Value Chain and Competitive Advantage of Samsung

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value chain and competitive
advantage
Kamis, 22 November 2012
value chain and competitive advantage of samsung
VALUE CHAIN AND COMPETITIVE ADVANTAGE of Samsung
Company profile
Samsung Electronics is part of one of the largest multi-billion dollar corporations
in the world. In 2007 it exceeded the $100bn mark in annual sales for the first
time in its history. This makes it one of the world's top three companies in the
electronics industry where only two other companies, Siemens and Hewlett-
Packard, have posted larger revenues. The name Samsung literally means three
stars or tristar in Korean, reflecting the Samsung Groups dominance in two
further sectors: Samsung Heavy Industries and Samsung Engineering and
Construction. If you are talking innovation in Samsung walks the walk and is now
the established leader in consumer electronics, providing a range of leading-edge
premium products and, in their own words, leading the digital convergence
revolution. In so doing Samsung has made a remarkable transformation from
copy-cat manufacturer to become Asia's most valuable technology company.
Samsung today owes much of its success to its Value Innovation Programme. With
6 design labs staffed by 450 people it is serious about understanding what it is
consumers need long before considering the technologies required to deliver
them. It believes (and, to be fair, evidence suggests) that success in consumer
electronics can only ever be short term and there is therefore a pressing need for
continuous innovation in order to develop new technology platforms and create
products that are first of its kind in the marketplace.
Samsung spends more than $6bn on research annually. It recognises that many of
its products, such as semiconductors and flat-screens, are now basic commodities,
and its focus is on producing iconic devices for the next generation as Sonys
Walkman was in the 80s and the iPod is today. Samsungs innovation focus is
therefore set firmly on design and, most specifically, on the design of digital TVs.
Samsung launched the R7 LCD TV in 2005 which paved the way for the 2007
Bordeaux, a flat screen television with contours reminiscent of a wine glass. This
is Samsungs first LCD television to sell more than 1m units.
Samsung has also turned its hand to designing slick mobile phones, teaming up
with Bang & Olufsen to produce the Serene, and most recently the Serenata
handset. Described by FHM as cooler than an Eskimo in an Armani anorak it is
certainly giving its peers a run for their money. In the third quarter of 2007
2013 (1)
2012 (2)
November (2)
value chain and competitive advantage
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VALUE CHAIN AND
COMPETITIVEADVANTAGE of
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Samsungs mobile phone division overtook Motorola to gain second place in the
market and has again seen growth in handset sales reaching 14% share. Although
still far behind Nokia, with the increased demand for 3G handsets and its strong
position in emerging markets, Samsung expects a further growth.
However, it is not all flash and glamour: Up until recently Samsungs memory
division was responsible for 70% of the profit but overcapacity has led to an
industry wide decline. Undaunted however, Samsung, which often makes big
investments during downturns so that it can increase its market share and make
bigger profits when the industry cycle picks up, is raising its capital investment in
this division. As peers cut back this is a bold move that signals a strong confidence
in the eventual upturn of the memory market. With a brand value now greater
than Sony, it is clear that Samsungs strategy of delivering high quality products
with an emphasis on design is paying off and the company is confident of its
future performance. Time and again Samsung has proved it is able to look into the
future and create whats just around the corner for the rest of us.
Vision
Samsung is guided by a single vision: to lead the digital convergence movement.
We believe that through technology innovation today, we will find the solutions
we need to face the challenges of tomorrow. Technology opens opportunities for
businesses to grow, for citizens in emerging markets to prosper by tapping into
the digital economy stage, and for people to find new opportunities.
Mision
Everything we do at Samsung is guided by our mission: to be "digital-Company"
the best.
Samsung grew into a global corporation by facing challenges directly. In the years
ahead, our people are dedicated will continue to face many challenges and
provide creative ideas to develop products and services that lead the market.
Their intelligence will continue to make Samsung a global company profitable and
responsible.
History of Samsung
1938 to 1970
In 1938, Lee Byung-chull (19101987) of a large landowning family in the
Uiryeong county came to the nearby Daegu city and founded Samsung Sanghoe , a
small trading company with forty employees located in Su-dong (now Ingyo-
dong). It dealt in groceries produced in and around the city and produced its own
noodles. The company prospered and Lee moved its head office to Seoul in 1947.
