samsung company case study

Samsung Electronics—A Detailed Case Study

Devashish Shrivastava

Samsung is a South Korean electronic gadget manufacturer in Samsung Town, Seoul. Samsung Electronics was established by Lee Byung-Chul in 1938 as an exchanging organization.

We all know this information about Samsung. Don't we? But what we don't know? Do you know how much Samsung has grown in these years? What are the Future Plans of Samsung? How much Samsung invested in its R&D? What difficulties did the company face coming all this way? What is the history behind this multinational conglomerate?

Don't worry we got you covered. We have penned down a detailed Case Study on Samsung Electronics. Let's find out in this thoroughly studied Samsung case study.

Let's start the detailed case study from here.

Samsung entered the electronics industry in the late 1960s and the development and shipbuilding ventures in the mid-1970. Following Lee's demise in 1987, Samsung was divided into five business groups - Samsung Group, Shinsegae Group, CJ Group, Hansol Group and Joongang Group.

Some of the notable Samsung industrial subsidiaries include Samsung Electronics, Samsung Heavy Industries Samsung Engineering, and Samsung C&T (separately the world's 13th and 36th biggest development companies). Other notable subsidiaries include Samsung Life Insurance, Samsung Everland, and Cheil Worldwide.

Samsung has a powerful influence on South Korea's monetary advancement, legislative issues, media, and culture. Samsung has played a significant role behind the "Miracle on the Han River". Its subsidiary organizations produce around a fifth of South Korea's complete exports. Samsung's revenue was equivalent to 17% of South Korea's $1,082 billion GDP.

History of Samsung Electronics Samsung's Business Strategy Samsung Rides High In India Business Growth in India Future Plans of Samsung FAQ's

History of Samsung Electronics

1938 (Inception of Samsung)-

In 1938, Lee Byung-Chul (1910–1987) of a huge landowning family in the Uiryeong region moved to nearby city Daegu and established Samsung Sanghoe.
Samsung began as a little exchanging organization with forty representatives situated in Su-dong. It managed dried fish, privately developed staple goods and noodles. The organization succeeded and Lee moved its head office to Seoul in 1947.
When the Korean War broke out, Lee had to leave Seoul. He began a sugar processing plant in Busan named Cheil Jedang. In 1954, Lee founded Cheil Mojik. It was the biggest woollen factory in the country.
Samsung broadened into a wide range of territories. Lee wanted to build Samsung as a pioneer in a wide scope of enterprises.
In 1947, Cho Hong-Jai, the Hyosung gathering's organizer, put resources into another organization called Samsung Mulsan Gongsa or the Samsung Trading Corporation with Samsung's founder Lee Byung-Chul. The exchanging firm developed into the present-day Samsung C&T Corporation .
After few years in business, Cho and Lee got separated due to the differences in the management style. In 1980, Samsung acquired the Gumi-based Hanguk Jeonja Tongsin and entered the telecommunications market . During the initial days, it sold switchboards.

1987 (Demise of Lee Byung-Chul)-

After Lee's demise in 1987, the Samsung Group was divided into four business gatherings—Samsung Group, Shinsegae Group, CJ Group, and the Hansol Group.
One Hansol Group agent stated, "Just individuals uninformed of the laws overseeing the business world could think something so ridiculous," while also adding, "When Hansol got separated from the Samsung Group in 1991, it cut off all installment assurances and offer holding ties with Samsung subsidiaries."
One Hansol Group source attested, "Hansol, Shinsegae, and CJ have been under autonomous administration since their particular divisions from the Samsung Group."
One Shinsegae retail chain official executive stated, "Shinsegae has no installment certifications related to the Samsung Group." In 1982, it constructed a TV get-together plant in Portugal, a plant in New York in 1984, a plant in Tokyo in 1985 and an office in England in 1996.

2000 (Samsung in 20th Century)

In 2000, Samsung opened a development center in Warsaw, Poland. It started with set-top-box technology before moving to TV and cell phones. The cell phone stage was created with accomplices and formally propelled with the first Samsung Solstice line of gadgets and different subordinates in 2008. It later emerged into the Samsung Galaxy line of gadgets that is Notes, Edge, and other models.
In 2010, Samsung declared a ten-year development system based on five businesses. One of these organizations was to be centered around bio-pharmaceuticals in which ₩2,100 billion was invested.
In the first quarter of 2012, Samsung Electronics turned into the world's biggest cell phone creator by unit deals, surpassing Nokia which had been the market chief since 1998.
In 2015, Samsung was granted U.S. patents as compared to other organizations like IBM , Google , Sony, Microsoft , and Apple. Samsung got 7,679 utility licenses before 11 December 2015.
On 2 August 2016, Samsung Electronics revealed the Galaxy Note7 smartphone, which went on sale on 19 August 2016. At the beginning of September 2016, it halted its selling of smartphones due to some problems with the smartphones. Samsung suspended the selling of the smartphones and recalled its units for inspection.
This happened after certain units of the telephones had batteries with a deformity that made them produce extreme warmth, prompting flames and blasts. Samsung replaced the reviewed units of the telephones with a new version. It was later found that the new version of the Galaxy Note 7 also had the same battery deformity.
Samsung recalled all Galaxy Note7 cell phones worldwide on 10 October 2016 and permanently ended its production on the same day.

Samsung's Business Strategy

Great business strategies have been applied by Samsung over the years. Not very far back, Samsung wasn't as famous as now. Samsung has now advanced so much that it is the principal contender of Apple Inc. Samsung is the biggest tech business by income and the seventh most significant brand today. The showcasing procedure it applied encouraged Samsung electronics to turn into an industry driving innovation organization.

The Samsung marketing strategy was one of the best systems at any point because it helped a cost-driven organization to change its structure and become a power producer. Due to the consistently changing tastes of purchasers in the innovation business, organizations needed to pursue the pace and offer dynamic and advancing devices to their clients. In this way, Samsung additionally needed to change to pick up the high ground available, and the new Samsung showcasing methodology was the way to advancement.

Some of the business strategies of Samsung Electronics are listed below:

Promotional Mix Of Samsung

Samsung has arrived at fantastic statures with its cell phones which helped the brand to turn into an image of value and unwavering quality for its purchasers.

Samsung Marketing Mix Pricing Strategy and Samsung Advertising Methodology are the two estimating techniques used by the organization. Other than its items, Samsung is celebrated for its customer support . However, item variety is the most dominant part of the promoting blend of Samsung.

Skimming Price

Like Apple , Samsung uses skimming costs to pick up the high ground over its rivals. For example, Galaxy S6 and S6 Edge are the brand's new results of Samsung conveying the trademark "Next is Now" and guaranteeing that they are the best smartphone maker at any point made.

What will happen when different contenders will dispatch a cell phone with indistinguishable highlights? Straightforward. Samsung will bring down the cost and effectively steal the customers from its competitors.

Focused Pricing

Samsung experiences issues in increasing an edge over its rivals with different items. Doubtlessly, Samsung is a credible brand. However, regarding home appliances, it can't be in any way, shape, or form outperform LG In the cameras segment and other home appliance units. Also, Samsung cannot compete with Canon and Nikon.

For Samsung to withstand this savage challenge, it's crucial to utilize aggressive valuing of its products. Moreover, Samsung is neither a newbie underway nor non-inventive. For the most part, it is often the first company to be innovative with its products and present a change among its competitors.

Putting in Samsung Marketing Strategy

Samsung uses divert advertising strategies. Retailers who present the innovation chain will undoubtedly incorporate Samsung in their rundown on account of the firm being a world-celebrated brand. Samsung can likewise fill in as an option for the purchasers. The circulation is a convincing piece of the Samsung promoting methodology.

In specific urban communities, Samsung has an agreement with a solitary dissemination organization that circulates the items all through the city. For example, Mumbai is an incredible case where Samsung conveys its products through a solitary organization.

Samsung Rides High In India

The greatest leader by far in the smartphone business is Samsung Electronics, the world's greatest cell phone and TV producer.

Samsung is India's greatest, versatile brand. It is the developer of Reliance Jio's 4G LTE system — the greatest and busiest information system on the planet.

Discernments, advertise wars, openings, rivalry — now and then from conventional remote adversaries, from nearby upstarts, and emerging Chinese brands trouble Samsung.

Be that as it may, every time Samsung has had the option to fight off the dangers and hold its ground. It has been leading the market in the TV fragment for more than 12 years and in the versatile business for a long time after it toppled Nokia in 2012.

Riding The Smartphone Wave

As indicated by some statistical surveying firms following cell phone shipments, Chinese firm Xiaomi is creeping nearer — or has even surpassed Samsung after December 2017 quarter.

While for the entire year 2017, Samsung was No. 1 in the cell phone space, IDC information indicated Xiaomi drove the last quarter with 26.8% piece of the overall industry. Samsung was at 24.2%. Different players, for example, Vivo, Lenovo, and Oppo stayed at 6.5, 5.6, and 4.9%, separately.

