 crore. The organization's TV business stayed dormant at INR 4,481.2 crore even though Samsung held the market initiative.

The organization's net benefit developed at a quicker pace of 38% to INR 4,156.2 crore which industry examiners credited to more concentrate on premium models crosswise over cell phones and customer hardware having higher edges.

Samsung, in its filings, said the 'Make for India' activity, through which a large portion of the items was planned and created given the Indian customer's needs, has been an enormous achievement and a major factor behind the development.

All the units at Samsung India improved their gross productivity with the TV business dramatically increasing it and the home machine business nearly trebling it. The cell phone business was the biggest supporter of gross benefit having developed by 44% in FY17 at INR 5,005.9 crore.

Future Plans of Samsung

Samsung has arranged a new venture of around INR 2,500 crore to transform its India tasks into a center for parts business, two senior industry administrators said. The ventures could be increased further, they included. The Korean organization has set up two new parts fabricating substances in India—Samsung Display Co and Samsung SDI India—for the generation of cell phones and batteries.

Independently, Samsung's funding arm—Samsung Venture Investment Corp—has set up activities in India to support new companies in gadgets equipment and programming organizations. The segment organizations will supply items to both Samsung India and other cell phone merchants who as of now source parts from Samsung's abroad tasks.

Samsung sees a big opportunity for segment business considering the administration's push on 'Make in India' where expense on imported cell phone segments and purchaser hardware is going up, the administrators said.

Samsung is likewise pitching to the administration for fare impetuses so it can even fare segments from India. Samsung Display has just marked an update of comprehension with the Uttar Pradesh government for an INR 1,500 crore plant for assembling telephone show to be operational by one year from now April. The plant will come up in Noida, the administrators said.

Samsung SDI India has plans to set up an assembling unit in India for lithium-particle batteries after the organization was drifted a month ago, according to its administrative filings with the Registrar of Companies (RoC).

As per the administrators, Samsung SDI has plans to contribute another INR 900-1,000 crore and will settle the plans after counseling with the Center post general races. These speculations come after it introduced the world's biggest cell phone fabricating unit in India a year ago at an all-out cost of INR 4,915 crore. It is expected to be completed in 2020.

That's all for now. Share your learnings and findings. What did you learn from this article? Which information surprised or amused you the most? Feel free to reach us and share your feedback. We would love to hear from you. Do comment us in the comments section below. Happy Reading.

Who is the owner of Samsung Electronics?

Samsung Group is the owner of Samsung Electronics.

Who is the Founder of Samsung?

Samsung Electronics was established by Lee Byung-Chul (1910–1987) in 1938 as an exchanging organization.

Who is the current CEO of Samsung?

Kim, Ki Nam, Kim, Hyun Suk and Koh, Dong Jin are the current CEO of multinational conglomerate Samsung.

What does Samsung Electronics make?

Samsung Electronics produces smartphones, TV sets, laptops, solid-state drives, digital cinemas screens, etc.

Is Samsung a Chinese company?

Samsung is a South Korean electronic gadget manufacturer in Samsung Town, Seoul.

What is Samsung's strategy?

• Promotional Mix of Samsung

How large is Samsung Electronics?

Samsung is the world's largest manufacturer of consumer electronics by revenue. Samsung Electronics is the world's second-largest technology company by revenue, and its market capitalization stood at US$ 301.65 billion, the 18th largest in the world.

What are the future plans of Samsung Company?

Samsung has arranged a new venture of around INR 2,500 crore to transform its India tasks into a center for parts business, two senior industry administrators said.

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Remarkable Recovery: Samsung Crisis Management Case Study

Have you ever wondered how a global tech giant like Samsung managed to navigate a major crisis and bounce back stronger? 

In the world of corporate governance, effective crisis management can be the difference between irreparable damage to a company’s reputation and a successful recovery. 

In this blog post, we delve into a Samsung crisis management case study to learn about exploding batteries to the intricate strategies employed to restore trust.

Samsung’s journey offers valuable insights into the intricacies of crisis management in the digital age. 

Join us as we explore the key lessons learned and best practices from this high-stakes situation, shedding light on the remarkable recovery efforts that propelled Samsung forward.

Let’s learn about sailing through tough times through Samsung crisis management case study

Background of Samsung History and growth of Samsung as a global conglomerate 

Samsung, founded in 1938 by Lee Byung-chul, started as a small trading company in South Korea. Over the years, it steadily expanded into various industries, such as textiles, insurance, and retail.

In the 1960s, Samsung ventured into electronics, marking the beginning of its transformation into a global conglomerate.

With a focus on technological innovation and a commitment to quality, Samsung rapidly gained recognition for its consumer electronics products, including televisions and appliances.

Throughout the 1980s and 1990s, Samsung significantly diversified its business portfolio, entering the semiconductor, telecommunications, and shipbuilding industries.

This diversification strategy helped Samsung become a key player in multiple sectors, solidifying its position as a global leader. Notably, Samsung’s semiconductor division became one of the largest chip manufacturers in the world, supplying components to various electronic devices worldwide.

Samsung’s ascent continued in the 2000s, driven by its successful expansion into the mobile phone market. The introduction of the Galaxy series, powered by the Android operating system, catapulted Samsung to the forefront of the smartphone industry.

The company’s innovative designs, cutting-edge features, and aggressive marketing campaigns contributed to its rise as a major competitor to Apple’s iPhone.

With its global reach, Samsung has consistently ranked among the world’s largest technology companies, epitomizing South Korea’s economic prowess and technological advancements.

Samsung has also been considered one the best companies that successfully managed and implemented change initiatives.

Overview of Samsung’s position in the technology industry

In the consumer electronics segment, Samsung has established itself as a dominant force. Its diverse product lineup encompasses televisions, smartphones, tablets, wearables, home appliances, and audio devices.

The Galaxy series of smartphones, in particular, has enjoyed immense popularity and has emerged as a fierce competitor to other industry giants. Samsung’s televisions are also highly regarded for their cutting-edge display technologies, such as QLED and MicroLED.

The company’s advancements in semiconductor technology have contributed to faster computing speeds, increased storage capacities, and improved energy efficiency.

Samsung’s influence extends beyond consumer electronics and semiconductors. The company is actively involved in telecommunications infrastructure, including the development of 5G networks and the production of network equipment.

Samsung has also made notable strides in the realm of software solutions, including its own mobile operating system, Tizen, and various software platforms for smart devices.

Samsung Galaxy Note 7 Crisis

The Note 7 battery issue marked a significant crisis for Samsung, leading to a widespread recall of the flagship smartphone and causing considerable damage to the company’s reputation.

The crisis began in September 2016 when reports emerged of Note 7 devices catching fire or exploding due to faulty batteries. These incidents raised concerns about consumer safety and triggered a wave of negative publicity for Samsung.

Upon receiving initial reports of battery-related incidents, Samsung initially responded by issuing a voluntary recall of the Note 7 in September 2016. The company acknowledged the problem and expressed its commitment to addressing the issue promptly and effectively.

Samsung attributed the battery malfunctions to a manufacturing defect, specifically a flaw in the design that caused a short circuit.

To ensure customer safety, Samsung advised Note 7 owners to power down their devices and refrain from using them. The company swiftly implemented measures to exchange the affected devices, offering customers the option to either replace their Note 7 with a new unit or receive a refund.

Samsung also collaborated with mobile network operators and retail partners to facilitate the recall process.

In its initial response, Samsung took steps to communicate with customers and the public about the issue. The company published official statements expressing regret for the inconvenience caused and assuring customers of its commitment to resolving the problem. Samsung emphasized its dedication to quality and safety, promising to conduct thorough investigations and implement necessary improvements to prevent similar incidents in the future.

Media coverage and public perception during the crisis

During the Note 7 crisis, media coverage played a significant role in shaping public perception and amplifying the negative impact on Samsung’s brand.

The crisis received extensive coverage from both traditional media outlets and online platforms, leading to widespread awareness and public scrutiny. Here’s an overview of media coverage and its influence on public perception:

• News Outlets: Major news organizations across the globe reported on the Note 7 battery issue, highlighting incidents, the recall, and subsequent developments. Television news segments, newspapers, and online news articles extensively covered the crisis , emphasizing the potential safety risks and consumer concerns. The constant media attention contributed to the widespread dissemination of information and increased public awareness of the issue.
• Online Platforms and Social Media: Social media platforms played a pivotal role in the crisis, enabling the rapid spread of information and user-generated content. Users took to platforms such as Twitter, Facebook, and YouTube to share their experiences, express concerns, and criticize Samsung’s handling of the situation. Viral videos, photos, and personal accounts of Note 7 incidents gained traction, further fueling negative sentiment and influencing public perception.
• Expert Analysis and Opinions: Alongside news coverage, experts and industry analysts provided their insights and opinions on the crisis. Their assessments of Samsung’s response, the potential causes of the battery issue, and the implications for the company’s brand reputation contributed to the overall narrative. Expert opinions had the power to sway public perception and shape the understanding of the crisis.
• Consumer Forums and Discussion Platforms: Online forums and discussion boards dedicated to technology and consumer experiences became hubs for discussions surrounding the Note 7 crisis. Consumers shared their frustrations, exchanged information, and warned others about potential risks. These platforms served as gathering places for individuals affected by the crisis and amplified the negative sentiment surrounding Samsung’s brand.

Financial implications and losses incurred by Samsung

The Note 7 crisis had significant financial implications for Samsung, resulting in substantial losses for the company. Here are some of the key financial impacts experienced by Samsung as a result of the crisis:

• Recall and Replacement Costs: The recall and replacement process incurred significant costs for Samsung. The expenses involved in collecting and replacing over 2 million of Note 7 devices, including logistics, shipping, and refurbishment, were substantial. The costs also encompassed the testing and certification of replacement devices to ensure their safety. The total recall cost was estimated at $5.3 billion.
• Decline in Sales and Market Share: The crisis had a detrimental impact on Samsung’s sales and market share in the smartphone industry. As consumer confidence in the Note 7 and Samsung’s brand reputation declined, potential buyers shifted their preferences to alternative smartphone options. The decline in sales of the Note 7, coupled with the negative impact on the perception of other Samsung products, led to a loss of market share for the company.
• Stock Price Decline: The Note 7 crisis had an immediate impact on Samsung’s stock price. News of the battery issue, recalls, and subsequent negative media coverage led to a decline in Samsung’s stock value. Samsung shares fell approximately to 7 percent right after 2 months of the crisis.

Crisis Management Strategy Employed by Samsung

Following are the key aspects of Samsung Galaxy Note 7 crisis management strategy:

Immediate actions taken by Samsung to address the crisis

In the face of the Note 7 crisis, Samsung swiftly implemented a range of immediate actions to address the situation and mitigate the impact on consumers and the company’s brand reputation. Here are some of the key actions taken by Samsung:

• Voluntary Recall: As soon as reports of battery issues emerged, Samsung initiated a voluntary recall of the Note 7. This proactive step demonstrated the company’s commitment to consumer safety and willingness to take responsibility for the problem.
• Temporary Production Halt: To address the root cause of the battery issue, Samsung temporarily halted production of the Note 7. This decision aimed to prevent further distribution of potentially defective devices and allow for thorough investigations and corrective measures.
• Transparent Communication: Samsung made efforts to communicate openly and transparently about the crisis. The company issued official statements and press releases acknowledging the problem, expressing regret for the inconvenience caused, and reassuring customers of its commitment to resolving the issue. Transparent communication was crucial in maintaining trust and providing timely updates to affected consumers.
• Collaboration with Authorities: Samsung collaborated closely with regulatory authorities and industry experts to investigate the battery issue comprehensively. By engaging external expertise, the company aimed to identify the root cause and develop effective solutions. This collaboration demonstrated Samsung’s commitment to finding the best possible resolution.
• Customer Support and Safety Guidelines: Samsung provided clear instructions to consumers regarding the use of Note 7 devices, emphasizing the importance of safety. The company advised customers to power down their devices, participate in the recall, and utilize alternative devices in the interim. This approach prioritized customer safety and aimed to prevent further incidents.
• Increased Battery Testing and Safety Measures: Samsung implemented enhanced battery testing procedures and stringent safety measures to prevent similar incidents in the future. The company adopted more rigorous quality control processes, including additional safety certifications and testing standards, to ensure the highest levels of product safety.

Communication strategies employed by Samsung

Samsung employed various communication strategies to address the Note 7 crisis and manage the impact on its brand reputation. Effective communication was crucial in maintaining transparency, addressing consumer concerns, and rebuilding trust. Here are some of the communication strategies employed by Samsung:

• Official Statements and Press Releases: Samsung issued official statements and press releases to provide updates on the progress of the recall, investigations, and corrective actions. These statements expressed remorse for the inconvenience caused and reiterated the company’s commitment to customer safety. Clear and concise communication helped keep customers informed and reassured them that Samsung was actively working to resolve the issue.
• Direct Customer Communication: Samsung directly communicated with customers to provide instructions and updates on the recall process. The company utilized various channels such as email, SMS messages, and notifications through its official website and smartphone apps. This direct communication ensured that customers received important information and guidance regarding the recall and replacement program.
• Social Media Engagement: Samsung actively engaged with customers and the public on social media platforms, including Twitter, Facebook, and YouTube. The company responded to customer queries, addressed concerns, and provided updates on the progress of the recall. By engaging in two-way communication, Samsung demonstrated its willingness to listen, respond, and provide assistance to affected customers.
• Collaboration with Industry Experts: Samsung collaborated with industry experts, battery manufacturers, and regulatory authorities to investigate the root cause of the battery issue. This collaboration was communicated to the public, showcasing Samsung’s commitment to finding solutions and ensuring that the necessary expertise was involved in resolving the crisis.
• Advertisements and Marketing Campaigns: Samsung launched advertising and marketing campaigns focused on rebuilding trust and emphasizing its commitment to quality and safety. These campaigns highlighted Samsung’s dedication to addressing the issue and regaining consumer confidence. Advertisements often emphasized the company’s rigorous testing procedures and quality control measures to assure customers of the safety of its products.
• CEO Apology: Samsung’s CEO issued a public apology, taking personal responsibility for the crisis and expressing regret for the inconvenience and concern caused to customers. The CEO’s apology aimed to convey sincerity, empathy, and a commitment to rectifying the situation, while also reinforcing the company’s accountability and determination to regain trust. The apology was published on a full page in 03 major US newspapers – the Wall Street Journal, The Washington Post and The New York Times.