When the Korean War broke out, however, he was forced to leave Seoul and
started a sugar refinery in Busan named Cheil Jedang. After the war, in 1954, Lee
founded Cheil Mojik and built the plant in Chimsan-dong, Daegu. It was the largest
woollen mill ever in the country and the company took on the aspect of a major
company.
Samsung diversified into many areas and Lee sought to establish Samsung as an
industry leader in a wide range of enterprises, moving into businesses such as
insurance, securities, and retail. Lee placed great importance on industrialization,
and focused his economic development strategy on a handful of large domestic
conglomerates, protecting them from competition and assisting them financially.
In 1948, Cho Hong-jai (the Hyosung groups founder) jointly invested in a new
company called Samsung Mulsan Gongsa , or the Samsung Trading Corporation,
with the Samsung Group founder Lee Byung-chull. The trading firm grew to
become the present-day Samsung C&T Corporation. But after some years Cho and
Lee separated due to differences in management between them. He wanted to get
up to a 30% group share. After settlement, Samsung Group was separated into
Samsung Group and Hyosung Group, Hankook Tire, and others.
In the late 1960s, Samsung Group entered into the electronics industry. It formed
several electronics-related divisions, such as Samsung Electronics Devices Co.,
Samsung Electro-Mechanics Co., Samsung Corning Co., and Samsung
Semiconductor & Telecommunications Co., and made the facility in Suwon. Its first
product was a black-and-white television set.
1970 to 1990
In 1980, Samsung acquired the Gumi-based Hanguk Jeonja Tongsin and
entered the telecommunications hardware industry. Its early products
were switchboards. The facility were developed into the telephone and
fax manufacturing systems and became the centre of Samsung's mobile
phone manufacturing. They have produced over 800 million mobile
phones to date. The company grouped them together under Samsung
Electronics Co., Ltd. in the 1980s.
After the founder's death in 1987, Samsung Group was separated into
four business groups - Samsung Group, Shinsegae Group, CJ Group and
Hansol Group. Shinsegae (discount store, department store) was
originally part of Samsung Group, separated in the 1990s from the
Samsung Group along with CJ Group
(Food/Chemicals/Entertainment/logistics) and the Hansol Group
(Paper/Telecom). Today these separated groups are independent and
they are not part of or connected to the Samsung Group. One Hansol
Group representative said, "Only people ignorant of the laws governing
the business world could believe something so absurd," adding, "When
Hansol separated from the Samsung Group in 1991, it severed all
payment guarantees and share-holding ties with Samsung affiliates." One
Hansol Group source asserted, "Hansol, Shinsegae, and CJ have been
under independent management since their respective separations from
the Samsung Group." One Shinsegae Department Store executive director
said, "Shinsegae has no payment guarantees associated with the Samsung
Group."
In the 1980s, Samsung Electronics began to invest heavily in research and
development, investments that were pivotal in pushing the company to
the forefront of the global electronics industry. In 1982, it built a
television assembly plant in Portugal; in 1984, a plant in New York; in
1985, a plant in Tokyo; in 1987, a facility in England; and another facility
in Austin in 1996. As of 2012, Samsung has invested more than US$13
billion in the Austin facility, which operates under the name Samsung
Austin Semiconductor LLC. This makes the Austin location the largest
foreign investment in Texas and one of the largest single foreign
investments in the United
1990 to 2000
Samsung started to rise as an international corporation in the
1990s. Samsung's construction branch was awarded a contract to build
one of the two Petronas Towers in Malaysia, Taipei 101 in Taiwan and
the Burj Khalifa in United Arab Emirates. In 1993, Lee Kun-hee sold off
ten of Samsung Group's subsidiaries, downsized the company, and
merged other operations to concentrate on three industries: electronics,
engineering, and chemicals. In 1996, the Samsung Group reacquired
the Sungkyunkwan University foundation.
