Samsung Electronics and the Struggle for Leadership of the Electronics Industry
This book views Samsung Electronics in terms of corporate life cycle as well as product portfolio and strategy. It also examines the issues Samsung faces as it proceeds further into the 21st century.
Written from the perspective of an experienced commentator on Korean and global business, this book presents not simply a narrative or an adulatory and uncritical account of Samsung's rise, but a considered analysis of the secrets of success that both business students and CEOs will want to read and consider applying to their own companies.
global market in DRAM semiconductors, the memory chips that are vital to almost every digital product we use. During the 1990s price slump, as competitors like Hitachi and NEC were backing away from the chip business Samsung dived further in, introducing two new lines. In 1996, sales of Samsung Electronics fell for the first time, by 2.1 percent from 16.2 trillion won (about US$20 billion) to 15.87 trillion won. Facing considerable pain in this cyclical movement, Samsung executives began to look
journalist 10 years later.12 One of his sons dropped out of business and the other started what was, until its bankruptcy in 1997, the highly successful Saehan Media Group. With Kun-hee, Lee had worked carefully to produce a successor who would continue his work. For six years after his father’s death, the new chairman worked to establish himself with the senior Koreans who had been his father’s colleagues, finally proving himself by obtaining the license for Samsung Motors in 1993. The founding
that since this incident was not a conventional transaction and involved the transfer of management control to a third person, “it cannot be concluded that the issuance itself is entirely valid.”30 The court left open the possibility that the CB deal could be voided. In the newspaper’s view, the Supreme Court’s ruling would have wide implications for not only the leadership succession but also for the Samsung Group’s entire ownership structure. It reckoned Korea’s image was dealt a blow by the
relationship with Samsung “was strained from the beginning because of compensation” and claimed that the agency was “underpaid and undervalued.”35 In addition to classic client–management problems and squabbles over money, the Samsung creative assignment, although high profile, turned out to be smaller than the agency expected, particularly in the US, where Cheil Communications, a quasi-Samsung house agency, picked up print assignments. Cheil also functioned as Samsung’s right hand, paying
humble); a pale shirt and a non-descript tie, belt, and black leather shoes. The other attributes were short hair, clean and trimmed fingernails, and glasses with no other accessories except maybe a Samsung pin. This is very different from the creative and continuously innovating Samsung Man that the HR department was promoting. The stereotype described by the respondents—all Samsung employees—was of the traditional worker of the 1980s–90s, not yet the new Samsung Man. The Samsung Man of the