Marketing Samsung: Building a Great Brand

Project description
read and answer the following 2 questions. Just type the answer.

1. Analyze price strategy, distribution strategy, or promotion strategy of Samsung in the U. S. and compare with one other country in South America, Asian, or Europe.

2. Discuss the Samsung brand itself and compare with Sony or any other brand you think it is the major competitor for Samsung.

case 2: Samsung: Building a Great Brand
Ten years ago, Samsung Electronics Company sold a bunch of low-end electronics under various brand names such as Wiseview, Tantus, and Yepp. New management decided to ditch these names and brand all of its products Samsung. At the same time, it invested heavily in design and product quality and in 10 years, it now makes top-of-the-line cell phones and digital TVs that showcase its technological advancements. These are products to which consumers form strong bonds because they use them so much. Between 2000 and 2005, Samsung grew its brand equity by 186 percent, the second-biggest gain in value (behind Google), passing Sony who once had the premier brand reputation in electronics. Good looks, ease of use, useful featuresthese are the keys to building a great brand reputation. The ultimate driver of brand reputation is a quality product development process.1
In 1993, then Samsung Chairman Lee Kun Hee visited the United States and saw for himself that Samsung products were also-rans, lost in the crowd, overshadowed by Sonys standout design. He correctly concluded that great design and innovation were the ways to build Samsung into a great global brand.
Did he hire hundreds more great marketers to build a great brand? No. He hired hundreds more young hip designers, many trained in premier U.S. higher-education schools of design (the number of designers employed by Samsung increased from about 100 to more than 450 in the next decade, with an average age of 33). Designers were sent all over the world to great museums, art galleries, ancient ruins, and illustrious modern architecture. They now also spend sabbaticals with design consultancies, fashion houses, furniture designers, and other centers of design excellence abroad. Samsung designers come back with their minds loaded with great design ideas; they lead the product development, not marketers. It is hard to argue with this process of inspiring great design innovation: hire creative, well-trained young designers who are willing to take risks and light up their minds.
But the Samsung product development process also involves a very grounded usability laboratory in downtown Seoul to study how consumers get products out of boxes, read or do not read instruction guides, and follow icons and instructions on cell-phone screens. Understanding the user interface is key to Samsung, and has been key to its success.
But Samsung also has design centers in San Francisco, London, Tokyo and Shanghai. And to support great design is a research and development center just outside Seoul, South Korea. Here the top-gun engineers and designers hunker down and solve the toughest product specification and design problems, working 24/7 in a five-story building equipped with sleeping dormitories, a sauna, a gym, billiards, and ping-pong tables. No layers of bureaucracy trying to justify their not-very-productive existence; no endless committees; no staged review gauntlets, stop-go-dawdle reviews, or somewhat fawning ritual presentations to distracted senior executives: Everybody knows that bureaucracy means death to new ideas, yet most companies still insist on forcing innovative products and ventures through a gauntlet of presentations and reviews and refinements.2 No nay-saying lawyers. No delaying actions by feuding factions or senior executives pulling rank and exercising political brinkmanship at this R & D center. No that is not the way we do things around here.
The 24/7 approach to problem solving is pretty intense but compelling in its logic. Other companies such as Steelcase, the Mayo Clinic, P&G, and Motorola are developing and using similar innovation labs. It involves concurrent engineering and fast prototyping, and deviates quite considerably from yesterdays best-practice process of product development presented in Module 6. For Samsung, 80 percent of quality, cost, and delivery time is determined in the initial stages of product development and Samsung is obsessed with reducing complexity at this stage. Samsung practices what Confucius and Albert Einstein preached, respectively: Life is really simple but we insist on making it complicated, and Everything should be made as simple as possible, but not simpler.3
What the best product development companies do is create simple products, get feedback from customers, make the product better, and do all of this as fast as they can, or at least, ever faster. You are dead if you do not create simple products; you are dead if you do not get feedback from customers; and you are dead if you do not do all of this quickly. There are a lot of ways of getting dead in product development, which is why so many new or improved products fail. The recipe for success in product development is no mystery it is just very hard to execute.
The drive for improvement is ferocious at Samsung. Samsung cut average product development time down from an average of 14 months to five months. Samsung completely changes its product lines every nine months, Motorola every 12 to 18 months, as if to say, Motorola and Nokia [who fell behind in mobile phone design in 2005], eat my dust. Samsung can have the next generation of a product on the market before the competition has its last generation of product out because, as is seen with Motorola, two Samsung product development cycles occur within one Motorola product development cycle. Change management is king at Samsung. The result is that Samsung Electronics has lower manufacturing costs, quicker time to market, an industry-leading profit margin of 21 percent, and from 2002 to 2006 the most industrial design excellence awards of any company, 19 (Apple was second with 15).
And from nothing, the Samsung brand is now worth more than the Sony brand. Philips, Europes oldest electronics brand, is also having to learn (again) from another Asian upstart, and is now rebranding itself around the idea of sense and simplicity. And how does Samsung view itself now? Its CEO, Jong-Yong Yun, says that Samsung is a good company but that we still have a lot of things to do before we are a great company. The drive to improve, to learn, to implement faster and better is as ferocious as ever. Samsung has great process innovators with both process thinking and political skills, who get things done well in a hurry. Is all this process improvement drive in Samsung paying off? Is this the path to shareholder value? Samsung stock has increased in value tenfold since 2000, so owners would probably agree. Remember from Module 1 that the drive to improve, to learn, and to implement faster processesparticularly next-generation product development processesdrives the whole market.

