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The term ‘Smartphone’ was first introduced by IBM in 1992, the ‘Simon’ was classed as a smartphone because it had new features such as a calendar, clock, the ability to send electronic message and faxes (Entrepreneur, 2009). Samsung, the South Korean multinational, was founded in 1938 but only entered the electronics industry in the late 1960s (Samsung, 2014a). Samsung introduced their first Galaxy Smartphone in 2009 plus upgraded phones, both high and low end, since then. All Samsung Galaxy Smartphones have used the Android operating system developed by Google (Samsung, 2014b).
This report will use seven strategy models to analyse Samsung Galaxy Smartphone’s strategic position and the sustainability of that position. This will be done using Porter’s
Generic Strategies, Bowman’s strategy clock and strategic group mapping to identify Samsung’s position in comparison with their competition. PESTLE and Porter’s Five Forces analysis will assess the external environment of the Smartphone industry and finally, a resource audit and the value chain analysis will evaluate Samsung’s resources and competences in comparison with their competitors and how they add value with those resources.
/
Identifying Samsung’s Strategic Position
/0( Porter’s Generic Strategies Porter (1980) suggests that an organisation can only compete in one of three areas. These are cost leadership, differentiation and focus. There are several models of the Samsung Galaxy Smartphone therefore making it difficult to place the Galaxy Smartphone business unit into one category. Samsung have developed a range of lower end Smartphones to cater to all markets, especially the emerging markets (Portada, 2013). These products are not advertised as lower quality products, just different models. There are also Galaxy Smartphones which have been differentiated through the availability of different colours for several of the phones. Although competitors give the choice of black or white, Samsung has created phones that are available in orange, purple and red (GSM Arena, 2013). These phones, however, do not have a premium price which is usually associated with differentiation. Samsung currently manufacture the Smartphone with the largest screen (Daily Mail, 2013). Competitors charge a higher price for their large screen phones but Samsung’s high end Smartphones all come with large screens as standard and the new developments are rumoured to have larger, curved or ()*+ , %
double screens (Johnson, 2014) as well new technology never seen in Smartphones before such as eye scanning security (Curtis, 2014). These are all areas where Samsung are able to differentiate. Two areas that an organisation can focus on are cost focus and differentiation focus (Thompson and Martin, 2005). Samsung do not use cost focus as a strategy, however, they have used differentiation focus in developing a Smartphone which combines a mobile phone with a tablet. Although this product comes at a high price and only caters for a niche market. Differentiation seems to be Samsung’s preferred strategy for a variety of reasons discussed throughout.
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Samsung Galaxy: Differentiation Apple iPhone: Focused Differentiation Nokia Lumia: Hybrid Blackberry Q: Low Price HTC One: Hybrid/Differentiation
The analysis of Samsung Galaxy Smartphones using Port er’s Generic Strategies can be transferred onto Bowman’s strategy clock (Faulkner and Bowman, 1995), with other ()*+ , 7
Smartphone brands to identify which competitors are using similar strategies in their attempt to gain competitive advantage. The strategy clock clearly shows that no Smartphone is using
the ‘no frills’ technique. The best-selling Smartphones all require extra in terms of innovation to meet customer demand within the market today (Capone, 2013). Most competitors use a similar strategy to Samsung Galaxy Smartphones.
/01 2%*3%&4.- 5*#,6 7366.$4 Group mapping is used to analyse an industry, comparing characteristics and techniques to highlight key competitors. Group mapping can use a variety of criteria to analyse an industry (Johnson, Scholes and Whittington, 2008).
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Figure 1 identifies the relationship between research and development expenditure and percentage of the global market share in the Smartphone industry. It shows that Samsung is spending the most on research and development (Hartung, 2012) and has the highest market share (Kovach, 2013). There is no organisation that would be considered a direct competitor
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to Samsung in these areas, however Apple and Nokia both have relatively high research and development expenditure with the potential to increase their market share. Figure 2 indicates that Nokia is a key competitor as both are priced at a similar level and both hold a comparable number of patents (Chetan Sharma, 2011). There does not seem to be a correlation between patents held and the pricing of the handset. Figure 3 relates to both previous graphs showing Samsung’s high market share along with their operating income derived from their Smartphone which is the second highest priced Smartphone on the market (Samsung, 2014c). Although Samsung has the highest market share their lower price may have affected the profit margin in comparison to Apple, the highest priced Smartphone on the market which achieved a higher operating income but lower market share than Samsung. There is a cluster of Smartphones at the lower end of the global market share and a number of these are making a loss. Nokia, who are investing heavily in research and development, have the biggest loss (Hughes, 2013) combined with lower marker share therefore making them less of a direct competitor for Samsung.
