Dynamics of Strategy for Samsung: Analysis and Discussion

The report analyzes the dynamics of strategies developed for Samsung to improve its financial issues, increase competitive advantage, and build a sustainable future. It includes internal and external analysis, strategic fit analysis, and strategic direction.

Running head: DYNAMICS OF STRATEGY
DYNAMICS OF STRATEGY
Name of the Student
Name of the University
Author Note

1DYNAMICS OF STRATEGY
Executive Summary
The Samsung is a well- known brand mainly in electronics. This report is to determine the
dynamics of strategies developed for Samsung. The Strategic decisions are taken to improve
the financial issues of the company. To increase the competitive advantage of Samsung in the
global market and to build a sustainable future for the company. The strategy is to compete
with Apple. The purpose of the study is to strengthen the functionalities of the company by
determining various aspects from the environment.

2DYNAMICS OF STRATEGY
Table of Contents
SECTION 1 – Analysis and Discussion.....................................................................................5
1. Introduction.........................................................................................................................5
2. Internal Analysis.................................................................................................................5
2.1 Historical Analysis..........................................................................................................5
2.1.1 Strategic Choices...............................................................................................................6
2.1.2 VMOST.............................................................................................................................6
2.1.3 Product Portfolio...............................................................................................................9
2.1.4 Market Definition and Location......................................................................................12
2.1.5 Current Competitive Position..........................................................................................13
2.1.6 Current Competitive Strategy.........................................................................................15
2.1.7 Green Strategy.................................................................................................................17
2.1.8 Summary of Historical Analysis.....................................................................................18
2.1.9 FINANCIAL ANALYSIS..............................................................................................19
2.1.10 Summary of Financial Analysis....................................................................................24
2.2 Value Chain Analysis.........................................................................................................25
2.3 Core Competencies............................................................................................................28
2.4 McKinsey’s 7-S Framework..............................................................................................29
2.5 Summary of Strengths and Weaknesses............................................................................32
3 External Analysis..................................................................................................................32
3.1 Environment Basics...........................................................................................................37

3DYNAMICS OF STRATEGY
3.2 Customer Analysis and Market Segmentation...................................................................37
3.3 Competitor Analysis......................................................................................................39
3.4 Cooperative Environment..................................................................................................40
Four Links Model.....................................................................................................................41
3.5 Competitive Industry Environment....................................................................................43
3.6 Key Factors for Success.....................................................................................................44
3.7 Industry Life Cycle............................................................................................................44
3.8 PESTEL Analysis...............................................................................................................45
4 Strategic Fit Analysis............................................................................................................45
4.1 SWOT Analysis.................................................................................................................45
4.2 EVR Congruence...............................................................................................................46
4.3 Balanced Scorecard............................................................................................................47
SECTION 2 – Strategic Direction............................................................................................48
5. Trend and Sensitivity Analysis............................................................................................48
6. Risk Management.................................................................................................................49
7. Growth Strategic Options.....................................................................................................50
7.1 Strategic Direction.............................................................................................................50
8. Suitability.............................................................................................................................50
8.1 Suitability to Resource Base..............................................................................................50
8.2 Suitability to Culture..........................................................................................................50
8.3 Suitability to Purpose of the Company..............................................................................51

4DYNAMICS OF STRATEGY
8.4 Suitability to Stakeholders.................................................................................................52
8.5 Summary of Suitability......................................................................................................53
9. Acceptability........................................................................................................................53
9.1 Acceptability of Business Model.......................................................................................53
9.2 Acceptability to Ethics and Social Responsibility.............................................................54
National and international level...........................................................................................54
The organisation focuses on political, economic and social issues.....................................54
Corporate level.....................................................................................................................54
It checks for the ethical and corporate issues.......................................................................54
Individual manager and employee level..............................................................................54
Standards of behaviour for individuals, managers and workers are set. Some of the issues
such as religious problems must be treated at highest possible level and develops the
strategy for managing such issues........................................................................................54
9.3 Acceptability to Knowledge Management.........................................................................54
9.4 Acceptability to Technology..............................................................................................54
9.5 Acceptability using Blue Ocean Strategy..........................................................................55
9.6 Summary of Acceptability Analysis..................................................................................55
Conclusion................................................................................................................................56
References................................................................................................................................57

5DYNAMICS OF STRATEGY

6DYNAMICS OF STRATEGY
SECTION 1 – Analysis and Discussion
1. Introduction
Samsung marketing strategy is one of the most effective strategies which helps in cost driven
approach to change the company's structure and to match with the pace of competitors.
2. Internal Analysis
Samsung is successful due to its internal strengths. Strength of Samsung is due to its research
and development, new emerging of global brand, innovation, introduction of new products
and many more (Al-Atiqi, 2014). The limitation of Samsung may be the language problem.
As the top management may face problem in communicating with the world who speaks in
English.
2.1 Historical Analysis
Byung- Chull Lee is the founder of Samsung in 1938 in Taegu, Korea. Samsung has
transformed heavily from food exporter to smartphone (Atashfaraz, 2016). It is competing
with Apple, Microsoft, Google, Facebook, and Amazon. It is well known as one of the top
tech companies. In 1938, it was the company which exported dried fish to China. In bet1950s
and 1960s, Samsung then started a business of textiles and life insurance. In 1969, Samsung
started its electronics business of TVs (Basole, 2015). Samsung sold his first black and white
TV in 1970. Samsung expanded his business in petrochemicals which included washing
machines, microwaves and refrigerators. In 1980s, Samsung started selling colour TVs, tape
recorders, VCRs and personal computers. In 1989, Samsung joined his business with BP to
sell chemical products and formed Samsung BP Chemicals (Cardoso, 2017). In 1990s,
Samsung started to produce memory and hard drive for computers. In 1995, one of the
Samsung’s first mobile phones did not profited much. In1998, Samsung produced world’s
first mass- produced digital TV. It had large product line of digital TVs in 1999, Samsung

7DYNAMICS OF STRATEGY
then began to produce Internet- ready phones. Samsung made HD TVs in 2000 which then
turned to Blu- Ray players and theatre equipment (Chen, 2016). In 2010, Samsung introduced
its first flagship Android phone at the Mobile World Congress, the third generation phone;
Galaxy S. Samsung also released the first mainstream Android tablet; Galaxy Tab in 2010
(Chopra, 2014). In 2013, Samsung introduced Smart TVs which had programmed data from
the satellite provider and provided with numerous channels and shows.
2.1.1 Strategic Choices
Samsung uses Limited Growth Strategies. This strategy is used by the organisation to focus
on the current product which are being produced. The global strategy Group (GSG) of
Samsung helps to improve business performance and develop more talent (Daidj, 2014).
2.1.2 VMOST
Vision and Mission

8DYNAMICS OF STRATEGY
Statement What Company is
doing?
Achieved/ Not Achieved
The vision of
Samsung is to
inspire the world
with new innovative
technologies, design
and products that
enrich customer’s
lives and contribute
to social
development.
With innovative
developments of products
to inspire the customers to
buy more Samsung
products. It considers local
and regional market
conditions to ensure
technological
advancement (DuHadway,
2017). It also focuses on
corporate social
responsibility to improvise
social prosperity.
Samsung is now the most trusted,
attractive and popular brand
(Gamayanto, 2018). This is only
possible by the innovativeness which
Samsung has portrayed for the
customers.
Samsung’s mission
is to enable effective
human resource and
technology to
produce superior
products and
services.
The company is
maintaining highly
competitive packages,
conducts development
programs to attract
potential employees and
focuses on administering
human resource (Gardere,
2018). Samsung’s
corporate culture is
The corporate mission of Samsung has
led to achieve strategic goals for high
quality products and to establish
corporate citizenship (Garkavenko,
2013). Samsung is leading in the
global market to provide digital
experiences in its products.