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Compelling correspondence is essential to the achievement all things considered but since of the changing idea of the present working environments, successful correspondence turns out to be more troublesome, and because of the numerous impediments that will permit beneficiaries to acknowledge the plan of the sender It is restricted. Misguided judgments.In spite of the fact that correspondence inside the association is rarely completely open, numerous straightforward arrangements can be executed to advance the effect of these hindrances.

Concerning specific contextual analysis, two significant correspondence standards, correspondence channel determination and commotion are self-evident. This course presents the standards of correspondence, the act of general correspondence, and different speculations to all the more likely comprehend the correspondence exchanges experienced in regular daily existence. The standards and practices that you learn in this course give the premise to additionally learning and correspondence.

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This course starts with an outline of the correspondence cycle, the method of reasoning and hypothesis. In resulting modules of the course, we will look at explicit use of relational connections in close to home and expert life. These incorporate relational correspondence, bunch correspondence and dynamic, authoritative correspondence in the work environment or relational correspondence. Rule of Business Communication In request to make correspondence viable, it is important to follow a few rules and standards. Seven of them are fundamental and applicable, and these are clear, finished, brief, obliging, right, thought to be, concrete. These standards are frequently called 7C for business correspondence. The subtleties of these correspondence standards are examined underneath: Politeness Principle: When conveying, we should build up a cordial relationship with every individual who sends data to us.

To be inviting and polite is indistinguishable, and politeness requires an insightful and amicable activity against others. Axioms are notable that gracious “pay of graciousness is the main thing to win everything”. Correspondence staff ought to consistently remember this. The accompanying standards may assist with improving courtesy:Preliminary considering correspondence with family All glad families have the mystery of progress. This achievement originates from a strong establishment of closeness and closeness. Indeed, through private correspondence these cozy family connections become all the more intently. Correspondence is the foundation of different affiliations, building solid partners of obedient devotion, improving family way of life, and assisting with accomplishing satisfaction (Gosche, p. 1). In any case, so as to keep up an amicable relationship, a few families experienced tumultuous encounters. Correspondence in the family is an intricate and alluring marvel. Correspondence between families isn’t restricted to single messages between families or verbal correspondence.

It is a unique cycle that oversees force, closeness and limits, cohesiveness and flexibility of route frameworks, and makes pictures, topics, stories, ceremonies, rules, jobs, making implications, making a feeling of family life An intelligent cycle that makes a model. This model has passed ages. Notwithstanding the view as a family and family automatic framework, one of the greatest exploration establishments in between family correspondence centers around a family correspondence model. Family correspondence model (FCP) hypothesis clarifies why families impart in their own specific manner dependent on one another ‘s psychological direction. Early FCP research established in media research is keen on how families handle broad communications data. Family correspondence was perceived as an exceptional scholastic exploration field by the National Communications Association in 1989. Family correspondence researchers were at first impacted by family research, social brain science, and relational hypothesis, before long built up the hypothesis and began research in a family framework zeroed in on a significant job. Until 2001, the primary issue of the Family Communication Research Journal, Family Communication Magazine, was given. Family correspondence is more than the field of correspondence analysts in the family. Examination on family correspondence is normally done by individuals in brain science, humanism, and family research, to give some examples models. However, as the popular family correspondence researcher Leslie Baxter stated, it is the focal point of this intelligent semantic creation measure making the grant of family correspondence special. In the field of in-home correspondence, correspondence is normally not founded on autonomous messages from one sender to one beneficiary, yet dependent on the dynamic interdependency of data shared among families It is conceptualized. The focal point of this methodology is on the shared trait of semantic development inside family frameworks. As such, producing doesn’t happen in vacuum, however it happens in a wide scope of ages and social exchange.

Standards are rules end up being followed when performing work to agree to a given objective. Hierarchical achievement relies significantly upon compelling correspondence. So as to successfully impart, it is important to follow a few standards and rules. Coming up next are rules to guarantee powerful correspondence: clearness: lucidity of data is a significant guideline of correspondence. For beneficiaries to know the message plainly, the messages ought to be sorted out in a basic language. To guarantee that beneficiaries can without much of a stretch comprehend the importance of the message, the sender needs to impart unmistakably and unhesitatingly so the beneficiary can plainly and unquestionably comprehend the data.>

Marketing Samsung: Building a Great Brand

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