Collaborations with regulatory authorities and industry experts

Samsung worked closely with government agencies and regulatory bodies in various countries where incidents related to the Note 7 were reported. The company shared information, conducted investigations, and cooperated with authorities to ensure compliance with safety regulations and guidelines. Collaboration with government agencies helped align efforts to address the crisis and establish industry-wide safety standards.

In the United States, Samsung collaborated with the CPSC, an independent federal agency responsible for ensuring the safety of consumer products. Samsung worked together with the CPSC to investigate the battery issue and coordinate the recall process. This collaboration ensured that the recall efforts followed established safety protocols and provided consumers with accurate information.

Samsung collaborated with battery manufacturers to investigate the specific manufacturing defects that caused the battery issue. The company worked closely with these partners to analyze the battery designs, manufacturing processes, and quality control measures. By involving battery manufacturers in the investigation, Samsung aimed to identify the root cause and implement corrective actions to prevent similar issues in the future.

Samsung engaged independent testing labs to conduct thorough assessments of the Note 7 batteries and verify the effectiveness of corrective measures. These labs specialized in battery testing and certification, providing expertise and unbiased evaluation of the battery performance and safety. Collaboration with independent testing labs helped validate Samsung’s efforts to address the battery issue and instill confidence in the effectiveness of the solutions.

Post-Crisis Recovery and Rebuilding 

Samsung implemented more stringent quality control measures across its product development and manufacturing processes. This included enhanced battery testing protocols, increased inspections, and stricter quality assurance standards. By demonstrating a commitment to producing reliable and safe products, Samsung aimed to rebuild customer trust.

Extended Warranty and Customer Support: Samsung extended warranty periods for existing and new devices, including the Note 7, to provide customers with added assurance. The company also enhanced its customer support services, ensuring that customers could easily access assistance, product information, and technical support. These initiatives aimed to demonstrate Samsung’s commitment to customer satisfaction and support.

  Launch of subsequent product lines and their impact on brand perception

Following the Note 7 crisis, Samsung launched subsequent product lines, including flagship smartphones like the Galaxy S8 and subsequent iterations. These launches played a crucial role in shaping brand perception and rebuilding trust. Key factors that influenced brand perception and the recovery process include:

• Emphasis on Safety and Quality: Samsung placed a strong emphasis on safety and quality in its subsequent product launches. The company implemented rigorous testing procedures and introduced new safety features to ensure the reliability and safety of its devices. By highlighting these improvements, Samsung aimed to regain customer trust and reassure them of its commitment to producing high-quality products.
• Positive User Experience: Samsung focused on delivering positive user experiences with its new product lines. This included improvements in design, performance, and functionality to enhance customer satisfaction. By providing users with exceptional products, Samsung aimed to rebuild its reputation and generate positive word-of-mouth, contributing to brand recovery.
• Brand Messaging and Marketing: Samsung’s marketing efforts during subsequent product launches were carefully crafted to reinforce positive brand associations and regain customer trust. The company emphasized innovation, customer-centricity, and the commitment to quality and safety. Marketing campaigns highlighted features, benefits, and technological advancements to create a positive brand image and overcome the negative perceptions associated with the Note 7 crisis.

Final Words 

Samsung’s handling of the Note 7 crisis serves as a case study in crisis management. Despite the significant financial and reputational setbacks, the company took proactive steps to address the crisis, regain customer trust, and prevent similar incidents in the future.

The Samsung crisis management case study highlights the importance of swift and transparent communication, customer-centric actions, and continuous improvement in product safety and quality. By effectively addressing the crisis, Samsung was able to navigate the challenging situation and rebuild its brand, reaffirming its position as a leading global technology company.

Overall, the Samsung crisis management case study provides valuable insights into how a company can recover from a major setback, restore customer trust, and strengthen its position in the market through strategic actions and a relentless commitment to customer satisfaction and product excellence.

About The Author

Tahir Abbas

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Medtronic’s smartphone-based programmer enhances patient experience for incontinence treatment

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Medtronic and Samsung Put DBS Therapy for Parkinson’s Disease in Patients’ Hands

To help clinicians and patients better optimize therapy, Medtronic needed user-friendly mobile devices to adjust the programming of Deep Brain Stimulation implants.

ATAK improves situational awareness for California fire department

The Corona Fire Department uses ATAK on Samsung smartphones and tablets to improve situational awareness and keep firefighters safe.

Savage Launches Digital Transformation With In-Cab Technology

Savage Services adopted Samsung rugged devices and mobile ELD apps to improve logistics performance, driver engagement and truck maintenance.

Tamarack’s Business Productivity Flies Higher with a Mobile Cloud-Based Solution

Aerospace innovators Tamarack gained a productivity boost through a mobile cloud-based solution partnership with Samsung and RedNight Consulting.

Samsung Galaxy S Smartphones and Librestream Onsight App Enhance Field Service Efficiency

Diebold, a financial self-service and security corporation, is improving field service by providing remote video collaboration for its field technicians.

Coldwell Banker: VR Brings an Immersive Look at Real Estate

Coldwell Banker decided that virtual reality (VR) would be incredibly useful to real estate agents. As part of a technology bundle, agents can use 3D imaging cameras, Samsung Galaxy smartphones and Gear VR headsets to provide an immersive experience.

Bethany Life Sees Reportable Events Drop with Behavior Management Long-Term Care Technology

Thanks to VisibleHand’s platform, Bethany Life is now able to take a more proactive approach to resident care and shift to a more prevention-based perspective.

Virtual Reality in Healthcare: How Inova Mount Vernon Hospital Puts Emergency Room Patients at Ease

Inova Mount Vernon Hospital now uses AppliedVR kits in two emergency departments, which are locked down using the Samsung Knox Custom Configurator so they only run the AppliedVR solution.

Thomson Reuters Boosts Eikon Application Security for Enterprise Financial Services Clients

Thomson Reuters needed a security solution that would strengthen the Eikon Mobile application without constricting the fluidity of performance, which could damage end-user experience.

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Samsung Case Study 1 Samsung Case Study

by Abduljalil Hasan

Abstract Often, the bases of competitive advantage are used as measuring tools to separate one enterprise from another. These measuring tools will be sustainable and sold over time, if they are used through the development process and use a flexible implementation of creative ideas. Innovation is described as the continuous improvement process at any organization. That process will push the significant substantial change within the organization’s employees and staff to move through the implementation entirely or through incremental changes. Because human nature normally tends to resist and act against change, there is a need for leaders to effectively facilitate that change, which produces change either due to the continuous innovation process or from the process. This study will cover the requirements of innovative leadership in relation with the goal of increasing the sustainability of Samsung products to different parts of the electronic manufacturing. The SWOT analysis of the elements involved in the innovation and change shows that Samsung will pursue its goal of sustainability by 100% in the year 2020. Additional analysis will be carried out in regard to the challenges of innovation, and it will also highlight the organization’s approach to overcome them. Good attention was applied to the business’ ethics and how it works within the organization and process of innovation. While it looks to the type of leadership necessary to be successful, it will also look for better characteristics implementation within these groups in regard to the moral value of the innovation process.

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suwongrat papangkorn

Business, Management and Economics

Sustainable development is one of the prominent goals promoted by the United Nations (UN) and identifies innovation as one of the important elements. Therefore, sustainable development is a combination of both developmental and environmental imperatives through innovation, implying a new way of science incorporating the technology integration and social philosophy. This chapter discusses how sustainability creates business opportunities and be counted toward the future investment for the firms. It is the path leading from creative thinking and corporate innovation. Thus, the relationship between corporate innovation and sustainability plays a vital role for firms to gain competitive advantages such as gaining value creation, creating cooperation value with the stakeholders, tapping into new markets and customer segments, and creating a transformational solution. Firms can be sustainable not only by profit maximization, but also address the maximization of the interests’ stakeholders...

Mustafa Bekmezci

Grzegorz Kinelski

2020, Innovation in Organisational Management

We present a book entitled Innovation in Organisational Management Under Conditions of Sustainable Development. It is widely accepted that innovation is a key driver of sustainability. Similarly, in the present discourse, no one questions whether innovation is a necessary com- ponent of managerial processes at all organisational levels. Yet in a world where the need for sustainable development has become brutally evident, there are not many truly innovative companies and only a very few truly sustainable companies. Sustainable and innovative companies are as rare as mythical unicorns. One can try to explain this situation by concluding that it is already a challenge in itself to understand the interdependences between the social, economic, and en- vironmental dimensions while running a business. It is even more difficult to apply the so-called Triple Bottom Line (TBL) concept, which suggests that equal consid- eration should be given to financial, environmental, and social dimensions when making business and policy decisions. As a result, a question arises concerning the rationale behind attempts to in- troduce such complexity. Would it not be wiser to focus on maximising economic goals and take a passive approach to social and environmental dimensions by con- sidering them to be boundary conditions? Companies can create economic value through the adoption of more sustainable processes and practices; through the design and marketing of products or services which utilise so-called green technologies1 (e.g. electric vehicles); or by providing services which utilise an innovative mix of green and regular technologies in order to solve sustainability issues. Therefore, sustainable development can be promoted either through business practices or a company’s products and services, or both2. Implementing innovations that improve the ability to learn, manage and re- spond to environmental stimuli from dynamic socio-ecological structures makes it possible to move away from unsustainable trajectories. Various theoretical and G. H. Elmo et al. (2020). Sustainability in tourism as an innovation driver: an analysis of family business 1 reality. Sustainability 12(15), pp. 6149. M. Leach, J. Rockström, P. Raskin, I. Scoones, A. C. Stirling, A. Smith ... E. Arond et al. (2012). 2 Transforming innovation for sustainability. Ecology and Society, (17), pp. 11–18. 7 INTRODUCTION practical approaches to sustainability agree that improving it implies change, inno- vation or adaptation to its environment. The aim of sustainability is no longer just a sustainable state; instead, it is a process of constant improvement of the sustain- ability of “artefacts”. A dynamic perspective encourages discussion concerning the identification and handling of constant changes3. The ability to innovate has become necessary for companies and takes the form of incremental or radical innovations. Business model innovation, therefore, rep- resents a potential means of integrating sustainability into a business. Consequently, an innovative and sustainable business model should adapt the company’s profit- ability to the economic and non-economic benefits for society. On the other hand, the ever-changing market requirements gradually force businesses to adapt and change in order to improve quality and become more efficient, flexible, innovative and knowledge-driven. This explains why innovation, as a process by which an in- dividual or a business learns and develops knowledge, contributes even more to sustainability in the organisational context. Based on this premise, the authors de- cided to explore the interlinked realms of innovation and sustainability. As the authors realise that sustainable development is a pressing issue that requires immediate action from governments, industries, and society as a whole, we have made an effort to focus on innovations that can transform individuals, organisations, supply chains, and communities, and can move them towards a sustainable future. With the aim of improved sustainability, this book deals with organisational in- novation from a broad perspective, including product and process innovation. The monograph consists of 12 chapters. In chapter 1, Elżbieta Lorek presents the issues of building a green economy based on the principles of sustainable development, focused mainly on the positive economic effects of green transformation. In chapter 2, Izabela Karwala describes how acceleration programmes can serve as a source of innovation for organisations. This is particularly important today, as such programmes now have a well-established position in the business environment. In chapter 3, Dawid Żebrak focuses on the concept of sustainable human re- source management, with a particular focus on the employment of prisoners. In chapter 4, Monika Płońska’s research focuses on the challenges of sustain- able development in the Polish chemical industry in the context of the European Commission’s guidelines on the disclosure of non-financial climate information, especially given that time is running short. In chapter 5, Jakub Stęchły shows an example of a car-sharing company whose business model is based on the principles of the sharing economy. This is an inter- esting example of an attempt to combine sustainability and innovation in various areas. In chapter 6, Karolina Mucha-Kuś explains the benefits of an innovative ap- proach to integrating a public bicycle system in a metropolitan area, and the stake- holders’ approach to this project from the perspective of coopetition. In chapter 7, Grzegorz Kinelski makes an effort to identify the relationship be- tween sustainable development, project management and the digital economy. Conclusions are drawn which could be relevant not only to the energy sector but to all kinds of enterprises. In chapter 8, Grzegorz Kinelski and Wojciech Muras deal with managing invest- ment decisions whilst taking non-financial measures into account. Such measures are essential when introducing sustainable development metrics into the strategic controlling process. In chapter 9, Krzysztof Zamasz depicts how political decisions aimed at ensur- ing the sustainability of energy production affect energy companies. Day-to-day business decisions in energy companies are becoming increasingly complex due to increased volatility and uncertainty as the regulatory regime tries to maintain a bal- ance in the market whilst complying with decarbonisation goals and fulfilling the role of the state in providing energy security. In chapter 10, Maria Schulders addresses concerns regarding the mental health of university students by exploring the applicability of self-authorship in higher education processes. She points out that universities should construct a system- ic framework by which students are aided in the development of core values and self-concordant goals. It can be argued that such an approach is not only a prereq- uisite for students’ mental health and well-being, but also for reaching the full in- novative potential of individuals and educational institutions. In chapter 11, Katarzyna Szczepańska-Woszczyna, Wojciech Muras and Marta Pikiewicz venture into aspects of long-term value creation in IT companies, tak- ing into account the role of shareholders. IT companies constitute the backbone of development of the knowledge economy but are subject to innovative managerial processes themselves, while the conceptualisation and internalisation of the role of shareholders is critical for the long-term sustainability of the organisation. In chapter 12, Michał Gramatyka presents the management of election cam- paigns in light of project management and focuses on finding the answer to the fol- lowing question: are project management practices translatable into the language of politics? We hope that our book will be a source of valuable knowledge for business prac- titioners, academic researchers, and all stakeholders for whom the concepts of sus- tainable development and innovation are important. We have prepared this mono- graph in the hope that readers will find it useful either for the purpose of making their innovative organisations more sustainable or making their sustainable organ- isations more innovative. Katarzyna Szczepańska-Woszczyna Krzysztof Zamasz Grzegorz Kinelski Editors

Chutinon Putthiwanit

2022, European Proceedings of Social and Behavioural Sciences

This paper studies how Samsung, a Korean multinational enterprise (MNE), adjusted its cultures to the local environment and exploited organisational cultures to benefit the workplace innovation in its own enterprises. A case study research method was employed to search archives and journal articles for the specific period of 18 years (2004-2022) to observe the continuum of MNE innovation and their business competitiveness support activity/program. The results exhibit that, in order to embed in Western markets successfully, Samsung even applies American Six Sigma (6σ) method to its Chaebol organisational culture and requests its foreign employees to study Korean. Furthermore, this organisational culture of Samsung differs from individualistic organisational culture (e.g. UK) of traditional European MNEs. In addition, Samsung concentrates on six innovations: Cost innovation, global management innovation, marketing innovation, organisational culture innovation, product innovation, and technology innovation. Samsung provides coaching for employees to have them be innovative thinkers. As a result, authors conclude that Chaebol organisational culture positively affects to the business competitiveness and the innovation in Samsung.