9DYNAMICS OF STRATEGY
fulfilling the demands of
customer’s electronics. It
produces high quality
products for implementing
positive global impact.
Strategy
Observed Strategies Alignment to Vision and
Mission
New Product Development Samsung has a large product
range basis on IT and mobile
Communications (IM), Device
solutions (DS), and Consumer
Electronics (CE). The vision is
to establish more R & D centres
for securing the technology for
the future (Greve, 2013).
Utilizing opportunities for improving competency level Samsung’s strategy integrates
constant search for gaps. It
searches for more opportunities
for expanding bottom line
(Harwood, 2015).
Tactics

10DYNAMICS OF STRATEGY
Observed Tactics Alignment to Vision and
Mission
Develop new features To compete with the competitors
Samsung introduced new
features to its existing phones. It
targets all the segments by
introducing a new product at
once in the existing market
(Haslam, 2013).
Improve technology It has taken initiation in
improving the technology in
laptops and tablets. Samsung has
also introduced portable
keyboards.
2.1.3 Product Portfolio
The product portfolio is the collection of the all the products or services of Samsung
company. It helps to provide analysis on stocks, incomes, profit margins, market
leadership, company growth prospects and operational risks.
Product Portfolio (Product Portfolio)
Mobile Phone Brand Home Appliance Brand
Smart Phone General Phone Refrigerator Oven Washing AC

11DYNAMICS OF STRATEGY
Machine
Tablet-
Galaxy Tab
Note-
Galaxy Note
Smart
Phones-Note
Gear
Trend
Core
Mega
Essential
Series-Guru
Multimedia
Series-
Metro
Dual Sim
Phone-
Trend
Touch-
Galaxy
Metro
French Door
Side by side
Frost Free
Direct Cool
Bottom
Freezer
Micro
Oven-
Convection
Grill
Solo
Smart
oven
Front
loading-
WD
Top
Loading-
FA
Semi-
Automatic
WT
Split
AC-
DI
Max
Crystal
Floor
Standing
AC-
Boracay
Purist
pattern
S-P
Personal
Computer
Monitor Optimal Disk
Drive
Printers
Desktop
PC
All in one
PC
Only CPU
3D Monitors
Wide
Square
Led
Monitors
CD ROM
Drivers
Combo Drive
DVD Writers
Laser
Printers
Colour
Black-
White
Micro
Oven-
Convection
Grill
Solo

12DYNAMICS OF STRATEGY
Laptop-
Notebook
Tablet
Chore book
Wide
Square
LCD
Monitors
Wide
Square
HDTV
Monitors
MFP
Ink jet
Printers
Basic
Professional
Smart
oven
BCG Matrix (Cash Cow, Star, Problem Child, Dog)- Business Portfolio Analysis
Other name of BCG matrix is Growth – share matrix. It is used by Samsung to
classify the business units and products into dogs, cash cow, question mark and stars.

13DYNAMICS OF STRATEGY
Digital Media and Communication
Business
TV product Business
Computer Business
Mobile Business
Digital Audio and Video Products
Device Solution Business Memory Business
LCD Business
LSI
Storage System Business
Dogs- The products which have low growth or low market share and less chance to
show any growth. This can be solved by developing an effective investment strategy
to gain more profit as there may be more chance to yield less or no profit. The
products of Samsung are cash traps so it is not marked as a useful source of earning.
Samsung Smart watch failed to achieve success so it is placed under dog quadrant.
Cash Cows- The products which have low growth market with high market share.
Products with market leaders in Samsung are not expected to have more growth in the
future. These products are money churners for Samsung which requires very low
investments to sustain the profitability and leadership in the market. Samsung home
appliances that includes Samsung AC, Washing machine, Refrigerators and many
more are the Cash cows for the company (Hayes, 2018). Samsung has the potential to
achieve good market share across different industry segments. It has a good potential
for growth in the future.
Star- The products have high growth markets with high market share. Those products
which have high market share and growth aspect in the future. In this Samsung

14DYNAMICS OF STRATEGY
invests in developing its units to earn high market share and to attain strong position
in the market (Hsu, 2013). Samsung products have the potential to be positioned in
future for growth aspect. Samsung mobile phones, TV and Tabs falls in star category.
Mark- The products have high growth markets with low market share. The products
of Samsung which are in developing stage in the product lifecycle and revenue
generators which are positioned in star or products with loss making machine in the
future are in mark (Huang, 2015). Samsung has high potential to grow with
introduction of new products and by solving the issues with effective measures. The
products of Samsung such as printer falls under Question mark quadrant. As it has
high competition and have small market share.
Product Position
Samsung’s product position focuses on style and technology to introduce unique
cutting design and best quality. Samsung uses Multi- segment positioning. Samsung
targets on more segments at a time which offers various packages (Hubbard, 2013).
For example, Samsung SMART professional offers with different size, resolution and
features with different price tag.
Composite
dimension
Relative
Importance
Influence of physical characteristics
Display Extra
Features
Resolution Storage Price
Performance Low Strong moderate strong Slight Moderate
Convenience High Slight Strong slight Strong Strong
Economy Medium Slight moderate slight strong Strong

15DYNAMICS OF STRATEGY
2.1.4 Market Definition and Location
Competitors (Rank)
Rank # Co Market
Share %
Strength Weaknesses Strategic options
for the Company
1 Apple 37% Apple has
sold more
smart
phones
than
Samsung.
Apple
generates
116% of
Samsung’s
revenue
To sell more quality
iphones, ipods,
laptops.
3 Sony 35% Its business
growth is
due to its
brand.
Sony has
2013,371
fewer
employees as
compared to
Samsung
Product variation
for more
competitive
advantage.
4 LG 38% It controls
local
subsidiaries
worldwide.
LG generates
$165.8 B less
revenue than
Samsung
Different Pricing
strategies to attract
more customers.

