The New Product Development : Samsung Electronics

Samsung’s vision is “dedicated to developing innovative technologies and efficient processes that create new markets, enrich people's lives and continue to make Samsung a digital leader ». (Samsung.com, 2015). In other words, Samsung offers high quality products which customers can rely on in order to fulfil customers needs. ».

Therefore, instead of spending more to create more products, Samsung electronics should focus more on enhancing and improving the existing products they already have. For example, Samsung Electronics should develop its weaker products. Furthermore, they should invest more into the researching and developing environmental friendly products that can ensure the sustainability of Samsung Electronics to ensure a more promising future in the ever-changing electronics industry. Continuous investment in R&D of new technologies is also key to Samsung’s future to stay on as the top players of the global electronics industry. This is the best way for Samsung Electronics to have the upper hand against its fellow competitors and stay competitive in the

Before we evaluate the Strategic Capabilities of Samsung Electronics, we must define the strategic capabilities in question. We will also break the capabilities down in terms of function and scope.

As a small business, Samsung has evolved into a global enterprise extending its business to sophisticated technologies, semiconductors, create skyscrapers, factories, petrochemicals, costumes, medicines, financial institutions, hotels, etc. Distinctive inventions and products have been achieved and have helped to develop these industries continuously. Samsung chose a different strategy in its work compared to other competitors in the Korea

As we know that the challenge is moving beyond home markets. Few years ago, some people would analyze that Samsung transfer itself at very low cost. Samsung has western business it has Japanese system, which is combined with low- cost process and high quality, also high margin on the branded products. There is a two sets of business practices, as an organization is focused on the continuously improvement and Samsung also introduced an innovation.

In this report, I have identified the company, Samsung Electronics Co., Ltd (which will be referred to as Samsung Electronics), a South Korean multinational company, currently headquartered in Suwon, South Korea (Samsung Electronics Co., Ltd, n.d), for the Enterprise Information Systems (EIS) Assignment. Samsung Electronics is the flagship division of the Samsung Group, a South Korean multinational corporation company headquartered in Samsung Town, Seoul.

Recent quality related issues have put Samsung Electronics, one of the world’s largest technology companies at risk. These quality concerns, spiked through recent recalls and external complaints, have generated a flow of bad news coming to the desk of quality director Kevin Sarni. The issues most commonly found within the complaints related to display issues, customer service support, faulty electric components, audio, and safety. Of the main issues, display and customer service support appeared to be the most detrimental. Once the patterns and themes became visible, Samsung and its quality director Kevin Sarni were challenged with immediately identifying root causes. This was

The key test of whether Samsung can move from a close and gaining dominance is whether it can deliver products that are truly game-changing, start pulling customers away from competitors; it needs to differentiate itself beyond marketing and a bigger screen. But with supply outstripping demand in the electronics industry, Samsung has quickly employed the marketing edge of differentiating strategies and quickly diffused in the current information-driven culture while also looking at new opportunities for profitability and growth. Samsung Company is highly involved in research and design with high fund allocation in it, a strategy that has become a culture for the company over time. The company floods the market with many differentiated products meant to reach diverse markets and developed within a short time. Through this, Samsung gains a competitive advantage and counters on any moves by its competitors with its portfolio of brands (Samsung Electronics, 2015). Samsung makes everything from chips to screens at its own processing plants, permitting it to change outlines and pump out new items at a quick pace. From its administration strategists point of view, Samsung's execution is imperative as “it is the result of a very carefully crafted strategy following an evolutionary learning process from simple to more complex technologies, and taking advantage of synergy effects by synchronizing the strategy variables of different dimensions, all supported by Samsung’s highly disciplined corporate culture” (Sang M Lee 2003). Marketing and branding strategies of Samsung have played a basic part in its prosperity. One approach to comprehend why Samsung is so successful is to assess the brand and its advertising techniques in

Samsung electronics has come a long way from being the world’s leader in semiconductors to becoming a top competitor in the mobile handheld industry. Samsung’s dynamic capability frameworks and resources allowed the company to gain competitive advantage and achieve growth in many different markets. Some of these capabilities and resources that led Samsung’s success include; the ability to recognize opportunity through a visionary management team, intense acquisition of technology and learning, product and process innovation, a fluid manufacturing and assembly system and the ability to develop partnerships and joint ventures.

