Feasibility of Investment in Samsung: Market Analysis and Evaluation

This report provides a market analysis and evaluation of potential investment ideas for Samsung. It includes an introduction to the company, market need/opportunity analysis, generation and selection of ideas, feasibility of the market, and potential for value creation. The report also discusses the scope and degree of innovation in the life cycle and innovation based on the selected idea.

Assessment Cover Page
Course qualification DIPLOMA IN BUSINESS AND ENTERPRISE
MANAGEMENT
US/Prescription title: CREATIVITY, INNOVATION AND NEW VENTURE
CREATION
Course/Paper number: ABD703
Student name: JINHO SONG
Student ID: 174482A
Teacher: ZIA, AMRINDER AND TIM
Assessment type: 2nd ASSESSMENT
Due date: 21/MAR/2018
Student(s) to complete: Assignment/Report Plagiarism Declaration
For Individual Assignment / Report ONLY
I / we certify that this is my / our own work and I / we have read
and understood the Plagiarism and Dishonest Policy (7.7) of
Abacus Institute of Studies.
I/we understand that the submission of this form electronically is
the equivalent of me / us signing my / our name, in pen, on a paper
assignment cover sheet.
For Group assignments/reports ONLY:
Student name(s) & IDs:
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Table of Contents
1.0 Business introduction/background.......................................................................................2
2.0 Market need/opportunity......................................................................................................2
3.0 Generation of Idea................................................................................................................4
4.0 Evaluation and selection of idea..........................................................................................5
5.0 Feasibility of the market.......................................................................................................7
6.0 Feasibility of the organization............................................................................................12
7.0 Monetary feasibility...........................................................................................................14
8.0 Growth and sustainability potential...................................................................................19
9.0 Conclusions/Implications...................................................................................................21
References:...............................................................................................................................22
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1.0 Business introduction/background
Write a brief introduction for the existing business/or the business idea/ or concept you
have chosen to investigate in your report.
Samsung is the world well-known company for its products which are
technologically based such as laptops, computers, mobile phones and home electronic
appliances. The organization mission is to have a full dedication of its technology and talent
to develop products and services that are based on innovation (Samsung 2017). The firm
faces stiff competition from its rivals in business such as apple. Apple Company is in battle
with Samsung firm due to the patent infringement. Samsung has a marketing strategy that
focuses on the promotion of the brand image and sales increment with the aim of achieving
its strategic and financial goals. The customer rang can be expanded and the sales revenue
increased if the company adopt and effective marketing strategies. This report focuses on
providing the financial feasibility and the organizational and market of the suggested
investment (Samsung, 2017).
2.0 Market need/opportunity
Identify a market need or opportunity by analysing the current market situation based
on the following dimensions:
 Consumer taste along with preference
 The potential for profitability and growth in the market
 Competition from competitors
 Other needs
Dimension Analysis/Discussion
customer wants, needs and preferences The recent growth in the technological
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development has brought a significant shift
in the smartphone industry. The industry is
the most significant industry in business and
has produced a dynamic environment.
The consumer has over the years preferred a
phone that has improved life battery would
prefer a battery life that can go past a day
without being charged. The smartphone
comes with various features such as WI-FI,
Bluetooth, EDGE, GSM and a different
color display all depending on the battery
life of the phone. With all these features,
consumers are more addicted to their phones
and would prefer a phone that has longer
battery life.
Competition The Chinese brand market has continually
increased while Apple and Samsung market
share decline over the years based on the
most recent Gartner data below.
There was a marginal yearly growth n the
iPhone sales. However, there was a 9%
market growth during the same period
which resulted in market share decrease.
The global share of apple decreased from
14.8% to 13.7%. However, the Samsung
having the more significant market share
saw a decline from 23.3% to 20.7% (Kim,
Park,&Kim,2015).
