Samsung

BPS4305.OU3 Individual Company Analysis Project Su mitted on !"3#"$0#3 %iyon& %eon& %'j#$4330(utdallas.edu

Business Description )irst esta lis*ed in #+3,- Samsun& .lectronics Co.- /td is a multi0product- multi0sector industrial company t*at speciali1es in t*e manu2acture- distri ution- and sale o2 a road port2olio o2 industrial products- ran&in& 2rom mo ile p*ones and ta lets to re2ri&erators- 3as*in& mac*ines as 3ell as personal computers and printers. In addition- Samsun& serves as t*e primary supplier o2 upstream components 2or a variety o2 products- some o2 3*om it competes a&ainst in t*e do3nstream mar4et 5i.e. providin& components o2 Apple6s iP*one 3*ile simultaneously releasin& its o3n 7ala'y line o2 products as direct competitors8. Because Samsun& 2ollo3s t*e con&lomerate model popular in many .astern Asian countries as opposed to a sin&le0product 2ocus common in many American companies- t*e ul4 o2 t*is paper 3ill 2ocus on Samsun&6s mo ile telep*one division and t*e industry it operates it.

Porter Five Forces Analysis An analysis o2 t*e industry t*rou&* Porter6s )ive )orces model s*o3s t*at Samsun& is optimally positioned to levera&e *u&e &ro3t* in t*e s*ort0term 2uture as consumers continue to transition 2rom older mo ile p*ones to smartp*ones and t*e sector remains dominated y a 2e3 esta lis*ed players. Supplier Power (Hardware Low; Software - High) )rom a *ard3are standpoint- Samsun& is uni9ue in t*at it serves as its o3n major supplier 2or value0added components critical to producin& a via le smartp*one product. :it* t*e ac4in& o2 a corporate parent t*at- as a con&lomerate- includes a semi0conductor and c*ip0ma4in& division- Samsun& .lectronics *as served as t*e major c*ip supplier 2or many o2 t*e major players in t*e mo ile p*one mar4et- includin& Apple6s iP*one. ;espite Apple6s decision to

outsource c*ips 2rom a Samsun& competitor 2or t*e ne't &eneration o2 Apple products- t*is does not severely *amper t*e company6s mo ile division- as t*is upstream supplier can no3 2ree 2ocus e'clusively on providin& parts directly to t*e mo ile division. <o3ever- 2rom a so2t3are standpoint t*e company remains vulnera le ecause o2 its reliance on a sin&le supplier 57oo&le8 2or t*e operatin& system t*at runs on a majority o2 its devices 5Android8. Alt*ou&* t*e t3o 2irms *ave maintained amica le relations up to t*is point7oo&le *as increasin&ly e'panded its reac* into t*e mo ile *andset industry- most nota ly t*rou&* its ac9uisition o2 =otorola and it remains to e seen *o3 t*is 3ill a22ect Samsun&6s strate&y 2or t*e 2uture. Threat of New Entrants (Low) ;espite any potential ripples t*at mi&*t *ave een created y 7oo&le6s entrance into t*is industry- t*e t*reat o2 actual ne3 entrants remains 9uite lo3. >*e success2ul creation o2 most manu2acturin& companies usually re9uires a *i&* de&ree o2 p*ysical and intellectual capital and t*e production o2 mo ile *andsets is no e'ception. Industry pu lications report o2 companies li4e )o'conn investin& up3ards o2 # illion dollars into 2acilities 2or production or Samsun& investin& 4 illion into components plants 2or smartp*ones. >*ese articles- com ined 3it* t*e 2act t*at companies in t*ese industries compete across a &lo al spectrum- emp*asi1e t*e di22iculty o2 enterin& t*e industry 3it*out an esta lis*ed ase some3*ere in t*e supply c*ain. >*is may e'plain 3*y t*e only ?ne3@ entrants in t*e mar4et are esta lis*ed *eavy3ei&*ts in ot*er sta&es o2 t*e value c*ain. Competiti e !i alr" (High) Per*aps as a result o2 t*e immense p*ysical capital necessary to &enerate pro2its in t*is industry- t*e sector *as evolved over time into 3*at can est e descri ed as a duopoly 3it* a