Samsung became the largest producer of memory chips in the world in
1992, and is the world's second-largest chipmaker
after Intel (see Worldwide Top 20 Semiconductor Market Share Ranking
Year by Year). In 1995, it created its firstliquid-crystal display screen. Ten
years later, Samsung grew to be the world's largest manufacturer of
liquid-crystal display panels.Sony, which had not invested in large-
size TFT-LCDs, contacted Samsung to cooperate, and, in 2006, S-LCD was
established as a joint venture between Samsung and Sony in order to
provide a stable supply of LCD panels for both manufacturers. S-LCD was
owned by Samsung (50% plus 1 share) and Sony (50% minus 1 share)
and operates its factories and facilities in Tangjung, South Korea. As on
26 December 2011 it was announced that Samsung had acquired the
stake of Sony in this joint venture
Compared to other major Korean companies, Samsung survived the 1997
Asian financial crisis relatively unharmed. However,Samsung Motor was
sold to Renault at a significant loss. As of 2010, Renault Samsung is 80.1
percent owned by Renault and 19.9 percent owned by Samsung.
Additionally, Samsung manufactured a range of aircraft from the 1980s to
1990s. The company was founded in 1999 as Korea Aerospace Industries
(KAI), the result of merger between then three domestic
major aerospace divisions of Samsung Aerospace, Daewoo Heavy
Industries, and Hyundai Space and Aircraft Company. However, Samsung
still manufacturesaircraft engines and gas turbines.
2000 to present
Samsung Techwin has been the sole supplier of a combustor module of
the Trent 900 engine of theRolls-Royce Airbus A380-The largest
passenger airliner in the world- since 2001. Samsung Techwin of Korea is
a revenue-sharing participant in the Boeing's 787 Dreamliner GEnx
engine program.
In 2010, Samsung announced a 10-year growth strategy centred around
five businesses. One of these businesses was to be focused
on biopharmaceuticals, to which the Company has committed2.1
trillion.
In December 2011, Samsung Electronics sold its hard disk drive (HDD)
business to Seagate.
In the first quarter of 2012, Samsung Electronics became the world's
largest mobile phone maker by unit sales, overtaking Nokia, which had
been the market leader since 1998.In the August 21st edition of
the Austin American-Statesman, Samsung confirmed plans to spend 3 to 4
billion dollars converting half of its Austin chip manufacturing plant to a
more profitable chip.The conversion should start in early 2013 with
production on line by the end of 2013.
On August 24, 2012, a U.S jury ruled that Samsung had to pay Apple
Incorporated US$1.05 billion dollars in damages for violating its patents
on smartphone technology.Samsung decried the decision saying that the
move could harm innovation in the sector.It also followed a South Korean
ruling that said both companies were guilty of infringing on each other's
intellectual property.In the first trading after the ruling, Samsung shares
on the Kospi index fell 7.7%, the largest fall since October 24, 2008, to
1,177,000 Korean won. Apple then sought to bar the sales of eight
Samsung phones (Galaxy S 4G, Galaxy S2 AT&T, Galaxy S2 Skyrocket,
Galaxy S2 T-Mobile, Galaxy S2 Epic 4G, Galaxy S Showcase, Droid Charge
and Galaxy Prevail) in the United States.
On September 4, 2012, Samsung announced it plans to examine all of its
Chinese suppliers for possible violations of labor policies. The company
said it will carry out audits of 250 Chinese companies that are its
exclusive suppliers to see if children under the age of 16 are being used in
their factories
1.InboundLogistics:
Knowing that Samsung already has its own operations and activities in the
manufacturing processes of their smart phones, most activities involved in
inbound logistics are heavily refined. The key in the implementations to our
strategy will be to synchronize Samsungs current scheduling and inventory
controls with AuthenTecs in order to continuously create more value without
slowing down the manufacturing process.
2.Operations:
Operations will be one of the biggest keys to change with respect to the value
chain framework, second only to marketing and sales. The acquisition of
AuthenTec would sprout a major issue in the manufacturing process. Because
Samsungs manufacturing operation has mostly been localized to Seoul, South
Korea, the North American companys China-based manufacturing of biometric
scanners could put a delay in its production process. Logistics play a big role in
ensuring that scheduling and inventory control are matched with Samsungs pace;
but because of overseas shipping and unpredictable delays that come with it, this
operation potentially becomes less streamlined and thus can decrease value. A
possible solution to this challenge would be to relocate AuthenTecs operations
closer to Samsungs facilities for more immediate control over hardware
production. There would be considerable costs involved with such a move,
including the increased labour costs in Korea compared to China. Samsung would
need to determine if the payback period for value they gain in their operations
offsets the costs quickly enough to be worth making the move, or if it would be
better to keep production as it is and risk the potential drawbacks of the distanced
production of the scanners.