Asmara Sami

Journal of Public Value and Administration Insights

The globalization has made it manadory for the industries to introduce novel ideas in the products and services that they offer, and that is due to the rapidly increasing competition. For this prevaling innovation, it is very important for the management to adopt the right type of leadership. A managerial perception having the aim of producing constant and better results and reducing turnover and absenteeism of employees and last but not the least hastening the inventions and new creations, is called sustainable leadership. The purpose of this review is to facilitate the researchers by providing an authentic relationship that exits between the sustainable leadership and innovation that is stated after studying 27 articles. This study comprises a review of literature encompassing past 9 years, this research involves and provides many pieces of guidance for researchers and leaders.

Tünde Szabó

Creating a sustainable development strategy is essential for organizations that seek to reduce risks associated with tightening legislation, increased energy prices and natural resources and growing customer demands. Sustainability requires the full integration of social and environmental aspects into the vision, culture and operations of an organization, a profound process of organizational change being essential. The purpose of this paper

Sambil C Mukwakungu

2017, Procedia Manufacturing

Nicola Kawas

2018, The Impact of Innovation Management on sustainability of the Organization (in Ramallah District as a Model ) - Birzeit University

The research aims mainly to measure the impact of innovation management on the sustainability of the organization in Ramallah District. In order to achieve the main objective of the research, as well as answering the main question, the research in considered as exploratory research in which it tends to explore the reality of implementing the innovation management and describing the impact of that reality on the sustainability of the organization. For this regard, the research used the quantitative method through designing a questionnaire that has been distributed over 4 big size companies in Ramallah district, which are: Jawwal, Wataniyeh, Arab Bank and Palestine Bank. However, the questionnaire has been distributed over 15 employees in each company different between the level of management. The purpose of selecting this sample of organizations is to compare between the service companies and financial companies in term of the innovation management and its impact on sustainability. The results of the statistical analysis as well as the results of the multivariate analysis of variance (MANOVA), have confirmed the premise that sustainability practices positively influence the organizational performance. As such, the study provides empirical evidence indicating that organization can benefit by developing and deploying sustainability-oriented innovation practices. As well, the results of analysis in the table above indicated that there were no significant differences at α=0.05 for the impact of innovation management on the survival, competition and sustainability of the organization in Ramallah district according to the gender. In addition, the results indicated that there were no significant differences at α=0.05 for the impact of innovation management on the survival, competition and sustainability of the organization in Ramallah district according to the Education level. The study recommends that the management of each company whatever was its type of work should work on developing its strategy towards allow with wide range the innovation of its employees, which will be reflected on the organizational internal and external reputation and sustainability. Moreover, with regard to the technological innovation in the world nowadays, the company should adapt with all needed technological practices in its work, which will allow the company to be innovative throughout its employees ideas toward developing the company’s activities in an innovative way, it is a must for companies work in a fast changeable environment.

Prof. Dr. Mathias Schüz

Innovation is more than invention and creativity. Most importantly, it should refer to responsible leadership since it creates wealth that might serve parts but not the whole economic, social and ecological environments. Moreover, responsible leadership is linked to the dimensions of sustainable corporate responsibility. It manifests itself in the three main types of leaders: the doer, the coordinator, and the visionary. Each type has different capabilities such as “managerial skills” of the “Knowing-How”, “interpersonal skills” of the “Knowing-Whom”, and the “reflective skills” of the “Knowing-Why”. Ideally, a responsible leader expresses all types, but can also cooperate with others complementing his/ her deficiencies in the one or the other capabilities. Thus, responsible leadership comprises technical skills (cognitive intelligence: IQ); ethical competencies (emotional intelligence: EQ); and esthetical insights (spiritual intelligence: SQ). An empirical pre-study underscores the importance of all the three aspects of responsible leadership. However, it verified them only by surveying 41 leaders and their importance for successfully taking steps of their career ladder. Other empirical studies should verify the importance of the complementing capabilities of sustainably responsible leadership.

Stig Ottosson

2017, Proceedings of the 28th International Academic Conference, Tel Aviv

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Sophie Hallstedt

2013, Journal of Cleaner Production

Sally Jeanrenaud

Puneet Gupta

The report attempts to provide an insight into how innovations in products, processes and services are helping in creating new businesses and building new enterprises. It provides a conceptual model of strategies, techniques and environment required to ensure the working of these innovations on the ground. This report is based on the extensive research into various case studies of organizations, social enterprises and corporate entities which recognize sustainability and inclusivity as the most significant characteristic of their business and operations. It involves conducting research and analysis of 4 cases namely, Aravind Eye Care, Godrej – Chotukool, Jain Irrigation – Drip Irrigation Systems and Husk Power Systems. The method employed was, secondary research, identifying gaps in secondary research, development of queries for primary research for those requiring it and, analysis of data and information gathered. The report talks about the innovations which add value to the customers, to the environment and of course, to the business. Innovations, here, are about people/ organizations having a perspective and approach to look at the things differently. The report discusses how the people at the bottom of the pyramid can redefine the conventional ways of doing business and how can today’s businesses internalize the social costs of damaging environment to reduce their economic cost of production and to increase their overall efficiency, contrary to the general belief. It also tries to look at how businesses have reached out to the real customers much before starting to innovate solutions for them, how they have included their customers or beneficiaries in their planning and design process to understand their needs and have co-created solutions and, how they have created solutions which not only meet the immediate need for the product or service but have done much beyond the use of the product or service.

Anke Arnaud

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Anna-Maija Lämsä

2017, Journal of Business Ethics

Noha A . Mostafa

2018, Procedia Manufacturing

The concept of organizational sustainability is a trending interest in both industry and academia. As with innovation, the business environment is still not well adapted to adopt these concepts. This paper focuses on developing a theoretical business model for organizational sustainability that takes into consideration the environmental, economic, and social issues. An exploratory study was designed for a case study from the Egyptian chemical industry to recognize the relation between innovation and organizational sustainability, and thee willingness to adopt these concepts. The findings of the study provide insights and suggestions for the organization to implement innovation and organizational sustainability.

Antti Hautamäki , Kaisa Oksanen

Open Innovation: A Multifaceted Perspective (In 2 Parts), Edited by: Anne-Laure Mention (Luxembourg Institute of Science and Technology, Luxembourg), Marko Torkkeli (Lappeenranta University of Technology, Finland)

The purpose of this chapter is to present a new concept of sustainable innovation and offer analysis and constructive ideas regarding the relevance of innovation for solving wicked problems. The drivers of innovation are changing. As a result innovation policies and processes all over the world need new approaches to tap into the undiscovered innovation potential. By reviewing the literature and examples from today's innovative practices and policies we explore the transition of the concept of innovation from technological and economically measured innovation towards sustainable innovation. The concept is defined by impact orientation and systemic and inclusive approach. Sustainable innovation means innovation that balances the long-term influences of the process and the output with the needs of people, societies, the economy and the environment. In addition, sustainable innovation democratizes innovation as it aims at including all people.

Thomas Baaken

2013, Journal of Innovation Management

This paper considers the question of which structures, strategies and practical activities large firms can use to successfully create a sustainable innovation environment within an organisation with special focus given to communication activities used to support this change process. Using the ADKAR change management model as the underlying framework, this study analyses the story of a large professional service firm’s national innovation program to show and discuss a successful example. The paper shows how the firm successfully managed both the change project and the stakeholder change to transform the nature of their organisation. The paper provides valuable insights for professionals, practitioners, consultants and academics involved in or studying the creation of innovation and how to affect this within large organisations.

Gabriela Elena Bitan

2019, www.amfiteatrueconomic.ro

Pertti Saariluoma

Jacob Eskildsen

2012, Journal of Positive Management

IJAERS Journal , Flávio de São PEDRO FILHO , Iluska Lobo

— Organizational managers seek to align their strategies in order to keep their business in the competitive environment. This qualitative research is based on the Theory of Planned Behavior, the concepts of innovation and other related required. The expectation of this task is to interpret the client's perception as a driver for the innovation required in the operating system of supermarkets in the city of Porto Velho, capital of Rondonia State, Brazil. It has as main objective to develop a valid methodology to the monitoring of change required in the face of the behavior of the consumer. For this, specific objectives are required: Identify the elements of innovation that promote changes in the behavior of the consumer (1), describe the innovations perceived by the consumers in organizations socially and environmentally responsible (2), and develop a methodology to diagnose the organizational innovation (3). It was adopted the Case Study Method, with bibliographic research, focus groups, questionnaires, data tabulation, analysis and critique of the content and preparation of the results obtained. As an additional instrument was used the Table Likert in the measurement of five options, in order to understand the satisfaction of the respondent. The research shows that supermarkets satisfy the purchase item, but that the organization needs to focus on four elements to improve their performance; when considering these elements forward the strategic functional activities, it is possible to identify the challenges of innovation focused on the excellence of the organization's operating system; the methodology proposes the performing of diagnostic processes that drive the innovation processes for an efficient and effective strategic performance in organizations dedicated to the customer. It is expected to recognize the consumer's perception and, based on this parameters, guide the processes of innovation strategically. This study is a contribution to organizations seeking competitive advantage through continuous innovation focused on the customer.

SMART M O V E S J O U R N A L IJELLH

Abstract In the contemporary age, every nation faces the crucial problem of balancing the objectives of economic growth on one hand and preserve the environmental standards on the other. According to the Environmental Kuznets’ curve (EKC), the inverted U shaped curve dictates that we have to sacrifice the environmental standards to achieve economic growth, thus calling for a trade – off between the two. However widespread, effective and adaptive sustainable innovations can address the simultaneous objectives of economic development and environmental preservation, distinctly brought under the umbrella of Sustainable Development, and ensure sustainable wellbeing in the society where the man and nature can live at harmony with each other. In this paper an attempt has been made to establish the rationale behind adopting sustainable innovations as the dominant course to strengthen the competitiveness of business practices and reap economic profits, not at the cost of the environment. A discussion of the characteristic features of sustainable innovations, its levels of operation and the various drivers of such innovative practices is outlined. Moreover an insight into the challenges and obstacles it faces is also explained. Finally a case for developing nations is established to signify its role and contribution to the process of sustainable innovation. Need & Rationale for Sustainable Innovations

2011, Organizacija

Innovations and Lifelong Learning in Sustainable Organization Innovation and knowledge are two of key factors for sustainable development of company or organization. Particularly in the current period of economic crisis it is crucial to promote lifelong learning and creativity to contribute innovative solutions to various problems. Lifelong learning makes a significant contribution to awareness of the importance of innovation and creativity for sustainable development of organization. In this paper we explore if respondents from Slovenian companies think that innovation and lifelong learning is important for sustainable development of company. Presented are the results of a survey conducted in 67 large and medium-sized enterprises in Slovenia where we upon respondents' judgment examine the correlation between the innovativeness level and lifelong learning, investing in innovativeness and competitive advantage and the promotion of lifelong learning and competitive advantage of th...

Science Park Research Organization & Counselling

Since the beginning of the 21st century there has been a significant change in the rules of the competitive global competition caused by the development of new technologies, changes in the functioning of social institutions and movements in the set of respected values. The paper is divided into two parts-Innovation as a competitive advantage and corporate social responsibility I, II, and it is dedicated to the changes that are induced by the high intensity of innovation activities of the participants involved in this competition and collaborating mostly in the targeted alliance-business ecosystem. Innovation for the whole alliance becomes a source of otherwise inaccessible competitive advantages, and its implementation is yet to be substantially based on the business concept of the whole set of innovative activities. The competitiveness of organisations today is primarily in their ability to change their business model quickly and at the same time effectively align it with the fulfilment of social responsibility obligations.