Warsi, who has been working with Samsung for as far back as 12 years and has as of late been advanced as Global Vice President, is unflinching, "These difficulties offer us the chance to work more earnestly for our customers and with our accomplices.

Furthermore, shoppers love marks that emphasis on them," he says. "Samsung is India's No. 1 cell phone organization crosswise over sections — premium, mid and reasonable. That is what makes a difference."

Statistical surveying firm GfK tracks disconnected offers of handsets — which make up around 70% of the market — in which Xiaomi is attempting to make advances.

Samsung had a 42% worth piece of the overall industry in the general cell phone showcase in the nation in 2019 and 55% in the superior fragment as indicated by GfK. An industry official who would not like to be named says that India must be Samsung's greatest market by large volumes.

The thought currently is to become the cell phone business which gets more worth. As indicated by reports, Samsung India's incomes from cell phone deals in 2018-19 remained at an astounding INR 34,300 crore. That is over $5.5 billion and development of 27%. Samsung's nearest adversaries are talking about incomes of $1 billion in India, going up to $2 billion.

Samsung is the world's largest manufacturer of consumer electronics by revenue. As of 2019, Samsung Electronics is the world's second-largest technology company by revenue, and its market capitalization stood at US$301.65 billion, the 18th largest in the world.

Shopper Is At The Center

Samsung is a worldwide advancement powerhouse that leads the patterns. It profoundly put resources in India — 22 years of connections in the exchange, and tremendous interests in neighborhood R&D . It has around 10,000 architects working in research offices in India and is perhaps the greatest scout from the IITs.

"Samsung has a solid brand picture in India, as it has been available in various customer electronic portions with quality items for quite a while now. The brand is trusted because of its long history in the nation, dish India nearness, and a vigorous after deals support for buyers," says Shobhit Srivastava, explore expert at Counterpoint Research.

Indeed, even an item fizzle of the size of the Galaxy Note7 in September 2016 couldn't affect Samsung. While the organization was fast enough to get back to every one of the units that had been sold and cease the gadget totally, Samsung's activities and ensuing effective dispatches of leads like Galaxy S8, Note8, the Galaxy S9 and S9+, which were propelled in February, rescued the harm and raised the profile of the brand as a dependable organization. "They rushed to concede their error and that helped them interface with the perceiving clients of today far superior," says Koshy.

Make For India

Samsung's system 'Make for India', which resounds with the administration's ' Make in India ' activity, was conceived in the late spring of 2015. Samsung India's new President and CEO, H.C. Hong, had recently moved in from Latin America and was looked with the prompt tough assignment of fighting a firm challenge from two nearby versatile organizations that is Micromax and Intex.

Samsung's customer hardware business containing TVs, fridges, and other advanced machines were additionally confronting challenges from Sony and LG.

Around a similar time, the legislature of India propelled its 'Make in India' activity. "In this way, Mr. Hong revealed to us we have been doing Make in India effectively for two decades. What we should concentrate on widely to remain on top of things is Make for India (MFI)," says Dipesh Shah, Managing Director of Samsung R&D Institute in Bengaluru, the greatest R&D community for Samsung outside Korea.

Truth be told, the R&D focuses in India contribute intensely to the improvement of worldwide items, for example, Samsung's lead cell phones (Galaxy S9 and S9+). While different organizations focused on propelling their worldwide items in India, Samsung went about rethinking items for the nation at its R&D focuses.

India is significant for Samsung, thinking of the nation as the second biggest cell phone showcase on the planet today, and it is possibly the greatest undiscovered market for some advanced apparatuses. The entrance of iceboxes, clothes washers, microwaves, and forced air systems are appallingly low because of components like the accessibility of continuous power, social conduct, way of life, and earnings.

Business Growth in India

Samsung India crossed the INR 50,000 crore deals achievement in 2017 according to the simply distributed organization filings with the Registrar of Companies (RoC), uniting its situation as the nation's biggest unadulterated play purchaser products MNC. The Korean mammoth's all-out salary, including turnover and other pay, developed by 15.5% to INR 55,511.9 crore in FY 2017 from INR 48,053 crore in the earlier year regardless of Chinese organizations making genuine advances into the Indian cell phone advertise.

Samsung's cell phone business developed deals at 26.7% to INR 34,261 crore, while the home apparatus business developed by 12% to INR 6,395.6 crore. The organization's TV business stayed dormant at INR 4,481.2 crore even though Samsung held the market initiative.

The organization's net benefit developed at a quicker pace of 38% to INR 4,156.2 crore which industry examiners credited to more concentrate on premium models crosswise over cell phones and customer hardware having higher edges.

Samsung, in its filings, said the 'Make for India' activity, through which a large portion of the items was planned and created given the Indian customer's needs, has been an enormous achievement and a major factor behind the development.

All the units at Samsung India improved their gross productivity with the TV business dramatically increasing it and the home machine business nearly trebling it. The cell phone business was the biggest supporter of gross benefit having developed by 44% in FY17 at INR 5,005.9 crore.

Future Plans of Samsung

Samsung has arranged a new venture of around INR 2,500 crore to transform its India tasks into a center for parts business, two senior industry administrators said. The ventures could be increased further, they included. The Korean organization has set up two new parts fabricating substances in India—Samsung Display Co and Samsung SDI India—for the generation of cell phones and batteries.

Independently, Samsung's funding arm—Samsung Venture Investment Corp—has set up activities in India to support new companies in gadgets equipment and programming organizations. The segment organizations will supply items to both Samsung India and other cell phone merchants who as of now source parts from Samsung's abroad tasks.

Samsung sees a big opportunity for segment business considering the administration's push on 'Make in India' where expense on imported cell phone segments and purchaser hardware is going up, the administrators said.

Samsung is likewise pitching to the administration for fare impetuses so it can even fare segments from India. Samsung Display has just marked an update of comprehension with the Uttar Pradesh government for an INR 1,500 crore plant for assembling telephone show to be operational by one year from now April. The plant will come up in Noida, the administrators said.

Samsung SDI India has plans to set up an assembling unit in India for lithium-particle batteries after the organization was drifted a month ago, according to its administrative filings with the Registrar of Companies (RoC).

As per the administrators, Samsung SDI has plans to contribute another INR 900-1,000 crore and will settle the plans after counseling with the Center post general races. These speculations come after it introduced the world's biggest cell phone fabricating unit in India a year ago at an all-out cost of INR 4,915 crore. It is expected to be completed in 2020.

That's all for now. Share your learnings and findings. What did you learn from this article? Which information surprised or amused you the most? Feel free to reach us and share your feedback. We would love to hear from you. Do comment us in the comments section below. Happy Reading.

Who is the owner of Samsung Electronics?

Samsung Group is the owner of Samsung Electronics.

Who is the Founder of Samsung?

Samsung Electronics was established by Lee Byung-Chul (1910–1987) in 1938 as an exchanging organization.

Who is the current CEO of Samsung?

Kim, Ki Nam, Kim, Hyun Suk and Koh, Dong Jin are the current CEO of multinational conglomerate Samsung.

What does Samsung Electronics make?

Samsung Electronics produces smartphones, TV sets, laptops, solid-state drives, digital cinemas screens, etc.

Is Samsung a Chinese company?

Samsung is a South Korean electronic gadget manufacturer in Samsung Town, Seoul.

What is Samsung's strategy?

Promotional Mix of Samsung

How large is Samsung Electronics?

Samsung is the world's largest manufacturer of consumer electronics by revenue. Samsung Electronics is the world's second-largest technology company by revenue, and its market capitalization stood at US$ 301.65 billion, the 18th largest in the world.

What are the future plans of Samsung Company?

Samsung has arranged a new venture of around INR 2,500 crore to transform its India tasks into a center for parts business, two senior industry administrators said.

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Remarkable Recovery: Samsung Crisis Management Case Study

Have you ever wondered how a global tech giant like Samsung managed to navigate a major crisis and bounce back stronger?

In the world of corporate governance, effective crisis management can be the difference between irreparable damage to a company’s reputation and a successful recovery.

In this blog post, we delve into a Samsung crisis management case study to learn about exploding batteries to the intricate strategies employed to restore trust.

Samsung’s journey offers valuable insights into the intricacies of crisis management in the digital age.

Join us as we explore the key lessons learned and best practices from this high-stakes situation, shedding light on the remarkable recovery efforts that propelled Samsung forward.

Let’s learn about sailing through tough times through Samsung crisis management case study

Background of Samsung History and growth of Samsung as a global conglomerate

Samsung, founded in 1938 by Lee Byung-chul, started as a small trading company in South Korea. Over the years, it steadily expanded into various industries, such as textiles, insurance, and retail.

In the 1960s, Samsung ventured into electronics, marking the beginning of its transformation into a global conglomerate.

With a focus on technological innovation and a commitment to quality, Samsung rapidly gained recognition for its consumer electronics products, including televisions and appliances.

Throughout the 1980s and 1990s, Samsung significantly diversified its business portfolio, entering the semiconductor, telecommunications, and shipbuilding industries.