All in all, it is the interaction of the various activities and people of the firm as well as the visionary leadership of Chairman Lee that brought success to Samsung's strategy.

Samsung has been in the business for over 70 years, it is a company which is considered to diversify its business ranging from mobile phones to washing machines, TV’s to microwave, all kinds of home appliances to the most modern worldly technology needs of human kind. Samsung is a $160 billion company. Through research, reliability and a talented workforce, Samsung is able to provide technological solutions for our everyday lives. Samsung is known for its TVs however they have penetrated into the mobile phone market. They have come up with creative technology such as the Smart TV and Smart Camera. They continue to invest heavily into their research and development so that they can produce products that are efficient and

In addition, I would seek to analyze the specific innovative strategies adopted by Samsung in order to gain a clear understanding and appreciation for its ability to foster proper change management initiatives within its organization, and utilize effectively research and development undertakings in order to achieve a robust competitive advantage, and also secure sustainability and continuous profitability.

The worldwide economy has been growing rapidly again since 2002, after the recession in the US economy which had a huge impact on the global economy. People have more money to spend on luxury items. Emergent markets in China and the rest of Asia are also great opportunities for the manufacturers of high-end consumer electronics. The economy here is growing rapidly every year and the culture is becoming more “westernized”. This new direction the economy is moving in, is resulting in more capitalistic view of these countries. Therefore there are more potential buyers for the mobile phone manufacturers, since the mobile phone is associated with a status symbol in these emerging countries as well.

Samsung has several competitive strength which has allowed the company to become the leader in many markets (Kotler, Keller 363). Their first strength is utilizing an abundant portion of their revenue towards R&D. Spending 40 billion dollars has empowered Samsung to grow their organization by innovation (Kotler, Keller 363). These innovations provide Samsung with a pioneering advantage. For instance, they were the first company to launch a “cell phone with an MP3 player”, (Kotler, Keller 363). In each of their innovations, Samsung has benefited immensely and helped strengthened the organization. Moreover, this research helps the company to prepare for the future and helps combat the inevitable market decline. R&D assists in forecasting future demand and future needs. They can assess the current trends and make judgments about what is to come. Thus, they can determine what products need to be modified by assessing which products are declining in their life cycle. However, R&D is not the only competitive strength Samsung has. Being the “global leader in making both the components for electronic products and the actual devices sold to consumers” has provided Samsung with a large competitive advantage. Essentially, Samsung is able to control their competitor and shape their competitive environment through the types of components they create and the prices they sell it. Likewise, these components significantly help Samsung. Having complete authority of their supply chain and manufacturing process allows Samsung to maintain lost costs, cater to several needs, make alterations quickly, and swiftly develop products new products (Kotler, Keller 363). This process makes it easier to create modifications and stimulates demand. This is especially helpful when the product market begins to decline. In general, the main competitive advantage here is Samsung is able to monitor the product’s entire processes, which makes it easier to innovate and stimulate growth. Furthermore, considering Samsung’s well established and trusted brand name, any new innovation they launch is much more likely to be accepted because consumers already know, love and trust their brand. Samsung is the triple threat, they are innovators, they have

Since Samsung had a poor brand image in global markets and its products had a high defect rate, many consumers associated Samsung’s products with poor quality. To change this perception of its products, Samsung Corporation initiated a restructuring process across the group in 1994. Samsung Electronics, the flagship company of the group (contributing around 90% of the group’s profits), was the main focus of this restructuring. In 1994, a business restructuring process – ‘New Management’ - was initiated to transform Samsung into a global brand. This process identified three major focus areas: quality, globalization and multifaceted integration. The company shifted its focus from quantity to quality, and set up manufacturing units across the world to bring down costs, tap global markets efficiently and employ the best talent. The group also implemented various quality initiatives such as Six Sigma and manufacturing initiatives such as assembly manufacturing to enhance output through the optimum utilization of resources. This change in focus enabled Samsung to become one of the top global brands and also the world leader in around 17 product categories (Refer Exhibit III). Due to the emphasis on continuous innovation, it launched technologically superior products, and by 2001 it posted a net income of $2.2 billion (Refer Exhibit IV). By 2002, Samsung’s product range included digital media network, device solution network, digital