Porter’s Generic Strategies, Bowman’s strategy clock and strategic mapping have all placed Samsung in a highly competitive position and conclude their Smartphones are one of the best performing in terms of sales, perceived value and strategy. Samsung Galaxy Smartphone’s main strategy is differentiation, the preferred strategy for the majority of Samsung’s competitors, to appeal to the dynamic market’s demand. From the analysis conducted Apple appears to be their strongest competitor.
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PESTLE Analysis of Samsung Galaxy Smartphones Political
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Foreign Trade: Samsung is a multinational organisation and the majority of its Smartphone trade happens outside the domestic country, South Korea (Yarow, 2013). The US contributes considerably to the Smartphone market and after Samsung was found guilty of infringing two of Apple’s patents, resulting in the US International Trade Commission ordering a ban on some Galaxy Smartphones being imported (Kendall and Clark, 2013) Samsung had to alter their design to avoid further infringement and their ability to trade within the US. Samsung ’s competitors have
Economical
Socio-Cultural
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faced similar problems, for example HTC having a ban in place in the UK (Curtis, 2013) and Apple facing potential bans in Russia and South Korea (RT, 2013; Kerr, 2013). Employment Laws: Rules regarding employment differ from country to country which can cause difficulties for multinational organisations between domestic laws and adapting the host country’s laws (Taft, 2013). Samsung was recently taken to court as they were breaking employment laws in Brazil (Grainger, 2013) where they are being sued for a large amount of money and also damaging to their reputation. Samsung have a policy for Labour and Human Rights which, in this case, contradicts the standards set out in the policy (Samsung, 2014d). Samsung have had to revisit their policies and ensure that all parts of the business abide by them to regain their reputation. Competitors have faced similar issues regarding employment laws and Apple has faced lawsuits alleging discrimination against race and sex (Rogers, 2012). Government Stability: South Korean Government is considered to be the most stable within the emerging markets (Arirang News, 2013). South Korea has seen growth in all industries, especially technology and Samsung has grown alongside it. Samsung has maintained the majority of its operations in South Korea whose economy has started to rely heavily on Samsung, especially with recent sales success (The Economist, 2011). The USA Government does not rely on Apple’s Smartphone sales in the same way that South Korea does. Other Smartphone manufacturers are not relied on in their domestic countries because their sales are not as high as Samsung or Apple’s (Kovach, 2013). Inflation: Technology is now included when calculating inflation rates. Tablets such as the Samsung Galaxy Note have been added to the basket of goods and services to calculate inflation (Warman, 2012). This supports the notion that today’s society is becoming more reliant on technology and there is a huge demand for the same technology to be available worldwide. Taxation: Corporation tax differs from country to country. South Korea’s corporation tax is 24% whereas the US is 40%. (KPMG, 2013). Samsung’s decision to remain in South Korea could have been down to the lower taxation rate however, several Samsung executives and chairman were forced to step down because of several tax evasion scandals (McNeill and Kirk, 2013). This damages the organisation’s reputation and has been widely criticised in the media for not helping the local community as part of their Corporate Social Responsibility. Both Apple and Nokia have been accused of trying to evade tax in different parts of the world (RT, 2013). Consumerism: In today’s media culture there is always the desire for better and newer products to be introduced to the market but at a low price (Capone, 2013). Organisations are constantly trying to lower their prices or cut costs which may reduce product quality or profit margins. The ability to search online for a different product, especially in the Smartphone industry, means that competition is
Technological
Legal
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extremely high. Organisations must find methods to either cut costs or add value to their products. Social Networking: This has given everyone the opportunity to produce, consume and share media on a global scale (Bruns, 2008). Social media can be used in marketing techniques as a message can be ‘shared’ instantly to the masses but conversely the rapid spread of a negative message can be detrimental to the organisation. Since the popularity of social media has grown Smartphones have to be well integrated with social media sites or allow applications (‘Apps’) to be downloaded to satisfy the needs of the social media age (Tye, 2010). Migration: With the ability to travel worldwide, consumers expect to get the same products at the same quality around the world. Linked to the concept of consumerism, migration is the want for the same products or services to be available around the globe. Samsung have made their phone available in 155 countries around the world which means Smartphone providers are competing on a global scale. Samsung was also one of the first organisations to take Smartphones to China and since then several others have moved into the emerging markets, most worryingly Apple and their recent deal with China Mobile (Curtis, 2014). Internet: This has dramatically changed the way that not only businesses but the general public communicate with one another. Emails, video conferencing and online finance management allows organisations to communicate globally (Tharp and Jeong, 2001). Multinational organisations can minimise their travel budgets as worldwide meetings can be conducted using video conferencing. Internet access has become a key feature of every Smartphone. Innovation: It is highly expected in today’s Smartphone industry that the organisation concentrates on research and development to create innovative products (Kim and Park, 2010). Samsung currently have the highest research and development expenditure which has successfully created the technology for the Samsung Galaxy Smartwatch ahead of the competition (Kelion and Lee, 2013). Patents: Several Smartphone organisations have patents on their intellectual property, components within the phone and designs (Masnick, 2012). Samsung currently hold just over 6000 patents in the US in comparison to Apple, with just over 600 US patents. Within the Smartphone industry, there are several lawsuits being filed between organisations regarding patent infringement (Thier, 2012). Smartphone providers must take care when developing new products to avoid patent infringement. Legal Battles: Legal procedures have extremely high costs, especially for those who lose that battle. Samsung are currently in several battles with a number of other Smartphone providers where they have been accused of patent infringement or have accused competitors (BBC, 2013). All competitors are in a similar position putting all at risk of high legal costs.