On the contrary, oppo saw the most
significant growth in the market share of
4.6% to 8.1%.Huawei and vivo saw an
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increase in the market share too.
market growth and profitability potential The smartphone market is expanding at a
rapid speed globally, justifying for the 14%
of the cell phones in the world. The rapid
growth in the technological development
has backed up the high increase. Some of
the technological development comprises of
the professional data management, fast
internet browsing, advanced personal data
management and the 4g and 3 G network
evolution technologies. Smartphone hotspot
has been linked to the Asian region mainly
in China and India. The region has seen a
continuous development in the cellular
market and an increment in the 3G
expenditure and penetration on customer
electronics across the region. In the markets
that there is saturation, the growth of
smartphone in the region has been fueled by
the subsidies of the operator and the carrier
wars. In the year 2014 the smartphone
market is been estimated to reach $150.3
billion compared to the year 2009 where it
attained $55.4 billion (Lee, Kim,&Park
2015)
other relevant (if any)
3.0 Generation of Idea
 Provide more than two creative ideas that the capable of handling the need
identified based on the analysis above.the creative ideas can take any of the
form below.
 Service
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 Product
 Process
 Concept
 All of the above combined
 Any other appropriate.
Creative idea#1: Allowing consumers to have an experience of the release of new
smartphones in the showroom. It would be an effective way of getting more sales of the
smartphones.
Creative idea#2: Allowing consumers to have an experience of the release of new electronic
appliances, in real time fun setting. This would allow the customers to have a close look of
those appliances and would also develop an urge within them to know more about the
product and make a purchase
4.0 Evaluation and selection of idea
4.1 Evaluate and analyze the creative ideas above for their potential to be developed as
value creation opportunity.
Inventive
knowledge
Advantages Disadvantage
s
Expenditur
e
Vs. Profit
(Range
1- 10)
Executio
n ease
(Range 1-
10)
Reversibilit
y
(Range 1-
10)
Creative
Idea 1:
Enabling
customers
to
experience
the release
of new
smartphone
s located in
Superior value
addition in terms
of the experience
of the customer
unmatched by
competitors
(Yuksel, 2012)
- Foremost mover
advantage
- So as to set
up an area
where many
people could
literally have
an experience
of the new
products,
extensive
resource input
2 1 1
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the
showroom
is required.
-Possible
environmental
damage due
to waste as a
result of the
people’s
engagement
in the process
-Involvement
of children in
the process
may cause
certain health
and safety
issues.
-Breakage of
the mobile
phones.
Creative
Idea 2:
Allowing
consumers
to have an
experience
of the
release of
the new
electronic
appliances,
in real time
fun setting.
-Allows the
addition of
superior customer
value and
experience that is
unmatched by
those of
competitors.
- Potential that
scalable/replicabl
e
-The
electronic
appliance can
be broken
4 4 6
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4.2 Based on the evaluation and analysis conducted in Q 4.1, justify and select the idea
that you can recommend for adoption in the potential venture scenario.
From the above evaluation and analysis of potential ideas, it is clear that Samsung is
hunting the effective cost-benefit. The first idea involves a great potential in the economic
aspect, however, there are high risks involved when dealing with resource inputs. Also, the
second idea contains a risk of investment and reversibility while they fill new electronic
appliances in the booth.
5.0 Feasibility of the market.
5.1 under each section, analyze the selected ideas mentioned above for its innovative
type:
 Innovation incremental.
 Innovation disruptive,
 Innovation breakthrough
 Innovation sustaining
 Other
Innovation type Fits with the innovation type
Incremental innovation No.
(it is not oriented towards improving the
products that are existing)
Disruptive innovation No
(it is not oriented towards improving the
products that are existing)
Breakthrough innovation Yes
Sustaining innovation No
(it is not oriented towards improving the
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products that are existing)
The selected idea, according to the innovation type’s exploration, evidently suits the
breakthrough innovation as this is a way of including new products and serving the customer
needs to experience new products. Breakthrough Innovations can turnaround the market trend
with unique product, which would assist achieve a competitive edge in the market, and create
maximum possible value.
5.2 Discuss the scope and degree of innovation term in the life cycle and innovation
based on the above.
Life cycle stage Scope of Innovation
Introduction stage
For the company that is introducing a new
product in the market, this is considered as
the most expensive stage for the company.
The product has a smaller market size, and
the product sale will increase.
However, the cost of expenses such as
development and research, consumer testing
and marketing, required for product
introduction can be competitive
(yuksel,2012)
Scope- High
Costs- High
Profits- Low
Customers- Low
(Innovators about 2.6%)
Growth Customers: (Early
adopters 14.5%, Early Majority
34%)
Maturity Customers: (Late Majority about 35%)
Decline Customers:
(Laggards about 17%)
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5.3 under each section, explore and evaluate the selected idea for its potential in the
market value creation viability and scope.