smatterin& o2 outside competitors. >*e t3o industry leaders- Apple and Samsun&- to&et*er *eld a 4A.5B s*are o2 t*e smartp*one mar4et as o2 t*e t*ird 9uarter o2 $0#$- and current industry trends do not point to any si&ni2icant c*an&es to t*is relations*ip. As a result- competition et3een t*ese and t*e ot*er companies in t*e industry 5Co4ia- DI= E t*e ma4ers o2 Blac4 erry- <>Cetc.8 is intense and Samsun& must continually innovate in order to maintain its industry leaders*ip. Threat of Su#stitute Produ$ts (High) ;espite attempts to carve out nic*es in t*e product y creatin& uni9ue 2eatures availa le only on certain p*ones- 2or t*e most part t*e asic 2unctions o2 a smartp*one are s*ared across all devices and plat2orms 5callin&- te'tin&- Internet- music players- various applications- etc.8. Alt*ou&* customers are some3*at loc4ed into individual p*ones as a yproduct o2 t*e contracts t*ey si&n 3it* t*eir mo ile providers- in a &eneral sense t*ere is very little t*at can e done to prevent customers 2rom s3itc*in& products. .ven user inter2ace di22erences t*at mi&*t *ave made s3itc*in& more di22icult in t*e past *ave lar&ely 2allen y t*e 3ayside- as operatin& systems and user inter2aces et3een competitors *ave ecome muc* more similar. Because consumers can easily su stitute one mo ile device 2or anot*er- t*e t*reat o2 su stitute products is very *i&* 2or Samsun& in t*e mo ile p*one industry. %u"er Power (&oderate) >*e u i9uitous dissemination o2 tec*nical in2ormation a out di22erent mo ile p*one products t*rou&* Internet lo&s- Fou>u e videos- and ne3s articles as 3ell as t*e &enerational uprisin& o2 a more tec*nically literate consumer ase *as led to an erosion o2 t*e po3er t*at companies li4e Samsun& used to *old over uyers. In today6s consumer environment- tec*nical speci2ications are usually pu lis*ed 3it*in *ours o2 product release- as demonstrated y Apple6s

unveilin& o2 t*e ne3 iOS ! 2or its mo ile plat2orm. As a result o2 t*is 3ide distri ution o2 product in2ormation- t*e ina ility o2 Samsun& to loc4 customers into its products e'clusivelyand t*e 2ierce competition et3een 2irms in t*e industry- uyers *old an unusually *i&* amount o2 levera&e over Samsun& in ne&otiations 2or mo ile devices.

Environmental Factors ;espite o2 success2ul operation t*rou&* its main ranc*es- e'ternal 2actors can e an opportunities or t*reats to t*e company. Samsun&- is 3idely reco&ni1ed as a recent t*reat to t*e e'istin& electronics ma4ers in &lo al- t*ere2ore- it is o vious and predicta le *o3 e'istin& company companies 3ould react to t*is situation 3*ere ne3 dinosaur jump into t*e pool. Politi$al and Legal :*en Samsun&6s smartp*one- G7ala'y6 3as introduced to t*e mar4et- t*e sole competitor o2 Samsun&- Apple sued Samsun& 2or product0desi&n patent in2rin&ement- and 3*ic* *ad een a i& issue to t*e smartp*one mar4et. )urt*ermore- Apple 2iled suits in every country t*at 7ala'y is sold to protect t*eir smartp*one mar4et s*are and loc4 ne3 entrance 2rom Samsun&. /e&al de2ensive strate&y 2rom Apple 3as o vious and pu lic sentiment 3as not sided to Apple- instead- pu lic 3elcomed Samsun&6s product and c*eer 2or ri&*teous competition et3een Apple and Samsun&. /e&al 2actors are sometimes posin& a t*reat to t*e company ut it also &ives a company a &reat opportunity to re&ain its reputation. )or instances- recentlyInternational >rade Commission ruled t*at Apple in2rin&ed on a Samsun& patent related to cellular tec*nolo&y 3it* A>H> models o2 iP*one. Unless t*e 2inal decision 2rom t*e court vetoed y t*e President Barac4 O ama- t*e rulin& 3ould ar t*e Apple6s iP*one t*at made to 3or4 on A>H> net3or4. >*is event 3ould e t*e proper e'ample o2 *o3 Political and /e&al

