三星战略分析(最全版)Word下载.doc

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Astablepoliticalenvironmentshouldbeformedforacompany,asthesituationwillprovideastabledevelopmentenvironment.Forexample,in2006Chinahasbroughtsomenewpoliticaldecisions.Oneistoprotecttherightsofconsumers;

theotheristopromotethecompetitionenvironmentwhichismoreequitable.

Astothelegalforce,New“TelecommunicationLaw”isdraftingoutandthislawincludeslotsofconstraintarticlesforelectronicindustry.

ForSamsung:

TheenvironmentcouldmakeSamsungchangeitsmarketintomorestablecountriessuchasChina.Andnewcompetitionpolicywouldletitchangeitsstrategyincompetitionespeciallyinprice.

Economicsegment:

Globaleconomichasalreadycameintotardinessphase,problemsofhighpriceofoil,globalimbalanceandtheincreaseofhighpublicliabilityofdevelopedcountrywouldmaketheeconomicinstable.Thefinancialcrisishappenedin2008hasalreadyprovedthis.However,theGDPofwholeworldincreaseintensively.Thismightimpactanorganizationinlotsoftermssuchassupplierandcustomer.

InChinaeconomicincreasedintensivelyduringthelastfewyears.GDPofChinanearlyupto10.1%in2010.ThustheenvironmentofeconomicenvironmentinChinaisgoodfororganizations.

ForSamsung：

Itwouldbeimpactedheavilyfromthedecliningofglobaleconomic,however,inChina,stableandincreasingmarketwouldletSamsungputmorefocusonit.AndthepriceofSamsung’sproductsshouldbechangedforthedifferentconditionofthedifferentcountries.

Technologicalsegment:

Generallyspeaking,technologynowadayscouldbedescribedashugenewtechnologycomingforth,especiallyinglobalinformation.Andthepaceismoreandmorefast.Theamalgamationofinformationsciences,lifesciences,mattersciencesandcognitivesciencesmadeinformationtechnologyusedinmoreareas.

Demographicsegment（inChina）:

Wecanunderstandthedemographicdistributionfromthetablebelow:

Gross

Percent

City

665575306

49.68

County

674149546

50.32

Male

686852572

51.27

Female

652872280

48.73

Age0-14

222459737

16.60

15-59

939616410

70.14

Olderthan60

177648705

13.26

Sum

1370536875

Fromthetablewecouldseethatpopulationincountiesislargerthanincities,maleandfemalenumbersareapproachingtoabalanceandthelargestamountofpeoplearelocatedbetweenage15to59.ThismeansmorepotentialmarketsareengenderingbytheincreasingofpeopleinChina.

ThegovernmentofChinaalsodoeshisbesteffortonpublicsanitationandspeedupthedevelopmentofeducationtheseyears.Asaresult,thepeoplequalityinhealthaspectandeducationaspectbothincreasequickly.

HugepopulationgivesSamsunglotsofnewopportunities.Asanelectronicindustry,Samsungputmostofitsmarketinareaswhichhashighearningssuchasbigcities.MorepeopleincitiesthanbeforewouldenrichSamsung’smarket.Also,potentialmarketandpotentiallabormarketwouldbegivensincetheincreasingofcitypopulation.

2.IndustryEnvironmentAnalysis

Porter’sFive-ForcesModelofIndustryCompetition

POTENTIALENTRANTS:

astothestrongstrengthofentrybarriersinelectronicindustry,therecan’tbemanynewentrantsdevelopingsofastinashorttime.

CUSTOMERS:

smallbargainingpowerofcustomers.SamsungshouldkeepimprovingitstechnicalR&

Dcapabilitiestogainsustainableuniqueness.

SUPPLIERS:

mainstrategicpartnershipbetweensuppliersisjointR&

Dandtechnologytransfer.

SUBSTITUTES:

easilycanbesubstitutedbyothernewelectronicproducts

INDUSTRYCOMPETITORS

RivalryAmongExistingFirms:

NOKIASONYSiemens

Bargainingpowerofsuppliers

Bargainingpowerofcustomers

Threatsofsubstituteproductsorservices

Threatsofnewentrants

Specifically,theindustryenvironmentofSamsungalsoincludesfourterms:

Threatsofnewentrants:

Asweallknow,therearelotsoforganizationsdobusinessinelectronicindustryandthismarkethadalreadysaturation.Electronicproductionneedshighcost,sothestrengthofentrybarriersisveryhuge.Inthiscaseitisnotsoeasyforotherorganizationstoenterthisindustry.

Inaddition,intheareaofappearancefeworganizationscoulddobetterthanSamsungandthismakeSamsunghasalargeamountofloyalconsumers.