 Potential in profits and attractiveness of the target market.
Impending threat Analysis Degree Favorable?
Bargaining power of
customers
Buyer’s cost diverts
to the products of the
competitor
High NO
Bargaining power of
dealers
It is dissimilar
dependent on
dealers.
There is a few
alterative to Android
platform provided to
Samsung as the
bargaining power is
represented by
Google. (Lee, Kim,
& Park, 2015)
High NO
New entrants threats Limited number of
organization to
High No
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Apple,Huawei,LG
and Oppo.(Kim,
Park, & Kim, 2015).
substitute products
or services threats
Compared to
Samsung the Huawei
smartphone, a brand
of the Chinese
market, is cheaper,
thus it can substitute
Samsung.
High No
conflict among
existing companies
conflict among
companies that are
existing is extremely
competitive
High NO
The presence of substitute products in the market has threatened the existence of
Samsung. For instance, the Huawei smartphone which is a cheaper Chinese smartphone can
substitute Samsung for consumers who cannot afford to purchase Samsung.
The home appliance industry is facing a stiff rivalry since the products are saturating
the market, and the products feature don not different from one manufacturer to the other.
There a significant disparity in the aspect of bargaining power of the suppliers.
Suppliers who provide components are not considered of the bargaining power since they are
only affected by the quantity of the order of the Samsung and price negotiation. Due to the
few alternatives to the Android platform, Google has represented a bargaining power that is
marked.
In the home electronic appliances, for the new entrants, the big brands have been
limited, for instance, there is Samsung, Panasonic, and LG. However, in the smartphone
market, there is the limitation in the number of firms such as LG, Apple, Huawei, Oppo and
Lenovo (Lee..Kim& Park, 2015).Samsung has seized this chance and remained at it’s the
leader in the market worldwide.
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 point-of-difference and consumer value addition
The below mentioned table highlights the point-of-difference that the customers
would expect to derive from the Money Exchange:
Dimension Money
exchange
Competition1
Apple
Competition2
Huawei
Competition3
LG
Price Less Less More for same More for more
Design Less Less More
Ease-of-use More Same Less
Interoperability Less More More
Security Same More More
Price
comparison
Less More for same More for more
Consumer value addition
Features pros gains
Advanced
Simulations
Captivates the new
customers for making a
purchase
Increase in Brand Awareness
Affordability Connection in the rate of
sales
Increase in sales
 Endorsement of the customer
Timeframe
1st year CAPTURE 1% - First year penetration is presumed to be 1%while the
original adoption by the consumer can be difficulty because they are used
of the product of the XYZ….(think innovators)
2nd year CAPTURE 3% -The projected infiltration this year is an increase of 3%
with awareness of the brand increase……
(think – early majority)
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3rd year CAPTURE 4% - the projected infiltration this year is expected to increase
up to 4%.....
(think early – late majority)
4th year CAPTURE 9% - - the projected infiltration this year is expected to
increase up to 9% (think late majority or laggards
5th year CAPTURE 13% - - the projected infiltration this year is expected to
increase up to 13% (think late majority or laggards)
The results from the market feasibility indicate that there is a need and the need is big
enough. In addition, as the market grows it becomes more attractive, however, it may not
offer profit potential for new entrant. To give the organization a strong position there is a
need to add superior value and uniqueness.
6.0 Feasibility of the organization.
Asses and evaluate the ideas that have been selected for the potential of the
organization, scope and the viability in terms of:
 Weakness and the strengths of the internal organization.
 Threats and opportunities of the external environmental.
Strengths Weaknesses
- Loyal consumers on the brand.
- Rapid service on any products.
- Skimming price-the pricing strategy for
the Samsung product.
- Employees’ turnover is high
Opportunities Threats
-Globalised world-the local culture can be
well fitted by the flexible company policies.
(Lee, Kim & Park, 2015).
- Technology is important; Technology has
been the foundation of any Samsung
product.
Apple has been taking a suit against
Samsung for copying the firms’ smartphone
and patent. (Kim, Park & Kim 2015).