2actor can considered as an opportunity to t*e company- especially 3*en t*e company is a i& dinosaur 3*om operates roadly and proven success2ul in &lo al mar4et. Te$hnologi$al Since- Samsun& serves as primary supplier o2 upstream components 2or variety productstec*nolo&ical 2actor o2 e'ternal environment is an opportunity to Samsun&. Surprisin&lySamsun& *as uilt more t*an $4 &lo al DH; net3or4 t*rou&* t*e 3*ole countries. >*is researc* and development or&ani1ation called G>*e Samsun& Advanced Institute o2 >ec*nolo&y 5SAI>863*ic* *as t*ree layers o2 or&ani1ation. )irst to uild competitiveness in core usiness area- see4 2or 2uture usiness en&ines- and security and mana&ement o2 tec*nolo&ies. It is ama1in& to see t*at t*e Samsun& invest + percent o2 t*eir sales revenue in DH; activities and t*eir p*ilosop*y o2 DH;- leadin& tec*nolo&y standardi1ation and securin& intellectual property ri&*ts- made Samsun& to e competitive and leadin& t*e mo ile mar4et no3adays.

Conclusion >*e environmental 2actor t*at poses a t*reat to Samsun& is t*e so2t3are tec*nolo&y. Samsun& *as een success2ul in manu2acturin& *i&* level component 2or electronic products and no3 t*ey *ave inte&rated t*eir s4ills and 4no3led&e to produce end products 5smartp*onesta lets and >Is and etc.8. <o3ever so2t3are sector o2 Samsun& revealed its 3ea4ness 3*en t*ey implemented t*eir plat2orm 3it* Android. In I> period- mar4et 3ants t*e product t*at 3as orn 3it* colla oration o2 *i&*0end *ard3are and rilliant idea ased so2t3are. In current mar4et7oo&le6s Androids and Apple6s IOS plat2orm dominated t*e plat2orm mar4et and 3*ic* is a i& t*reat to Samsun& 3*en i2 7oo&le stops provide t*eir plat2orm to ot*er smart p*one ma4ers.

Value Chain Analysis In t*is section- it presents t*e value c*ain o2 t*e Samsun& electronics and *o3 it di22ers amon& competitors- and distinctiveness o2 t*e electronics section t*at is e22ectively allocated t*rou&*out t*e value c*ain

Primary activities (Te$hnolog" and 'esign) Samsun&6s value c*ain and value0added sta&e is 9uite di22erent 2rom ot*er companies. Because Samsun& 2uels *i&* level o2 investment on t*eir Desearc* and ;evelopment and t*ey c*an&ed t*e sta&e order to ma4e desi&n and tec*nolo&y development prior to product procurement and in ound lo&istics. Samsun& *as t*ree layers o2 DH; departmentJ Samsun& Advanced Institute o2 >ec*nolo&y- DH; centers and ;ivisional product ;evelopment teams. >*ese layers are colla orated and inte&rated in tec*nolo&y and desi&n to ma4e t*eir product more competitive amon& ot*er competitors in t*e mar4et. (Pro$urement) 7

In Samsun&- most o2 t*e components are procured 2rom inside o2 t*e 2irm. As I mentioned earlier- Samsun& 2ollo3s con&lomerate t*at t*ey run usiness across many sector o2 t*e 2irm and t*is ecame a *u&e advanta&e and allo3s t*em to 2ul2ill t*e procurement needs. <o3ever- t*is system o2 procurement sometime poses a t*reat to e'ternal suppliers and potential supplier ecause Samsun& create a 2amily o2 proved suppliers and only t*ose suppliers &et t*e opportunity to cooperate 3it* Samsun& 3*ile 3*oever le2t e*ind try *ard to e 2amily o2 one. (Logisti$s) Samsun& reinvented lo&istics as a compre*ensive total lo&istics system. /o&istic system in Samsun& is 9uite uni9ue and many administrative processes are covered 2rom it. Samsun& esta lis*ed its su sidiaries called GSamsun& .lectronics /o&itec*6 and t*is company *andles and com ines all o2 component produced internally and e'ternally and t*en t*ey s*ipped to t*e assem ly 2actories. S./ also 3or4 as administrative in t*e Porter6s value c*ain- t*ey *andles payments and processes 3it* outsourcin& companies 3it* t*eir 2amily. ((ssem#l") Samsun& *as t*ree divisions o2 manu2acturin& 2acilities. =anu2acturin&- System manu2acturin& and ;evice Assem ly Pac4a&in&. In manu2acturin& division- Samsun& Austin Semiconductor mainly 2ocuses on semiconductor and components. System manu2acturin& is more o2 t*e so2t3are application implemented in t*eir mo ile p*one and 3*ic* is mainly located in India. >*e device assem ly and pac4in& division 2or mo ile p*ones are located in KoreaC*ina and Iietnam. Primar" a$ti ities ()ut#ound Logisti$s) In0*ouse company Samsun& /o&itec* provides lo&istics 2or Samsun&6s domestic and international usinesses and anot*er in0*ouse company called Samsun& Insurance covers t*e