16DYNAMICS OF STRATEGY
2.1.5 Current Competitive Position
Product Positioning (Michael Porter)
Samsung’s generic strategies and growth strategies focuses on competitive advantage
by technological innovation as a critical factor. Samsung has the broad differentiation
generic competitive strategy made by Michael E. Porter. It is to maintain a
competitive advantage by advancing in providing unique product targeting a wide
market. Samsung focuses on product development (Išoraitė, 2014). Implication of
generic strategy is that the marketing mix of Samsung that helps to promote unique
products in competence to the market. This technological innovation helps to increase
the effectiveness of value chain in satisfying customers’ needs for electronic devices.
Cost leadership, cost focus and differentiation focus are introduced in Samsung
operations but in limit. Cost focus leads to provide with best cost for all segments
(Ivanov, 2018). The cost focus derived from standards of innovation that focuses on
generic strategy of broad differentiation. This generic strategy helps in improving the
company’s growth for sustainable future.
Company's Aggressiveness Strategy

17DYNAMICS OF STRATEGY
Company
Behaviour
Company Justification Strength/
Weakness
Market Leadership Yes Samsung is leading
due to its selection
criteria of budget
devices.
Market leaders of
Samsung are Ebay
and Amazon.
Samsung is now
leading the market in
total turnover.
Market Follower Yes Most market
followers are in
online marketing, as
it has low entry
barriers and have
high returns.
It attracts more
customers for online
shopping.
Market Challenger Yes Apple is the market
Challenger of
Samsung. It sells
different types of
Apple is its own
retailer. It attracts
the customer not by

18DYNAMICS OF STRATEGY
technology but not
TV like Samsung. It
is expensive
compared to
Samsung.
pull.
Market Defender Yes The customers go
for other substitutes
who provide them
the products in low
price with good
quality.
It provides the
customers with more
substitutes.
Limitation can be in
pricing, as more
substitutes can lead
to lower the price of
products.
2.1.6 Current Competitive Strategy
Main resource-based elements
Prior or acquired resources Value is created and it has a brand value.
It is expanding its business where its
business is already existing. It makes
difficult for the competitor to develop
same featured products using their
resources.
Imitability It has unique strategy to make the product
more competitive. Resources are not

19DYNAMICS OF STRATEGY
imitable when they have competitive
advantage. If resources are easily imitable
then company must initiate specific
differentiation such as specific geographic
location, branding, and patent protection
may delay imitability (Jung, 2014).
Resources takes years to develop
competitive edge which is not easy for
competitors to imitate so easily.
Durability When the quality of the product is high
then its longevity is also increased. It must
focus on producing the products who has
longevity of resources.
Appropriability Samsung has appropriate products which
has its suitability and has acquired six
sigma certified products.
Substitutability It has less substitutability as it has unique
features.
Truly Competitive All resources provides an advantage to
compete in the global market.
Innovative capability It provides a real breakthrough for more
competitive advantage.

20DYNAMICS OF STRATEGY
VRIO Framework
Resource Capability Valuable Rare Costly
to
Imitate
Organize
d to
exploit
Comparative
Implications
COMPANY Technology Yes Yes Yes Yes Above
Normal
Marketing Teams Yes Yes Yes Yes Above
Normal
Financial Performance Yes Yes Yes Yes Above
Normal
Brand Reputation Yes Yes Yes Yes Above
Normal
Customer Service Yes Yes Yes Yes Above

21DYNAMICS OF STRATEGY
Normal
Highly Skilled Product
Development Staff
Yes Yes Yes Yes Above
Normal
Ansoff Matrix for Company [New Product Development; New Market Development;
Prescriptive Strategy etc.]
2.1.7 Green Strategy
Yes, Samsung is eco- friendly. It has taken primitive actions for regulations and laws which
are carried out by eco- management team. Samsung has offered with eco- friendly solutions
and leads to sustainable future growth.
2.1.8 Summary of Historical Analysis
Samsung is a South Korean company which produces electronic devices.
Samsung has wide variety of consumers and digital media, memory chip,
appliances, digital media devices and integrated systems. It has become world’s
largest producer of electronic devices. It is recognised for its technology. Samsung
was first found to sell grocery items (Jurčić, 2017). Then he started its business of
noodles and other products to export in China. Then he expanded its business in
textiles and started the largest woollen mill in Korea. Samsung mainly focused on
industrialization with an aim to help his country to redevelop after the war. It was
the time when company was benefited from his protectionist policies by Korean
government (Khan, 2015). Its aim was to help large domestic conglomerates for
competition and provide them easy financing. During 1970, Samsung expanded its
textile manufacturing processes for full line production. Samsung focused on the

22DYNAMICS OF STRATEGY
entire process from raw materials to the end product for better competition in the
textile industry. Samsung Shipbuilding, Samsung Precision Company, Samsung
Heavy Industry were then established (King, 2013). After that company started to
invest in heavy chemicals and petrochemical industries which provided the
company with a promising growth path. Samsung entered into the electronics
industry in 1969 with electronics such as black and white TVs. During 1970,
company started exporting home electronics. Samsung became major
manufacturer in Korea and acquired 50% stake in Korea Semiconductor. In
between 1970 and 1980, Samsung separated its semiconductor and electronics
divisions (King, 2015). It created aerospace division and Samsung Data Systems
was established in 1985 for growth aspects in system development. This made
Samsung to become the leader in information technology services. Samsung
created two R&D institutes that helps to broaden the business and technology line
for electronics, genetic engineering tools, semiconductors, nanotechnology and
aerospace. In 1990, Samsung expanded its business in global electronics market
and faced scandals that impacted the company’s reputation. It then became top
five in the global market share by producing computer monitor and LCD screen
(Kumar,2015). In 2000, Samsung introduced Galaxy smartphone which got a big
hit product and became the best -selling Smartphone Company in the world. In
2006, Samsung was known as the top selling global manufacturer of televisions.
In 2010, the Galaxy series was expanded and produced tablet computers.
2.1.9 FINANCIAL ANALYSIS
Extract of Financial Data
Accounting Ratios

23DYNAMICS OF STRATEGY
Strategic Financial Analysis –
Element
Company’s
Indicators
Observations Measure
(1-10)
Strength/
Weakness
Income
Acid Test 2.11 It is drawn
from current
asset and
current
liability. The
Acid test
shows the
company is at
good
condition and
can invest in
anywhere as
per the
requirements
of the
company.
9 It has
increased from
previous year.
It shows that
acid ratio of
Samsung is
good to invest
easily in other
companies to
meet
competitive
advantage.
Current Ratio 2.53 It is drawn
from current
asset,
inventory and
current
liability. The
9 It has
increased from
previous year.
the company
can invest for
expanding the

24DYNAMICS OF STRATEGY
current ratio
shows that
the company
is at good
condition. It
have enough
money to
invest
outside.
product line or
new
technology.
Gross Profit Ratio 45.69 It is drawn
from gross
profit and
sales. It is at
good state but
not good for
the future of
the company.
It can still
have the
possibility to
better its
sales.
9 It has
decreased
slightly from
previous year.
It have the
capability to
improve its
business.
Net Profit Margin 18 It is drawn
from sales
and net profit.
9 It has
increased from
previous year.