Nguyễn Phạm Gia Khánh

Dr. S. Senthilnathan , Anthonypillai Anton Arulrajah

2014, SSRN Electronic Journal

This paper reviews the main contributions of organisational innovation in the literature towards bringing a sustainable organisation and development. The review basically illustrates four main interrelated concepts: organisational innovation, organisational performance, sustainable organisation and sustainable development, with their relationships among them. This paper also demonstrates that based on social, economic and environmental performance, the relationship between organisational innovation and organisational sustainability involves some important aspects concerning organisational innovation and its diverse components and outcomes; and the integration of every organisational innovation with the triple-bottom-line approach leads to develop a sustainable organisational innovation framework. This review also suggests that an organisation must transform its organizational innovation into a sustainable state (known as sustain-centric-innovation) to reflect its sustainable organisational performance that will help become sustainable organisation and then finally lead to achieving sustainable development. Using the framework established from the existing literature, this paper recommends how diverse empirical studies can model and investigate the relationships among the variables: organisational innovation, sustainable organisation and sustainable development.

Iveta Simberova

10th International Scientific Conference “Business and Management 2018”

The objective of the paper is to dynamically capture the changes and trends in the innovation of business models of industrial enterprises, which owing to the incorporation of any other potential stakeholders in value creation, addresses the issue of limited resources for product innovation. The methodological objectives of the paper are based on the theory of systems approach and the Re-source Base View (RBV). A primary literary source review on papers and studies published in peer-reviewed journals has been conducted. Our view, which has received increasing attention in the scien-tific literature, is associated with opportunities, but also barriers arising from the changes and trends in the environment as a challenge for sustainable innovation of the business model by means of finding a new space for innovation in areas where competition is not active. The main output show, that business models should be viewed from a dynamic perspective. The basis for this is the prospect of deve...

Marcos Roberto Kuhl

2016, International Journal of Innovation Management

Economic activities, and more intensely the business environment, are being pressured to direct their actions towards sustainable performance, more specifically in its social and environmental facets. One of the alternatives to deal with these pressures is innovation. In this paper, we present results of a study conducted on the electrical and electronics industry operating in Brazil in order to examine the relationship between innovation and sustainable performance. The methodology adopted was the strategy of cross-sectional survey, conducted in 112 electrical and electronic manufacturing companies of all sizes and from all regions of Brazil. Data analysis was carried out mainly through Cronbach’s Alpha reliability analysis of scales, descriptive analysis of measures, and especially cluster analysis and analysis of variance (ANOVA). The main results categorise the companies into more sustainable, less sustainable and relatively sustainable, according to their performance profiles. ...

Uiara Menezes

2013, Journal of technology management & innovation

olumide dada

Prof. Demetris Vrontis

Vincent Blok

This paper aims to contribute to the ongoing conceptual debate on responsible innovation, and provides innovation practices and processes that can help to implement responsible innovation in the business context. Based on a systematic literature review of 72 empirical scholarly articles, it was possible to identify, analyse and synthesise empirical findings reported in studies on social, sustainable and responsible innovation practices in the business context. The synthesis of the included articles resulted in a refined framework for responsible innovation in the business context. This framework includes an overview of innovation practices and processes that can enhance the dimensions of responsible innovation: anticipation, reflexivity, inclusion, deliberation, responsiveness and knowledge management. Additionally, knowledge gaps are identified and a research agenda for responsible innovation is proposed. This review can therefore serve as a next step in the theoretical and practical development of responsible innovation in general, and in the business context in particular.

Alberto Carneiro

2008, Business Strategy Series

Donni Hadiwaluyo

We analyze the impact of a catalytic collaboration as a tool on the leverage of transformational leadership competencies to generate a sustainable innovation by developing a Sustainable Innovation Matrix (SIM) leadership model. We observe it by employing a unique data set of the behaviors of fifty regional heads (mayors and regents) in Indonesia. The results of the analysis show that the transformational leaders who made a catalytic collaboration have proven ability to create significant impacts on their regions. The changing times in the industry 4.0 era are a great opportunity for a leader to formulate a program involving various parties. Various sources of information can easily be accessed; moreover, it becomes faster and more efficient to communicate with others. The leaders with good transformational leadership competencies who make a catalytic collaboration can generate innovations that not only create relevant impacts on the needs of their regions, but they are also sustaina...

Rosselyn Pacheco

Sustainability

The present study aims to analyse the sustainable innovation strategies that companies can implement in their business models in order to improve their economic performance and become more competitive in the marketplace. This study uses a qualitative methodology based on the case method of nine companies. It was concluded that companies have concerns about environmental issues, translated into the implementation of sustainable practices in their business models, not because they are legal obligations, but because they incorporate sustainability in their strategic vision. Thus, companies add considerable value to their value chain and obtain a better strategic positioning in relation to competitors. It was also found that companies intend to implement innovative sustainable practices and that some companies have a business model that already incorporates sustainability strategies. Additionally, concerning sustainable innovation, we concluded that companies innovate in the manufacturi...

Sehl Mellouli

César Mora Contreras

DESCRIPTION This essay aims to provide an argument for a conception of sustainable development that becomes as a part of Socially Responsible Thinking that, in turn, the organizations are embedded in society, and not under an economic logic, but as organizations that understand the development as a concept that includes environmental, social, moral and economic issues. It proposes an approach to organizational management scheme from the perspective of the Socially Responsible concept, which according to Lee (2006) and Araque (2003) generates innovative efforts within an organization, as it begins to explore ways not seen before. As the organization expands its scope of action, through stakeholder analysis, it better understands its environment, integrates it and, finally, seeks integral benefits. It speaks of an innovative organization from the perspective of what sustainable is, an organization in which each of the actions carried out within it are adjectival to the Socially Respon...

Steven Tello

2009, Seoul Journal of Business

Various forces drive corporate commitment to sustainable innovation including: (a) external stimuli, (b) business opportunities, and (c) a business orientation toward corporate social responsibility. The depth of corporate response to these drivers is shaped by how the managing team of a corporation views the relationship between economic growth and the environment. This paper examines associations between key drivers of sustainable innovation and three alternative views of the economic growth- environment relationship. We also examine three contrasting modes of corporate response (i.e. compliance, commitment and resistance) to those drivers and suggest directions for further research on the corporate practice of sustainable innovation.

hans bennink

2020, Philosophy of Management

Johan Ophem

2017, Responsible Innovation 3

2008, International Journal of Business Strategy

Various forces drive corporations to sustainable innovation, including: (a) external stimulus such as government regulation or social activism, (b) business opportunities from technological advance or customer demand for environmentally friendly products and (c) transition of business mission and orientation toward corporate social responsibility. Each of these drivers of sustainable innovation is based on a differing view of the relationship between economic growth and the environment. This paper explores the views and driving forces of sustainable innovation and proposes a future research program that examines the relative importance and interaction of the drivers of sustainable innovation.

Sarah Behnam

2016, Sustainability

IJAR Indexing

This article aims at studying the roles of leaders for sustainable development of organization, which include sustainable business development, quality development, merit development, cultural change development, and strategic development. The current paper finds that in order to create sustainable growth of business, profit and benefit of organization must be achieved ethically and legally. Sustainable business development depends on its response to the need of all stakeholders. Quality development is one of the most important factors which can guarantee a sustainable growth of an organization. Leaders should be adherent to merit and ethics, and be a good example of their followers. As change is constant and nothing is going without change, leaders must be able to manage cultural change appropriately with priority on services responded to the needs of customers, consumers, or public. Success of an organization is based on the good understanding of organizational environment and culture, marketing strategy, assessment of market trends, and analysis of competitors as well as social responsibility and social reward.

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187 Samsung Essay Topic Ideas & Examples