area 3*ere t*e ne&otiation is needed 2or insurance claims and claim dispute. S*ippin& t*at sent 2rom all around t*e 3orld collected in main distri ution centers located in >ianjin and Su1*ouand it spreads out to t*e customers all over t*e 3orld. (&ar*eting and Sales) Samsun& *as re&ional <ead Luarters t*at are located in Cort* America- /atin AmericaUK- C*ina- Sin&apore- India- Dussia and UA.. .ac* major mar4et is se&mented in continent and it operated y mar4etin& su sidiary 3*ic* partnered 3it* local sales or&ani1ations. Current mar4etin& strate&y is 9uite c*an&ed a2ter Apple dominated t*e mar4et 3it* iP*one series and eac* <L and t*eir su sidiaries ecame more independent to meet local customers6 needs. (Ser i$es) In Samsun&6s a2ter0sale service- it comes 3it* t3o met*ods. )irst- customers 3*o *ave pro lem or complaints t*ey can contact support team t*rou&* live c*at- email and t3itter- or re&istered product 3arranty also &ives t*e customer to replace or repair t*eir product. All o2 status o2 service is runs t*rou&* online and it also provided 3it* trac4in& services. Decent service culture ecame more less0ri&id and rapid ecause Apple6s customer carin& system 3as t*e standard t*at most o2 customers are e'pectin&. Supportive activities (+irm infrastru$ture and H! management) I2 anyone lived in Korea 2or at least a year- t*ey all reco&ni1e Samsun& is ein& seen as parent company o2 all small0to0mid company in Sout* Korea. In2rastructure is 3ell0 uilt and it stimulates *eavy investment in t*e venture area 3*ere 2und is needed ut idea is a undant. Samsun& *as t*e Samsun& Ienture Investment Corporation to provide 2inancial resources to t*ose 3*o developin& in semiconductors and in2ormation tec*nolo&y. In <D mana&ement-

Samsun& 2ocus on *i&* s4illed personal 3*o is in en&ineerin&- I> and mana&ement area- and also t*ey invest on t*eir s4illed en&ineerin& more t*an anyt*in& ecause *i&* tec*nolo&y companies need people 3it* innovative idea and t*in4in&- so t*ey can uild up competitiveness in product line.

Performance analysis

It ecame certain t*at Samsun&6s core competitior is not 7oo&le and not t*e one 3*o manu2actures memory c*ips. Apple is t*e one 3*o is leadin& t*e smart p*one mar4et and created t*e nature o2 I> tec*nolo&ies. >*ree &rap* a ove s*o3s *o3 ot* company Samsun& and Apple per2ormed last 5 years 2rom $00, to $0#$. >*e 2irst c*art on t*e le2t top indicates t*e current ratios o2 t*e companies- t*is ratio &ive an idea o2 t*e company6s a ility t*at 3*et*er t*ey can pay ac4 its s*ort0term lia ilities 3it* s*or0term assets. :e could 2i&ure out t*at Samsun&6s currenet ratio is increasin& and t*eir assest ecame more li9uida le. Secondly- t*e c*art on t*e ri&*t top 10