This diversification strategy helped Samsung become a key player in multiple sectors, solidifying its position as a global leader. Notably, Samsung’s semiconductor division became one of the largest chip manufacturers in the world, supplying components to various electronic devices worldwide.

Samsung’s ascent continued in the 2000s, driven by its successful expansion into the mobile phone market. The introduction of the Galaxy series, powered by the Android operating system, catapulted Samsung to the forefront of the smartphone industry.

The company’s innovative designs, cutting-edge features, and aggressive marketing campaigns contributed to its rise as a major competitor to Apple’s iPhone.

With its global reach, Samsung has consistently ranked among the world’s largest technology companies, epitomizing South Korea’s economic prowess and technological advancements.

Samsung has also been considered one the best companies that successfully managed and implemented change initiatives.

Overview of Samsung’s position in the technology industry

In the consumer electronics segment, Samsung has established itself as a dominant force. Its diverse product lineup encompasses televisions, smartphones, tablets, wearables, home appliances, and audio devices.

The Galaxy series of smartphones, in particular, has enjoyed immense popularity and has emerged as a fierce competitor to other industry giants. Samsung’s televisions are also highly regarded for their cutting-edge display technologies, such as QLED and MicroLED.

The company’s advancements in semiconductor technology have contributed to faster computing speeds, increased storage capacities, and improved energy efficiency.

Samsung’s influence extends beyond consumer electronics and semiconductors. The company is actively involved in telecommunications infrastructure, including the development of 5G networks and the production of network equipment.

Samsung has also made notable strides in the realm of software solutions, including its own mobile operating system, Tizen, and various software platforms for smart devices.

Samsung Galaxy Note 7 Crisis

The Note 7 battery issue marked a significant crisis for Samsung, leading to a widespread recall of the flagship smartphone and causing considerable damage to the company’s reputation.

The crisis began in September 2016 when reports emerged of Note 7 devices catching fire or exploding due to faulty batteries. These incidents raised concerns about consumer safety and triggered a wave of negative publicity for Samsung.

Upon receiving initial reports of battery-related incidents, Samsung initially responded by issuing a voluntary recall of the Note 7 in September 2016. The company acknowledged the problem and expressed its commitment to addressing the issue promptly and effectively.

Samsung attributed the battery malfunctions to a manufacturing defect, specifically a flaw in the design that caused a short circuit.

To ensure customer safety, Samsung advised Note 7 owners to power down their devices and refrain from using them. The company swiftly implemented measures to exchange the affected devices, offering customers the option to either replace their Note 7 with a new unit or receive a refund.

Samsung also collaborated with mobile network operators and retail partners to facilitate the recall process.

In its initial response, Samsung took steps to communicate with customers and the public about the issue. The company published official statements expressing regret for the inconvenience caused and assuring customers of its commitment to resolving the problem. Samsung emphasized its dedication to quality and safety, promising to conduct thorough investigations and implement necessary improvements to prevent similar incidents in the future.

Media coverage and public perception during the crisis

During the Note 7 crisis, media coverage played a significant role in shaping public perception and amplifying the negative impact on Samsung’s brand.

The crisis received extensive coverage from both traditional media outlets and online platforms, leading to widespread awareness and public scrutiny. Here’s an overview of media coverage and its influence on public perception:

News Outlets: Major news organizations across the globe reported on the Note 7 battery issue, highlighting incidents, the recall, and subsequent developments. Television news segments, newspapers, and online news articles extensively covered the crisis , emphasizing the potential safety risks and consumer concerns. The constant media attention contributed to the widespread dissemination of information and increased public awareness of the issue.
Online Platforms and Social Media: Social media platforms played a pivotal role in the crisis, enabling the rapid spread of information and user-generated content. Users took to platforms such as Twitter, Facebook, and YouTube to share their experiences, express concerns, and criticize Samsung’s handling of the situation. Viral videos, photos, and personal accounts of Note 7 incidents gained traction, further fueling negative sentiment and influencing public perception.
Expert Analysis and Opinions: Alongside news coverage, experts and industry analysts provided their insights and opinions on the crisis. Their assessments of Samsung’s response, the potential causes of the battery issue, and the implications for the company’s brand reputation contributed to the overall narrative. Expert opinions had the power to sway public perception and shape the understanding of the crisis.
Consumer Forums and Discussion Platforms: Online forums and discussion boards dedicated to technology and consumer experiences became hubs for discussions surrounding the Note 7 crisis. Consumers shared their frustrations, exchanged information, and warned others about potential risks. These platforms served as gathering places for individuals affected by the crisis and amplified the negative sentiment surrounding Samsung’s brand.

Financial implications and losses incurred by Samsung

The Note 7 crisis had significant financial implications for Samsung, resulting in substantial losses for the company. Here are some of the key financial impacts experienced by Samsung as a result of the crisis:

Recall and Replacement Costs: The recall and replacement process incurred significant costs for Samsung. The expenses involved in collecting and replacing over 2 million of Note 7 devices, including logistics, shipping, and refurbishment, were substantial. The costs also encompassed the testing and certification of replacement devices to ensure their safety. The total recall cost was estimated at $5.3 billion.
Decline in Sales and Market Share: The crisis had a detrimental impact on Samsung’s sales and market share in the smartphone industry. As consumer confidence in the Note 7 and Samsung’s brand reputation declined, potential buyers shifted their preferences to alternative smartphone options. The decline in sales of the Note 7, coupled with the negative impact on the perception of other Samsung products, led to a loss of market share for the company.
Stock Price Decline: The Note 7 crisis had an immediate impact on Samsung’s stock price. News of the battery issue, recalls, and subsequent negative media coverage led to a decline in Samsung’s stock value. Samsung shares fell approximately to 7 percent right after 2 months of the crisis.

Crisis Management Strategy Employed by Samsung

Following are the key aspects of Samsung Galaxy Note 7 crisis management strategy:

Immediate actions taken by Samsung to address the crisis

In the face of the Note 7 crisis, Samsung swiftly implemented a range of immediate actions to address the situation and mitigate the impact on consumers and the company’s brand reputation. Here are some of the key actions taken by Samsung:

Voluntary Recall: As soon as reports of battery issues emerged, Samsung initiated a voluntary recall of the Note 7. This proactive step demonstrated the company’s commitment to consumer safety and willingness to take responsibility for the problem.
Temporary Production Halt: To address the root cause of the battery issue, Samsung temporarily halted production of the Note 7. This decision aimed to prevent further distribution of potentially defective devices and allow for thorough investigations and corrective measures.
Transparent Communication: Samsung made efforts to communicate openly and transparently about the crisis. The company issued official statements and press releases acknowledging the problem, expressing regret for the inconvenience caused, and reassuring customers of its commitment to resolving the issue. Transparent communication was crucial in maintaining trust and providing timely updates to affected consumers.
Collaboration with Authorities: Samsung collaborated closely with regulatory authorities and industry experts to investigate the battery issue comprehensively. By engaging external expertise, the company aimed to identify the root cause and develop effective solutions. This collaboration demonstrated Samsung’s commitment to finding the best possible resolution.
Customer Support and Safety Guidelines: Samsung provided clear instructions to consumers regarding the use of Note 7 devices, emphasizing the importance of safety. The company advised customers to power down their devices, participate in the recall, and utilize alternative devices in the interim. This approach prioritized customer safety and aimed to prevent further incidents.
Increased Battery Testing and Safety Measures: Samsung implemented enhanced battery testing procedures and stringent safety measures to prevent similar incidents in the future. The company adopted more rigorous quality control processes, including additional safety certifications and testing standards, to ensure the highest levels of product safety.

Communication strategies employed by Samsung

Samsung employed various communication strategies to address the Note 7 crisis and manage the impact on its brand reputation. Effective communication was crucial in maintaining transparency, addressing consumer concerns, and rebuilding trust. Here are some of the communication strategies employed by Samsung:

Official Statements and Press Releases: Samsung issued official statements and press releases to provide updates on the progress of the recall, investigations, and corrective actions. These statements expressed remorse for the inconvenience caused and reiterated the company’s commitment to customer safety. Clear and concise communication helped keep customers informed and reassured them that Samsung was actively working to resolve the issue.
Direct Customer Communication: Samsung directly communicated with customers to provide instructions and updates on the recall process. The company utilized various channels such as email, SMS messages, and notifications through its official website and smartphone apps. This direct communication ensured that customers received important information and guidance regarding the recall and replacement program.
Social Media Engagement: Samsung actively engaged with customers and the public on social media platforms, including Twitter, Facebook, and YouTube. The company responded to customer queries, addressed concerns, and provided updates on the progress of the recall. By engaging in two-way communication, Samsung demonstrated its willingness to listen, respond, and provide assistance to affected customers.
Collaboration with Industry Experts: Samsung collaborated with industry experts, battery manufacturers, and regulatory authorities to investigate the root cause of the battery issue. This collaboration was communicated to the public, showcasing Samsung’s commitment to finding solutions and ensuring that the necessary expertise was involved in resolving the crisis.
Advertisements and Marketing Campaigns: Samsung launched advertising and marketing campaigns focused on rebuilding trust and emphasizing its commitment to quality and safety. These campaigns highlighted Samsung’s dedication to addressing the issue and regaining consumer confidence. Advertisements often emphasized the company’s rigorous testing procedures and quality control measures to assure customers of the safety of its products.
CEO Apology: Samsung’s CEO issued a public apology, taking personal responsibility for the crisis and expressing regret for the inconvenience and concern caused to customers. The CEO’s apology aimed to convey sincerity, empathy, and a commitment to rectifying the situation, while also reinforcing the company’s accountability and determination to regain trust. The apology was published on a full page in 03 major US newspapers – the Wall Street Journal, The Washington Post and The New York Times.