According to the above table, Due to Samsung product having an excellent
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performance rating in the previous years, it has finally won the consumer's trust. The product
has a provision of high-speed service for its products. However the price skimming strategy
is of significance to Samsung smartphone because the phone is among the products
representatives and to gain the competitive market advantage, the firm should continually
produce new products each year. The cheap Chinese smartphone brand is growing despite the
benefits of the high price of the Samsung firm. The firm should set an effective strategy that
pertains to the local culture. Samsung being an original Korean company, it has a policy that
is flexible enough to fit any local culture where the company has its operation in. While
assessing and planning on the launching of its new devices, it has kept the technological
factors up to date.
Competitive gap Explanation Procedures to focus on the
gap
Increased employees’
turnover
Samsung faces a danger of
the organization ideas and
information leakage to its
competitors, due to the
majority of the employees
have been hired by the rival
companies after filing a
lawsuit against Samsung.
(Lee, Kim & Park 2015).
There is a need for Samsung
to increase the welfare for
employees and provide an
appropriate wages for
employees.
Lawsuit against Apple Samsung operation has been
significantly affected by the
lawsuit between Samsung
and Apple has not been
terminated. (Kim, Park &
Kim 2015)
Samsung needs not to be
involved in the lawsuit
against apple.
In conclusion, Samsung has lots of strengths which include high technology, and
high brand awareness, while its weaknesses include high turnover of employees and the
lawsuit against the competitor, Apple. This indicates that Samsung needs to build strategies
such as providing welfare to employees and not be involved in the lawsuit.
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7.0 Monetary feasibility
7.1Present an evaluation that justifies and establishes assumptions of the key input and
the parameters revenue stream of the financial model for the spin off venture. The
assumptions are not limited to the following:
 Growth rate and market size targeted.
Samsung market target is in NZ for those who want to do dollar stock exchange and
purchase smartphones. Currently 55% of the NZ inhabitants have (Samsung, 2017)
smartphones are owned by over 2.5 million people all over the world. There is an assumption
that over half of the smartphone owners are involved in the buying and selling of foreign
exchange in some manner (taking assumption due to lack of data). Hence the population is
almost 1.5 million. Using an approach of conservancy there is an assumption of the number
being about one million which includes individuals and businesses. The various reasons of
such people trading in foreign exchange are both personal, educational, travel and business
related. An assumption is made that the market will increase at a rate similar to that of the
population of the world of 1% per annum.
 Market infiltration
The initial infiltration is assumed to be 2% and can rise to 30% based on the trend of
smartphone usage rising per year. The consumer’s frequency purchase and preferences.
According to the purchase size there is a prediction that on an annual average,
- each consumer in the target market would trade $15,000 worth of
- Foreign currency 5 times a year. Based on preferences not all target markets would
purchase online and may make use of the app for the purposes of the price comparison
and do a direct management providing the best price place.
 Resource requirements
Expense Yr1 Yr2 Yr3 Yr 4 Yr5
Start-up cost $100,000,00
Number of staff 1 1 2 2 2
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required
Salary per staff $40000 constant
Platform royalty $15000 constant
Annual maintenance $5000 constant
Annual maintenance $5000 constant
Utility bills $5000 constant
Accountnant/lawyer $10,000 constant
Other $10000 constant
Advertising budget 7% constant
 Product
Smart phones
 Price
The cost of each smartphone has been assumed range in between $150-800, and is expected
to remain constant due to high competition and low barriers to entry in this type of open
market.
 Process
The selling of Samsung’s smartphones is associated with the mobile phone companies.
 Place
Each smartphone store
 Promotion
Based on the 7% of the revenue earned there will be an annual advertising budget. It is also
predicted that the promotion would impact on 20 % that would attract new customers.