s*o3s t*e return on assect- 3*ic* e'plains *o3 muc* earnin&s 3ere created 2rom company assets. Apple and Samsun& did 3ell on turnin& over 2rom 2inanacial crisis and ot* advanced to *i&*er pro2it percenta&e. >*ird c*art is indenti2y 3*et*er t*e company is unervalued or overvalued in t*e mar4et- t*e ratio asically compare t*e oo4 value and mar4et value o2 t*e company. It is surprisin& to see *o3 Samsun& is undervalued 3*ere Apple is overvalued over t*e last 5 years. And trend o2 t*e c*arts tells t*at Samsun& moves up3ard 3*ile Apple 2acin& do3nturn. By o servin& 2inanacial c*arts to decide *o3 company 3ill &ro3 is unappropriate*o3ever- c*arts are trend o2 company6s 2inancial per2ormance and 3e 3ould e a le to understand t*ey *ave t*ey een per2ormin& and *o3 t*eir strate&y ecomes a dot in t*e 2inancial c*art. In my opinion- Samsun& *as een success2ul on maintainin& its mar4et s*are t*rou&*out t*e 3orld alt*ou&* &local 2inancial crisis &ot in t*e 3ay.

Strategic Issue Samsun& is 3ell 4no3n 2or its tec*nolo&y and reno3ned 2or &lo al leader o2 I> tec*nolo&y- t*eir massive investment on DH; and <D mana&ement s*o3s t*at t*ey are serious a out t*e tec*nolo&y and *o3 t*ey maintain its stands. <o3ever- dominance in *ard3are mar4et does not &uarantee t*e company6s success nor assures survival 2rom so2t3are mar4et. .nvironmental t*reat 2rom t*eir strate&y is lac4 o2 creativeness and 3*ic* ended up 3it* poor operatin& plat2orm on t*eir mo ile p*one. Apple *as een success2ul and still t*e leader o2 mo ile p*one mar4et ecause iP*one and related product lines 3ere ac4ed y t*e Apple6s so2t3are pool. :*ic* com ined 3it* music and application mar4etplace and user 2riendly inter2ace t*at allo3 customer to enjoy s*oppin& all in one device- and also- eac* products are inte&rated in one place 3*ere called i>unes. Currently- products 2rom Samsun& *as its ase on

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7oo&le6s GAndroid6 plat2orm- even t*ou&* Samsun& developed t*eir o3n plat2orm called GBada6lac4 o2 2unction and inter2ace desi&n did not attract customer muc*. )or Samsun&- orro3in& plat2orm 2rom 7oo&le is 9uite ris4y and o vious t*reat to Samsun& 3*en 7oo&le raise its royalty rates or stop providin& t*eir plat2orm. ;evelopin& o3n plat2orm and &ro3 t*e nature o2 t*eir o3n so2t3are is t*e 4ey 2uture strate&y t*ey need to 3or4 on.

Strategic Suggestions Samsun& is second mover in so2t3are mar4et- and t*eir plat2orm is not yet creative and innovative enou&* to earn more mar4et s*are. >*ere2ore- I 3ant to 2ind t*e 3ay to solve currently situation t*at company encountered and &ive t*ree strate&ic su&&estions. )irst- Samsun& need to 2ocus more on t*e so2t3are development. I *ave no dou t t*at product 2rom Samsun& is *i&*0end and sold &lo ally- and t*eir massive investment in DH; made t*is tremendous outcome possi le. <o3ever- no3 is t*e time 2or Samsun& to 2eed its so2t3are development team to invent innovative plat2orm and user 2riendly inter2ace to implement on t*eir mo ile p*one. So2t3are tec*nolo&y &et 2eed 3it* creative ideas and rainstormin& o2 eac* individual- unli4e *ard3are development. Pros o2 t*is su&&estion is t*at Samsun& 3ill *ave t*eir o3n plat2orm t*at t*ey can modi2y and restructure 3*atever t*ey 3antand it 3ill also create t*e pro2it model y 3idenin& t*eir mar4et s*are in so2t3are mar4et. <o3ever- one o2 t*e Cons is t*at it 3ill ta4e muc* lon&er time 2or Samsun& to catc* 2irst movers in t*e mar4et. Previously- most o2 t*e investments 3ere one0sided to *ard3are tec*nolo&y- and in 2act- t*ey *ave een success2ul in *ard3are mar4et. <o3ever- rin&in& up t*eir level to current 2irst movers tec*nolo&y 3ould ta4e some time. Second- uyin& a ul4 o2 7oo&le6s stoc4 s*are and ecome 3rd or 4t* o2 sta4e*older o2