Collaborations with regulatory authorities and industry experts

Samsung worked closely with government agencies and regulatory bodies in various countries where incidents related to the Note 7 were reported. The company shared information, conducted investigations, and cooperated with authorities to ensure compliance with safety regulations and guidelines. Collaboration with government agencies helped align efforts to address the crisis and establish industry-wide safety standards.

In the United States, Samsung collaborated with the CPSC, an independent federal agency responsible for ensuring the safety of consumer products. Samsung worked together with the CPSC to investigate the battery issue and coordinate the recall process. This collaboration ensured that the recall efforts followed established safety protocols and provided consumers with accurate information.

Samsung collaborated with battery manufacturers to investigate the specific manufacturing defects that caused the battery issue. The company worked closely with these partners to analyze the battery designs, manufacturing processes, and quality control measures. By involving battery manufacturers in the investigation, Samsung aimed to identify the root cause and implement corrective actions to prevent similar issues in the future.

Samsung engaged independent testing labs to conduct thorough assessments of the Note 7 batteries and verify the effectiveness of corrective measures. These labs specialized in battery testing and certification, providing expertise and unbiased evaluation of the battery performance and safety. Collaboration with independent testing labs helped validate Samsung’s efforts to address the battery issue and instill confidence in the effectiveness of the solutions.

Post-Crisis Recovery and Rebuilding

Samsung implemented more stringent quality control measures across its product development and manufacturing processes. This included enhanced battery testing protocols, increased inspections, and stricter quality assurance standards. By demonstrating a commitment to producing reliable and safe products, Samsung aimed to rebuild customer trust.

Extended Warranty and Customer Support: Samsung extended warranty periods for existing and new devices, including the Note 7, to provide customers with added assurance. The company also enhanced its customer support services, ensuring that customers could easily access assistance, product information, and technical support. These initiatives aimed to demonstrate Samsung’s commitment to customer satisfaction and support.

Launch of subsequent product lines and their impact on brand perception

Following the Note 7 crisis, Samsung launched subsequent product lines, including flagship smartphones like the Galaxy S8 and subsequent iterations. These launches played a crucial role in shaping brand perception and rebuilding trust. Key factors that influenced brand perception and the recovery process include:

Emphasis on Safety and Quality: Samsung placed a strong emphasis on safety and quality in its subsequent product launches. The company implemented rigorous testing procedures and introduced new safety features to ensure the reliability and safety of its devices. By highlighting these improvements, Samsung aimed to regain customer trust and reassure them of its commitment to producing high-quality products.
Positive User Experience: Samsung focused on delivering positive user experiences with its new product lines. This included improvements in design, performance, and functionality to enhance customer satisfaction. By providing users with exceptional products, Samsung aimed to rebuild its reputation and generate positive word-of-mouth, contributing to brand recovery.
Brand Messaging and Marketing: Samsung’s marketing efforts during subsequent product launches were carefully crafted to reinforce positive brand associations and regain customer trust. The company emphasized innovation, customer-centricity, and the commitment to quality and safety. Marketing campaigns highlighted features, benefits, and technological advancements to create a positive brand image and overcome the negative perceptions associated with the Note 7 crisis.

Final Words

Samsung’s handling of the Note 7 crisis serves as a case study in crisis management. Despite the significant financial and reputational setbacks, the company took proactive steps to address the crisis, regain customer trust, and prevent similar incidents in the future.

The Samsung crisis management case study highlights the importance of swift and transparent communication, customer-centric actions, and continuous improvement in product safety and quality. By effectively addressing the crisis, Samsung was able to navigate the challenging situation and rebuild its brand, reaffirming its position as a leading global technology company.

Overall, the Samsung crisis management case study provides valuable insights into how a company can recover from a major setback, restore customer trust, and strengthen its position in the market through strategic actions and a relentless commitment to customer satisfaction and product excellence.

About The Author

Tahir Abbas

Change Management and Continuous Improvement – Connection and Benefits

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Case Study: Samsung’s Innovation Strategy

The success of Samsung has been widely acknowledged in the last decade. Samsung, the world’s largest television producer and second largest mobile phone manufacturer, is also the largest firm of flash memory maker. Furthermore, Samsung was ranked by Fast Company Magazine to be third most innovative company in the consumer electronics. The company grew from a local industrial leader into a worldwide consumer electronics brand, with up to 261,000 employees, 14 public listed companies, 470 offices and facilities in 67 countries. Samsung was ranked as 11th world’s most innovative companies. It is one of the two Korean companies in the Top 20 companies. While Sony, the Japan’s biggest consumer electronics, was ranked as 10th, only one position above Samsung. This has brought questions among management gurus how this growing company could drive innovation to create success within a short time and remain innovative despite the difficulties of internationalization . In addition, it could overcome many well-built rivals from Japan and Europe.

Shared vision and top management commitment are the important component leading to create innovative atmosphere . In creating such organization, if leaders are not committed in their actions, innovation couldn’t be systematic in a company. Top executive’s role modelling is one of the main differences between innovative and non-innovative organizations. Moreover, employees should realize a company’s goals to align with their innovative effort. Samsung’s new management beliefs applied in the late 1990’s is “we will devote our human resources and technology to create superior products and services, thereby contributing to a better global society.” This shows the company’s strong willpower to contribute to the worldwide people’s prosperity in the 21st century. This message encourages every employee in the firm to innovate with the clear goal of being global superior producer.

Appropriate Structure

The innovative organization tends to have characteristics of organic structures with open and dynamics systems. At first, the reduction of organizational layer and downsizing are concerned as cost control . An increase in use of information technologies, such as email, internal blog, shared data repository, also leads to the need of eliminating middle management. The possible consequences for this are faster responsiveness to market, higher competitiveness, more flexibility, and reducing processes between divisions. This leads to flatter organisation that is not only the change of organisational structure but also the change of decision-making process . In order to avoid delays and support for rapid innovation, decisions should be delegated to the innovation team. The approval of top management is only needed at the checkpoints or gates of the innovation process. Furthermore, Innovation is not suitable with multi-level hierarchy as the new idea and radical innovation must pass through many approvals with high possibility of ideas being rejected. Moreover, this will discourage strong leaders, who try to overcome its cumbersome, but the slow-response organisation will eventually obstruct their abilities. For example, in 1989, Samsung had 3-7 steps for project approval. This took up 24 days for the proposal to go through 7 approvals to arrive final decision step from the president. On the contrary, proposal in 1995 needed maximum of 3 approvals decided on the same day. This change of the important process leads to speed of running business. Furthermore, the proposal form in 1995 is in English, this signified an attempt for globalization .

Key Individuals

With the goal of creating innovation in the company, Samsung needs the world-class human resources from both technical and business backgrounds. Its branding strategy is not only to create a brand that people trust and admire, but also to be a company that they desire to join. To foster this breakthrough R&D, Samsung set up worldwide objectives to catch the attention of the smartest people from around the world, and retain them. These people will be trained and implanted Korean and Samsung culture through one week of intensive Korean daily conversation class, one week of Orientation about company’s history, philosophy, and culture, and develop general management skills delivered by senior Samsung executives. The recruitment of world’s smartest innovators, inventors and designers are fundamental to the company’s success in creating the future technology.

Besides having the best people for the development of innovative capabilities, Samsung has a tool to identify the key players, such as Project leader, promoters, idea champions, or gatekeeper, in the organization. Experiential education programs that are enjoyable, innovative and effective have performed this identification task. For example in the Samsung Semiconductor unit, 90 managers were organised into groups and assigned to build up new equipment through the use of Lego blocks. The tool was just simple Lego blocks, but the equipment created in this experiment had to be functional. This activity, which required both creativity and teamwork, provided managers comprehension of the role each member played in team. Who is promoter, supporter, idea generator, and critical thinker are identified.