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• Comparison: Nokia E73 Mode, Motorola EX115 and Samsung R360 Freeform II It has an internal memory of 250MB and a card slot of up to 16GB and comes with a free 4GB memory card implying that the phone has the highest storage capacity.
• Comparative Analysis of Apple and Samsung The operations of Apple’s supply chain was strong enough to warrant speculations by observers that the company’s grasp on the supply chain was enough to dictate the terms of other players in the chain.
• Apple Lawsuit against Samsung However, after a month of trial, the jury stipulated that Samsung had infringed Apple’s patents and it was supposed to pay $1.
• Samsung Galaxy SIII Product Features The phone has one of the best hardware as well as software designs in as far as the smart phone market is concerned.
• Smartphone Technology: Apple, Samsung, and Nokia The iPhone 5 is a windows product that has proved to be among the best selling smart phone in the market.
• SWOT Analysis for Samsung This analysis will help in understanding this firm, and in knowing some of the factors that have propelled it to its current position in the market.
• Management Styles in Different Cultures: Samsung and Al-Bilad Arabia According to the company, it can use its effective strategy, understanding of the market, and experience of the business needs in the region to accomplish two things.
• Samsung Group’s Supply Chain Management The Samsung Group of companies began to implement the technique shortly after it was founded in 1938. In 1994, The Group decided to exploit the potential synergy linking supply chain management and Six Sigma.
• Samsung: Innovation in Organizations The stress on innovation and generation of new ideas for the sake of development of new and futuristic products that are called the “wow products” became the insignia for the new strategy that Yun had […]
• Samsung’s S.W.O.T. and T.O.W.S. Analysis The company has a pool of experienced employees who are able to make unique products which the customers want. As a result of massive investment in technology and products improvement, the company’s products are ahead […]
• Samsung company analysis Therefore, the most important question that is supposed to bother a firm like Samsung is not whether the market is foreign or domestic but whether there are differences in business environments of its target markets.
• The marketing strategies of Sony and Samsung The Sony Corporation on the other hand is a conglomerate of several media and electronic companies that specialize in the electronic business unit and the entertainment industry as a whole.
• Samsung Company’s Management Information System The scope of Management Information System is defined as, “The combination of human and computer based resources that results in the collection, storage, retrieval, communication and use of data for the purpose of efficient management […]
• The Impacts of Samsung Galaxy Tablet 10.1 and iPad 2 From on the Individuals and on the Business Samsung and Apple Inc.are one of the leading companies in the field of Information Communication and Technology by manufacturing products that meet the needs of individuals in the digital era.
• Marketing Concepts- Apple Inc. And Samsung Accordingly, both companies have managed to improve quality, performance, and features of their products in order to rock the market with appropriateness despite the mentioned weaknesses.
• Comparison of three tablet computers: Ipad2, Motorola Xoom and Samsung Galaxy The most common tablet Pcs in the market includes Samsung Galaxy, Motorola Xoom, and Ipad2. Thus, the operating system and camera resolution of Ipad2 is more advanced than that of Motorola Xoom and Samsung Galaxy.
• Current Event- The Samsung Galaxy S III: One Huge Display and a Whole Lot of Software The course nurtures the aspects of creativity and innovation, facts that are evident in the article with respect to the Samsung’s Galaxy S III’s case.
• Apple and Samsung: Macro & Micro-Environmental Forces The report analyses the macro and micro-environmental forces that influence performance of these companies. These are more popular and acceptable in the market.
• Apple Inc. and Samsung Electronics Co. However, the company’s success did not stop with the iPod and iTunes, the company went on to make one of the highest quality smartphones in the market, the iPhone. The company fulfills various needs of […]
• Remaining Relevant: Samsung’s Strategic Marketing Managers of Samsung appreciate that the company is one of the leading dealers in electronic items globally. The rich are highly loyal to the brand.
• Persuasive portfolio of Net-A-Porter and Samsung Smart TV The next step to affect the target audience’s behaviour is the manipulation of the notions typical for the fashion industry and observed in the magazines to develop associations.
• Samsung Marketing Strategy However, the organizational structure of the company is illustrated in a simplified format below – Figure 1: The organizational structure Source: Samsung Electronics Samsung has experienced outstanding growth in spite of the adverse impact of […]
• Technological impact of the Samsung NC215S Netbook While many netbooks and laptops have been launched with great technological features, the thing that sets this Netbook apart from others is that its lid carries a solar panel on the top that allows the […]
• Marketing Communications Mix: Apple vs. Samsung Finally, the paper compares the IMC strategies used by Samsung and Apple Inc to market their products to dominate the laptop industry.
• Strategic Thinking and Effective Change: Samsung The findings are used to recommend the most appropriate strategy that can support the strategic needs of this organisation in Asia. That being the case, the firm focuses on powerful approaches in order to deal […]
• Samsung: Market Expansion Towards Year 2025 In the last pages of the report, it will give recommendations on the leadership style to be adopted in the venture.
• The Samsung Galaxy Tab It should be noted that the Galaxy Tab is based on the successes of the Galaxy S.whereas Apple’s iPad was the first of such gadgets into the market; Samsung already had Galaxy S in the […]
• Marketing Strategy and Organizational Effectiveness in Samsung The firm’s brand is recognized in many parts of the world and this has strengthened the value of its products in various global markets. In the mid 1990’s, several management initiatives helped the firm to […]
• Situation Analysis of Samsung Galaxy Gear Watch Following the introduction of Samsung Galaxy Gear Watch in the market on September 4, 2013, the management of this firm must understand some of the external forces that will affect its operations.
• Marketing Plan for the Samsung Galaxy Tablet This paper discusses the marketing plan for the successful development, commercialization, and introduction of the Samsung galaxy tablet into the market.
• Apple and Samsung Comparative Analysis In regard to the opportunities, the clamor for quality, mobile advertisement, and the growth of Indian market can help to expand the company’s market share profoundly.
• Apple Inc. and Samsung Company Apple Incorporation “produces revolutionary devices such as the iPhone, the iPod, and the iPad”. Samsung Group and Apple have been trying to solve their patent dispute within the last 3 years.
• Digital Platforms: Samsung The use of a single model increases the efficiency of management and enhances implementation of IT systems. Due to the uniqueness of the ways of doing business, Samsung has adopted a low level of integration […]
• Samsung Advertising its Brand Using Pancakes During the Pancake Day The company has a set period of operating the business campaign of one day and it cannot be decided whether the objectives serve the short-term or the long-term objectives.
• Marketing Communications Campaign for Samsung Galaxy S8 The campaign will be used to market the product in China. The print and electronic media will be used to market the product.
• Samsung Supply Chain Case Study – Six Sigma Analysis The anticipation of the Samsung Group is that the supply chain management six sigma will lead to enhancement of performance within the supply chain management function owing to greater understanding of the supply chain in […]
• Benchmarking Description on Apple iphone 4s vs. BlackBerry, Android and Samsung Galaxy The BlackBerry OS is the most difficult smartphone technology to crack and this gives it competitive advantage over the iPhone 4s.
• Apple & Samsung Group Strategic Management One thing that has helped Samsung to establish its operations in the market has been the ability to be a fast follower by learning from its competitors.
• Apple and Samsung Companies Virtual Public Relations According to Gregory, a website is like an ambassador of the firm to the world, and the impression it gives will be assumed to be the real image of the firm it represents.
• Apple Versus Samsung Smartphones With the introduction of the Samsung Galaxy S series smartphones, Samsung competes with Apple’s iPhone. The screen, look and feel of Samsung smartphones is strikingly similar to that of the iPhone.
• Samsung Performance Management and Appraisal Report To do the foregoing, the company has a performance appraisal system that involves self-evaluation, competence evaluation and performance evaluation. One of the main benefits of performance appraisal at Samsung is that, the company is able […]
• Apple and Samsung Companies Products Comparison The company has its facilities in different countries, but the majority of them are located in the US. The production of the products is also mainly located in Asia even though the company has its […]
• Samsung Company Decision-Making, Strategy and Performance In this case, the potential risks, inputs of the company’s production, introduction of new products, assessment of the changes in prices and profitability, marketing analysis, and the evaluation of the various strategies, which are not […]
• Samsung Company Main Challenges Essay According to Chang, Samsung has become the leading electronic firm in the global market because of the pricing and market communication strategies.
• Samsung Electronics Company: Information and Products In the late 1960s, the company initialized operations in development and distribution of electronic goods. As earlier mentioned, Samsung Electronics Company is a global corporate entity that operates in diverse areas of interest within the […]
• Samsung Company Strategic Corporate Communication Conversely, communication is essential since it will enable the Samsung company officials to understand and implement the needs of consumers that vary with time.
• Samsung Company Smartphone Marketing The article gives a summary of the Smartphone market controlled by Samsung and the ensuing advertising expenditure from mobile marketing and advertisements because of the strategy employed by Samsung.
• Samsung Corporation in the UAE The marketing objectives outlined in the company in its UAE outlets are similar to the set of objectives developed for its presence in the Middle East and North Africa.
• Samsung & LG Electronics: Product Differentiation The reason is that all the items appear to have the same qualities to the consumer. The pressure to weaken the prices of the items is aimed at reducing the level of competition in the […]
• Samsung’s Gear S Smart Watch: Market Capture The first point to note in defining the type of innovation that suits Samsung’s smart watch is that it is a Product Innovation type.
• Samsung: Globalization Effects on Growth and Performance Samsung Electronics is such a giant electronics technology conglomeration that has taken advantage of globalisation and the dynamic advancement of technology to expand its business internationally. The pursuit of technology and globalisation has influenced various […]
• Samsung Group: Organizational Structure Samsung Group is one of the leading companies in the global electronics industry. Samsung began to market its diverse products to different consumers in every part of the world.
• Samsung Flat-Screen TVs: B2B Marketing Activities First of all, it is a segment that focuses on quality and brand. Samsung should gather the information about sales because it is the ultimate goal of the company.
• Samsung Company: Creating Offerings The company should extend the product line, and a few new models of a product should be considered. It is necessary to manage the life cycle of a product on each stage.
• Samsung Flat-Screen TVs: Customer Value Strategies A marketing channel is a system of distribution that allows the customer to choose the product and buy it. The creation of an efficient marketing channel is essential for the overall success of the marketing […]
• Samsung Flat-Screen TVs: Marketing Communications The first objective of marketing communications is to grab the attention of the customers from the start of the new marketing campaign through various means.
• Apple, Samsung, Sony, Huawei, Lenovo Product Hierarchies The first section of the paper will briefly discuss the performance of mobile and wearable products in the Dubai market, followed by a discussion of the positions of the five companies in Dubai city.
• Apple, Samsung, Sony, LG, Toshiba Product Hierarchies In order to do so, this paper would assess the performance of the consumer electronics market in Dubai, briefly discuss the position of the five companies in Dubai, form a PEST analysis, create product hierarchies […]
• Samsung Galaxy Note 7 Product Recall and Influence The way the company responds to the public and will be mentioned as well as its outcomes. It cannot be denied that this issue led to the embarrassment of the company.
• Apple Inc.’s and Samsung Electronics Company’s Finances The primary objective of this research is to carry out a financial analysis of Apple Company. To determine the suitability of Apple company for investment as well as for employment.
• Samsung Electronics Company’s Six Sigma Activities In its initial quest to undertake the concept, the company faced the challenge associated with poor execution, which regards the wrong application of the concept by the human resources and the management.
• Apple’s, Samsung’s, IBM’s, Tesla’s Innovation and Creativity Apple is the best-known example of innovation and creativity in the world. Samsung is another modern company that is famous for the promotion of creativity and innovations.
• Samsung Laptops, Changes in Technology and Prices At the same time, business people are also looking for new markets for their products and investment opportunities through the internet and this means that the demand for this product continues to escalate. In addition, […]
• Samsung Galaxy Note 7 Smartphone’s Security Issue The exploding smartphones have shown that, although the Samsung Company’s status and quality of products were supposed to be at the highest levels, they are not trustworthy from the consumers’ point of view.
• Samsung Gear Virtual Reality Product Launch The paper at hand is devoted to the analysis of the launch of Samsung Gear VR from different perspectives: the product development model, the business analysis, its technical implementation, etc.
• Samsung Electronics Co.’s Ethics and Greening The Coalition underlined the fact that Samsung spent millions on the advertisement during The Olympic Games in Beijing, while the Recycling Programs were in need of investments.
• Samsung Electronics Co.’s Challenges in Canada The decision by Park to continue the production of the same was wise as it would not have made sense to kill the products that formed the base of the profits.
• Samsung as Color TV Manufacturer in China At the time, China’s market was the third greatest in the world after NAFTA and EU in TV sales. As for the market environment, the first mover enjoyed major advantages such as the loyalty of […]
• Samsung Electronics v. Apple Company: Legal Case Analysis In the current case, the petitioners were the company of Samsung Electronics Co, Ltd; they petitioned to revise the previous court decision, in which the plaintiff, Apple Inc, won the case.
• Samsung Group’s Gamification in Marketing The case “Samsung and the gamification of marketing research” reveals a number of issues surrounding the use of gaming to meet companies’ business needs.
• Samsung Company’s Financial Performance The purpose of this report is to present financial analysis of the performance of Samsung Electronics Co, Ltd. The current ratio for the fiscal year 2013 and 2014 presented shows that Samsung has a ratio […]
• Samsung and Procter & Gamble: Open Innovation Chesbrough’s definition of open innovation is based on the theory that in order to prevent the exhaustion of the internal resources, the leadership of a company is to engage the external opportunities of obtaining creative […]
• Apple and Samsung Companies: HR Practices The company identifies and attracts competent individuals who can revolutionize the world through the provision of premium products. Student programs encourage students to be part of the company and achieve their aims.
• Samsung Note 7 Failure Case Study The risk of failure of Smartphones is mainly in the memory access violation and mobile phone hardware such as the batteries and the shell [2].
• Samsung Strategic Plan and Formulation The strategy formulation and planning phase is executed by the needs of the consumers. The company has been producing superior smartphones and mobile devices that support the needs of more customers.
• Samsung’s Ethical Dilemma of Child Labor The paper will critically analyze the ethical dimensions of the dilemma from the perspective of the utilitarian ethical theory. It will be argued that according to the fundamental principles of the theory, the company’s behavior […]
• Samsung Electronics Recalls as a Business Issue Standard tests and assessments should be used to make sure that all the demands are met, and a product is of high quality.
• The New Samsung Razr MZR Features Open the package containing all the phone’s components including the battery, phone covers, and charger. Install the phone battery in the battery socket and ensure that this installation is done correctly.
• Samsung Company’s Approach to Quality Electronics The purpose of this report is to convince the board members of Samsung Company to adopt viable steps to enhance the quality of the items the company manufactures.
• Samsung Electronics Co.’s Quality Production Study This report will address growth-oriented and credible performance issues established to steer the production of electronic facilities in Samsung Corporation. It will be useful to use secondary data in this report based on their validity […]
• Proposal Letter to Audit Samsung Electronics The cost of the services will depend on the amount of work that we are to accomplish and the level of expertise required.
• Apple and Samsung Companies’ Financial Accounting A company’s revenue should be determined only when the reward and risks of ownership are transferred to the buyer, and the amount of consideration can be measured. The matching concept is a practice whereby expenses […]
• White v. Samsung Inc. Case in 1993 What are the style and the legal citation for your case? What is the legal history of this case?
• Why Is Samsung Considered a Design Inspiration? The reimagined camera is one of the key features of the Samsung smartphone that reflects the inspirational design. Samsung employs the horizontal integration strategy in the production of its smartphones and other products.
• Use of Diversification by Samsung in the Penetration of the Saudi Arabian Market The purpose of this study is to find out whether the use of diversification by Samsung in the penetration of the Saudi Arabian market has been successful.
• Samsung Company’s Background, Mission and Vision In 1968, Lee invested in the electronics business, culminating in the establishment of Samsung Electronics, which is a subsidiary of Samsung Group.
• Rule and Principle-Based Accounting: Apple and Samsung This report contributes to this argument by comparing and contrasting the application of the principle and rule-based models of accounting in the consumer electronics market.
• Which Phone Is Superior Samsung Instinct or Apple iPhone? With the intuitive design and powerfully packed innovative and easy to use features, Samsung’s Instinct is certainly giving the apple iPhone a run for its money. The display of both calendar and world clock is […]
• Samsung Company: The Pricing Marketing Principle Samsung is the company which is famous for its electronic products, more over it is world brand, but the pricing policy of Samsung Company is influenced by other companies and the Samsung prices also influence […]
• Samsung and Daewoo Companies Review To conclude, the paper exhibits the effects of decisions made by leaders of two dynamic companies in South Korea; Samsung and Daewoo Groups. This in turn made South Korea lag behind in terms of technology […]
• Samsung Company’s Quality Issue and Kantian Ethics Focusing on the distribution of the Samsung Galaxy Note 7, it can be stated that the company wanted to sell its product and to obtain profit, failing to ensure that its phone had already been […]
• Samsung Flat-Screen Tvs: Strategic Marketing The advantages of buying the product from the point of view of the customer should out weight the expenses. The weakness of this product is a huge amount of competitors on the market.
• Samsung Electronics and Apple Company: Financial Statements For purposes of accounting, revenue is only recognized in the books when the following incidents have occurred: The sale is of a quantity of goods that is known for certain, and the selling price is […]
• Apple vs Samsung $2bn Case: Business Law Although Apple is the most preferred phone maker in the developed world, Samsung is the most popular phone maker in the developing world.
• The Controlling Process in Samsung Electronics Performance standards are information-based management systems, which are set within given time horizons to provide the necessary feedback to the management regarding the performance of the firm.
• Apple Inc.’s and Samsung Electronics Co. Ltd.’s Company Analysis Further, the cost of sales for Samsung Co.is higher than that of Apple, Inc. The accounts payable for Apple, Inc.was higher than that of Samsung Co.
• Corporate Social Responsibility in Samsung Applying categorical imperative in Samsung’s CSR stunt shows that the company chose to replace the faulty smartphones to gain a competitive advantage.
• Strategic Analysis of Samsung The purpose of this paper is to evaluate the key components of the company’s function in order to understand its successes and failures.
• Diversification and Vertical Integration at Apple and Samsung In this case, direct vertical integration is understood as the purchase of companies that are closer to the end consumer in the logistics chain.
• Samsung: Quality Improvement Report This presentation will address growth-oriented and credible performance issues established to steer the production of electronic facilities (with functional value) in Samsung.
• Apple Inc. and Samsung Corp.: Analyzing Operating Environments In IT industry, Apple Inc and Samsung Corp have been competing with other marketing players for dominant shares.
• Cell Phone Industry: Apple, Samsung, and Huawei Most significantly, the model culture at Huawei reveals the broad global culture practiced in the company internally and across all its various offices and locations. The regulation of the system comes from the people and […]
• Samsung NX1000: Digital Camera Overview The NX1000 is relatively small in size. This makes them it convenient for travelling. It has Light and darkness sensor features.
• Samsung’s Mission Statement and Its Ethical Analysis The company puts a lesser emphasis on Kantian or Care ethics, as its corporate culture is notably impersonal, and the company’s actions towards the competition show a lack of belief in the Categorial Imperative.
• An Analysis of Apple and Samsung’s Symbiotic Relationship Representatives from Samsung and Apple will be the first one to admit that both companies needed each other to survive.
• Samsung Firm’s Social Responsibility Issues The first one is the management’s inability to have fully transparent business practices because the company does not publish all the sources and the suppliers of raw materials.
• Kroger and Samsung Firms’ Operating Performance However, Kroger is a supermarket company, and it is necessary for the food industry’s organizations to have the days outstanding inventory of about 6.
• Samsung Marketing Strategy Analysis It is a clear plan of marketing actions that will be able to realize the potential laid down by the creators of this smartphone.
• Google and Samsung: The Human Resource Strategies The management established the centre to administer the “Samsung with high potentials” vision and advance a cohesive culture through its employees.
• Evaluating Risks and Decisions: A Samsung Case Study In the context of Samsung’s risk management plan, the COSO-ERM framework will be used to analyze the firm’s risks and decisions.
• Tech News on Samsung Galaxy S22 Ultra In his recent review of the Samsung Galaxy S22 Ultra, Amadeo specifies that the device features several innovative solutions to minor issues, yet the general impression of the phone is that it represents continuity in […]
• Samsung Firm’s Accounting Processes and Policies Samsung is one of the largest organizations in the technology industry, linked to its philosophy of orientation concerning a wide array of electronic devices tailored to individual populations.
• MyFitnessPal and Samsung Health: Personal Reflection I like how MyFitnessPal and Samsung Health allow me to track my daily activity and eating habits. Samsung Health integrates with my fitness watch, which makes it convenient to track my activity during the workouts.
• How Does Samsung Compete in the UK Cellular Phone Market?
• Analysis of Samsung Marketing and Brand Strategies
• Critical Evaluation Of Apple And Samsung
• Analysis of eBusiness Solutions Providers: IBM, Wipro Technologies, Samsung
• Analysis Of Samsung’s Corporate Social Responsibility
• Analysis of Samsung Electronics in Korea
• How Global Trends Influence the Strategies Used by Samsung?
• Industry Analysis of Samsung
• Analysis Between Xiaomi And Samsung
• Competition in Global Semiconductor Industry a Case Study Analysis on Chinese Threats to Samsung Electronics Superiority
• Current Market Conditions Competitive Analysis (Apple vs Samsung)
• Marketing Analysis: Samsung Electronics Company
• Should Samsung Make Changes to the Orientation Program?
• Samsung Competitive Analysis
• Samsung Business And Corporate Level Strategies
• What Country Should Samsung Expand Into?
• Samsung’s Influence on South Korea
• What Is Samsung’s Strategy?
• What Makes the Samsung Brand Successful?
• What Strategies Should Samsung Electronics Incorporate To Overcome Its Leadership?
• Why Can Samsung and Apple Dominate the Smartphone Market in Hong Kong?
• Why Corporate Social Responsibility Matter Samsung?
• Investigation of Strategic Changes Using Patent Co-Inventor Network Analysis: The Case of Samsung Electronics
• Equity, Cash Flow, and Notes Analysis of Samsung Electronics
• Company Overview, History, and Business Strategy of Samsung Electronics
• Business Report on The Samsung Group
• Factors That Triggered the Growth of Samsung
• Branding Strategies Of Samsung Mobile
• Business Level Strategy of Samsung
• Competitive Advantages at Samsung
• Ethical And Legal Consequences Of Samsung
• Global Value Chain Analysis on Samsung Electronics
• Internal Weaknesses Of Samsung Galaxy
• Korea and Japan: Electronics Items Between Samsung and Sony
• Marketing Communication of Samsung
• Marketing Design Of Samsung Mobile
• Marketing Plan For Samsung Inc
• Marketing Strategy of Samsung in India
• Organisational Structure of Samsung Electronics
• Operation Management for Manufacturing Samsung Electronics
• Rhetorical Analysis Of Samsung Galaxy Xcover Snowfield Advert
• Samsung: A Multinational Corporation Biased Out Of South
• Samsung And The Global Mobile Device Marketplace
• Samsung Corporate Social Responsibility and Awards
• What Is the Difference Between Original Samsung Phone and Fake?
• Does Samsung Have a Bad Reputation?
• What Are the Weaknesses of Samsung?
• Is Samsung a More Ethical Company Than Apple?
• Who Is Samsung’s Target Customer?
• What International Strategy Does Samsung Use?
• How Does Samsung Stand Out From Its Competitors?
• What Is Samsung’s Brand Positioning?
• Does Samsung Listen to Their Customers?
• Who Are the Biggest Competitors to Samsung?
• How Does Samsung Use Strategic Management to Compete?
• What Is the Ethical Dilemma of Samsung?
• Are Samsung Phones Losing Popularity?
• What Is Samsung’s Most Successful Product?
• How Did Samsung Achieve Success in the Market?
• What Are Samsung’s Brand Values?
• How Does Samsung Develop New Products?
• What Negative Environmental Impact Did Samsung Have?
• Does Samsung Have Loyal Customers?
• What Is the Brand Personality of Samsung Smartphones?
• How Does Samsung Attract Customers?
• What Type of Global Strategy Is Samsung Electronics Pursuing?
• Does Samsung Use Competitive Pricing?
• How Does Samsung Create a Competitive Advantage?
• What Is the Innovation Strategy on Samsung’s Supply Chain?
• How Does Samsung Benefit From Globalization?
• Is Samsung an Eco-Friendly Company?
• What Does Samsung Do That Apple Can Never Achieve?
• How Did Samsung Enter Global Market?
• What Does Samsung Do to Meet Its Ethical or Social Responsibility?
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2023, September 20). 187 Samsung Essay Topic Ideas & Examples. https://ivypanda.com/essays/topic/samsung-essay-topics/