3.OutboundLogistics:
Current outbound logistics are very solid on Samsungs end. Because it has most
of its operations localized within Samsung Town in Seoul, all activities related to
the gathering, storing or distribution of their finished smart phones (and all other
products) are done effectively, with little delay and with a streamlined logistics
methodology. The acquisition of AuthenTec will not have any effect on these
logistics procedures, as the final state of the products is the same as in their older
smart phone models.
4.Marketing and sales
Because our new game strategy is a position-building one, the marketing and sales
is the most important point after operations to be considered in the value chain
framework. The marketing and sales should be pitched to include both the
biometric scanners as well as the secure email/messaging network together as a
security package deal. The target demographic is a new market that Samsung
hasnt fully catered to until now, so new market research will have to be
conducted on how to pitch the products in a way that will attract the business men
and women who deal with sensitive data regularly and count on the security of
their cellular and data networks for exchanging information. By using the correct
marketing strategies, Samsung can maximize the value perceived by the public.
The biggest challenge with this stage of the framework is in convincing current
blackberry users that Samsungs network and security features on their mobile
phones are superior to that of RIMs.
5.Service:
The value that services add or help to maintain should be considered in both
AuthenTec and Synchronicas acquisitions. Minimal training will be required for
employees in either category because they already have their expertise since
before the acquisition. There may be some standards that Samsung will prefer
them to adjust to (in terms of safety standards or in the slight adjustments
required to adapt their technology to Samsungs technology). The installation of
the proposed security network will have many incurred costs due to its breadth
(worldwide), which Samsung must be ready to cover in order to proceed with the
promise of enhanced and superior security.
6.Support Activities
With respect to support activities which enhance the value created through the
value chain analysis, Samsung already has many of said activities in place. The new
operations regarding the upgraded technology would require small tweaks in the
technology development support activity, mostly with updating materials and
adjusting the building process.
Firm infrastructure will be modified to account for new employees gained through
acquisition, which will include adjustments in the accounts related to said
employees and their companies, the management of these employees, the quality
of the newest items produced, and in the information systems required to
communicate live data across national borders. Closely related to the employee
infrastructure are the adjustments in compensation via HRM for the employees
already with Samsung and those joining Samsung through acquisitions.
8.Critical Evaluation of the Value Chain Framework:
The Analysis Value Chain Framework analysis has its shortcomings in not being
able to represent value-adding activities that Samsung might be performing
outside of the value chain. A lot of the value created by Samsung, even strictly in
the mobile market, comes from things like branding and human resources which
are not accounted for in such an analysis. Its because of this that we have selected
separate analytics techniques throughout the report to understand Samsung and
its operations from various perspectives. Determining inbound and outbound
logistics and the changes that would result in them from the acquisition of
AuthenTec and Synchronica and the new activities added was the most difficult
and perhaps vague sections of the Value Chain Analysis because thats not
information readily available to the public. Determining how things would change
outside of the obvious expectations related to data coming in and out of the new
branches and what the new employees have to offer is a difficult task with the
limited information available.
9.Human source management
samsung community services team was established in 1994 as a Korean company
that is designed to facilitate the participation of employees
Samsung has given the 300 central office for public relations in the world
samsung, samsung fully encourage and support employees. more than 61% of all
employees worldwide samsung donate their time and skills in various activities,
and about 70 000 volunteers involved in the program from 1902 volunteers. One
of Samsung's strongest assets is our team of talented researchers and engineers.
More than a quarter of all Samsung employees42,000 peoplework everyday
in research and development, and we expect that number to surpass 50,000 by
2010. Atand amongour 42 research facilities around the world, they
collaborate on strategic technologies for the future and original technologies
designed to forge new market trends and set new standards for excellence.