Effective Team-working

Currently, team-working increasingly reflects a deeper recognition that this method of working offers greater economic benefits. Cross-functional teams is an effective tool to bring in different knowledge sets needed for solving production problems, creating new businesses , or develop new strategies. Work as a team needs more participation, higher commitment, sharing knowledge and self-management . This is more organic and flexible approach that helps to initiate innovation implanting across organisational and national boundaries. For example, Automakers from USA and Japan collectively worked on the development of new car model. Committing to consumer trends, Samsung set up a group of about 30 businessmen called CNB (Create New Businesses) who had to discover long-term social and technological fashions and imagine new products, which fulfill promising demands. Samsung has harvested the fruits from its team-working and strong commitment to innovation , transforming low-quality producer to become a brand that create stylish mobile phone. In 2010, its sales of mobile phones were ranked as number one in the US market.

Long-term Commitment to Education

Invest in people is another key initiative needed to emphasize in the development of innovative organisation. Army without essential weapons cannot deliver its full potential. Those needed weapons are knowledge, which has to be developed by best practice training. Companies, such as Hewlett Packard, and Samsung, have committed in training and development programs to help spread innovation capability all over the organisation. Besides internal training programs, offering scholarship, postgraduate study opportunities and international work placement for its staff in 120 offices across 57 countries provide Samsung linkage with renowned universities, also bringing in knowledge and collaboration to the organisation. The by-product from doing so is incentives that help to attract and retain of the best and brightest inventor and businessperson from the global industry.

Extensive Communication

Communication is one of the factors causing failure in investing in ideas that go wrong since the beginning. These are those ideas that do not align with the company’s need. Communication within company about its strategy and customer demands is needed for the clear innovation pathways of researchers. Idea generated from either internal or external organisation must go through many steps of modification before adopting into a company. These steps become troubles for the huge companies. In the case of Samsung, idea management has been introduced to manage ideas from thinkers and distribute them all over the company. They will be evaluated by colleagues, supervisors, or assigned review staffs who add views, opinions and knowledge. In addition to internal communication, networking between firms is also key component in the creation of innovation . The network organisation is a group of several independent companies, which perform different tasks and contract one another. For example, one firm in the network focus on research and product design, another manufactures it, and a third does distribution. This approach gains a wide acceptance as it has strong rationale including rapid change of business environment , the cumbersome of large-size companies, importance of speed and flexibility. Moreover, partners’ collaboration helps to blend and complement different core competency in creating better innovation. Samsung has utilized this concept by building a team, called TechnoValley, undertaking only planning and marketing of product. Other partners in the network took care of technology, production, distribution, and promotion.

High Involvement in Innovation

Building a visionary company requires 1 percent vision and 99 percent alignment. In order to build a sustainable innovation culture, staffs have to practice innovation in everything they do. Practicing to tackle small challenge will make them ready for a bigger challenge. Samsung manager plays an important role in supporting this culture of practicing innovation by encouraging the innovation process and not pushing employees to short circuit the solution process.

External Forces

External forces shapes Samsung to become technology leaders. Previously, closed innovation was the model that Samsung Electronics followed. They invested in the best people and centralized their R&D unit. Today, Samsung cannot depend only on internal innovations, which may create the advanced operating system for mobile phone but not attractive one. Samsung open innovation center established to create striking design and user-friendly interface of Samsung mobile phone. It successfully engaged customers and suppliers in the innovation process at the early stage. Being based in Korea with large group of young technology-concerned consumers provides Samsung an innovative edge in consumer electronics including mobile phones. The replacement rate for mobile phones in Korea is estimated at 6-18 months, thanks to young Koreans who swiftly adapt new technology. Therefore, these trendy people have participated in testing and giving feedback, which provide significant information about customers’ desire. Korea, therefore, becomes an invaluable testing location for innovations prior to the companies unveil them on the world stage.

Creative Climate

Public reward for those who distinguish themselves as mains actor in innovation culture and who promote the value of innovation is the powerful tool to expand innovative thinking throughout the enterprise. There are many examples of escalating the visibility of innovation success, such as the company innovation award, inventor hall of fame. This illustrates the commitment a company have on its innovation and inspire employees by making them proud of their success. Idea management through the use of IT have increased the rate of product and process improvement, as contributions of ideas are traceable. It open up the communication all over the company and promote culture of sharing and creativity. Ideas are developed and talked widely not only in vertical but in horizontal fashion leading to innovative atmosphere. After the introduction of knowledge management solution in Samsung Electronics, there was a change in organizational climate. Employees have been become confident to be more suggestive, trustful, responsive to change, and eager to innovate. Forum and blog postings are the place for knowledge sharing where an automatic rewarding system is executed. The profitability of the products launched, have been chosen as the innovation performance indicators.

Learning Organization

Sharing knowledge and skill of employees brings about innovative performance. Samsung has identified two main challenges in the creation of learning organisation that are knowledge discovery and knowledge sharing. In the past, problems occurred due to lack of knowledge management, for example, lost of valuable knowledge from poor management, or repeating the same failures. To tackle such problems, organizational mechanisms and technological solutions to facilitate the innovation process in Samsung have been introduced. Firstly, Samsung Brainstorming Hours has been arranged to capture and spread ideas in any step of innovation process from idea generation to conversion and commercialization. This is not applied only in the new product development process, but also solving complex problems or business improvement. Two hours weekly meeting for cross-functional team in the room with tall windows, wireless connection, big-screen TV, snacks and drinks is designed to foster innovation process. This comfortable surroundings helps innovation workers to socialise with each other and share ideas. Secondly, company-wide simple but powerful blog has been introduced to encourage knowledge sharing and discovery. The blog helps employees understand and discuss ideas so as to extend previous knowledge continuously. Thirdly, knowledge warehouses have been built to have codifiable critical knowledge stored and accessible throughout Samsung Company. The “Lessons Learned System with Alert function” has been used to manage this knowledge and share it. For storing lesson learned, project managers has been trained about how and what knowledge to collect and given the project management manuals including many useful procedures such as how to write a closing report, how to create and store a project model, how to perform an After Action Review. In order to control overwhelming information, Alerts system notifies employees of newly stored knowledge that might be of interest and useful to their work.

Samsung has successfully transformed from local low quality manufacturer to a brand that produce admirable and stylish consumer electronics. Company performance has proven that Samsung has come to the right direction in last decade. The achievement of becoming innovative organisation started from the declaration to be the global leader in the industry in late 1990s. After the re-configuration and adopting team-working practice, Samsung organisation has been altered to be flexible and organic, leading to ability to develop innovative capability. In addition to the recruitment of the best people into the organization , Samsung has an experimental education tool to identify the key individuals, such as project leader, promoters, or gatekeeper, so as to blend different roles in creating innovation . These people are working under the well-designed knowledge management system and trustful and suggestive communication with the support of supervisors, fostering creative climate. Rewards system for innovative contributor, organisational mechanism and technological solutions has brought about the knowledge discovery and sharing throughout the company, creating learning organisation that sustains Samsung innovation competency.

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Samsung, Shame, and Corporate Atonement

Understanding outrage in different cultures.

South Korean political leaders are more determined than ever to correct the country’s reputation for being too lenient on the country’s family-controlled business dynasties known as chaebol . The winner of South Korea’s presidential election, Moon Jae-in, is coming to power in the wake of a corruption scandal that ousted President Park Geun-hye. Her impeachment followed the arrest of Samsung’s de facto leader Lee Jae-yong on bribery charges. Samsung’s path to repairing its damaged reputation is different than if it were based in a Western country. The hidden rules of redemption differ across cultures. In guilt cultures, which exist generally in Western countries, redemption derives from executives serving jail time and company fines and settlements. But in a shame culture such as Korea’s where the public decides what is right, global companies are much more vulnerable. Global firms often fail to manage such crises because they focus on proving innocence. Samsung fundamentally needs actively accept moral and social responsibility. Now is the time for the executives’ culture of loyalty to the “family” to be replaced by a culture of loyalty to the “organization.”

For the past several months, South Korea has been roiled by accusations of corruption in its government and major businesses. The role of the country’s family-run businesses, and whether or how they are held to account for wrongdoing, is under intense scrutiny.

Rosa Chun is a professor of business ethics and corporate social responsibility at UCD Michael Smurfit Graduate Business School.

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Samsung’s Organizational Culture & Its Characteristics (An Analysis)

Samsung organizational culture, corporate cultural traits, consumer electronics company business work values management analysis case study

Samsung’s organizational culture (work culture) focuses on achieving a high degree of technological innovation involving human resource development strategies. In theory, the company’s organizational culture involves the customs, core values, and traditions applied to and expected in the behaviors of employees in the corporation’s divisions and regional offices for consumer electronics, device solutions, and IT and mobile communications markets. Samsung’s organizational culture intersects with all areas of the conglomerate. This intersection indicates the significance of corporate cultural characteristics in achieving long-term business success in the technology company’s various endeavors. For example, the success of Samsung’s corporate social responsibility strategy depends on human resource support, which is under the influence of the company culture. Also, the corporation’s cultural characteristics affect business competitiveness against other technology firms, like Apple , Google (Alphabet) , Microsoft , Sony , Intel , and Dell. Samsung’s strategic management and leadership efforts include considerations on how to wield the corporate culture to improve the company’s competitive advantages.

