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8/6/2019 2011-02-08- Samsung Electronics Company SEC - Casus Presentation
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Presentatie Strategisch advies
Datum 2011-02-08
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1. Vraagstelling
2. Aanpak stappenplan1. Huidige situatie 2003 SEC
2. Om
gevingsfactoren3. SWOT analyse
4. Genereren Strategische opties
5. Marketing adviezen
6. Rol van de CMO voor de implementatie
x Communicatie
x Change management
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1. Wat zijn de onderdelen van de strategische turnaround ?
2. Hoe sterk is het merk tov Sony ?
3. Wat zijn de verantwoordelijkheden , taken en rol van de CMO ?
Hoe invloed opbouwen ?
4. Wat zijn uw marketing adviezen taan de CEO van SEC ?
?
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` x
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` x
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` x
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` Communicatie
x x
` Change management
x X
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` Hardware & devices - Technology focus
` Betting on Open architecture
x Not developing Proprietary Systems
x Not developing Software, Content, movies, Video games
` Building blocks for Digital Convergencex
Offering Consumers more choicex Software vs. competitor devices
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` Product diversification Nokia (cell phones) ;
Sony (Consumer electronics);
Intel (Chips)
SECR&D
mu
ltiple categories (5)
` 97 : Focus on Innovationof high quality products, all categories
03. Samsung leader in LCDTV&Video cell Phone
. Samsung Top-3 Brand in major product categories
` Telecoms First entrance with Samsung branded cell phones via SPRINT in US
Market share Samsung 99-> 02 resp. 2,7% 10%
despite higher prices (+20% for high-end models)
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` Transition from Analog to Digital in the 90-ties
Once in a life time opportunity
Attracting and retaining top scientific talent
R&D17.000 scientists & engineers & designers
` Relentless flow of new digital products,
twice as fast as competition (*), setting STDs
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` 2Trends
1. Merging different technologies into 1major product
2. Multiple technologies linked into 1major network Ubiquitous Network
` Samsungs intent
x to be squarely @ center of this future society (linked)
` Challengesx Standardization & simplification
x Customer education on the benefits of convergence
x Cannibalization of existing Samsung products + render obsolete
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` 90s: Product Manufacturer, selling to OEMs (B2B)
` 93: New management initiative
` 97: Low-end Commodities
High-end Premium goods
` 99: Setting up Global Marketing Operations Build Corporate Brand Image (200 markets, 17 Product BUs )
Pillar Products
Turning internal education into Communicable message
wow + simple + inclusive
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` 99: GMO Global Marketing Operations - 90 FTEx Developing the corporate Marketing Program S.
x Strategic Brands outside Korea - seperate team for Korean home market
` 99: GMO - teamsx Global Marketing Strategy - Team Controling
x Regional Strategy - Team
x Product Strategy - Team
` 01: Consolidation of SEC advertising
x => Consistent message
x => Uniqe Brand essence for Samsung to differentiate
x =>Help to strip away sub-brands (distracted mgt & resources)
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` Marketing Budget % of sales => Potential growth
` 03: Budget split GMO (HQ 40%, 17BUs 60%)
x GMO=>
A
dvertising&
BrandF
ranchising;70%/
30%
(opport.)
x BUs => Price promos (consumers & trade)BUs to
` Systematic allocation: M-Net Software
x SalesAnalysis -> Improvement opportunities balancing spend
x Positive results: brand preference; market share; operating profit
x Change enablers: Incentive program:
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` Marketing function - More then advertising & product price promos
` Building Products based on Customer Insights
` 02 Creating Brand visibility with new brand campaignx DigitAll =Digital Convergence
` 03 next level Brand activitiesx Co-marketing campaign WB Movie The matrix reloaded
x Target 20- 30-yr old segment solidify there brand experience
x
Cam
paign video gam
e (+200 Sam
sung brand i
mpressions)
` 97 WW Olympic sponsor 00-onwards
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` South Korea -> Separate Mkt. Team
x 40 year brand known (similar forGE in US)
x 15% of total Samsung sales WW
x 50% share aprox. all products; high repeat sales
=> Launch market for new products
=> Though tech challenge non-urban users70% urban users use broadband
x Multi-brand, Multi segment
x Launch ofsub-brands targeting all age groups
` Other Marketsx Focus on corporate brand building image needed
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` Different stages of development/country markets
x A.Accelerator: build brand awareness aided + unaided
x B.Turning point: ok awareness, brand image reinforcement
x C.Advanced: strong unaided brand awareness & reputation
` Growth opportunities
x China: BC, well positioned in cities, strong Regional Mkt efforts
+ 5 m customers for phone services /month 02
x Latin America: mobile internet + 47musers by 05
x India: VARs PC-packages assemblers; fast growing ITmarketgreater brand recognition then Intel orMS
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` 99: FCB brand image analysis
x Relationship model
(1) # 13 Relationship dimensions brand connections +/-
attitu
des&
opinions associated w/each di
mension
(2) # 7 Relationship styles types of customer- brand rel.
