三星战略分析最全版Word文件下载.docx

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ForSamsung:

TheenvironmentcouldmakeSamsungchangeitsmarketintomorestablecountriessuchasChina.Andnewcompetitionpolicywouldletitchangeits

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strategyincompetitionespeciallyinprice.

Economicsegment:

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

InChinaeconomicincreasedintensivelyduringthelastfewyears.GDPof

Chinanearlyupto10.1%in2010.ThustheenvironmentofeconomicenvironmentinChinaisgoodfororganizations.

ForSamsung:

Itwouldbeimpactedheavilyfromthedecliningofglobaleconomic,however,inChina,stableandincreasingmarketwouldletSamsungputmorefocusonit.AndthepriceofSamsung'

sproductsshouldbechangedforthedifferentconditionofthedifferentcountries.

Technologicalsegment:

Generallyspeaking,technologynowadayscouldbedescribedashugenewtechnologycomingforth,especiallyinglobalinformation.

Andthepaceismoreandmorefast.Theamalgamationofinformationsciences,lifesciences,mattersciencesandcognitivesciencesmadeinformation

technologyusedinmoreareas.

Demographicsegment（inChina）:

Wecanunderstandthedemographic

distributionfromthetablebelow:

Gross

Percent

City

665575306

49.68

County

674149546

50.32

Male

686852572

51.27

Female

652872280

48.73

Age0-14

222459737

16.60

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15-59

939616410

70.14

Olderthan60

177648705

13.26

Sum

1370536875

Fromthetablewecouldseethatpopulationincountiesislargerthanincities,maleandfemalenumbersareapproachingtoabalaneeandthelargestamountofpeoplearelocatedbetweenage15to59.ThismeansmorepotentialmarketsareengenderingbytheincreasingofpeopleinChina.

ThegovernmentofChinaalsodoeshisbesteffortonpublicsanitationandspeedupthedevelopmentofeducationtheseyears.Asaresult,thepeoplequalityinhealthaspectandeducationaspectbothincreasequickly.

ForSamsung:

smarket.

HugepopulationgivesSamsunglotsofnewopportunities.Asanelectronicindustry,Samsungputmostofitsmarketinareaswhichhashighearningssuchasbigcities.MorepeopleincitiesthanbeforewouldenrichSamsungAlso,potentialmarketandpotentiallabormarketwouldbegivensincetheincreasingofcitypopulation.

2.IndustryEnvironmentAnalysis

Porter'

Fse-ForcesModelofIndustryCompetition

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Specifically,theindustryenvironmentofSamsungalsoineludesfourterms:

Threatsofnewentrants:

Asweallknow,therearelotsoforganizationsdobusinessinelectronicindustryandthismarkethadalreadysaturation.Electronicproductionneedshighcost,sothestrengthofentrybarriersisveryhuge.Inthiscaseitisnotsoeasyforotherorganizationstoenterthisindustry.

Inaddition,intheareaofappearaneefeworganizationscoulddobetterthanSamsungandthismakeSamsunghasalargeamountofloyalconsumers.Threatofsubstituteproduction:

ThesubstituteproductionofSamsungs

electronicproductioninChinaincludesNokia,Moto,Sony,LG,Siemens,TCLandsoon.

LGandTCLcouldnotimpactSamsungheavilybecausethefeaturesof

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theseorganizations'

productshavenotcatchupwithSamsung

'

productshavewonderful

thefuturefewyears.WhichcouldbethreatstoSamsungactuallyareNokia,MotoandSony.Theseorganizationsfeaturesandtheirownloyalcustomers.

Bargainingpowerofsuppliers：

Samsungisanintegrativecompanythusithas

itsownsupplierlink.SupplierlinkwhichmakesSamsungproudthemostletSamsunghasverylittleimpactonthebargainingpowerofsuppliers.Theyonlyneedtocareabouttherawmaterials.