25DYNAMICS OF STRATEGY
It is average
as it can still
improve its
profit margin.
The company
have the
potential to
increase its
profit margin
by developing
new strategies
and quality
products that
attract more
customers.
Cost Ratios
Average Collection Period 50.71 It is drawn
from
receivables
and sales. It is
lagging
behind as the
cash block is
high. By
making more
improvement
can have a
flexible flow
of money.
9 It has
increased from
previous year.
It is improving
slowly but the
cash blockage
can be a
matter for the
company
which must be
taken into
considerations.

26DYNAMICS OF STRATEGY
Debt- equity ratio 4.57 It is drawn
from Cogs
and
inventory. It
shows the
company is
taking less
loans from
others and
utilizing the
market share
for benefits of
the company.
9 It has
increased from
previous year.
The company
is using equity
capital not the
debt capital.
Debt ratio 0.27 It is drawn
from total
debt and total
asset. It
shows that
the company
is going well
with debt
ratio. It has
less loan and
8 It has
increased from
previous year.
The company
is investing
more money
and debt
amount is low
which also
lowers the risk
of the
company.

27DYNAMICS OF STRATEGY
Inventory Turnover 0.09 It is drawn
from long-
term debt and
total equity.
The company
needs to have
smooth flow
of cash so as
to establish
efficient
process.
9 It has
decreased
from previous
year. As the
cash blocking
is faced by the
company, this
makes the
company
inefficient and
it is a risk for
the company.
Summary of Ratio Analysis
Evaluation of COMPANY Financial Position using the CAMELS Framework.

28DYNAMICS OF STRATEGY
Element COMPANY
position
Measure (1-10) Strength/Weakness
Capital Adequacy Positive 8
Asset Suitability Positive 7
Managerial Competence Moderate 5
Earnings Moderate 5
Liquidity Positive 9
Sensitivity to Market
Risk
Low 3
2.1.10 Summary of Financial Analysis
The financial analysis of Samsung is reflected in the excel sheet. The calculated current ratio
for the year 2018 shows that, the company is at good condition where it can invest for the
betterment of the company. The quick ratio is also states that the company is at good
condition. It can also invest in other company or can invest for new product line or for new
technology. Both the liquidity ratios show that the liquidity position of the organisation is
appropriate and the company has a sound financial health.
Considering both gross profit margin and net profit margin, Samsung has to reduce
the cost for the company. It must aim to make more improvements where company can
produce more profits with effective strategies and lessens the cost. Currently the company is
at appropriate state but needs more improvements for sustainable future of the company.

29DYNAMICS OF STRATEGY
The efficiency ratio consist of average turnover period and inventory turnover period.
The company needs to make improvements in both by incorporating better internal control
functions. Better processing needs to be initiated so that cash flow is smooth. So that cash
blocking will stop and overall efficiency will increase.
Considering the debtors of the company, it is shown that there is low on debt. This is
due to more use of equity capital. This is positive approach for the company. Risk of the
business would be low. This would also mean optimum utilization of capital.
2.2 Value Chain Analysis
Porter’s Value Chain
Element Impact on
COMPANY
Measure (1-10) Strength/ Weakness
Inbound Samsung has 579 9 Strategic relationship

30DYNAMICS OF STRATEGY
Logistics suppliers and supply
chain includes 2700
suppliers in Asia.
Samsung owns
many logistic firms
as subsidiaries. The
company changed
the payment cycle
from twice to four
times a month.
with suppliers is one of
the main sources of
value creation in the
multinational electronics
company.
Operations Samsung Electronics
operates 38
production bases in
17 countries. It has
three divisions: IT &
Mobile
Communications,
Consumer
Electronics and
Device Solutions.
Samsung maintained
199 operation hubs
which included sales
subsidiaries,
research centres
9 Samsung operations
have value in advanced
technologies and
sophisticated operation
system. Samsung
heavily relies on Six
Sigma methodology in
business.

31DYNAMICS OF STRATEGY
(Lee, 2014).
Outbound
Logistics
Samsung has proved
to be launch its
product to compete
with Apple.
Effective outbound
logistics helps
Samsung to deliver
updates of popular
products to
customers in time.
9 Samsung Electronics
Logitec facilitates the
prior part of outbound
logistics operations.
Samsung operates the
logistics operations by
negotiating the payment
collection and deals
with insurance claim.
Effective integration of
information and
communication
technologies in
outbound logistics helps
in creating value for
Samsung electronics.
Marketing
and sales
Its channel targets
the customer for
competitive
advantage of the
quality brand.
Samsung marketing
budget was USD
10.2 billion (Lew,
9 The marketing budget is
spent on print and media
advertising and for
public relationship
programs. The
commercial series of
Samsung products and
services leads to an

32DYNAMICS OF STRATEGY
2013). An effective
appeal to customer
needs and wants is
the main source for
value creation for
the Samsung
company.
effective tool to pursue
passion and achieve
goals (Madadipouya,
2015).
Service The company
conducts many
customer
satisfaction surveys
in order to achieve
high level of
customer
satisfaction.
9 It delivers the high
standard of service to
the customers. It
provides the benefit to
the customer to get them
the ordered products
within 24 hours.
Samsung Electronics is determined to maintain its leadership globally. The Samsung
Advanced Institute of Technology is the spearhead which helps in the development of
new products (Moon, 2013). Procurement of components where products are procured
through a transparent process.

33DYNAMICS OF STRATEGY
2.2 Core Competencies

34DYNAMICS OF STRATEGY
Element Impact on
COMPANY
Measure (1-10) Strength/ Weakness
Speed It delivers the
products within 24
hours.
10 It has increased the
brand value as speed is
set prior for the
customers.
Evolutionary
innovation/
Technology
leadership
Innovation is prior
in Samsung. Galaxy
product line has
varied in
innovations and
attracted most of the
customers and
increased its sales.
Innovation makes it
unique and lessens the
option for other
substitutes.
Creative
people
Samsung has many
experts in every
process functions
which provides with
strategic decisions.
It has developed R&D
departments who
critically analyse the
situation and develop
the innovative products.
Customer
value
creation
Samsung produces
high quality
products by new
technologies.
Through its
advertisements,
Samsung tries to convey
an emotional attachment

35DYNAMICS OF STRATEGY
which helps to connect
with the customer.
Competitive
advantage
Samsung products
are designed with
correspond to
market demand. It
reduces costs and
advances in cost
performance.
Competitive advantage
is achieved through the
company’s ability to
innovate.
2.4 McKinsey’s 7-S Framework

36DYNAMICS OF STRATEGY
Element What the company does Measure
(1-10)
Strength/ Weakness
Hard Elements
Strategy It is mainly based on market
readership that is it
replicates innovations
which is created by market
leaders in the introduction
of innovative products.
9 Samsung replicates
from Apple.
Samsung business
strategy utilizes the
opportunities in the
global market and
the new product
development
regularly.
Structure The management has
decided to hold the pattern
of organisational structure.
9 The organizational
structure of Samsung
have different
divisions and the
company has three
divisions of products
which is managed
separately for its
uniqueness and
characteristics.
Systems Samsung has its long- term
growth aspect which
depends on the smooth
running of operations.
Operations includes
recruitment and selection
process, transaction
processing systems,
9 Samsung conducts
evaluation process
for various processes
and finds the
opportunities for any
improvements in the
bottom line.