10.Technology development of Samsung
Samsung has grown to become one of the world's leading electronics companies,
specializing in digital appliances and media, semiconductors, memory, and system
integration. Now the quality and innovative products and Samsung has been
recognized in the world. It all became a major milestone in the history of Samsung,
shows how the company has developed its product range and achievement,
increase revenue and market share, and follow its mission to provide a better life
for customers all over the world.
11.Procurement
As a world leader in digital technology Samsung Electronics advanced to a new
era in product development, corporate culture and contributions to the global
community.
To achieve these objectives, we understand how important it is to build
relationships and have the full support of the supplier class.
Samsung Electronics was looking for potential partners with world-class
innovative technology and special technologies to collaborate and create new
business opportunities.
Together with suppliers, we will work together towards a common goal: To be The
World's Number One.
Ethics ownership certificates
The buyers of Samsung Electronics, realize and accept an important role in
increasing the value for the kustomernya.
In this important endeavor, we will do all transactions with suppliers with honesty
and integrity for growth and shared prosperity. We will understand and comply
with laws, regulations, and codes governing the implementation of this business.
ownership Emblem
Samsung Electronics and Supplier will work together to make the best
performance towards the Global Top Tier on the basis of the ideology of "Win-
Win" and co-existense shared prosperity between Samsung Electronics and our
Suppliers.
Sources of Samsungs cost advantage in DRAMs
Samsungs cost advantage is clearly visible from the comparison of costs (and
their elements) that were borne by the company and its competitors in 2003 (Tab.
3): Samsungs overall cost was 24 per cent lower than the weighted average cost
of the other four producers; two most significant elements of the cost structure,
i.e. raw materials and labour, were 36 and 27 per cent lower respectively. When
expressed by means of a relation of average selling price to costs (productivity
of cost elements), the differences are even more visible (comp. Tab. 4 ): overall
superiority of Samsung over its competitors exceeded 51 per cent!
The cost advantages related to raw materials may be explained by better
negotiated agreements with suppliers (perhaps due to the larger volumes of
purchases comp. Fig. 5) and possibly less shipping and distribution costs that
stem from the fact that Samsungs fab facilities are geographically collocated
(while competitors facilities are spread world-wide). In terms of labour
productivity only Chinese SMIC outperformed Samsung, but that came hardly
unexpectedly: low labour costs in China had been and were to remain unbeatable
for some time yet.
Other possibly meaningful factors that cannot be forgotten include: higher yields
(due to process quality and use of more efficient, larger silicon wafers), use of
common core design for different products supported by the flexibility of
production lines (which enabled cost-efficient production of a wide variety of
different semiconductors), and reportedly 12 per cent lower investment in
capital assets related to the aforementioned strategic decision on fab collocation.
The last but not least element of the Samsungs cost puzzle (which, unfortunately
cannot be supported by concrete numbers from the case study, and is rather
based on intuition) was the way the firm built and maintained intellectual capital
and stimulated innovativeness and creativity among employees. It had established
an incentive-based remuneration system, it sponsored employees for PhDs and
MBA education, it created a family-friendly working environment in which more of
employees energy could be devoted to solving problems at work instead of
troubles in private lives. In most modern industries, such a long-term approach
and investing in human capital eventually pays off resulting in higher productivity
and better and cheaper products.
2. Sources of Samsungs price premium in DRAMs
Samsung achieved an almost 15 per cent price premium over (the weighted
average price of) its competitors (comp. Tab. 3). How was that possible?
There were, apparently, two main reasons for that: quality and product mix.
The former was definitely a unique advantage in the semiconductor industry
which was, generally, characterised by little product differentiation (in terms of
physical and functional properties), and where demand was highly price-driven.
Even though, due to the outstanding quality and reliability of its products,
Samsung had managed to achieve a position which justified paying premium for
its products. Between 1995 and 2005 the company won awards for performance
from most of its major customers, and many of them (even rivals of one another)
named Samsung their supplier of choice. Of course, the highly-recognisable brand
(the value of which was estimated at almost USD 11 billion in 2003 !) helped to
maintain the price premium as well.