Samsung’s organizational culture is essentially the same as the corporate culture of its subsidiaries, like Samsung Electronics, considering that human resources determine the outcomes of product innovation, strategic planning and implementation, customer relationship management, and other business aspects. The work culture’s influence relates to the brand image and customer relations observable in the strategies and tactics applied in Samsung’s marketing mix (4Ps) .

Samsung’s Organizational Culture Type & Traits

Samsung has an innovation-centered organizational culture . This corporate culture is part of an organizational design that emphasizes employees’ knowledge, skills, and abilities for innovating the company’s technology products, such as smartphones and laptops. In this regard, the organizational cultural characteristics support Samsung’s mission statement and vision statement , which focus on superior products that improve life and society. Thus, this business culture embodies long-term strategic objectives for keeping the company’s competitive position as one of the dominant firms in the multinational markets for semiconductors, consumer electronics, and related technologies. Based on the enterprise’s core values, the following are the main characteristics of Samsung’s organizational culture:

Development of opportunities for all employees
Passion for excellence
Constant change
Ethical foundation for integrity
Emphasis on prosperity for all

Development of Opportunities for All Employees . Human resource development is understandably an underlying strategic objective linked to Samsung’s corporate culture. For example, the company ensures career development opportunities not just through institutionalized programs, but also by encouraging employees to support each other toward achieving their career goals within the technology business organization. These opportunities are also supported through Samsung’s organizational structure (corporate structure) , which facilitates human resource development while pushing for innovation in business operations. The innovation-centeredness of the organizational culture helps grow the business and create opportunities for employees’ career development in the process.

Passion for Excellence . Samsung’s organizational culture motivates workers to achieve excellence in their job performance. The corporation directs human resource attention toward organizational development and maintaining a brand image of excellence and technological superiority. This cultural characteristic helps in the implementation of Samsung’s generic competitive strategy and intensive growth strategies for expanding the business organization through innovative consumer electronics and semiconductors. Passion for excellence makes the corporate culture innovation-centered through the application of such passion in designing and innovating advanced technologies to satisfy international market demand.

Constant Change . Through its corporate culture, Samsung facilitates change that benefits the business. This characteristic of the organizational culture puts innovation at the center, based on the recognition that change is essential when it comes to technological innovation. For example, Samsung’s employees embody values, beliefs, and a philosophy that change is necessary to improve the company’s consumer electronics and related products and ensure long-term competitive advantages against other firms, which also embrace the need for change in goals for innovation. In this way, the organizational culture facilitates technological innovation at the core of Samsung’s business and its strategies.

Ethical Foundation for Integrity . Ethics and related concerns are integrated into Samsung’s corporate culture. The corporation’s leaders understand that ethics in business operations help minimize problems and optimize the technology firm’s brand image and competitiveness. Based on Samsung’s ethical standards, the organizational culture promotes fairness, respect, and transparency, which are business ethics trends observable in the global market. In supporting innovation-centeredness, this cultural characteristic guides decisions to ensure that ethical frameworks are considered, leading to outcomes that satisfy the company’s strategic objectives, while also optimizing corporate image and the related satisfaction of stakeholders.

Emphasis on Prosperity for All . Samsung extends its corporate culture’s influence beyond its organization and workforce. The corporation develops its human resources to support the technology business and to help communities and other stakeholders. For example, the company’s organizational culture motivates its workers to participate in corporate citizenship programs that give career opportunities for others and solve communities’ problems via technology. This cultural characteristic is innovation-centered because it motivates employees to think of ways to use Samsung’s technologies and technological products to help various stakeholders.

Samsung’s Corporate Culture: Advantages & Challenges

Advantages . From a business operations and strategic management perspective, Samsung’s organizational culture has the advantage of supporting long-term strategic goals involving technological innovation, which is a factor in the company’s competitiveness in the consumer electronics, semiconductors, and mobile communications markets. Another advantage of the corporate culture is its influence on career development and related human resource management programs, which directly affect the technology conglomerate’s financial performance. These organizational culture advantages support maximizing the benefits of the business strengths identified in the SWOT analysis of Samsung .

Challenges . Samsung’s organizational culture brings strategic management challenges in achieving culture-based objectives. For example, the company culture’s ethics aspect requires effective monitoring and control to determine human resource inadequacies in this regard. Also, Samsung faces the challenge of ensuring prosperity for all and opportunity for all employees. In maintaining its organizational culture, the technology conglomerate may encounter barriers to developing a work environment where all employees’ career development goals are considered in an equitable manner.

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Samsung Diversity & Inclusion .
Shamsudin, S., & Velmurugan, V. P. (2023). A study on the drivers of corporate culture impacting employee performance in IT industry. International Journal of Professional Business Review, 8 (2), 13.
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Organization Type and Strategies

Competitors, structure, and key players, problem and issues, samsung note 7 explosion, battery-induced explosion, swot analysis, opportunities, assessment and implementation plan, recommendations.

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Lopez, M. (2017). Samsung Explains Note 7 Battery Explosions And Turns Crisis Into Opportunity. Forbes. Retrieved from: https://www.forbes.com/sites/maribellopez/2017/01/22/samsung-reveals-cause-of-note-7-issue-turns-crisis-into-opportunity/#6d45fe6624f1
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Family leadership challenges: Disrupting the momentum at Samsung

Samsung is a Korean conglomerate (or chaebol) founded in 1938. Once a sole trading company, it has grown into a myriad of companies generating over $380 billion globally in industries as varied as construction, semiconductors, shipbuilding, banking and entertainment. Like most Korean conglomerates, an unusual feature of Samsung is that it has no overarching holding company; it is a constellation of companies sharing a common name and tightly interwoven cross-ownership ties. This ownership structure allows the third-generation descendant of the family business, Jae-Yong Lee, to control the conglomerate with shares in only a few affiliates. The case focuses on three pivotal moments of the Lee family’s leadership of the Samsung Group: the leadership transmission from the founder Byung-Chul to the second generation; the hospitalization of the visionary leader Kun-Hee and the succession to the third generation; and Jae-Yong’s arrest and later conviction, causing a leadership vacuum within the group.

The case describes multiple events throughout the company’s 80-year history and illustrates diverse aspects of a family business.
It also presents an interesting account of the business, economic, political and social development of South Korea since 1930s.
The instructor can use the case to provide real examples of some or all of the following topics: the role of vision in business, family business succession, and ethical leadership.

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Samsung Case Analysis

Issues As South Korea’s largest conglomerate, Samsung includes Samsung Electronics, Samsung Heavy Industries, and Samsung Engineering ; Construction.

Started in 1938 as a company that produced agricultural products, the company began to focus on shipbuilding, chemicals, and textiles in 1970. Since after Samsung Electronics Company (SEC) was founded in 1969, Samsung acquired a semiconductor business and supplied global markets with massive quantities of commodity products. With the transformation that was led by the leadership of SEC Chairman Kun Hee Lee, Samsung rebuilt its image as a global business leader.

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Following the chairman’s new management initiative, Samsung is now in a stage of investing in innovative and premium products to increase their brand value. Despite Samsung’s rapidly increasing global market share, the Samsung brand was not widely known outside of Korea until Samsung decided to recruit a Korea-born general manager, Eric Kim. With his effort to build the corporate brand image across the markets of 200 countries, Samsung was able to generate tremendous brand visibility worldwide with its DigitAll campaign.

While Samsung has experienced great success in marketing, some important issues remain to be addressed to increase their market share and brand power: ? ? ? ? Market share should be expanded by penetrating weaker markets; Marketing communications need to move more consumers into the “delights me” and “perfect fit” relationship categories; Less emphasis should be placed on youth and creativity, as that might be inappropriate; and A more complex customer segmentation should be marketed in its marketing planning.

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Evaluating Risks and Decisions: A Samsung Case Study Essay

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Introduction

Samsung is a consumer electronics firm based in South Korea with a wide product range that includes computers and smartphones. Founded in 1938, as a grocery store, the company has since grown from a small family-owned enterprise to one of the largest in the world (Regan, 2018). This paper evaluates how the firm applies Enterprise Risk Management (ERM) in its corporate practices to manage risks and business decisions when operating internationally.

A Critical Reflection Based On ERM

The application of ERM policies depends on a myriad of factors. Three main frameworks for conducting reviews include Integrated Risk Management (IRM), IS031000, and COSO-ERM standards (Hessami, 2019). IRM standards seek to evaluate risk management processes based on four main criteria that evaluate financial, strategic, operational, and hazard risks affecting an organization (Coleman, 2018). Comparatively, IS031000 focuses on three main areas of evaluation – principles, frameworks, and processes (Rael, 2017). Comparatively, the COSO-ERM cube focuses on strategic, operational, reporting, and compliance risks as highlighted in figure 1 below.

As highlighted in figure 1 above, the COSO-ERM model highlighted above evaluates a company’s internal environment through objective setting, event identification, risk assessment, risk response, control activities, information assessment, and monitoring. In the context of Samsung’s risk management plan, the COSO-ERM framework will be used to analyze the firm’s risks and decisions.