Bargainingpowerofbuyers:

Becauseofthestableeconomicandpoliticalenvironment,thetargetmarketofSamsung'

sucptrsodwouldstayinadynamic

balance.Wealsocouldseethat,economicisincreasingfast,withthebuyingbehaviorofhighearninggroup,therewouldbelargeamountsofpotentialmarketexistforSamsung.

ii.InternalEnvironmentofSamsung

1.InternalResources

Tangibleresources:

Financialresource：

ThroughfinancialanalysisofSamsung,wecanseethatitisnowinastrongfinancialposition.Asthedatashows,Samsunghashighamountoftotalassetsandnetsales.Althoughitsdebtisn'

wtleinveal,vitesrylo

netincomestillkeepsgrowing,reachingto13.8billiondollarsin2009.Organizationsinsuchastrongfinancialpositioncanbemoreresponsivetonewopportunitiesandnewthreats.

.Technologicalresource：

InnovationiscrucialtoSamsung'

sbusiness.Asnewtechnologiesarebeingconstantlyintroducedtothemarket,speedisessentialforremainingcompetitiveintoday'

sdigitalera.Incaseofthat,Samsung'

sR&

Dcentersaresetupallovertheworld.TheR&

DnetworkspanssixSamsungcentersinKoreaand18moreinnineothercountries,includingtheUnitedStates,

5/11theUnitedKingdom,Russia,Israel,India,JapanandChina,aswellasotherresearchcentersanduniversities.Thesecentersaretaskedwithhiringtop-notchlocaltalent,investigatingthelatestlocaltechnologytrends,andbringingtolifethosetechnologiesthatmakethegreatestbenefits.

Intangibleresources:

Humanresource:

OneofSamsung'

sstrongestassetsistheteamoftalentedresearchersandengineers.MorethanaquarterofallSamsungemployees—42,000people—workeverydayinresearchanddevelopment.Whenemployingpeople,Samsungputshisfocusonemployeessens'

eofresponsibility

asitisthecorevalueoutlookofSEC.Samsungselectpeoplewhohavegoodmoralsandbeinnovated.Anyway,employeesneedtobefitwithSamsung'

sculture.Samsungnotonlyputshisfocusontheprocessofselectingemployees,butalsotheprocessoftrainingandeducatingemployees.Asstatisticsshows,Samsungcostsabout63,000,000dollarseveryyearonthetrainingofemployees.Inordertoattractpeoplewithabilitiesandretainthem,Samsungevenprogramsanall-aroundincentivesystemandascientificperformanceappraisalsystem.Thoseexpertswhohaveexcellentperformanceevengainhigherannualsalarythantopexecutivesandmanagers.

.Uniquebrandreputation:

Samsung'

rseputationisbasedonitscorporateculture.Asweallknow,itsvisionistoleadthedigitalconvergencerevolutiongrowingtobethebestanditsmissionistobecomeabestDigital-£

company.

Here,dmeansmostefficientproductivemanagement.Furthermore,Samsung'

s

serviceconceptionistokeepstrongcontactwithcustomersandmaketheirbesteffortstosatisfywithcustomers.AlltheseoperatingphilosophiesgainalotofreputationforSEC.

2.ValueChainAnalysis

6/11

Administration

Multinationalcompanysystemallovertheworld

for

HRM

Technology

Development

Procurement

Chancespersonald

evelopmentStrongR&

Dcapability

“Samsungtypendustrialpark

Us

tec

ehigh-endhnologies

Inbound

Logistics

Operations

Workinmarketinguidingprinciple

Massiveahighquali

nd

ty

Outbound

Setupstrongmarketingteama

extensivemarketingrelationships

MarketingandSales

Offeruniquendandthoughtfulservice

Skilltraining

Profit

Service

3.CoreCompetenciesAnalysis

Samsung'

corecompetenciesareasfollows:

Innovation:

SpeakingofSamsung'

sresplendence,almosteverymanageror

ordinaryemployeewillrefertothewell-knownremarksbyKun-HeeLee,thechairmanofSamsungGroup,“Exceptwifeandchildren,allthethingshavetochange.”In1993,Kun-HeeLeeconductedthe“NewManagemen”program.Throughcontinuousindoctrinizationoftheconsciousnessofcrisisandtheconceptthatonlythosewhochangecanpossiblysurvive,Samsungscorebusinessbeguntochangefrommassimitationalproductiontoindependentbranddevelopmentbasedondigitaltechnology.Duringitscoursetobecomeaworld-classcompany,Samsunghasneverstoppedinnovationandtr