The Samsungs successful product mix strategy, on the other hand, was realised
through extremely wide differentiation of products that the company
manufactured: in DRAM memory segment it was over 1,200 different types! The
large product portfolio allowed Samsung to address a very broad market and to
avoid fierce price fighting in the most competitive sector of so called commodity
DRAMs (where many producers had to sell below production costs). Apart from
the mainstream mass products (in general: low-cost
commodity DRAMs), Samsung offered:
legacy products, i.e. older types of chips, production of which was continued
after the industry had moved to newer generations and which due to limited
supply could be sold at price premium;
specialty products chips designed for niche uses where the price wass
usually agreed on bilaterally between Samsung and a given buyer (at the same
time, the company was able to optimise costs by building the customised
architectures using a common core design).
3. How Samsung should react to threat of large-scale Chinese entry?
In my opinion, none of the two options of reacting to the Chinese menace that
were presented in the case study, should have be chosen by Samsung as the only
one. Rather, a mix of the two seemed to be an optimal approach.
Samsungs unique ability to maintain the low-cost and, at the same time,
differentiated production should have been maintained, but simultaneously
certain aspects of the changing industry environment might have been taken
advantage of as well. It was not necessary for Samsung to desperately look for
ways to decrease its labour costs (which is usually a reason for established
companies to move their production to China): its cost advantage over
competitors was supposed to remain for some time. On the other hand, in line
with an old Chinese saying: keep your friends close, but the enemies even closer,
it was not advisable to ignore the rising competitors (as the industry had done
years earlier with regards to Samsung itself). Earlier of later, China itself was
posed to become a significant (if not the most significant) market for
semiconductors, thus all actions aiming at better positioning itself to sell in the
market seemed to be highly desirable.
Therefore, Samsung should have decided to partner with a Chinese firm for
production of its low-end, legacy products. At the same time, its state-of-the-art
technologies had to be kept in-house. Such a strategy would let Samsung preserve
its valuable intellectual property; manufacturing of the mass market products
together with Chinese did not pose a threat to the IP, since technologies necessary
for that usually were no longer proprietary information. On the other hand, the
partnership might result in a possibility to further decrease the costs due to
availability of attractive subsidising from the Chinese government and lower
labour costs, and of course prepare grounds for enlarging sales to customers
in the opening and growing market.
There was, however, a number of important aspects that had to be remembered
while implementing the strategy:
Samsungs competitive advantage related to the unique breeding environment
for innovation and efficacy of the centralised R&D and production should have
been preserved, thus all new product development had to be kept in the Korean
headquarters;
another competitive advantage of the company, the quality, should have been
definitely maintained, too; it might have become a challenge if part of the
production was to be moved to China, therefore Samsung had to ensure it could
properly influence its Chinese partner (e.g. by remaining a majority stakeholder in
the joint undertaking);
while overall reduction of costs was not of key importance for Samsung, the
partnership with a Chinese firm could have been, nonetheless, used for reduction
of labour costs related to production of legacy products (in case of which the
associated gain was to be most significant) with no risk of compromising valuable
intellectual property; that way, another competitive advantage of Samsung, the
industrys best ASP to cost ratio, would be further strengthened.
However, in parallel to building the partnership, Samsung couldnt have forgotten
about other Chinese would-be competitors which would supposedly flourish
around. Therefore, the company should have kept strong focus on maintaining its
technological leadership through cutting-edge R&D (still unavailable at the time,
despite having relatively easy access to capital, for Chinese start-ups), especially
towards future substitutes for DRAMS: flash memory chips.
Another way of impeding development of the competition, although more risky
and thus to be applied with care, was to suppress Chinese entrants by decreasing
margins on low-end DRAMs. A price on the edge of profitability, connected with
Samsungs well-known quality, was likely to push competitors towards more or
less significant operational losses; at the same time, Samsung would be still able to
earn on the other products from its wide portfolio. A price war never is, however,
sustainable in the long run, so a question remained: for how long were the
Chinese challengers able to operate in red? Some experts suggested that they
might be even better prepared for the years of initial losses than Samsung had
been back in the 1980
COMPETITIVE ADVANTAGE
The support you need when and where you need it
Samsung respects the choice customers have in how and with whom they do
business. Thats why, to more effectively support product lines, Samsung has
established a geographically-dispersed base of direct dealers and indirect channel
partners that result in tight-knit national coverage. So, as a single- or multi-
location operation, you benefit from having Samsung partners right where you
need them most near corporate headquarters, at branch offices or out in the
field.