37DYNAMICS OF STRATEGY
2.5 Summary of Strengths and Weaknesses
In McKinsey model, the 7S helps to compare the hard elements with soft elements. The soft
elements are hard to manage as these are the base of the organisation. The soft elements
creates a sustainable platform for competitive advantage. The hard elements: system,
structure and strategy are important to be maintained as it provides a competitive advantage
and strong result for higher profit margin (Mukerjee, 2016). The structure helps to account
the way Samsung represents its business divisions and shows hoe the information is travelled
from top managers to employees. The systems are the procedures and processes of Samsung
which monitors the activities and take remedial decisions.
3 External Analysis
Element Particulars Impact on the
company
Measure
(1-10)
Opportunities /
Threats
1 Environment Basics It analyses the
internal and
external
environment of the
company. The
analysis is on
market size and
market definition,
market growth and
market share.
Focuses on future
9 Scope for strategic
opportunity which
helps to maintain the
major market
leadership. Apple’s
unique strategy may
be challenging for
Samsung.

38DYNAMICS OF STRATEGY
growth
It structures the
market
competition.
2 Degree of turbulence It changes the
process based on
requirements by
the company
whether to make it
slow or fast. It
checks for the
repetitive or
surprising future
or forecastable or
unpredictable
future to plan for
the future
challenges.
9 It checks whether the
environment is facing
too turbulence for
predicting the future.
3 PESTEL analysis It helps to
influence the
competitive
environment. It
identifies key
influences and
predicts and
9 It helps to analyse the
factors which can
boost the profit
margin of the
company by critical
analysis.

39DYNAMICS OF STRATEGY
understand the
interconnections
between various
events.
4 Industry life cycle It analyses the
stages for the
market growth. It
identifies the
growth stage and
considers the
implications for
the strategy. It also
identifies maturity
stage and assumes
the reason for
over- production
and cyclical
issues.
9 It helps to maintain
the resources by
developing the waste
management strategy.
5 Key factors for
success
It checks for the
factors which can
bring success. It
identifies factors
which are relevant
to the strategy.
Strategic analysis
9 Strategic development
tends to succeed in the
competitive market.

40DYNAMICS OF STRATEGY
and development
is done for
improvement.
6 Five Forces Analysis These are the
factors which are
specific for the
competitiveness in
the industry.
9 It has descriptive and
static analysis for all
competitive forces.
7 Four links analysis These are the
factors which
analyses the
present and future
organisations who
can support the
company during
recession.
9 It helps to analyse the
network for building
strong relationship
with them.
8 Competitor analysis Here product
portfolio analysis
is done. The
factors are
specifically used
to compete with
the immediate
competitors. It
determines the
9 It helps to analyse the
opportunities in the
market and analyse
the competitors
strength to develop
plans for the future.

41DYNAMICS OF STRATEGY
competitors
profile and also
analyses the
market strength.
9 Customer analysis It helps to study
the market and its
segmentation. The
strategy is for the
existing and
potential
customers of the
company. It
develops the
market positioning
and segmentation.
9 It helps to study the
customer’s mind set
which provides the
opportunity for the
company to provide
them more such
products.
3.1 Environment Basics
These are the 3 elements of PLUS market segmentation:

42DYNAMICS OF STRATEGY
 Market definition and size
 Market growth
 Market share
Market definition and size- It is important for the organisation to analyse the strategic
environment and the size of the market. It is prior for analysing the market status as it assists
in taking strategic task.
Market growth- In the establishment of the market size, it is important to estimate the
market growth over the periods. How much the market has profited in current year than the
previous year. The objective of the organisation must be for organisational growth
perspective.
Market share- When there is large share of market then the company has strategic
beneficial. This is due to influence of prices and reduces the cost by economies of scale
which eventually increases the profitability (Obizhaeva, 2013). Some estimation of market
share shows the perspective of various strategies developed for the company.
3.2 Customer Analysis and Market Segmentation
The existence of Samsung is due to its customers who helps in generating revenues and also
increases the profits. Organisation needs to pay more attention on customers in strategic
management. But greater emphasis is given to the competition for strategic development
rather than customers. It is due to purchase decision of the customers as they buy a product
which depends on the competition for variety of products or services on offer (Oh, 2018).
Below are three important dimensions to analyse the customer:
 Identification of the customer and the market
 Market segmentation and its strategic implications
 Market positioning usually within a segment

43DYNAMICS OF STRATEGY
Identification of the customer and the market
The problem for the declination of some organisation because they were focusing on product
oriented goals. They were not customer oriented. This resulted in narrowing of customer
base. Two base was introduced to help the process:
 Immediate customer base
 Wider customer franchise
To exactly define the aspect of the environment, it is important for the company to develop
new strategies that can identify competitors and customers. If the market environment is
stable then competitors may get a chance to step up and attract the customers. It is crucial for
the organisation to analyse the future customers and also the current customers.
Customer base can be described through:
 Distinguishable- customers should be segmented and should be distinguishable so as
to isolate them from others to recognise the target market.
 Relevant to purchasing- the criteria of distinguishing customers must relate to the
differences of demand of the market that is the customers may be offered with high
price for high quality products.
 Sufficiently large- when the segment is small, the resources may not be justifiable to
meet the target.
 Reachable- it must be accessible to function the company’s strategies.
Consumer Products Industrial products
Socio- economic
Geographic
Demographic
End –use
Value added by the customer
Customer business

44DYNAMICS OF STRATEGY
Lifestyle Buying situation
3.3 Competitor Analysis
In the process of competitor analysis with relationship to the organisation, it is important to
analyse the immediate competitors of the company. This is known as profiling of competitor.
The purpose of competitor profiling is to identify the competitive advantage and their
disadvantage against the competitor. The sustainable competitive advantage provides with
barrier for imitation for the competitors (Olson, 2015). It is important to conduct surveys by
strategic analysis for competitive forces. By choosing two companies for examining the
competitive advantage of the company, allows to provide with more precise information. This
makes the survey successful for specific analysis of the competitor. So the competitor
profiling focuses on the market strength, objective, current strategies and its resources. At
some point it may be difficult for the company to identify which competitor can have direct
threat. This can be solved by exploring following aspects:
 Objectives- if the competitor is aiming for market growth, this involves an
aggressive stance. If the competitor is aiming for profit growth, then the competitor
may invest in new plant. New plant may cost low and may have long term impacts
on prices. The company reports may be helpful in defining the status of the
company.
 Resources- The size of the resources of a company are important indicators for
competitive threat. Over mapping or inferior technology or some financial problems
may be the threat for the company.
 Past record of performance- this may not provide with accurate data for bettering
the future.