"187 Samsung Essay Topic Ideas & Examples." IvyPanda , 20 Sept. 2023, ivypanda.com/essays/topic/samsung-essay-topics/.

IvyPanda . (2023) '187 Samsung Essay Topic Ideas & Examples'. 20 September.

IvyPanda . 2023. "187 Samsung Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/samsung-essay-topics/.

1. IvyPanda . "187 Samsung Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/samsung-essay-topics/.

Bibliography

IvyPanda . "187 Samsung Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/samsung-essay-topics/.

• Samsung Galaxy Topics
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• Lenovo Research Topics
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Yext for Consumer Packaged Goods Case Study

Samsung increases customer satisfaction and streamlines the resolution journey with yext help site search.

Within just a few months, Samsung experienced a significant lift in NPS and CSAT by launching a Yext-powered Help Site.

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More Engagement with Samsung's Help Site

Samsung is a household name and one of the world's largest electronics companies. Providing exceptional service to its millions of customers is paramount, and the business regularly seeks to adopt innovative ways of improving the support experience. Like many companies, one of Samsung's most effective customer support channels has been its Help Site . For five years, Scott Messina, Director of Search and Design Strategy, has been improving and optimizing the Help Site to better serve users looking for answers. "There's a support side to samsung.com, and I basically manage that end-to-end," says Messina. "My responsibilities include things like SEO, product management, design, analytics, and content strategy."

Soon after March 2020, traffic to Samsung's website exploded. With more people working from home, the usage of cell phones, TVs, and kitchen appliances spiked across the board. Messina and his team were generally prepared for the accompanying surge in search volume to the Samsung help site. However, their legacy search solution, Elasticsearch, was unpredictable and didn't always yield relevant results. "The reality is that sometimes it worked, and sometimes it didn't. Sometimes there was a bad experience waiting at the end for someone who searched," he says.

The Challenge

Management of the Samsung help site was the responsibility of Messina and one full-time engineer. They were strapped for bandwidth, and the relative complexity of Elasticsearch proved difficult for such a small team. "We needed engineers to make even the most basic edits. It just wasn't sustainable," says Messina.

Without the availability of a dedicated services component from Elasticsearch, Messina's group was forced to become entirely self-sufficient. They soon recognized the need for a new search provider if they were to make any meaningful improvements to Samsung's online support experience. What they needed was an advanced, yet intuitive tool that came with a team ready to assist with implementation and continuous optimization.

The Solution

Samsung ultimately decided to transform its help site with Yext's support solutions . Messina's team, led by his colleague, Jio Duperoy, used the expansive Data Connector framework to quickly develop a robust CMS with articles, FAQs, YouTube videos, and more. "We have roughly 2,500 help articles, and that's the main thing we wanted to have indexed. We've been optimizing this content library for years, so it was great that we could just flip a switch and be ready to go," says Messina. "Switching over to Yext, not just for search but also for knowledge management, has freed us from all of the baggage and tech debt that we had built up over the years with Elasticsearch."

Switching over to Yext, not just for search but also for knowledge management, has freed us from all of the baggage and tech debt that we had built up over the years with Elasticsearch.

Scott Messina

Director of Search & Design Strategy

Yext's unique multi-algorithm approach piqued Messina's interest when Samsung was evaluating new vendors. Specifically, he was impressed that Yext technology could create a Google-like search experience. "I first saw featured snippets in action on Google and have been interested in them as a concept ever since. What Yext is doing with Extractive QA is the exact same thing," says Messina. "On samsung.com, I can now search 'what temperature should my fridge be?' and the answer isn't a document or a few paragraphs — it's literally a number. Similarly, searching 'how often should I replace the water filter in my fridge?' gives a direct result. Extractive QA finds the right answers within our [Yext Content] and surfaces them without any additional work on our end."

With search analytics ready right out of the box, Samsung can easily monitor performance. These findings have already influenced certain aspects of Samsung's content strategy. "The data from Yext is highlighting where we have gaps," says Messina. "It's really helpful that Yext clusters related queries together like 'replace my remote' and 'can't find my remote.' Historically, it's been a manual effort to lump all of these queries together, but now it's done automatically. Yext can cluster dozens of queries together that all have the same meaning, which makes it easy to identify where we can improve."

Messina now has the ability to independently test and optimize CTAs without relying on a team of engineers. This flexibility allows Samsung to improve and adapt in real time to customer behavior — something that becomes even more important as Messina looks ahead to busy times like Black Friday and Cyber Monday. "We want to continue optimizing and increasing clickthrough rates to set ourselves up nicely for the surge in search volume that comes during the holiday season," says Messina. "If someone searches for an answer, gets it, and is then on their way, that's one happier customer who doesn't have to deal with a phone call."

Although his team has since grown beyond just one full-time engineer, Messina has been grateful to have Jio's dedicated attention and Yext's Managed Services offering available as a continued resource. "With Yext, we have access to subject matter experts and a team that very much feels like an extension of our own," says Messina. "The Yext team was incredibly helpful in getting us up and running and I know that they'll continue to play a big role moving forward."

The Results

Within eleven weeks of launching Yext's support solutions, Samsung saw significant growth in every major customer satisfaction metric across NPS score (+45%), CSAT (+33%), Issues Resolved (+15%), and surveys completed (8x+). With Yext, Messina's team got unparalleled insights into searches and CTA performance and used those insights to boost CTR on those CTAs by 40%. Promoted help articles and other pieces of content saw over a 200% lift in CTR.

All told, Samsung increased customer engagement with its help site by 19% — streamlining the path to resolution and delighting customers along the way.

"Before Yext, search on samsung.com was pretty typical relative to what other companies were doing. There was a magnifying glass at the top of the page, but its job was to sell phones, TVs, and fridges — its job was not to answer questions," says Messina. "But now, we've gone live with Yext's support solutions and it's doing what it needs to do. Our KPIs are moving in the right direction and we already have our eyes on other Yext solutions to further enhance the Samsung support experience."

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Read the case study and answer the question below.   Samsung...

Read the case study and answer the question below.

Samsung Company (case study)

A South Korean technology organisation, known for its electronic products, is based in Samsung Town Seoul yet operates in diverse countries around the globe� Samsung has a wide range of products that includes mobiles, home appliances, etc�

Samsung has an innovation-centred organisational culture � It emphasises employees' knowledge, skills, and abilities for innovating the company's technology products, such as smartphones and wearable devices�

Samsung Wearable Technology

Samsung launched multiple watches products that strongly compete in the wearable market�

Among these products the Gear Fit2 and Gear Fit2 Pro are packed with innovative cutting edge features�

Gear Fit2 watch1

Based on the business wire news, Gear Fit2 is a sleek and versatile fitness-focused smartwatch that is water resistant; Gear Fit2 Pro is an upgraded GPS fitness band with smart features�

Samsung's Gear Fit2 devices were designed to let consumers get the most out of their day, and help them live a healthier and well-balanced life�

"Our Samsung wearables help consumers 'go beyond fitness' and enjoy an active, balanced and fulfilled life in a smart and seamless way."

The Gear devices assist with a range of activities - from robust fitness tracking to nutrition and sleep monitoring, as well as motivational coaching as a lifestyle companion� By introducing new smart capabilities and easy-to-use features and by partnering with leading names in tech and fitness, Samsung is helping consumers go beyond fitness and accomplish big things�

"At Samsung, we celebrate the everyday athlete - whether you're going for a light jog, or training for your next triathlon. We have a long history of embracing choice and innovation, and our wearables are designed to help consumers of varying fitness levels meet their goals and aspirations. We want to help remove the stigma that fit can only mean one thing and that fitness trackers are complex and for only the most intense of workouts," said DJ Koh, President of Mobile Communications Business, Samsung Electronics. "Our new Samsung wearables help consumers 'go beyond fitness' and enjoy an active, balanced and fulfilled life in a smart and seamless way."