Threatofsubstituteproduction:

ThesubstituteproductionofSamsung’selectronicproductioninChinaincludesNokia,Moto,Sony,LG,Siemens,TCLandsoon.

LGandTCLcouldnotimpactSamsungheavilybecausethefeaturesoftheseorganizations’productshavenotcatchupwithSamsung’snowandeveninthefuturefewyears.WhichcouldbethreatstoSamsung’selectronicproductionactuallyareNokia,MotoandSony.Theseorganizations’productshavewonderfulfeaturesandtheirownloyalcustomers.

Bargainingpowerofsuppliers：

Samsungisanintegrativecompanythusithasitsownsupplierlink.SupplierlinkwhichmakesSamsungproudthemostletSamsunghasverylittleimpactonthebargainingpowerofsuppliers.Theyonlyneedtocareabouttherawmaterials.

Bargainingpowerofbuyers:

Becauseofthestableeconomicandpoliticalenvironment,thetargetmarketofSamsung’sproductswouldstayinadynamicbalance.Wealsocouldseethat,economicisincreasingfast,withthebuyingbehaviorofhighearninggroup,therewouldbelargeamountsofpotentialmarketexistforSamsung.

ii.InternalEnvironmentofSamsung

1.InternalResources

Tangibleresources:

◆Financialresource：

ThroughfinancialanalysisofSamsung,wecanseethatitisnowinastrongfinancialposition.Asthedatashows,Samsunghashighamountoftotalassetsandnetsales.Althoughitsdebtisn’tinaverylowlevel,itsnetincomestillkeepsgrowing,reachingto13.8billiondollarsin2009.Organizationsinsuchastrongfinancialpositioncanbemoreresponsivetonewopportunitiesandnewthreats.

◆Technologicalresource：

InnovationiscrucialtoSamsung'

sbusiness.Asnewtechnologiesarebeingconstantlyintroducedtothemarket,speedisessentialforremainingcompetitiveintoday'

sdigitalera.Incaseofthat,Samsung’sR&

Dcentersaresetupallovertheworld.TheR&

DnetworkspanssixSamsungcentersinKoreaand18moreinnineothercountries,includingtheUnitedStates,theUnitedKingdom,Russia,Israel,India,JapanandChina,aswellasotherresearchcentersanduniversities.Thesecentersaretaskedwithhiringtop-notchlocaltalent,investigatingthelatestlocaltechnologytrends,andbringingtolifethosetechnologiesthatmakethegreatestbenefits.

Intangibleresources:

◆Humanresource:

OneofSamsung'

sstrongestassetsistheteamoftalentedresearchersandengineers.MorethanaquarterofallSamsungemployees—42,000people—workeverydayinresearchanddevelopment.Whenemployingpeople,Samsungputshisfocusonemployees’senseofresponsibilityasitisthecorevalueoutlookofSEC.Samsungselectpeoplewhohavegoodmoralsandbeinnovated.Anyway,employeesneedtobefitwithSamsung’sculture.Samsungnotonlyputshisfocusontheprocessofselectingemployees,butalsotheprocessoftrainingandeducatingemployees.Asstatisticsshows,Samsungcostsabout63,000,000dollarseveryyearonthetrainingofemployees.Inordertoattractpeoplewithabilitiesandretainthem,Samsungevenprogramsanall-aroundincentivesystemandascientificperformanceappraisalsystem.Thoseexpertswhohaveexcellentperformanceevengainhigherannualsalarythantopexecutivesandmanagers.

◆Uniquebrandreputation:

Samsung’sreputationisbasedonitscorporateculture.Asweallknow,itsvisionistoleadthedigitalconvergencerevolutiongrowingtobethebestanditsmissionistobecomeabestDigital-εcompany.Here,εmeansmostefficientproductivemanagement.Furthermore,Samsung’sserviceconceptionistokeepstrongcontactwithcustomersandmaketheirbesteffortstosatisfywithcustomers.AlltheseoperatingphilosophiesgainalotofreputationforSEC.

2.ValueChainAnalysis

Procurement

HRM

TechnologyDevelopment

Profit

Operations

Inbound

Logistics

Outbound

MarketingandSales

Services

“Samsungtype”industrialpark

Usehigh-end

technologies

Offeruniqueandthoughtfulservice

Workinmarketingguidingprinciple

Multinationalcompanysystemallovertheworld

Setupstrongmarketingteamandextensivemarketingrelationships

Massiveandhighquality

Skilltraining

StrongR&

Dcapability

Chancesforpersonaldevelopment

3.CoreCompetenciesAnalysis

Administration

Samsung’scorecompetenciesareasfollows：

◆Innovation:

SpeakingofSamsung’sresplendence,almosteverymanagerorordinaryemployeewillrefertothewell-knownremarks