7.2 Present an analysis that translates above model input assumptions and revenue
streams into key financial outputs (a minimum of FIVE) for the venture. These outputs
may include but are not limited to cost structures, Equity and debt profiles, number of
customers, sale (units), sale (revenue), cash flow, profit profiles, profit profiles,
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breakeven, investment returns, NPV, IRR and other relevant
Revenue Yr1 Yr2 Yr3 Yr4 Yr5
Available
market
1,000,000 1,020,000 1,030,000 1,040,000 1,050,000
Market
captured
10,000 15,000 20,000 25,000 30,000
Additional
market
captured due
to
advertising
impact
2000 2000 2500 3000 3500
Total market
captured
12,000 17,000 22,500 28000 33,500
Revenue $30,000 $35,000 $36000 $40000 $45000
Commission
in
$300,000 $350,000 $400,000 $450,000 $500,000
Revenue-
total
$330,000 $385,000 $436,000 $490,000 $545,000
Costs Yr1 Yr2 Yr3 Yr4 Yr5
Fixed cost
Start-up cost $100,000 0 0 0 0
Salaries $20,000 20000 20000 20000 20000
Annual
maintenance
$5000 5000 5000 5000 5000
Utility/bills $5000 5000 5000 5000 5000
Accountant $5000 5000 5000 5000 5000
Other $5000 5000 5000 5000 5000
Total fixed
cost
130,000 130000 150000 150000 150000
Fixed cost 0.15 0.15 0.15 0.2 02
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Variable cost
Advertising
budget
$15000 20000 20000 20000 20000
Variable cost 0.1 0.1 0.15 0.2 0.2
Total cost 0.2 0.1 0.1 0.1 0.1
Total cost $150,150 160,180 167.890 168.901 189.901
Cashflow Yr1 Yr2 Yr3 Yr4 Yr5
Cashflow per
annum
$213,800 $255,000 $355,000 $255,000 $255,000
Cashflow
cumulative
$1,358,903
Break even 658902
7.3 Analyze the financial sensitivity of the above financial model of the venture in a
manner which tests and demonstrates the impact of changes in key input assumptions
and revenue stream parameters on the model conduct and output.
Initial infiltration: Each one unit percentage inflates (from 1.5% to 2%) in the initial
penetration explains about $2 million of variation in the total 5 year cashflow.
cashflow Yr1 Yr2 Yr2 Yr2 Yr5
Cashflow per
annum
500,500 530,500 550,555 600,000 800.000
Cashflow
cumulative
1,450,000
Break even 55,150
Annual growth in penetration: Each one unit percentage inflates
Cashflow Yr1 Yr2 Yr3 Yr4 Yr5
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Cashflow per
annum
$150,500 250,000 350,000 400,000 450,000
Cashflow
cumulative
1,755000
Break even 150,500
Variation 40,000
(From 20% to 21%) in the annual increase in penetration shows about $40,000 of variation in
the total 5 year cashflow.
Average purchase size per user per annum: Each $1000 increase in the average purchase size
per user per annum shows about $250,000 of variation in the total 5 year cashflow.
Cashflow Yr1 Yr2 Yr3 Yr4 Yr5
Cashflow per
annum
250,200 350,000 400,000 450,000 500,000
Cashflow
cumulative
2,000,000
Break even 55,000 variation 250,000
Purchase preference (how the people will buy): Every 1 unit percentage inflates (from 10% to
11%) in the purchase preference as according the user per annum explains about $250,000 of
the variation in the complete 5 years of cash flow.
Cashflow Yr1 Yr2 Yr3 Yr4 Yr5
Cashflow per
annum
200,000 300,000 400,000 450,000 500,000
Cashflow
cumulative
185,000
Break even 55,000
250,000
Purchase preference: Per 1 unit percentage inflates (from 11% to 12%) in the
purchase preference per each user per annum and that explains about $250,000 of the total
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variation in a 5 year cash flow.
Cashflow Yr1 Yr2 Yr3 Yr4 Yr5
Cashflow per
annum
$250,000 300,000 350,000 400,000 450,000
Cashflow
cumulative
1,750.000
Break even 250,00
7.4 Performing the above sensitivity analysis, produce three venture scenarios (worst,
average, and best) to test the idea’s financial viability.
Excel file
7.5 Present an analysis that communicates the establishment and justification of the most
likely scenario.
Samsung will penetrate at a rate of 20 thousands per year and the revenue is expected
to be about 100,000 million dollars. This is a clear indication from the cash flow that
Samsung is expected to have a good revenue. This means that the venture is worth pursuing.
8.0 Growth and sustainability potential
8.1 Present an analysis that identifies venture’s scalability potential in terms of:
 Replicability: by importing innovations from the developed markets and also focusing on
local adaptations and innovations, Samsung has gained a lot from the emerging markets. This
means that Samsung will maintain strengths in speed in the emerging markets and developed
markets.