Gear Fit 2pro current Consumer profile

Both male and female age range 25 to 35�

Given the high price of the watch, the consumers are mainly employees or small

business owners that have a mid to high income�

Psychographic: Individuals with interest in sports in general, they are concerned with

their performance and reaching their goals�

They are gym members and consider sports as part of their daily routine not necessarily

to lose weight but mainly to improve their health & wellbeing�

Gear Fit2 Pro Marketing Mix Product2:

Water Resistance and Swim Tracking: An ideal companion for any swim - from laps to playing in the pool - these devices are 5 ATM1 certified for water resistance� Now with Speedo's latest swimming training app, Speedo On, the Gear Sport and Gear Fit2 Pro also allow you to easily track key swim metrics including lap count, lap time, stroke type and more�

Top-of-the-line Heart Rate Monitoring: With improved accuracy, the devices offer advanced real-time heart rate monitoring� They help you continuously monitor your heart activity - whether it's enjoying a stress-free nap or an invigorating cycling class�

Premium Partnerships: Daily activity can be supplemented with updated Under Armour and Spotify partnerships� Both devices provide access to Under Armour's fitness apps including UA RecordTM, MyFitnessPal®, MapMyRun® and EndomondoTM for activity, nutrition, sleep, and fitness tracking functions - these apps provide users with a holistic picture of their health and fitness�

Auto Activity Detection: Automatic activity detection built into the devices keeps you in tune with your body and can recognise the following categories of activities: Walking, Running, Cycling or performing Dynamic Activities that could include dancing to basketball�

Personalised Motivation: You can customise your own wellness plan with tailored goals and alerts�

Price ranges between AUD 190 & AUD210

Samsung uses a competitive pricing strategy to prevent attacks from its competitors in the market� Also, Samsung is not a first mover in these product categories and thus it has to defend its position in the market� Based on Samsung pricing policy any product has to be generating a revenue & profit that secures the overall brand profitability - accordingly no price discounts can be offered to consumers unless the product sales increases by 25% at least�

Samsung sells to the retailers like JB Hi-Fi, Officeworks; major retailers dealing in technology generally have to include Samsung in their offerings, because of the brand being world- famous� The distribution is the strength for Samsung� Samsung products are as well available on eCommerce sites like Amazon, eBay etc�

As well Samsung sells directly to customers through its online website, Samsung stores and small kiosks in shopping centres�

Samsung promotes new products using newspapers and digital media� Samsung uses celebrities as brand ambassadors not only to benefit from their huge followers but also to associate the brand with these famous figures� The brand uses large outdoor signages and posters on highways and prime locations� Samsung is also known for being a giant in sponsoring events�

Issues & consumer feedback

Samsung is constantly challenged and forced to upgrade the software to keep up with technology advances� The Gear Fit2 pro is facing strong competition, and consumers have mentioned a few times that competing products could be found cheaper�

The Samsung website sales have been slow as customers bounce rate is high, reaching up to 60% at the landing page, 25% at the product page and 14% at the checkout - leaving only 1% conversion rate�

The sales of Gear Fit 2 are declining and have reached only 52,000 units sold last year which is below the sales objectives and targets set by management�

The market trends3

The health and wellness sector has recently grown into a multi-trillion dollar industry� Statistics from the Global Wellness Institute suggest that the Fitness & Mind-Body sub- sector is worth $542 billion a year alone� Wearable tech has been a key driver of the growth in this sector�

The future of Gear Fit2 PRO

As the market is fast-moving, new models have been launched and the sales of Gear Fit 2 are declining, Samsung decided to explore new markets for its product to restore the product sales curve and achieve a 25% sales growth at least in the first year�

Samsung management believes that there is an opportunity to target a new segment in Australia - the gym and professional sports clubs in the Australian major cities�

As a newly appointed brand manager in Samsung Australia, you are required to develop a NEW marketing mix for Gear Fit2 and prepare a report answering the below questions�

1.  Samsung company strategy & policies:

a�  Research the Samsung website� Describe Samsung's mission & vision and explain

how these would influence the marketing mix decisions�

b�  Explain how the organisational policies & procedures would influence the marketing

mix decisions (hint: Samsung policies can be found on the company website:

https://images�samsung�com/is/content/samsung/p5/uk/aboutsamsung/2017/pdf/ about-us-sustainability-report-and-policy-business-conduct-guidelines-2016-en�pdf)

2. Activities undertaken to establish marketing mix:

a�  Explain how you would collect information relevant to the new target market�

b�  What are the existing needs of the current consumers and suggest the needs of the

new potential customers (gym and sports clubs)?

c�  Describe the new potential customers in terms of business type, business size and

geographic location�

d�  Explain the potential customers' buying behaviour�

3.  Marketing principles and concepts:

a. From the information provided in the case study

I�  Analyse Samsung's pricing policy and explain its advantages and disadvantages�

II�  Assess the promotional methods used and recommend a NEW method�

III�  Explain the channels of distribution and assess its suitability�

IV�  Explain the effects of the marketing mix components on the current marketing

b. Identify the current customers key pressure points and explain how these affect the marketing outcome�

4. The new marketing mix:

a�  Provide the details of the NEW proposed marketing mix as below:

• Product features, suggest new adds on, features, customer service levels�
• Distribution strategies and channels�
• Pricing strategy & price adjustments options�
• Promotion -the communication mix and activities�

b�  Explain how the proposed marketing mix will meet & satisfy the needs of the new target market (gym & sports clubs)�

c�  Describe at least 2 methods you can use to test how the marketing mix component relates to each other and to the customer base.

Answer & Explanation

1.  Samsung company strategy & policies:

a) Samsung's mission is to "Inspire the world, create the future." Their vision is to "Lead the digital convergence movement by providing outstanding technology and services to customers globally." These statements shape the company's focus on innovation and customer satisfaction, and influence their marketing mix decisions.

For example, in product decisions, Samsung is focused on developing and offering cutting-edge technology products, such as smartphones, laptops, and home appliances, that will meet the needs and expectations of their customers. They aim to provide high-quality products that are innovative and bring value to their customers.

In terms of place (distribution), Samsung has a global presence and sells its products through various channels, including online and offline retail stores, carriers, and direct-to-consumer sales. Their distribution strategy is designed to make their products readily available and accessible to customers all over the world.

In pricing, Samsung aims to balance profitability and affordability, offering products that are reasonably priced, yet still meet their customers' needs and expectations. They also offer different product lines and price points, such as budget, mid-range, and premium options, to cater to different segments of their target market.

Finally, in promotion, Samsung's marketing strategies are focused on creating brand awareness and driving customer demand for their products. They invest in various forms of advertising, such as television, print, and digital media, as well as sponsorships and product placement. They also use social media and influencer marketing to reach their target market.

b) The organizational policies and procedures at Samsung would also play a role in influencing the marketing mix decisions. The company has a strong commitment to sustainability and ethical business practices, which are reflected in their business conduct guidelines and sustainability report.

For example, in product decisions, Samsung is committed to using environmentally friendly materials and reducing their environmental impact in the manufacturing process. They also ensure that their products are safe and meet relevant safety standards.

In terms of place (distribution), Samsung's policies and procedures ensure that their products are sold through authorized channels, which helps to maintain their brand reputation and prevent counterfeits. They also have a comprehensive supply chain management system that ensures the timely delivery of their products to customers.

In pricing, Samsung's policies and procedures ensure that their pricing strategies are fair and transparent. They aim to avoid price fixing and other unethical pricing practices that could harm their customers or competitors.

Finally, in promotion, Samsung's policies and procedures ensure that their marketing activities are ethical and in compliance with relevant laws and regulations. They are committed to avoiding false or misleading advertising, and to presenting their products in an honest and transparent manner.

In conclusion, Samsung's mission, vision, policies, and procedures all influence their marketing mix decisions and shape the way the company operates and interacts with its customers.

2. Activities undertaken to establish marketing mix: 

To establish a marketing mix for a new target market, the following steps should be taken:

a) Collecting information relevant to the target market: This can be done through various methods such as surveys, focus groups, market research, and competitor analysis. The information collected should include demographics, habits, and preferences of the target market.

b) Identifying the needs of existing and potential customers: Understanding the needs of current customers and the potential customers in the new target market is crucial in developing a marketing mix. This can be done through surveys, customer feedback, and market research.

c) Describing the new target market: This involves characterizing the potential customers in terms of business type, size, and geographic location. Understanding the target market's characteristics helps to tailor the marketing mix to meet their needs.

d) Analyzing the potential customers' buying behaviour: Understanding the buying habits and preferences of the target market helps to develop a marketing mix that appeals to them. This can be done through market research, competitor analysis, and customer feedback.  

3. Marketing principles and concepts: 

I. Analyzing Samsung's pricing policy involves examining the company's approach to setting prices for its products. This can include the use of cost-plus pricing, value-based pricing, competitor-based pricing, and promotional pricing, among others. The advantages of Samsung's pricing policy could include increased profitability, improved competitiveness, and increased customer loyalty. On the other hand, the disadvantages could include decreased sales volume, reduced market share, and decreased customer satisfaction.

II. To assess the promotional methods used by Samsung, it is important to examine the company's current marketing strategies and advertising campaigns. This may include the use of various media such as television, print, and digital, as well as sales promotions, events, and sponsorships. Based on this analysis, a new promotional method that could be recommended is influencer marketing, where Samsung partners with influential individuals in the fitness and sports communities to promote its products.

III. Channels of distribution refer to the methods used by Samsung to get its products to its customers. This can include direct sales, retail stores, and online marketplaces. In assessing the suitability of Samsung's channels of distribution, it is important to consider factors such as customer convenience, cost, and efficiency. If the existing channels are deemed suitable, Samsung may consider expanding its distribution network to reach new customers in the gym and sports club market.

IV. The marketing mix components (product, price, promotion, and place) have a significant impact on the overall marketing outcome for Samsung. For example, changes in product features, pricing, promotional strategies, or distribution channels can affect the level of customer demand and ultimately impact the company's sales and profits.

Identifying the key pressure points of Samsung's current customers involves understanding their pain points and needs. This can be done through market research, customer surveys, and competitor analysis. The key pressure points can include factors such as product quality, price, availability, and after-sales support. These pressure points can significantly affect the marketing outcome for Samsung, as addressing these issues can lead to increased customer satisfaction and loyalty.

a. The NEW Proposed Marketing Mix:

Product: To meet the needs of the new target market (gym and sports clubs), Samsung could consider offering new features in its products, such as water-resistant and durable materials for its wearable devices, heart rate monitoring and GPS tracking for fitness activities. Samsung could also consider offering customer service levels specifically tailored to gym and sports club customers, such as extended warranty and repair services.

Distribution: To reach gym and sports clubs, Samsung could consider using a combination of direct and indirect distribution channels. Direct channels could include online sales through the company's website and sales through the company's retail stores. Indirect channels could include partnerships with sports and gym equipment retailers, and offering discounts to gym and sports club members.

Pricing: To appeal to gym and sports club customers, Samsung could consider offering competitive prices and special deals. The company could also consider offering flexible pricing options, such as discounts for bulk purchases or monthly subscription services.

Promotion: To communicate the new products and services to gym and sports club customers, Samsung could consider using a combination of traditional and digital marketing methods. Traditional methods could include print and outdoor advertisements, while digital methods could include targeted social media advertising and influencer marketing.

b. Meeting & Satisfying the Needs of the New Target Market: By offering new features and customer service levels specifically tailored to gym and sports club customers, Samsung's new marketing mix will meet the needs of this target market by providing products that can withstand the demands of active lifestyles and by offering customer support services that are relevant to this market.

c. Testing the Marketing Mix: To test the effectiveness of the new marketing mix, Samsung could use two methods:  

• Surveys and questionnaires: By conducting surveys and questionnaires, Samsung can gather feedback from gym and sports club customers on their preferences and satisfaction levels with the new products and services offered. This information can then be used to adjust the marketing mix accordingly.
• Market trials: Samsung could conduct market trials by introducing its new products and services in a selected geographic area, and collecting data on customer behavior and preferences. This information can then be used to refine and optimize the marketing mix for a wider launch.

I hope this helped.

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Samsung Case Study

Maintaining the “Single Samsung ” Spirit: Recommendations for a changing environment Contents Introduction 1. a. Samsung: – Philosophy – Culture – Values – Human Resource Policies 1. b. Philosophical grounding of Samsung’s Value System: – Ontological Assumptions – Agency Assumptions – Epistemological Assumptions 2. a.

Current Challenges facing Samsung’s NEO program: – A Changing Profile of New Samsung Employees – A Shift in Generation Values 2. b. Recommendations for the Restructure of the NEO program – A Positivistic Approach – An Interpretivistic Approach Conclusion Introduction

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Samsung has grown to become of the world’s leading companies with a brand value estimated at US$18 billion and over 263,000 employees in 68 countries as of 2007. Since its beginning in 1938, Samsung has developed itself with a strong emphasis on a core set of values, later formalised as the “Single Samsung” spirit. Despite its impressive financial success, management is concerned that the unique culture of Samsung is under threat from within.

This is due to a shift in the value orientation of a younger generation of employees, who identify less with traditional practices and favour more open and egalitarian human resource policies.

Part one of this report describes the key components of the “Single Samsung” initiative, which is at the core of Samsung culture and identifies the main philosophical perspective that informs this value system. Part two looks at the two current challenges in Samsung’s employment environment and recommends two different restructure programs that are grounded in contrasting philosophical perspectives. 1. Samsung’s philosophy, culture, values and HR policies 1. a.

(i) The Samsung Philosophy The Samsung philosophy, first and foremost, is built upon a strong investment in its employees.

Its approach encapsulates a modern South Korea, which although poor in natural resources, has dedicated itself to the development and education of its human resources. Byung-Chull Lee, the Samsung founder, built the company’s corporate philosophy on three key values: * Economic contribution to the nation * Top priority of people * Pursuit of rationality These values epitomise the Samsung corporate philosophy that “a company is its people” and form the cornerstone of a company environment that lives and breathes the South Korean philosophy of dedication to its workers . 1. a.

(ii) The Samsung Culture

Samsung’s corporate philosophy created a performance-orientated culture that rewarded employees for exhibiting complete devotion to their work. Samsung’s culture is focused on the facilitation of new ideas, technology and innovation that has helped them develop a company that is at the very cutting-edge of product design and development. Another key element of Samsung’s culture is its emphasis on cooperation between management and various functional departments. By breaking down the traditional boundary between management and workers, Samsung has cultivated a fast, dynamic and adaptable corporate culture that has become a global benchmark. . a.

(iii) Samsung Values Building on the founding chairman’s three key values, Samsung has sought to address the challenges associated with a rapidly changing global marketplace with a centralised initiative: “Single Samsung”. The “Single Samsung” initiative encompassed five main factors: People: Encapsulates the founding chairman’s belief that “a company is its people”. Excellence: Denotes the continual endeavour to overcome challenges and pursue excellence in every facet of the business. Change: Represents Samsung’s commitment to implement change and innovation to remain an industry leader.

