Paradox of Samsung's Rise
The Paradox of Samsung’s Rise
Objective:
To know about Samsung,
To know about the success Mantra of Samsung.
To know about the effective use of Hybrid Strategy.
Samsung : An Introduction:
Founded in 1938
Excellence in R&D, Marketing, Designing.
Rated more valuable than Pepsi, Nike and American Express.
$227.3 Billion Revenue in 2010
3,15,000 employees all over the world.
Leading Player of cell phones, Television, LCD (Liquid Crystal Display) semiconductors etc.
Also deals in Financial Services, IT, Machinery, Chemicals and Ship building.
Review:
The Paradox of Samsung's Rise, examines the strategic management decisions that led to Samsung's emergence as one of the world's most successful companies from an ordinary original equipment manufacturer just 30 years ago. Samsung Electronics transformed itself through a new management initiative in 1993 that combined Western best-practices with essentially Japanese management methods to produce a highly profitable hybrid system, resulting in recording breaking profits of $13.9 billion on $138 billion in revenue in 2010.
As today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the path breaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation.
Abstract:
Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pepsi, Nike, or American Express. Fewer still would have predicted the success of the path it has taken. For two decades now, Samsung has been grafting Western business practices onto its essentially Japanese system, combining its traditional low-cost manufacturing prowess with an ability to bring high-quality, high-margin branded products swiftly to market.
Like Samsung, today's emerging giants—Haier
Objective:
To know about Samsung,
To know about the success Mantra of Samsung.
To know about the effective use of Hybrid Strategy.
Samsung : An Introduction:
Founded in 1938
Excellence in R&D, Marketing, Designing.
Rated more valuable than Pepsi, Nike and American Express.
$227.3 Billion Revenue in 2010
3,15,000 employees all over the world.
Leading Player of cell phones, Television, LCD (Liquid Crystal Display) semiconductors etc.
Also deals in Financial Services, IT, Machinery, Chemicals and Ship building.
Review:
The Paradox of Samsung's Rise, examines the strategic management decisions that led to Samsung's emergence as one of the world's most successful companies from an ordinary original equipment manufacturer just 30 years ago. Samsung Electronics transformed itself through a new management initiative in 1993 that combined Western best-practices with essentially Japanese management methods to produce a highly profitable hybrid system, resulting in recording breaking profits of $13.9 billion on $138 billion in revenue in 2010.
As today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the path breaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation.
Abstract:
Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pepsi, Nike, or American Express. Fewer still would have predicted the success of the path it has taken. For two decades now, Samsung has been grafting Western business practices onto its essentially Japanese system, combining its traditional low-cost manufacturing prowess with an ability to bring high-quality, high-margin branded products swiftly to market.
Like Samsung, today's emerging giants—Haier