45DYNAMICS OF STRATEGY
 Current products and services- In some cases, many companies buy competing
products and services to give a tough competition. They analyses the target
customers, performance, quality, promotional materials and many more.
 Links with other organisation- joint members and other co-operations may result
in significant competitive advantage.
 Present strategies- innovation, finance and investment, human resource
management, cost reduction, branding and pricing, market share all needs deep
investigation.
Competitor profiling takes more time but helps in developing the strategic management of the
company. Many companies are involved in monitoring the leading competitors.
3.4 Cooperative Environment
Porter’s Diamond

46DYNAMICS OF STRATEGY
Four Links Model
Element Company’s Links Measure
(1-10)
Opportunities /
Threats
1 Government links and networks 9
2 Informal co- operative links and
networks
9 This is for a common
purpose without any
legal contractual
relationship with other
organisations when
they link together. By
nature, they may occur
by accident or by
design, they may

47DYNAMICS OF STRATEGY
include many forms of
contact. This ranges
from formal industries
that represent industry
matters with other
interested parties.
Informal contact takes
place when individuals
have same mind from
variety of industries
that meet at a social
function.
3 Formal co- operative links 9 This linkage can take
many business forms
but are bound together
by legal contract. They
differ from networks
described in the higher
degree of formalities.
4 Complementors 9 Complementors are
those companies whose
products add more
value than the products
from the base company.

48DYNAMICS OF STRATEGY
3.5 Competitive Industry Environment
Porter’s five force model
Industry Rivalry Samsung cannot take the position in the
market as other White Goods players
operate in the market.
Barriers to entry and exit The White Goods industry are grouped
under high barriers to entry and low barriers
to exit. It is difficult to enter emerging
markets because some factors need to be
considered such as distribution network
(Rangnekar, 2018).
Powers of Buyers The buyers have multiple options but they
stick to one product because it is a high
value product. Buyers and company both

49DYNAMICS OF STRATEGY
need each other.
Power of suppliers Suppliers offers the service with discount as
the ancillary sectors are very deep. When
supply chain is established it takes a lot to
undo it and builds a new supply chain.
Threat of Substitutes Samsung must focus on making correct
marketing strategy. It has adopted different
pricing strategy to attract more customers. It
is necessary for Samsung to maintain its
innovation so as to retain loyal customers.
3.6 Key Factors for Success
Customer Customers checks for price, service, product
or service reliability, quality and branding.
Competition Cost comparison, quality issues,
distributors, price comparisons are
determined for competitive market.
Corporation Low –cost operations, quality operations,
innovative ability, skills and economies of
scale are the resources need to be
determined for better performance and
customer satisfaction.

50DYNAMICS OF STRATEGY
3.7 Industry Life Cycle
Samsung’s industry life cycle is analysed for strategic purposes. To determine different
segments is rather than determining the whole market. There are four stages in ILC:
introduction, growth, maturity and decline.
In introduction stage, Samsung must consider R&D strategy to increase innovation, customer
strategy so as to determine the nature of innovation, company strategy for ensure product
quality, impact on profitability so as to set high price but to be cautious when introducing
new category into the market, competitor strategy to keep interest in new innovations
(Rowley, 2013).
In growth stage, Samsung must consider customer strategy for more customers into the
market, R&D for long term benefits, company strategy to maintain its competition, impact on

51DYNAMICS OF STRATEGY
profitability for price challenges as competitors enter into the market, competitor strategy for
innovation.
In Maturity stage, customer strategy is considered for new trial for the customers and brand
switching, competitor strategy for advertising the quality product and change the lower
product (Saha, 2019).
In decline stage, customer strategy need to be considered to select a product by its price not
by its innovation, in decline stage there is no R&D as innovation is not a part of it, Company
strategy to control cost and impact on profitability for price competition and for low growth.
3.8 PESTEL Analysis
Political- It considers the impact of government legislation on taxation and employement
law.
Socio-cultural- This includes distribution of income, demographic changes.
Economic- It includes GDP and inflation rate and the interest rates that impact Samsung.

52DYNAMICS OF STRATEGY
Technological- It includes government policy, patents and level of expenditure on R&D.
Environmental- Green technology is important and waste is removed.
Legal- employement and safety law and product safety is prior.
4 Strategic Fit Analysis
4.1 SWOT Analysis
Strength Weakness
Samsung is the world’s most successful
electronics manufacturer.
It has succeeded in research and design
capabilities.
It has strong manufacturing and marketing
capabilities.
Samsung failed to match Apple Inc.’s
marketing capabilities.
Chinese competitors are into the market for
tough competition.
It depends on customer electronics sales
with limited growth (Sammut‐Bonnici,
2015).
Opportunity Threat
New technologies such as wearable tech can
be introduced.
Apple is dominant in the market. Samsung
is not able to overcome Apple’s reputation

53DYNAMICS OF STRATEGY
To grow the business in online market.
If Samsung will focus on middle class it
may increase the market.
for reliability.
Apple offers more quality than Samsung.
4.2 EVR Congruence
4.3 Balanced Scorecard
Element Influence on the company Measure
(1-10)
FIT & NOT FIT
Financial
perspective
Return on capital, Economic
value added, sales growth, cost
reduction improves the
shareholder value.
9 Fit
Customer
perspective
Product leadership, customer
intimacy, operational excellence
9 Fit

54DYNAMICS OF STRATEGY
are used for customer
profitability, retention rate.
Internal
perspective
It increases the customer value,
to achieve operational
excellence and to maintain
assets.
9 Fit
Future
perspective
To manage strategic
competencies, strategic
technologies, and prepare for
change.
9 Fit
SECTION 2 – Strategic Direction
5. Trend and Sensitivity Analysis
Element Particulars Sensitivity Issues Opportunity/ Threat
PESTLE Sustainable Future It will adopt
alternatives for more
sustainability approach
by removing plastics.
It will join with the rivals
such as Apple to lower the
carbon footprints.
PESTLE Increase the
performance
It has not managed to
come close to Apple
products.
It has the opportunity to
create the value for the
brand by providing the
customers the best

55DYNAMICS OF STRATEGY
technology and features.
PESTLE Remove conflicts The market was down
due to the conflicts.
It have the opportunity to
sustain in the market with
innovative gadgets.
Environmental scenario for the next 3 years
6. Risk Management
Risk Effect on the
company
Risk Rating
(1-10)
Mitigating factors
Initiate It determines the
project and focuses
on the risk
management
process.
5 At initial stage, the
company faces some
problems related to
introduction of new
product into the market. It
can be solved by
determining the success
criteria for that product.
Identify 6 It must identify the critical
factors related to that
product.
Assess It effects the
structure, and
ownership.
7 It must develop a strategy
to structure the process so
as to evaluate each process
for any changes.