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7oo&le can e t*e solution t*at Samsun& can minimi1e t*e 2uture ris4 o2 c*an&e in 7oo&le6s plat2orm policy. Alt*ou&*- 7oo&le ene2it 2rom Samsun& y implementin& Android into Samsun&6s product- it is possi le t*at 7oo&le mi&*t not 3ant to sell anymore and i2 7oo&le 3ants to road t*eir mar4et s*are in mo ile p*one mar4et 3it* t*eir o3n product called?Ce'us@- and t*en it is o vious t*at Samsun& 3ill lose its mo ile p*one mar4et s*are dramatically. :it* t*is su&&estion- Samsun& 3ill e a le to decrease t*e uncertainly o2 continuous supply o2 Android plat2orm and stren&t*en t*eir mar4et s*are 3it* 7oo&le. ;o3nside o2 t*is su&&estion is t*at a lot o2 capital need to raised and t*eir 2inancial matter 3ould su22er 3*en Samsun& tries to ecome a major sta4e*older o2 7oo&le. /astly- approac*in& Ienture Company t*at in development o2 mo ile p*one plat2orm and ac9uire t*em 3it* little capital can e t*e alternative strate&y 2or Samsun&. >*ere is amusin& anecdotes t*at *appened early $000s- t*e developer o2 Android plat2orm *ave visited t*e Sout* Korea and *e 3anted to meet 3it* person 3*o is c*ar&e o2 Samsun& smart p*one department- to tal4 a out *is developed outcome- 3*ic* is Android. <o3ever no one ever too4 *im to t*e person in Samsun& and treated *im poorly. A2ter 2e3 years- t*is developer *eaded to 7oo&le and eventually t*eir plat2orm development 3as ac4ed 2inancially and 7oo&le ou&*t t*e AndroidInc. in $005. >*is is ama1in& story *o3 some3*at arro&ant company stri4e on t*e ac4 t*eir *ead. Alt*ou&*- Samsun& *as een success2ul and &lo al leader o2 I> *ard3are mar4et- t*ey need to e *um le and see4 2or anot*er opportunity to stren&t*en t*eir so2t3are mar4et. Advanta&e o2 ac9uirin& Ienture Company is Gmar4eta le product in *and6. .ven t*ou&*- it 3ill ta4e some time to inte&rate t*e system 2rom e'istin& tec*nolo&y and ne3 developed tec*nolo&yut still t*ey can mar4et t*e ne3 so2t3are plat2orm 9uite early. ;isadvanta&e o2 ac9uirin& Ienture Company is t*at t*ey are not proven 2rom t*e mar4et and it is 9uite ris4y 3it*out

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4no3in& 3*et*er t*e ne3 plat2orm satis2ies t*e customers6 taste and pre2erences.

Recommendation =y 2inal su&&estion 2rom a ove options is actually none. I elieve t*at Samsun& need to colla orate t*e 2irst and t*ird su&&estion in order to e success2ul in so2t3are mar4et. It is o vious to me t*at t*ey need t*eir o3n so2t3are development and plat2orm on mo ile p*one. Implementin& Androids no lon&er an option 2or Samsun& ecause t*at only 2eed 7oo&le and uncertainty o2 continuous supply o2 Android is t*e si&ni2icant treat to Samsun&. >*ere2ore- I 3ould recommend- t*ey need to develop t*eir o3n plat2orm and ac*ieve advancement y ac9uirin& Ienture Companies 3*o need 2inancial support. I2 Samsun& 3as not arro&ant and *um le to t*ose 3*o *ave ideas- t*en t*ey 3ould not ma4e mista4e li4e in early $000s. Samsun& 3ould *ave een an o3ner o2 Android plat2orm and t*eir *i&* end *ard3are product colla orated 3it* rilliant plat2orm 3ould e mar4et dominator at t*ese days.