Internal Environment

For purposes of this review, Samsung’s internal environment is evaluated based on the efficacy of its management and leadership styles. Relative to its competitiveness in the global market, the South Korean firm has adopted a combination of western and Asian leadership styles to be successful (Samsung Inc., 2021). For example, its bold risk-taking appetite stems from the assimilation of western ideals in the company’s management framework. Alternatively, its treatment of workers is based on the Asian philosophy of fairness, equity, and hard work (Regan, 2018; Biberhofer et al., 2019). Broadly, the hybrid management and leadership philosophy adopted by Samsung is responsive to its risk management objectives.

Objective Setting

A company’s objectives influence the design of its key processes and activities. Samsung’s objective is to develop superior products and services that enhance societal value (Samsung Inc., 2021). Using the COSO-ERM framework to analyze this objective, quality emerges as a core consideration for the firm’s success in achieving this goal (Ensign, Fast and Hentsch, 2016; Grunert, 2017). The company also complies with existing laws and guidelines to make sure that its business processes are consistent with the global code of conduct for conducting multinational operations.

Event Identification

There are various sources of risk in the consumer electronics industry. Top of the list is the COVID-19 pandemic, which has disrupted supply chain patterns and created shortfalls in demand for goods that were hitherto non-essential. Trade wars pitting western and Asian companies are also significant sources of risk for Samsung (Baack, Czarnecka and Baack, 2018). Therefore, the COVID-19 pandemic and ongoing trade wars between western and Asian nations emerge as significant sources of risk for Samsung Electronics.

Risk Assessment

A comprehensive assessment of Samsung’s risk profile is provided in Table 1 below.

Table 1. Samsung’s risk assessment

Risk	Subcategories
Trade Wars	Emergence of tariff and non-tariff barriers
	Failure to comply with legislation
	Data breaches – Consumer protection
COVID-19	Supply chain disruptions
	Loss in demand
	Minimization of corporate activities

According to the risk events highlighted in Table 1 above, two risk categories affect Samsung’s operations – COVID-19 and trade wars. The above risks have been ranked according to the risk profile matrix highlighted in figure 2 below and trade wars is the most impactful

A company’s risk management attitude defines the kind of strategies it is likely to adopt in a risk management scenario. Relative to this statement, Samsung can initiate four major types of responses: tolerate, treat, transfer, or terminate a risk (Kumar, Rahman and Kazmi, 2016). Appropriate risk responses will be to treat and transfer the risks, respectively. Trade wars are transferable because they are initiated at an intergovernmental level and Samsung has little control over associated processes. Comparatively, risks associated with the COVID-19 pandemic should be “treated” because they can be mitigated through the deployment of robust health-based and prevention-oriented strategies (Archetti, 2021; Hutchins, 2018). Modalities for implementing these strategies are highlighted below.

Control Activities

According to the proposed strategies highlighted above, the appropriate risk response for managing risks caused by the COVID-19 pandemic is “treatment.” This is because the firm can develop health safeguards to protect its customers and employees from infections (Adhikari, 2018). Comparatively, risks associated with trade wars can be “transferred” because third-party actors, such as insurance companies, can develop products that protect the firm against this type of risk.

Information and Communication

Most companies use Information and Communication Technology (ICT) tools to carry out various functions, including risk management. Such is the case of Samsung because it uses ICT to carry out sustainable business operations by diversifying its risks across different portfolios (Samsung Securities, 2020; Makrides, Vrontis and Christofi, 2020). At the same time, the company uses ICT in risk identification and assessment because it provides a relatively accurate assessment of the same, relative to other evaluative models (Chopra, Avhad and Jaju, 2021). The risk posed by the adoption of this technology includes system breakdowns and the failure of some employees to understand how to use the company’s risk management software (Pesch et al., 2017). Nonetheless, this risk profile is low and the company has successfully used its ICT infrastructure to manage its risk management activities.

Risk Monitoring

In this paper, the main sources of risk for Samsung have been identified to be trade wars and the COVID-19 pandemic. These risks have implications on the organization if not effectively monitored (Regan, 2018). The two levels of risks should be evaluated weekly to understand their implications on the organization (Rael, 2017). The chief risk manager should collaborate with the Chief Executive Officer (CEO) to understand the implications of these risks on various aspects of the firm’s corporate and industry performance.

Role and Impact of Governance, Technology, and Resilience

Role of governance.

Companies have varied ways of managing their risk categories. Two major strategies are adopted by firms when managing risks is to (i) explain why they have not been addressed as stipulated in corporate governance reports or (ii) to comply with rules and guidelines stipulated in the corporate governance report (Rael, 2017). Samsung’s risk management approach should follow the second approach of explaining situations where corporate governance rules and policies have been followed, or not. This is because the two risk events identified in this document – COVID-19 and trade wars – change periodically, while the company’s corporate management rules are rigid (Grunert, 2017). Explaining the responses may be a useful way of navigating these changes.

Samsung’s CEO should take responsibility for the above actions by making sure that the company’s corporate management guidelines are followed. Alternatively, the firm’s Board of Directors should review the performance of the CEO by reviewing how the company’s overall risk management plan helps in the realization of its goals (Köbis, Soraperra and Shalvi, 2021). The process should be open and transparent to ensure there is sustainability of business process outcomes (Adhikari, 2018). By doing so, the process will be fair and receptive to all parties involved.

Impact of Governance

The impact of Samsung’s corporate governance policies on its risk management processes is vast because of their outreach and influence on various aspects of business performance. In the context of Samsung’s operations, corporate governance plays a critical role in moderating the relationship between managers and employees by defining the expectations and roles of each party (Haenlein et al., 2020; Köbis, Soraperra and Shalvi, 2021). From an organizational standpoint, the company’s corporate governance policies will play a critical role in standardizing operational procedures across various product divisions – especially in the way it manages risk (Rael, 2017). Apple Inc. and Huawei are Samsung’s competitors in the consumer electronics industry, which have developed and implemented similar corporate management policies with varied levels of success (Apple Inc. 2021; Adoko, 2017). From their experience, the failure to implement good corporate governance policies in managing a company’s risk events may result in increased inefficiency and unresponsiveness to the changing nature of a firm’s risk events (Adoko, 2017). Therefore, it is important to make sure that such policies are developed by consulting relevant parties.

Role of Technology

As highlighted in this document, ICT plays a critical role in determining how Samsung makes decisions regarding its risk management processes. Relative to this statement, some researchers suggest that ICT is the foundation for the development of innovation policies for use in the corporate setting (Dimic, Orlov and Äijö, 2019; Köbis, Soraperra and Shalvi, 2021). Nonetheless, given the sporadic nature of Samsung’s risk events – COVID-19 and trade wars – technology will play a critical role in formulating, implementing, and monitoring its risks (Adoko, 2017). Particularly, it will help to track risk events in real time, thereby allowing managers to be informed of their impact on organizations. Some technology tools, such as Skype and Zoom, will also be used to communicate appropriate risk management strategies to respective teams based on data collected from the above-mentioned risk tracking processes.

Impact of Technology

The use of ICT tools to undertake Samsung’s risk management processes will have financial and operational implications on the multinational. From a financial perspective, technology may lead to reductions in operational costs because of its inexpensive nature (Kumar, Rahman and Kazmi, 2016; Archetti, 2021; Hutchins, 2018). The firm may also need to automate some of its risk management processes, such as risk monitoring, to accommodate these changes (Kumar, Rahman and Kazmi, 2016; Archetti, 2021; Hutchins, 2018). Some companies have successfully adopted this strategy to manage their risks (Kemp, 2018; Palmatier and Sridhar, 2017). For example, Google and Apple have used machine-learning techniques to minimize their risk exposures because they provide an effective way of improving their overall risk management plans (Apple Inc., 2021; Kelleher, 2019). Overall, technology will have a positive impact on Samsung’s performance by improving its risk tracking and monitoring processes.

Role of Resilience

As highlighted in this document, risk events may have far-reaching implications on a company’s overall performance. Its resilience determines the effects that these events will have on its overall performance (Lewis, Ricard and Klijn, 2018). In this regard, resilience determines the ability of a company to adapt to the changing dynamics affecting its internal and external operations (Hernaus, Juras and Matic, 2021; Management Association, Information Resources, 2018). Samsung has demonstrated market resilience in the manner it manages its risk exposures (Regan, 2018). For example, by being resilient, the company has addressed its market and product challenges by recalibrating its business processes to mitigate known risks (Regan, 2018). In this regard, its resilience has played a critical role in affirming its position as a dominant company in the consumer electronics business.

Impact of Resilience

As highlighted above, Samsung’s resilience has had a positive effect on its overall business performance. For example, it has been able to address customer concerns in problematic product segments, such as the Samsung Galaxy Note, which caught fire when charging (Regan, 2018). Its resilience in the wake of such missteps has given competitors little room to exaggerate the company’s weaknesses (Bérard and Teyssier, 2018). Therefore, its resilience has helped it to maintain market dominance by countering negative information and experiences from customers and competitors. Based on the above examples, Samsung’s resilience is unmatched in the technology industry.