56DYNAMICS OF STRATEGY
Plan responses It plans for the risk
event responses,
and plan project
risk responses.
8 It must effectively stratify
the plans for controlling
the risk.
Implement
response
9 It must analyse the effects
of threats to take
measurable decisions.
Risk Management Analysis using PRAM
7. Growth Strategic Options
Evaluate the options in a comparative table using PEARLS
Element Organic
Rating (1 – 10)
Joint Venture
Rating (1 – 10)
Alliance
Rating (1 – 10)
Protection of Investment 9 10 9
Earnings 9 10 9
Asset Suitability 9 10 9
Reduction in Cost / ROI 9 10 9
Liquidity 9 10 9
Sign of Growth 9 10 9

57DYNAMICS OF STRATEGY
7.1 Strategic Direction
The PEARLS is used by Samsung to evaluate the growth strategic options. The above
rating states that Samsung is at good condition but need to compete with Apple. So this
can be possible if Samsung focuses more on assets as quality and price can be met when
Samsung will join with other competitor.
8. Suitability
Element Comments/Observations Suitable/ Not Suitable
What are the resources
and capabilities of an
organisation?
Tangible resources,
analyse organisational
capabilities and intangible
resources are the
categories which helps
the organisation for
improvement.
Suitable
Why do we have them
at all?
This is due to achieve
competitive advantage in
the market.
Suitable
Why are resources and
capabilities important
in strategy?
This is because they
deliver value added
products.
Suitable
How can we improve This is by analysing Suitable

58DYNAMICS OF STRATEGY
competitive
advantage?
competitor’s strength.
Why other company
resources are also
important?
This is because they
deliver competitive
advantage.
Suitable
8.1 Suitability to Resource Base
Element Comments/Observations Suitable/ Not Suitable
Prior or acquired
resources
Value creation is taken
into consideration.
Suitable
Innovative capability More innovations than
other brands.
Suitable
Being truly competitive Able to compete with
Apple
Suitable
Substitutability Variations has
maintained for
attracting more
customers.
Suitable
Appropriability It maintains the quality
and has gained six
sigma certificate.
Suitable
Durability It products are long
lasting.
Suitable
Imitability It cannot be easily
imitable by the
Suitable

59DYNAMICS OF STRATEGY
competitors.
8.2 Suitability to Culture
Element Comments/Observations Suitable/ Not Suitable
Symbols It checks which symbol
should represent the
company and the size of
the company.
Suitable
Power structures The top managers makes
the decisions and also
influences.
Suitable
Organisational
structure
It checks the structure for
transfer of information in
hierarchy.
Suitable
Control systems It checks that all the
documents are
maintained. This reports
helps to evaluate the
performance.
Suitable
Routines and rituals It checks for the routine
of employees and quality
standards.
Suitable
Stories Surveying and taking
feedback from customers
to know what they think
Suitable

60DYNAMICS OF STRATEGY
about the organisation.
8.3 Suitability to Purpose of the Company
Element Comments/Observations Suitable/ Not Suitable
Stakeholder power It outlines the directors who
brings the value for the
company.
Suitable
Governance, ethics and
corporate social
responsibility
It has planned to initiate
green strategy in 2020.
Suitable
Vision of the future Its strategy is to adopt for
sustainable environment.
Suitable
8.4 Suitability to Stakeholders
Element Comments/Observations Suitable/ Not Suitable
Owners Financial return, add value Suitable
Employees Pay, work satisfaction and
training
Suitable
Customers Supply of goods and services
and quality
Suitable
Creditors Creditworthiness and
payment on time
Suitable
Suppliers Payment and long-term Suitable

61DYNAMICS OF STRATEGY
relationship
Community Safety, security and
contribution to community
Suitable
Government Compliance and Improved
competitiveness
Suitable
8.5 Summary of Suitability
The Samsung’s suitability to all aspects are well studied. It provides us with directions to
focus on factors and problems faced by the company and remedies done for competitive
advantage.
9. Acceptability
9.1 Acceptability of Business Model
Customer interface
Customer-driven strategy Customer issues are solved
Market positioning Includes new technology and unique
location
Value for money Different prices for products
Company reputation and branding Knowledge and trust for brand value
Customer relationship Formal and informal links available for the
customers.
Partnership interface
Suppliers Partnership with suppliers and relationship
with others.
Channel power Establish links with distributors.

62DYNAMICS OF STRATEGY
Alliances and joint ventures To build a sustainable future.
9.2 Acceptability to Ethics and Social Responsibility
National and international level The organisation focuses on political,
economic and social issues.
Corporate level It checks for the ethical and corporate
issues.
Individual manager and employee level Standards of behaviour for individuals,
managers and workers are set. Some of the
issues such as religious problems must be
treated at highest possible level and
develops the strategy for managing such
issues.
9.3 Acceptability to Knowledge Management
Factors which boost for knowledge management
 Building a knowledge sharing environment in technical and willingness to share the
knowledge in the company.
 The organisational infrastructure needs wide range to succeed.

63DYNAMICS OF STRATEGY
 Recognition by gathering information from various channels and transfers to the
customers.
9.4 Acceptability to Technology
 Supplier dominated firms- technical changes is faced when suppliers provide raw
materials to the company. For technological innovation the supplier be chosen
correctly.
 Scale intensive firms- technological innovation can be achieved from complex plant
and products. Technology can help in improvising the high cost of plant and risk of
failure.
 Science based firms- R&D helps to determine which technology will provide better
profit margin.
 Information intensive firms- By in- house systems helps to handle complex systems
for data processing and make it customer friendly.
 Specialised supplier firms- understanding the needs of customers and monitors
activities of competitors.
9.5 Acceptability using Blue Ocean Strategy
 Elimination- it determines the current aspects which is important for the customers.
 Reduction- it determines the current features of products which may be over designed
and reduces without impacting other product or service.
 Raising- it determines which current features of products can be improved to attract
more customers.
 Creation- it determines the aspects of various products and services to create new
value added for the customer and create demand and strategic pricing models.

64DYNAMICS OF STRATEGY
9.6 Summary of Acceptability Analysis
The Acceptability aspects helps to analyse what Samsung must do regarding competitive
advantage. It develops for pricing strategy and analyses all the process and factors to create
more brand value.

65DYNAMICS OF STRATEGY
Conclusion
The conclusion of Samsung is that it is capable of competing in global market but needs to be
more strategic in terms of sustainability in future. It has analysed the strengths to expand its
business with strategic decisions and precautionary steps to avoid threats. It has also analysed
all the external as well as internal factors to determine the status of the business in global
market. This analysis has made easy for the company to compete with Apple.

66DYNAMICS OF STRATEGY
References
Al-Atiqi, A. and Mumen, F., 2014. The Strategic Alternatives of Vodafone UK in 2009.
Atashfaraz, M. and Abadi, M.H.H.S., 2016. Impact Of E-Service Innovation On Brand
Equality And Customer Loyality In Samsung International Corporation. Procedia Economics
and Finance, 36, pp.327-335.
Basole, R.C., Russell, M.G., Huhtamäki, J., Rubens, N., Still, K. and Park, H., 2015.
Understanding business ecosystem dynamics: A data-driven approach. ACM Transactions on
Management Information Systems (TMIS), 6(2), p.6.
Cardoso, E.A.R.P., 2017. Examining the differences of the internationalization strategies of
two of the major brands in the smartphone industry-Apple inc. versus Samsung
electronics(Doctoral dissertation).
Chen, C.M. and Ann, B.Y., 2016. Efficiencies vs. importance-performance analysis for the
leading smartphone brands of Apple, Samsung and HTC. Total Quality Management &
Business Excellence, 27(3-4), pp.227-249.
Chopra, S. and Sodhi, M., 2014. Reducing the risk of supply chain disruptions. MIT Sloan
management review, 55(3), pp.72-80.
Daidj, N. ed., 2014. Developing strategic business models and competitive advantage in the
digital sector. IGI Global.
DuHadway, S., Carnovale, S. and Hazen, B., 2017. Understanding risk management for
intentional supply chain disruptions: Risk detection, risk mitigation, and risk
recovery. Annals of Operations Research, pp.1-20.

