29
Samsung: A Strategic Plan for Success 組員:黨永煌 吳柏霖

Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

  • Upload
    others

  • View
    3

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Samsung: A Strategic Plan for Success

組員:黨永煌 吳柏霖

Page 2: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Samsung: A Strategic Plan for Success

壹、Objective

貳、Company Introduction

參、Suggestions and

improvements to the problem

Page 3: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

is a subsidiary of Samsung Group, Korea's largest manufacturer of consumer electronics and electronic

components, and the world's largest information technology company. In the 2017, Samsung Electronics

ranked sixth in the Interbrand global brand rankings, entering the top ten world brands for the sixth year in a row. 13th place in Fortune World's top 500 rankings in 2015 and 2016. 2016, according to the brand advisory Body reputation Institute Survey, for the United States,

the most respected technology enterprises in 2nd place.

As of March 2016, Samsung Electronics has 156 subsidiaries, including 17 in South Korea, 33 in the United States, 41 in Europe, 13 in the Middle East and Africa, 22 in Asia (except South Korea and mainland China), and 30 in mainland China. In the 2015, Samsung Electronics has

the largest market share of 17 products in the world, ranking first among companies in the world.

Objective

Page 4: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Objective

• Today, Samsung Electronics's main business projects are seven business groups: semiconductors, mobile communications, digital imaging, telecommunications systems, IT solutions and digital applications. As of early May 2014, Samsung earned more than Apple (170 billion U.S. dollars) and Google (59.8 billion U.S. dollars), in addition to the production of mobile phones, television, video screens, semiconductors and batteries, but also involved in finance, shipbuilding, duty-free shops, theme parks and other fields, to contribute 23% of GDP to South Korea. 2014 Samsung indicates an imminent foray into biopharmaceutical.

Page 5: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Business philosophy

• Talent

• Samsung adhering to the "talent is the company all" philosophy, and the implementation of the "Learning to use, do their own role" concept, in Samsung, we have been striving to provide our employees with endless opportunities, so that they do their best to develop their talents and give full play to their talent.

• Legitimate business

• Operating in an ethical and ethical manner is the foundation of our business. Any work is carried out under the corresponding ethical standards, respecting every shareholder and employee, and ensuring a fair, open and transparent and reasonable institutionalized operation.

• Leading change

• Today's rapid development and change of the global economy is a necessary process. Only by continuous innovation can enterprises continue to survive. Over the past 70 years, we have been consistent, looking to the future, proactively predicting market demand and needs, and successfully achieving a long history of enterprise prosperity and development.

• Common prosperity

• A business, if it does not bring opportunities and prosperity to others, then the enterprise will not be able to achieve real success. Samsung is committed to becoming a global outstanding corporate citizen, valuing its social and environmental responsibilities, and pursuing the common prosperity of every region, country and human society.

• Pursuit of Excellence

• Do our best, strive to have indomitable, the pursuit of excellence passion, and commitment to provide the world's highest level of products and services.

Page 6: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Past generations of Samsung mobile phones

Page 7: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

討論與問題

1. How was Samsung able to go from a copycat brand to aninnovation leader?

2. In recent years, how has Samsung achieved its goals inmarkets where it had little presence, such as smartphones?

3. What challenges does Samsung face with such a diverseproduct portfolio? What benefits?

4. Is Samsung's current and future strategy customer focused?Why or why not?

5. Will Samsung be successful in achieving its goal of becom-ing a leader in the Internet of Things market?

Page 8: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

How was Samsung able to go from a copycat brand to an innovation leader?

Page 9: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

標誌

Dry fish and fruit Era → Chamber of commerce trade era → M & amp; a creation era → internationalization era

Page 10: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Past generations of Samsung Galaxy mobile phones

CP value value for money → Innovative design

Page 11: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

SONY

Page 12: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Area Search Heat

Page 13: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Area Search Heat

Page 14: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

APPLE

Page 15: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Area Search Heat

Page 16: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Xiaomi

Page 17: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Area Search Heat

Page 18: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

In recent years, how has Samsung achieved its goals inmarkets where it had little presence, such as smartphones?

Page 19: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of
Page 20: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

SWOT

Page 21: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

4P分析

• 產品Product:Product stability • Design sense, high quality

• 價格Price:High-grade, high-priced, liposuction pricing method

• 通路Placement:Dealer/Direct Shop

• 推廣Promotion:Placement Marketing & amp; advertising endorsement

Page 22: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Market positioning

matrix

Page 23: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

STP

市場區隔SegmentationTo function, brand, price, user type differentiation, to meet the different needs of consumers.

目標市場選定TargetingGradually moving into global markets through global market compartments has the advantage of being "faster, more resilient, and more agile than the reflection of large competitors".

市場定位PositioningAccording to different markets and different users, the introduction of mobile phones with characteristics and functionality.

Page 24: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

What challenges does Samsung face with such a diverse product portfolio? What benefits?

Page 25: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

市場連結

• https://www.eprice.com.tw/mobile/buyerguide/?manu=Samsung&class=1

Page 26: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Is Samsung's current and future strategy customer focused?Why or why not?

Page 27: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Business philosophy

• Talent

• Samsung adhering to the "talent is the company all" philosophy, and the implementation of the "Learning to use, do their own role" concept, in Samsung, we have been striving to provide our employees with endless opportunities, so that they do their best to develop their talents and give full play to their talent.

• Legitimate business

• Operating in an ethical and ethical manner is the foundation of our business. Any work is carried out under the corresponding ethical standards, respecting every shareholder and employee, and ensuring a fair, open and transparent and reasonable institutionalized operation.

• Leading change

• Today's rapid development and change of the global economy is a necessary process. Only by continuous innovation can enterprises continue to survive. Over the past 70 years, we have been consistent, looking to the future, proactively predicting market demand and needs, and successfully achieving a long history of enterprise prosperity and development.

• Common prosperity

• A business, if it does not bring opportunities and prosperity to others, then the enterprise will not be able to achieve real success. Samsung is committed to becoming a global outstanding corporate citizen, valuing its social and environmental responsibilities, and pursuing the common prosperity of every region, country and human society.

• Pursuit of Excellence

• Do our best, strive to have indomitable, the pursuit of excellence passion, and commitment to provide the world's highest level of products and services.

Page 28: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of

Will Samsung be successful in achieving its goal of becom-ing a leader in the Internet of Things market?

Page 29: Samsung: A Strategic Plan for Success 組員 黨永煌吳柏霖 · STP 市場區隔Segmentation To function, brand, price, user type differentiation, to meet the different needs of