The insights highlighted in this paper have highlighted the role that ERM and corporate governance play in supporting Samsung’s risk management plan. Two strategies have been proposed for each risk category with the “treatment” option being associated with COVID-19 risks, while the “transfer” option is linked with risks associated with trade wars. It is proposed that the adoption of sound corporate governance policies and the implementation of a robust risk identification criterion will play a critical role in maintaining Samsung’s resilience in the competitive consumer electronics market.

Reference List

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Archetti, C. (2021), ‘When public relations can heal: an embodied theory of silence for public communication’, Public Relations Inquiry , Vol. 5, No. 1, pp. 1-13.

Baack, D. W., Czarnecka, B. and Baack, D. (2018), International Marketing . London: SAGE.

Bérard, C. and Teyssier, C. (eds.). (2018), Risk Management: A Lever for SME Development and Stakeholder Value Creation . London: John Wiley and Sons.

Biberhofer, P. et al. (2019), ‘Facilitating work performance of sustainability-driven entrepreneurs through higher education: the relevance of competencies, values, worldviews, and opportunities’, The International Journal of Entrepreneurship and Innovation , Vol. 20, No. 1, pp. 21–38.

Chopra, A., Avhad, V. and Jaju, S. (2021), ‘Influencer marketing: an exploratory study to identify antecedents of consumer behavior of millennial’, Business Perspectives and Research , Vol. 9, No. 1, pp. 77–91.

Coleman, L. B. (2018), Managing Organizational Risk Using the Supplier Audit Program: An Auditor’s Guide along The International Audit Trail . London: Quality Press.

Dimic, N., Orlov, V. and Äijö, J. (2019), ‘Bond–equity yield ratio market timing in emerging markets’, Journal of Emerging Market Finance , Vol. 18, No. 1, pp. 52–79.

Ensign, P. C., Fast, J. and Hentsch, S. (2016), ‘Can a technology enterprise transition from niche to wider market appeal in the turbulent digital media industry?’, Vikalpa , Vol. 41, No. 3, pp. 247–260.

Grunert, K. G. (ed.). (2017), Consumer Trends and New Product Opportunities in the Food Sector. Wageningen: Wageningen Academic Publishers.

Haenlein, M. et al. (2020), ‘Navigating the new era of influencer marketing: how to be successful on Instagram, TikTok, and Co.’, California Management Review , Vol. 63, No. 1, pp. 5–25.

Hernaus, T., Juras, A. and Matic, I. (2021), ‘Cross-echelon managerial design competencies: relational coordination in organizational learning and growth performance’, Business Research Quarterly , Vol. 6, No. 1, pp. 445-467.

Hessami, A. G. (eds.). (2019), Perspectives on Risk, Assessment and Management Paradigms . London: Books on Demand.

Hutchins, G. (2018), Supply Chain Risk Management: Completing In the Age of Disruption . London: Greg Hutchins.

Hutchins, G. (2019), Project Risk Management . London: CERM Academy for Enterprise Risk Management.

Kelleher, J. D. (2019), Deep Learning . Massachusetts: MIT Press.

Kemp, K. (2018), Misuse of Market Power: Rationale and Reform . Cambridge, MA: Cambridge University Press.

Köbis, C., Soraperra, I. and Shalvi, S. (2021), ‘The consequences of participating in the sharing economy: a transparency-based sharing framework’, Journal of Management , Vol. 47, No. 1, pp. 317–343.

Kumar, V., Rahman, Z. and Kazmi, A. A. (2016), ‘Assessing the influence of stakeholders on sustainability marketing strategy of Indian companies’, SAGE Open , Vol. 6, No. 2, pp. 987-1109.

Lewis, J. M., Ricard, L. M. and Klijn, E. H. (2018), ‘How innovation drivers, networking and leadership shape public sector innovation capacity’, International Review of Administrative Sciences , Vol. 84, No. 2, pp. 288–307.

Makrides, A., Vrontis, D. and Christofi, M. (2020), ‘The gold rush of digital marketing: assessing prospects of building brand awareness overseas’, Business Perspectives and Research , Vol. 8, No. 1, pp. 4–20.

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IvyPanda. (2023, February 28). Evaluating Risks and Decisions: A Samsung Case Study. https://ivypanda.com/essays/evaluating-risks-and-decisions-a-samsung-case-study/

"Evaluating Risks and Decisions: A Samsung Case Study." IvyPanda , 28 Feb. 2023, ivypanda.com/essays/evaluating-risks-and-decisions-a-samsung-case-study/.

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IvyPanda . 2023. "Evaluating Risks and Decisions: A Samsung Case Study." February 28, 2023. https://ivypanda.com/essays/evaluating-risks-and-decisions-a-samsung-case-study/.

1. IvyPanda . "Evaluating Risks and Decisions: A Samsung Case Study." February 28, 2023. https://ivypanda.com/essays/evaluating-risks-and-decisions-a-samsung-case-study/.

Bibliography

IvyPanda . "Evaluating Risks and Decisions: A Samsung Case Study." February 28, 2023. https://ivypanda.com/essays/evaluating-risks-and-decisions-a-samsung-case-study/.

Case Study: Trade Show Success At A Shopfitting Company

Two weeks ago my company celebrated our 25th anniversary. Today our shopfitting business is 90% export-based and backed by cooperation with the best companies in the world. This success is due in large part to industry trade shows, where we have established partnerships with key customers that have enabled us to grow tremendously globally and reach the world's elite.

In our first decade of business, we suffered from the risk of being dependent on one large international customer, and that's why in 2008 we participated for the first time in the international trade fair EuroShop in Düsseldorf. This celebration of store-builders draws worldwide attention to Germany. Every three years, tens of thousands of architects, development managers and all sorts of store builders and equipment professionals meet there.

Our first trade show appearance led to our gaining three clients who helped us build strategic security. We invited a group of artists to the fair who presented various ballet forms at our booth. In addition, a second group painted their bodies in various flamboyant forms, like representatives of some wild group, complete with dancing and music. This aroused interest; many trade show visitors asked what exactly we do, and this was a key way we met new customers.

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At the next edition of EuroShop in 2011, to encourage customers to expand in eastern markets, we used the World Cup, which was being held there at the time. The front section housed a mini football field, where a soccer player dressed as a jester defended a goal and a model dressed in soccer attire kept score. The consequent scenario of funny events attracted attention. Visitors congratulated us on the idea behind the inspirational event. The fruit of the fair was cooperation with several significant partners and the ability to use the fair to strengthen our position in establishing a company in Moscow in 2012.

At our third show in 2014, we focused on the variety of services we offer and provided “with heart” in a thoughtful way. That's why we placed a large beating heart made of raisins in the middle of the stage and a brain on the reception counter. The centerpiece of the booth was a giant sign: “This is your WORLD,” where each letter of the word world was made with a different technology. There was wood, plexiglass and a professional multimedia presentation on a screen mounted in the letter D .

10 Steps To Trade Show Success

All of the 10 international trade fairs I've organized in my life yielded very rich results in the form of contacts that translated into orders. To summarize my observations, here are 10 tips on how to organize a successful international trade show event:

1. Create a team of people in your company to go with you to the fair. Together with this team, organize the fair and enjoy the successes.

2. Find international trade fairs around the world where the industry in which you operate meets to present development trends.

3. Get all the information about the event. How many years it has been held, and how many visitors does it have? How much does it cost, when are the registrations and what does the most interesting summary information of each successive event include? Ask customers and suppliers what they know about it. See if your competitors who are considered the biggest and most influential exhibit there.

4. Go to the next trade show as a guest and visit it thoroughly. Do a summary report from a visitor's point of view of what and who impressed you the most.

5. Do a strategic analysis of what international customers you would like to attract and from what areas of the world. What will these customers bring to your business?

6. Take the deadline for exhibitors to apply for participation and add another three to six months. Then create a plan for organizing for the fair within this timeframe. Work on a theme to pique the interest of your trade show visitors. Once you have a trade show theme, start designing the booth.

7. Design the space according to the idea of what is to happen at the fair and how you intend to inspire customers to visit your stand. Make sure there is room for four functions:

• A magnet for customers

• A reception area where appointments are made

• A place to receive visitors

• A small back room where you can make coffee and prepare refreshments for your guests

8. During preparation for the fair, hold regular meetings with your team and discuss everything you want to happen during the event.

9. Before, during and after the trade show, gain customers through the attractiveness, uniqueness and inspirational power of your booth. Write articles (like this one) and send emails and information via snail mail. Invite customers to attend your event actively, by co-participating in your performance, or passively, only as an organizer.

10. Treat clients to tickets to trade shows, and show them what they can learn about trends and new products announced through them.

Finally, remember to show up with something your potential clients can associate with you, perhaps with a sense of humor and distance from what you do. Good luck!

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