Reference

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,ahoo finan$e. 5n.d.8. Detrieved 2rom *ttpM""2inance.ya*oo.com"9"prNsO005+30.KS Pro2ile Iance- A. 5$0#3- =arc* $+8. Samsung- apple- and their er" aw*ward $hip relationship. Detrieved 2rom *ttpM""333. usiness3ee4.com"articles"$0#30030$+"samsun&0apple0and0 t*eir0very0a343ard0c*ip0relations*ip Crot*ers- B. 5$0#3- April #08. (pple #lo$*s samsung a$$ess to ne.t iphone $hip- sa"s report. Detrieved 2rom *ttpM""ne3s.cnet.com",30#0#35!+P305!5!,+++03!"apple0 loc4s0samsun&0 access0to0ne't0ip*one0c*ip0says0report" 7oldman- ;. 5$0#3- =ay $$8. /oogle seals 012 #illion motorola #u" . Detrieved 2rom *ttpM""money.cnn.com"$0#$"05"$$"tec*nolo&y"&oo&le0motorola"inde'.*tm 7ra1iano- ;. 5$0#$- %uly #,8. +o.$onn plans 01 #illion fa$tor" in indonesia to $hurn out more apple gear. Detrieved 2rom *ttpM""ne3s.ya*oo.com"2o'conn0plans0#0 illion02actory0 indonesia0c*urn0more0$3#55!5+5.*tml Kin&- I. 5$0#$- ;ecem er #48. Samsung to pro$eed with 03 #illion austin plant e.pansion. Detrieved 2rom *ttpM""333. loom er&.com"ne3s"$0#$0#$0#3"samsun&0to0proceed03it*0 40 illion0austin0plant0e'pansion.*tml .llyatt- <. 5$0#$- Covem er #48. Samsung troun$es apple in smartphone sales . Detrieved 2rom *ttpM""333.cn c.com"id"4+,#!!,+ Dussell- K. 5$0#3- %une ##8. 4 wa"s apple $opied android in ios 4. Detrieved 2rom *ttpM""333. usinessinsider.com"apple0copied0android0in0ios0!0$0#30A .22ron- /. 5$0#3- %une #08. (pple ios 45 Slee*- elegant software redesign for iphone- ipad. Detrieved 2rom *ttpM""a cne3s.&o.com">ec*nolo&y"apple0ios0slee40ele&ant0so2t3are0 redesi&n0ip*one0ipad"storyNidO#+3A4!,# Armunanto- .. 5$0#3- %une 58. Patent infringement5 (pple loses to samsung in the us it$.

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Detrieved 2rom *ttpM""di&italjournal.com"article"35#5+# /o3enso*n- %. 5$0#3- %une 48. (pple fa$es #an on older iphones- ipads after legal defeat. Detrieved 2rom *ttpM""ne3s.cnet.com",30#0#35!+P305!5,!AA+03!"apple02aces0 an0on0 older0ip*ones0ipads0a2ter0le&al0de2eat" Samsung resear$h 6 de elopment. 5n.d.8. Detrieved 2rom *ttpM""333.samsun&.com"us"a outsamsun&"our usinesses"researc*development.*tml Kamis- . QIA/U. C<AIC AC; CO=P.>I>II. A;IAC>A7. o2 Samsun&.Q . C.p.- $$ Cov $0#$. :e . 3# %ul $0#3. R*ttpM""de3imir. lo&spot.com"$0#$"##"value0c*ain0and0 competitive0advanta&e.*tmlS. Q)inancial <i&*li&*ts.Q Samsung. C.p.. :e . 3# %ul $0#3. R*ttpM""333.samsun&.com"us"a outsamsun&"ir"2inancialin2ormation"2inancial*i&*li&*ts"I DP)inancial$00A.*tmlS. Q.9uities.Q +inana$ial Times. C.p.. :e . 3# %ul $0#3. R*ttpM""mar4ets.2t.com"researc*"=ar4ets">ears*eets")inancialsN sOA005+30MKSCHsu vie3OBalanceS*eetHperiodOaS. QApple.Q 7i*in est. C.p.. :e . 3# %ul $0#3. R*ttpM""333.3i4invest.com"stoc4"AppleP5AAP/8";ata"CurrentPDatioS. QApple )inancial.Q ('8+N. C.p.. :e . 3# %ul $0#3. R*ttpM""333.adv2n.com"p.p*pN pidO2inancialsHsym olOCAS;ALMAAP/S. QDeturn On Assets 0 DOA.Q 9n estopedia. C.p.. :e . 3# %ul $0#3. R*ttpM""333.investopedia.com"terms"r"returnonassets.aspS.

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