67DYNAMICS OF STRATEGY
Gamayanto, I., 2018. Perancangan Sistem Sumber Daya Dosen Pada Universitas Dengan
Menggunakan Konsep Samsung Dan 7S McKinsey. Konferensi Nasional Sistem Informasi
(KNSI) 2018.
Gardere, J., Sharir, D. and Maman, Y., 2018. Consulting and Executive Coaching on Future
Trends: The Need for a Long Term Vision with Apple and Samsung. International Journal
of Business and Social Science, 9(3).
Garkavenko, V., 2013. Managing New Product Development Process: Case of Samsung
Electronics. Global Community, 4, p.95.
Greve, H., Rowley, T. and Shipilov, A., 2013. Network advantage: How to unlock value from
your alliances and partnerships. John Wiley & Sons.
Harwood, T. and Garry, T., 2015. An investigation into gamification as a customer
engagement experience environment. Journal of Services Marketing, 29(6/7), pp.533-546.
Haslam, C., Tsitsianis, N., Andersson, T. and Yin, Y.P., 2013, December. Apple's financial
success: The precariousness of power exercised in global value chains. In Accounting
Forum(Vol. 37, No. 4, pp. 268-279). Taylor & Francis.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hsu, C.W., Lee, W.H. and Chao, W.C., 2013. Materiality analysis model in sustainability
reporting: a case study at Lite-On Technology Corporation. Journal of cleaner
production, 57, pp.142-151.
Huang, K.F., Dyerson, R., Wu, L.Y. and Harindranath, G., 2015. From temporary
competitive advantage to sustainable competitive advantage. British Journal of
Management, 26(4), pp.617-636.
Hubbard, W., 2013. The competitive advantage of weak patents. BCL Rev., 54, p.1909.

68DYNAMICS OF STRATEGY
Išoraitė, M., 2014. Importance of strategic alliances in company’s activity.
Ivanov, D., 2018. Structural dynamics and resilience in supply chain risk management (Vol.
265). Springer International Publishing.
Jung, S.C., 2014. The analysis of strategic management of samsung electronics company
through the generic value chain model. International Journal of Software Engineering and
Its Applications, 8(12), pp.133-142.
Jung, S.C., 2014. The analysis of strategic management of samsung electronics company
through the generic value chain model. International Journal of Software Engineering and
Its Applications, 8(12), pp.133-142.
Jurčić, I. and Gotovac, S., New approach in mobile telecom operators analysis.
Khan, U.A., Alam, M.N. and Alam, S., 2015. A critical analysis of internal and external
environment of Apple Inc. International Journal of Economics, Commerce and
Management, 3(6), pp.955-961.
King, A. and Lakhani, K.R., 2013. Using open innovation to identify the best ideas. MIT
Sloan management review, 55(1), p.41.
King, D. and Peterson, T., 2013. The Case of Microsoft's Surface Tablet: Going Behind the
Strategy with SWOT. Graziadio Business Review.
Kumar, P., Dass, M. and Kumar, S., 2015. From competitive advantage to nodal advantage:
Ecosystem structure and the new five forces that affect prosperity. Business Horizons, 58(4),
pp.469-481.
Lee, M.S. and Lim, C.S., 2014. Brand Marketing Strategies of International Smartphone
Market. Commodity Science in Research and Practice: Non-Food Products’ Quality and
Innovations, pp.97-102.

69DYNAMICS OF STRATEGY
Lew, Y.K. and Sinkovics, R.R., 2013. Crossing borders and industry sectors: behavioral
governance in strategic alliances and product innovation for competitive advantage. Long
Range Planning, 46(1-2), pp.13-38.
Madadipouya, K., 2015. A review on the strategic use of IT applications in achieving and
sustaining competitive advantage. arXiv preprint arXiv:1507.01233.
Moon, H.C., Parc, J., Yim, S.H. and Yin, W., 2013. Enhancing Performability through
Domestic and International Clustering: A Case Study of Samsung Electronics Corporation
(SEC). International Journal of Performability Engineering, 9(1).
Mukerjee, K., 2016. Factors That Contribute Towards Competitive Advantage: A Conceptual
Analysis. IUP Journal of Business Strategy, 13(1), pp.26-39.
Obizhaeva, A.A. and Wang, J., 2013. Optimal trading strategy and supply/demand
dynamics. Journal of Financial Markets, 16(1), pp.1-32.
Oh, I., 2018. Mafioso, Big Business and the Financial Crisis: The State-Business Relations in
South Korea and Japan. Routledge.
Olson, D.L. and Wu, D.D., 2015. Enterprise risk management(Vol. 3). World Scientific
Publishing Company.
Rangnekar, A., 2018. The Evolution of Marketing and Strategic Thought. Chetana’s, p.1.
Rowley, C., 2013. The changing nature of management and culture in South
Korea. Managing across diverse culture in East Asia, pp.122-150.
Saha, S., 2019. An Analysis of the Marketing Activities of Xiaomi Mobile.
Sammut‐Bonnici, T. and Galea, D., 2015. SWOT analysis. Wiley Encyclopedia of
Management, pp.1-8.

70DYNAMICS OF STRATEGY
Sheppard, J., 2016. Samsung Case Synopsis.
Silverman, D. ed., 2016. Qualitative research. Sage.
Song, J., Lee, K. and Khanna, T., 2016. Dynamic capabilities at Samsung: Optimizing
internal co-opetition. California Management Review, 58(4), pp.118-140.
STRATEGY, A.S.R., 2014. SECTION-B.
Tashnim, T., 2018. B2B Client Management Perspective of Banglalink Digital
Communications Ltd.: A hands on practice Through SME segment and churn.
Verma, D., HR Strategy is integral in Business Expansion.
Vogel, H.L., 2014. Entertainment industry economics: A guide for financial analysis.
Cambridge University Press.
West, D.C., Ford, J. and Ibrahim, E., 2015. Strategic marketing: creating competitive
advantage. Oxford University Press, USA.
Xu, Y., 2015, July. Swot Analysis of Domestic Market of Wearable Sports Equipment Based
on Internet of Things Technology. In 2015 International Conference on Artificial
Intelligence and Industrial Engineering. Atlantis Press.
Yun, J., Won, D. and Park, K., 2016. Dynamics from open innovation to evolutionary
change. Journal of open innovation: Technology, market, and complexity, 2(2), p.7.