A direct connection to Samsung through your
authorized dealer
As a decision maker for your business, its your job to make the right choices to
keep your business competitive and vibrant. With an authorized Samsung dealer
as your telecommunications solutions provider you can rest assured that your
telecommunications needs are being fulfilled. Look at your Samsung dealer as
your trusted advisor, keeping you informed about new technology advancements,
service options and cost-effective measures that can give your business a
competitive advantage. Samsungs singular focus is on businesses like yours. Its
authorized dealers represent a commitment to supporting
you with outstanding solutions and service capabilities. Dealer expertise is
sharpened in Samsungs mandated certification courses, so you can be confident
in the technology and service you are receiving. Samsung supports its authorized
dealers along the entire continuum with product training, deployment, installation
and professional services. This life cycle of support provides you with an
additional Samsung advantage - a five-year hardware warranty that reduces your
long term costs. Its one of the ways Samsung thanks you for investing in their
solutions.
A strong commitment to research & development
Samsung strives to understand what customers need ahead of its competitors.
Their engineers adjust their thinking to develop original and innovative products
that will meet those needs, along with new
technologies to lead the future market. They respond to the voice of the
customer by designing and testing new products, and through hands-on
management of product lifecycles.
Each year Samsung has invested at least 9% of sales revenue into R&D activities.
As the company continues
to increase R&D spending, their commitment to leading technology
standardization and securing intellectual property rights remains strong. In fact,
Samsung was the largest publisher of U.S. patents in 2006 and is the owner of one
of the largest U.S. patent portfoliosincreasing patent procurement by 11 percent
year over year.

Cutting-edge technology thats affordable.
Samsungs expertise in voice/data convergence, wired, wireless communications,
VoIP and core network
technologies has produced OfficeServ 7000 a family of groundbreaking
business communications solutions that are redefining the rules of the game. The
OfficeServ platform provides you with business
advantages across your entire spectrum of needs. First, youll enjoy the peace of
mind that comes from knowing that your communications are being routed over a
secure, reliable platform. Second, the intuitive design and scalable architecture of
this platform enables growth in affordable increments, so your investment will
carry you well into the future with significant ROI. In addition, the systems
architecture provides flexibilitya medium where additional applications can be
added to enhance the power of Samsungs solutions. More and more small and
mid-sized businesses are realizing the need for Computer Telephony Integration
solutions to manage their resources and desktops. In response, Samsung has
developed a suite of OfficeServ CTI applications for improving call handing,
managing the user interface, interpreting and gathering call reporting and
improving customer affinity through screen pops that detail names and call
history. Standards-based technology means that system serviceability is just a
phone call away and your telecommunications are reduced in operational
complexity. With its single expandable architecture, OfficeServ 7000 installs and
configures easily. You are considering a platform that not only gives you access to
voice and data throughout your office complex and even off-site, but also
eliminates divergent systems, bottlenecks and competition between voice and data
applications. Whether you are upgrading or are launching a converged system for
the very first time, this line-up of systems offers a perfect blend of versatility and
power that will speed up your business.
samsung products
Conclusion
Samsung Electronics is part of one of the largest multi-billion dollar corporations in the world.
In 2007 it exceeded the $100bn mark in annual sales for the first time in its history. This makes
it one of the world's top three companies in the electronics industry where only two other
companies, Siemens and Hewlett-Packard, have posted larger revenues. The name Samsung
literally means three stars or tristar in Korean, reflecting the Samsung Groups dominance in
two further sectors: Samsung Heavy Industries and Samsung Engineering and Construction.
Samsungs cost advantage is clearly visible from the comparison of costs (and their elements)
that were borne by the company and its competitors in 2003 Samsungs overall cost was 24
per cent lower than the weighted average cost of the other four producers; two most significant
elements of the cost structure, i.e. raw materials and labour, were 36 and 27 per cent lower
respectively. When expressed by means of a relation of average selling price to costs
(productivity of cost elements), the differences are even more visible overall superiority of
Samsung over its competitors exceeded 51 per cent!
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5/21/2014 value chain and competitive advantage: value chain and competitive advantage of samsung

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