Integrity: Maintains that Samsung acted ethically, ensuring fairness and morality. Co-prosperity: Signifies that Samsung act responsibly for the benefit of its community and nation and the prosperity of the larger global society.

1. a. (iv) Samsung’s Human Resource Development (HRD) Policies Samsung’s approach to HRD is largely characteristic of the company philosophy instilled by Byung-Chull Lee regarding a deep involvement with its employees. Samsung emphasises the importance of maintaining interaction between management and the workers below them in production plants and R&D.

Further, Samsung was the first South Korean multinational to start using a competitive recruiting system aimed at procuring the services of the brightest minds the nation had to offer. Ultimately then, Samsung’s HR policies are built upon securing and retaining the best talent, no matter what the cost.

1. b. The philosophical grounding of Samsung’s value system and HR policies The Samsung corporate philosophy and related values and culture most closely identify with a predominately interpretivistic perspective. This is explored in relation to the underlying assumptions that form Samsung’s corporate identity. . b.

(i) Ontological assumptions Samsung takes a primarily constructionist approach to what constitutes its organisational reality. Its corporate philosophy, culture and values are built on deriving meaning from social interaction and “intellectual creativity” (Gun-Hee Lee cited in Khilji, Oh and Manikoth 2011 p. 4). Samsung’s philosophy, particularly under the leadership of Gun-Hee Lee, is that its collective success hinges upon the “creative culture” of its employees and “intense focus on educating and developing its people” (Khilji, Oh and Manikoth 2011, p. -5).

As such, no single external reality is deemed to best fit the development of Samsung, rather, this development is conditional on the various intellectual and creative processes of its workers. The overall value of Samsung is perceived to be divided into the separate realities of its various functional departments and subdivisions. As such, there is a focus on “enforcing positive interaction” (Khilji, Oh and Manikoth 2011, p. 5) between the different viewpoints (or realities) of these departments and Samsung’s management.

This is indicative of an interpretivistic paradigm which defines meaning and reality as the construction of meaningful social interface.

1. b. (ii) Agency assumptions There is no deterministic model for employee behaviour at Samsung, rather, their behaviour and action is shaped by the company values, culture and HR policies to optimise worker satisfaction and enhance creative productivity. This means that workers’ actions are influenced by, but not completely determined by, the socially constructed values that symbolise Samsung (see section 1. a. part 3).

Value for Samsung is generated where “humanity [is] respected and individuals are allowed to exercise their full potential” (Khilji, Oh and Manikoth 2011, p. 4). The importance of individuality, a key tenet of interpretivism, is underscored in Samsung management philosophy. This is highlighted by the fact they often give “employees responsibilities in management” and “full autonomy in developing new products” (Khilji, Oh and Manikoth 2011, p. 5-6). 1.

b. (iii) Epistemological assumptions For Samsung, knowledge consists of those constructions about which there is a relative consensus.

This means that the design process and thus knowledge-generation of Samsung is based on a culture “that remained open to ideas, technology, and innovation” (Khilji, Oh and Manikoth 2011, p. 5). This context-dependent, liberated approach to product design and the creation of technical knowledge within Samsung is representative of an interpretivistic paradigm.

Samsung policies “encouraged knowledge sharing” (Khilji, Oh and Manikoth 2011, p. 5) and triumphed knowledge as the shared product of the intellectual and creative process of its employees.

For this reason, Samsung’s philosophy and corporate values symbolise an understanding of knowledge creation as subjective and not determined by a single external reality. As chairman Gun-Hee Lee declared “The 21st century will be a knowledge-based society where intelligent creativity rules” (Khilji, Oh and Manikoth 2011, p. 4).

2. Current Challenges facing Samsung’s NEO program The New Employee Orientation (NEO) program has been one of the most important arms of Samsung’s HR development due to the fact it has instilled the philosophy, values and culture of Samsung among new employees. It is however, facing two key challenges: 2. . (i) A changing profile of new Samsung employees In 2008 and 2009, there was a distinct movement towards the recruitment of more experienced employees (up 50 per cent) and non-Korean employees (up 34 per cent). The problem for Samsung HR managers is that the NEO program was designed primarily for fresh South Korean college graduates and as such there is a question about how applicable it is for these more experienced recruits.

The concern is that if these new employees are not required to participate in NEO, it may mean they do not acquire the same sense of belonging or Samsung spirit engendered in their senior colleagues. . a. (ii) A shift in generational values In recent years South Korea, as well as the rest of the world, has faced an alteration in generational values. The new generation of young people, referred to as “digital natives” (Khilji, Oh and Manikoth 2011, p. 8), place much less emphasis on the traditional hierarchy that exists in South Korean society and the cultural values that are accentuated in Confucian philosophy.

As a product of a new digital age typified by early exposure to globalisation and the Internet, these digital natives have exhibited behaviour that does befit the Samsung culture.

Therefore the problem for HR managers is that the NEO program may have become obsolete, since this new generation no longer identifies with the values and beliefs that their senior counterparts preserved. That is, the digital natives are not willing to show the complete devotion to Samsung that many older generations displayed. As one executive explained: “the digital natives rally will do what they want to do and not what the company wants them to do” (Khilji, Oh and Manikoth 2011, p. 8). 2.

b. Recommendations for the restructure of NEO and the Single Samsung initiative 2. b. i) A positivistic approach We suppose a three step plan to restructuring NEO and ensuring the continued existence of the Single Samsung initiative. In providing the specific recommendations outlined below and in keeping with a positivistic paradigm, we recognise organisational efficiency and shareholder profits as the two key, objectively definable goals of a revamped NEO. 1.

Research: An empirical understanding the employment environment Empirical research should be conducted on the typical profile of new employees joining Samsung and different elements of the NEO program.

The purpose of this research is to isolate variables and assess causal relations within the employment environment to identify what aspects of NEO can be amended to help digital natives achieve a better work-life balance, but not compromise on efficiency. This quantifiable data will allow HR managers to better understand the underlying patterns that dictate how new employees adjust to the culture of Samsung and thus how to best structure NEO to enhance efficiency. This is in keeping with a positivistic perspective which triumphs empiricism and the collection of quantifiable data to discover universal laws. . Strategy: A deterministic model for employee behaviour By collecting data on both the characteristics of its new workers and the effectiveness of its orientation program, Samsung can align the values of the new recruits to its strategic direction and construct a program that affiliates them with the ‘Single Samsung’ vision . This is important because the past success of Samsung has been built on the back of this unified and cooperative business culture. This is representative of a positivistic paradigm since the behaviour of new employees is assumed to be systematic and controllable.

The understanding gained from collecting and analysing data from the recruitment process will help HR managers understand and explain the different behaviour of ‘digital natives’. This empirical approach assumes that the activity of new employees exists independently of social and cultural forces.

3. Structure: An orientation and reward program based on functionalism The restructure of NEO should focus on functional approach to inducting new employees and stress the importance of accountability and predictability in the actions of workers.

Samsung should consider orientation structures when re-evaluating NEO such as: * Job enrichment * Job rotation * Job design These functional and objective tools for increasing new employee satisfaction should be viewed as input variables for HR managers, with the purpose of maximising organisational effectiveness to promote the economic objectives of a “Single Samsung”. To achieve these goals, Samsung should implement a reward system that is contingent on productivity and performance.

This is a key element of a positivistic perspective since there is assumed to be one objectively definable organisational reality that Samsung needs to manage. In this sense, HR managers need to reject the influence that diverse value systems or generational differences may have because these concepts are inconsequential under a positivistic paradigm.

2. b. (ii) An interpretivistic approach We propose a more holistic approach to the restructure of NEO that will apply a transcendent perspective towards the actions of new employees.

This means developing a NEO program that will reflect on, re-examine and analyse the personal points of view of new recruits, HR managers and existing senior staff. As such, we recommend that NEO be restructured into a social integration program (NESIP), that is an amalgamation of these differing perspectives. The New Employee Social Integration Program (NESIP) 1.

Mission Statement NESIP is aimed at transferring the philosophy of the ‘Single Samsung’ initiative to new recruits through meaningful social interaction with more senior employees.

This is fundamentally embedded in an interpretivistic paradigm since knowledge and meaning is accrued through a process of communication and negotiation. 2. Operational Design NESIP is designed so that new recruits are paired with existing employees from Samsung who act as mentors in the early transition period. This means that the ‘Single Samsung’ initiative should not be dictated by an autocratic means as suggested in 2.

b. (i), but rather instilled through building lasting personal and professional relationships with mentors who have a deeper understanding of what it means to be Samsung People.

NESIP is designed so that it is not ‘one size fits all’ (as is the case with the existing NEO) but rather is adaptive and fluid. This means that the internal processes and values of the digital natives and other new employees can be reconciled and merged with the experience of older employees who understand and can relate to the Samsung Spirit. New employees gain an understanding of the “Single Samsung” initiative through an interactive and collaborative process that builds meaning over time.

This reinforces the program’s interpretivistic grounding since knowledge and meaning is considered a by-product of individual rationality (an epistemological tenet of interpretivism). The benefit of this approach is that it caters for the individual needs of new employees and does not assume a uniform behavioural response to the transition to Samsung, as is the case under a positivistic perspective. Every new employee is given the opportunity to ask questions, make their own judgements and ultimately assimilate to the Samsung philosophy according to their own subjective, internal process.

This approach is fundamentally couched in an interpretivistic paradigm since NESIP is guided by subjective dynamics, that is, the values, culture and belief system of new employees cannot be dismissed and indeed actually form part of Samsung’s organisational reality. This is consistent then with one of the key ontological assumptions of interpretivism, the idea that there is not one concrete organisational reality for Samsung but rather multiple, contextually-dependent realities that must be considered when re-evaluating NEO and the Single Samsung initiative.

Conclusion It is clear then the problems facing Samsung HR managers are ones that question the very cultural identity upon which the company was founded. There can be doubt that the continued existence of a unified “Single Samsung” philosophy is imperative to sustaining the financial success that the company has experienced in the last several decades. The recommendations provided in this report offer two contrasting approaches to tackling the challenge of a changing value orientation of new employees at Samsung. The ositivistic approach argues that NEO should be restructured in a way which maximises the organisational efficiency of Samsung and takes a systematic methodology to the treatment of employees. The interpretivistic approach takes the opposite side and argues that the growth and success of Samsung is contingent on the personal development of new employees, and recommends that the “Single Samsung” initiative be instilled through meaningful social interaction and the development of relationships with senior colleagues.

There is therefore a trade-off for Samsung HR managers.

The positivistic approach will likely generate superior economic returns but at the cost of diminished individuality and creative ingenuity. The interpretivistic approach (NESIP) will engender a company that highly values the cognitive and creative process of its new employees, but may result in shift in focus away from optimal organisational efficiency and thus profitability. In concluding, we therefore recommend that Samsung HR managers adopt a balanced approach to restructuring NEO that incorporates elements informed from both philosophical perspectives.

Related posts:

• Samsung product development Case study
• Samsung Case Analysis
• Samsung case study brief
• Samsung problems Case Study
• Samsung philosophy Case Study
• Samsung Android Case Study
• Case Study on Samsung Electronics

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Some topics you might be interested in, samsung display gains the sgs green mark (eccs, hsa) for oled laptop displays.

SGS has awarded Samsung Display the SGS Green Mark (ECCS, HSA) for its organic light-emitting diode (OLED) laptop displays following completion of a hazardous substance assessment.

OLED for Samsung’s 2023 notebooks were tested by SGS to precisely verify the presence of, and to quantify the volume of, >300 hazardous substances of environmental concern which may be harmful to humans and the environment. This includes heavy metals, persistent organic pollutants and others. Samsung Display’s OLED panels performed well, achieving low levels, below the HSA testing threshold.

Hazardous Substances Assessed (HSA) certification from SGS looks at a product’s materials to evaluate the use of harmful substances that may impact the human body and the environment. This assessment covers hazards that may occur throughout a product.

“Developing materials and components that minimize hazardous substances has long been a priority in the OLED development process at Samsung Display along with providing the highest level of image quality,” said Samsung Display. “The HSA certification for laptop OLEDs is a great achievement in the development of our eco-friendly technology, and we expect to provide consumers with better choices.”

Jackson Woo, Deputy Director of SGS's Hong Kong Bureau, said: “As ecolabeling has become common in the consumer product market worldwide, environmental concern for hazardous substances is also increasing. Samsung Display’s laptop OLEDs are the first electronic products ‘HSA’ evaluated through its hazardous substances verification to build trust in product’s sustainability.”

All HSA certified products can display the SGS Green Mark (ECCS, HSA) on the item itself, in promotional materials and on advertising to demonstrate to consumers that environmental claims have been certified by SGS.

About SGS product certification marks 

SGS has long been recognized as the global leader in testing, inspections and certification. With the SGS Green Mark, alongside the SGS Performance Mark, SGS Food Contact Product Mark and SGS Cybersecurity Mark, we can support manufacturers, suppliers and retailers in the delivery of safe, high-performing and compliant products to target markets.

The SGS Green Mark covers a range of environmental attributes:

• Biobased content
• Biodegradability
• Hazardous substances
• Industrial compostability
• PVC-free status
• Recycled content

All these marks improve transparency and enable differentiation in competitive markets. They also give consumers access to better information to drive their decision-making process, whether that’s concerns over cybersecurity, environmental protection or performance.

Learn more about SGS product certification services  and SGS Green Marks .

For further information, please contact:

Product Certification Team – SGS Green Mark SGS Connectivity & Products t: +852 2334 4481

We are SGS – the world’s leading testing, inspection and certification company. We are recognized as the global benchmark for sustainability, quality and integrity. Our 98,000 employees operate a network of 2,650 offices and laboratories, working together to enable a better, safer and more interconnected world.

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