Analysis of Samsung's Digital Marketing and Branding Strategies

This report examines Samsung's digital marketing and branding strategies, focusing on the application of the Shannon and Weaver's Transmission model, value co-creation, and customer segmentation. The analysis highlights the absence of a feedback loop in Samsung's marketing, advocating for the use of quantitative feedback through digital analytics. The report explores the concept of value co-creation and its benefits in enhancing competitive advantages, particularly through customer involvement in product manufacturing. It identifies Samsung's target customer segments and recommends social media and relationship marketing strategies to effectively reach and engage these segments. The report underscores the importance of digital analytics, emphasizing its role in understanding customer preferences and market trends. References to key marketing concepts and academic sources support the analysis, providing a comprehensive overview of Samsung's approach to digital marketing and branding.

Running head: DIGITAL MARKETING AND BRANDING
Digital Marketing and Branding
Name of the Student:
Name of the University:
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1DIGITAL MARKETING AND BRANDING
Step 1
Shannon and Weaver’s Transmission model was created by Elwood Shannon (Dima, Teodorescu
and Gifu 2014). It is now considered as the mother of all models. It is more technological than
the other existing linear models. This model works among the sender, receiver, decoder, channel,
encoder and the feedback loop. In Samsung’s marketing strategy there is an absence of the
feedback loop. Samsung gets the feedback from its target audience in the form of digital
analytics. In order to give the best feedback, Samsung must make use of quantitative feedback in
its organization as this will help in gathering the feedback forms and could be kept as a record
for further analysis.
Step 2
This part will based on the various different resources that are used to analyze the value of co-
creation in the Samsung Company. One of the key concepts that is popular in the current
business scenario for the initiation of innovation and creativity is the value co-creation (Yi and
Gong 2013). However, with the initiation of the process of the value co-creation, it is benefial for
the customers also due to the reason that, it helps them to involve their feedback and opinion in
the manufacturing of the products (Reay and Seddighi 2012). Thus, the process of the value
creation also helps in enhancing the competitive advantages for the business organizations. This
is due to the reason that, having the feedback of the customers in manufacturing the products
helps them to offer the products in the market according to the market trend. this helps in
effective fulfillment of the demand of the customers.
Step: 3

2DIGITAL MARKETING AND BRANDING
As discussed in the previous assignment, the target customer segment of Samsung is the
age group between 18 and 60. However, due to the fact that, Samsung is more famous for their
smart appliances with having latest technologies, younger generation is being more effectively
targeted. However, in the targeted age group of 18 to 50 there are various customers segments
can be identified in terms of their taste and preference patterns. Thus, it is important for Samsung
to involve different marketing channels as well as different communication channels to target the
different customer segments.
One of the key marketing channels being recommended is the social media marketing
(Berthon et al. 2012). This is due to the reason that, in the current marketing scenario, social
media is having huge market penetration around the world with having the presence of customers
across different age groups. In addition, initiation of the social media marketing will also help to
effectively determine the requirements of the customers as well as the trend in the market.
Another recommended marketing strategy that will have maximum benefit for Samsung in future
is the relationship marketing (Christopher, Payne and Ballantyne 2013). This will also be
beneficial for them due to the reason that, in the current business scenario, positive word of
mouth in the market is an important source of gaining competitive advantages. This it is being
recommended that, Samsung should initiate effective relationship marketing strategy in order to
generate positive word from the existing customers. The more will be the satisfaction of the
existing customers, the more will be the possibility of enhancement of revenue in the market.

3DIGITAL MARKETING AND BRANDING

4DIGITAL MARKETING AND BRANDING
The given visual board has been formulated in order to reflect upon Samsung and the use
of digital analytics in business. Samsung engages in mostly home appliances and smart phones.
The board reflects the current trend around the globe, where the use of digital analytics has
become extremely popular. Almost 70% of the businesses worldwide make use of digital
analytics. Samsung aims at targeting the customers aged between 1 to 25 in order to increase its
sales. The use of digital analytics will serve to be extremely beneficial in the given scenario,
whereby qualitative as well as quantitative data can be used in helping the company to target the
desired customer group.

5DIGITAL MARKETING AND BRANDING
References
Berthon, P.R., Pitt, L.F., Plangger, K. and Shapiro, D., 2012. Marketing meets Web 2.0, social
media, and creative consumers: Implications for international marketing strategy. Business
horizons, 55(3), pp.261-271.
Christopher, M., Payne, A. and Ballantyne, D., 2013. Relationship marketing. Taylor & Francis.
Dima, I.C., Teodorescu, M. and Gifu, D., 2014. New communication approaches vs. traditional
communication. International Letters of Social and Humanistic Sciences, 20, pp.46-55.
Reay, P. and Seddighi, H.R., 2012. An empirical evaluation of management and operational
capabilities for innovation via co-creation. European Journal of Innovation Management, 15(2),
pp.259-275.
Yi, Y. and Gong, T., 2013. Customer value co-creation behavior: Scale development and
validation. Journal of Business Research, 66(9), pp.1279-1284.