Levels of Brand Loyalty: Transacting->Attraction->Connection->Bonding
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` 00: Samsungs Relationship style Index (RSI)
in 6 markets: BZL; CHI; GER; HK; UK;US
Different levels of development - different Marcom Strategies
` 00: Key competitors (also on RSI)
Consumer perceptions of Brand Personalities
=>cell Phones starting.
Aims:
Shape brand image in F(future consumer trends)
Be the brand of choice among vanguard consumers (young opinion L
WW)
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` 02: Industry experts interviews in 11 countries
=> 6 consumer trends & Samsung implications
to build brand image
1. Living on Demand & In Control
2. Living the Converged life
3. From Consumers to experiences
4. Milking the moment
5. Technology gone from wow to oh
6. Moving by instinct
03-04: Conclusion Positive consumer response to DigitAll campaign
CONCERNS: Enough to propel Samsung into the premier league of
global brands ?
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Fase 0
Gestructureerde samenvatting van de tekst
Timing: 30november
Fase 1
Analyse van de omgevingscomponenten
Timing: 14 -december
Fase 2 Bepalen Kernproblemen Timing: 21 december
Fase 3
Visievorming - mogelijke oplossingen
Timing: 28 december
Fase 4
Besluitvorming: keuze uit de alternatieven
Timing: 11 januari
Fase 5
Planning & implementatie
Timing: 18 januari- FINALE
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1. Wat zijn de onderdelen van de
strategische turnaround ?
2. Hoe sterk is het merk tov Sony ?
3. Wat zijn de verantwoordelijkhe-den , taken en rol van de CMO ?
Hoe invloed opbouwen ?
4. Wat zijn uw marketing adviezen
taan de CEO van SEC ?
30/11
1wkFase
0
14/12
2wk
Fase1
21/12
1wk
Fase2
28/12
1wk
Fase3
11/1
2wk
Fase4
18/11wk
Fase5
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1980s: Global Mass production commodity products
1993: New Management initiative & Brand focus top100->10 Analog Digital = opportunity in a live time
1997: Asian financial crisis Negative Profits Call for change to build a resilient & enduring Value Proposition unique to Samsung-Products to distinguish
from competitors (avoiding commoditization trap)
1998: Vertical integration
FOCUS: Core Manufacturing + R&D competence
Innovation on high Quality Products = Avoiding Commoditization trap
Hardware focus & Product breath & Product development pr. Technology focus; betting on Open architecture (not SW, games, content,etc.) ;
Digital convergence: fast releases all categories, high premium Quality products, price &margin
1999: Marketing Organisation GMO HQ/17 BUs /Home Market Brand image analysis RSI 13;7 Brand Relationship Dimensions, Types
Key Competitors analysis based on RSI indexmodel
Global, Regional, and product Marketing strategy; Consolidation advertising agency
Marketing Budget spend control f(growth potential) - M-Net
Market driven Change: Customer Insights; Segmentation; Trends analysis & anticipation
2002: Brand Visibility & Campaigns DigitAll International Expansion stages of develop. Growth opportunities
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` x
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` 8A4-tjes niet vergeten.
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` Why decided Kun Hee Lee in 93 to change a
radical transformation (new management
initiative) ?
`
Financial analysis 2000 2003 - 2005by product portfolios
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` Memory chips leader info 2005
` 2010 Top-100 Global Brands x Best Global Brands - Methodology
x Samsung position
` 2010 Top-10 risers & fallers
` 2010 Industry insights 0810 Brand Value
` Ranking Samsung 2003 2010
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312003
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` Interbrands method looks at the ongoing investment and management of thebrand as a business asset.This means that ourmethod takes into account all of the many ways in which a brandtouches and benefits its organization from attracting and retaining talent to delivering on customer expectation.The final value can then be used to guide brand management, so businesses can make better, more informeddecisions.
` 3 Key aspects1. The financial performance 2. The Role of the Brand 3.The Brand Strenght
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` 2001
` 2002
` 2003
` 2004
` 2005
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` 2006
`
2007
` 2008
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` 2009
` 2010
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