 Customizability: For Samsung’s technology to be customizable into various versions, it
needs to be flexible. This is a clear indication that Samsung can penetrate into more markets
 Extendibility: Samsung’s new vision is to publicize of its products across the world, and
introduce new technologies to all countries.
8.2 Under the following headings, analyze and identify growth strategies you may
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consider across the venture development stages:
 Market penetration: Despite a disappointing first quarter (0% year over year growth),
Samsung was able regain control as the global leader in the smartphone market. By means of
their Substantial discounts on the smartphones like that in the Galaxy S7 and the S7 edge,
they were able to move the flagships of the previous year as they make a way for new S8+
and S8. Outside the high end, the product mix also continues to shift towards much more
affordable models (Lee, Kim, & Park, 2015)
 Product development: through the introduction of the A5, A3 and A7 earlier this quarter,
with the recently updated Samsung J-Series, as well as new flagship S8/S8+, this should give
the brand a well-balanced portfolio over all the regions in second quarter. The launch of S8+
and S8, both looks promising because it might have finally put the Samsung's Note 7 fiasco
to the bed (Samsung, 2017).
New markets:
•Spain, the first market to launch in Europe;
•Singapore, the first within the South East Asian region; and
•Australia, the first market to launch within the Oceania region.
 Diversification: Samsung's electronics division is pursuing the corporate-level of related
diversification & vertical integration Samsung corporation is pursuing a strategy of unrelated
diversification - Corporate-level strategies and unrelated diversification - Kinds of multi-
business models (Samsung 2017).
 Horizontal integration- Samsung involves the use of Google’s Android operating system
in their smartphones (Samsung 2017)
 Vertical integration (backward/forward); Samsung significantly implement forward
vertical integration in the production and distribution of smartphones and the accompanying
apps. (Samsung 2017)
 Alliances: Samsung needs to make an alliance with other application companies.
 Acquisitions: Samsung needs also to acquire small electronic companies.
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 Mergers: Samsung may merge with other application companies.
 Joint ventures: Samsung can do a joint venture in other businesses showing their products
such as movies and entertainment.
 Multi-country strategies: Samsung business strategy will use a high level of flexibility in a
manner that Samsung is determined in changing its strategy as per the changes in its external
business environment.
 Global strategies: Samsung is a leader in key product categories in both developed as well
as in emerging markets. It could stay on the top in the fast-moving consumer electronics
industry in the face of strong global and the local competitions along with reliability and
customization globally. (Samsung 2017)
8.4 Competitive advantage and potential
VRIO of Samsung
Valuable? Rare? Costly
to
Imitate?
Exploited by
the
organization
?
Competitive
Implications
Reputation Yes Yes Yes Yes Sustainable
Technological
Expertise
Yes Yes Yes Yes Sustainable
Quality Yes Yes Yes Yes Sustainable
Product mix Yes Yes Yes Yes Sustainable
Qualified
employees
Yes Yes Yes Yes Sustainable
9.0 Conclusions/Implications
Provide a brief conclusion of your report, including overall managerial implications of
your findings and discussions.
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This report has conducted various analyses for Samsung. For Samsung to maintain
its global leadership in the market, it is recommended to maintain its technology
development, to expand its service domains, and to be watchful of the patent not to spend
their energy on legal issues. In addition, as a global leader, it should also pay attention to
build its trustful brand images to customers as they are not connected political issues.
References:
Kim, S.Y., Park, S.T. and Kim, Y.K., (2015). Samsung-Apple patent war case analysis: focus
on the strategy to deal with patent litigation. Journal of digital convergence, 13 (3), 117-125.
Lee, S.J., Kim, J. and Park, B.I., (2015). Culture clashes in cross-border mergers and
acquisitions: A case study of Sweden's Volvo and South Korea's Samsung. International
Business Review, 24 (4), 580-593.
Samsung 2017, Values and philosophy, Global Strategy Group, Samsung, viewed 16 Dec
2017, https://sgsg.samsung.com/main/newpage.php?f_id=samsung_value
Yüksel, İ.(2012), Developing a multi-criteria decision making model for PESTEL analysis’,
International Journal of Business and Management, 7 (24), 52.
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