Environmental
Corporate Social Responsibility (CSR): CSR is a huge phenomenon requiring organisations to go beyond the expected regulation minimum (Johnson, Scholes and Whittington, 2008) in sustainability, recycling, renewable energy or charity work. Many organisations have recognised that CSR enhances brand image and Samsung has partnered with International Youth Foundation to provide financial support and Samsung’s technology to address the issue of unemployment amongst young people in Africa (IT News, 2008). Competitors such as Apple and Nokia also undergo programs relating to CSR.
10/ Porter’s Five Forces Porter (2008) developed the five forces enabling organisations to assess the attractiveness of an industry by analysing the external environment separated into five categories (Johnson, Scholes and Whittington, 2008). 10/0(
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The threat of new entrants into the market is dependent on the barriers to break into the market (Wright, Kroll and Parnell, 1996). For Samsung Galaxy Smartphones high barriers deter new competitors from joining the already competitive industry where extensive experience is required. The top Smartphone providers have been developing their products for years and it would be difficult for a new organisation to enter the industry successfully without that same experience (Johnson, Scholes and Whittington, 2008). The start-up capital required is also extremely high as machines would be needed to produce the same quality of product that the existing organisations do (Wright, Kroll and Parnell, 1996). The ability to achieve economies of scale is important to compete in the Smartphone industry and, as discussed in the PESTLE analysis, there are legal issues such as avoiding patent infringements and technology legislations which new entrants would have to consider and fund. Finally, existing organisations would retaliate to protect their business through price or marketing wars (Johnson, Scholes and Whittington, 2008), but more likely in the Smartphone industry, deals with mobile networks to prevent new Smartphones from being sold by certain carriers because current Smartphone providers have power in the industry. 10/0/
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Johnson, Scholes and Whittington (2008) state that substitutes are similar products or services based on different processes. A Smartphone could be substituted by a computer or a laptop, new products such as the Smartwatch or tablets (Wolf, 2013; Tofel, 2012). With ()*+ , #
technological innovation driving the electronics industry there are more substitutes being developed. These products are all similar to a Smartphone and can provide the same level of communication and entertainment that a Smartphone offers but each at a different price and level of performance (Campbell, Edgar and Stonehouse, 2011). There is also the option of going without and using landline telephones, a conventional mobile phone or using the postal service. These do not have the same access to applications but they allow users to communicate at a much lower cost but have lower performance le vels. 10/01
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A few large buyers in the industry means that those buyers have a lot of power (Thompson and Martin, 2005). For Samsung Galaxy Smartphones this is not the case a s there are millions of small buyers spread across the world. It is very unlikely that if one buyer chooses to buy from a competitor that Samsung would be greatly affected. Whilst there are no large buyers that would make considerable difference to Smartphones sales the low switching costs means that buyers can change brand easily which can be both good and bad for Samsung with customers moving to or from competition (Campbell, Edgar and Stonehouse, 2011). Despite there being a number of Smartphone providers only the ones available globally are perceived highly. 10/0H
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Similar to buyer power, suppliers will have a lot of power if there are few of them (Wright, Kroll and Parnell, 1996). Although Samsung does not have many suppliers they are considered to be a powerful buyer as several of their suppliers do not supply to anyone else. Samsung have also undertaken vertical integration so they are in full control of the manufacture of their own components (Keun and Xiyou, 2009). Suppliers may feel at risk because Samsung have both strong buyer power and in house manufacturing capabilities so suppliers may look for other buyers for security. However, due to high demand for their handset Samsung are looking for additional suppliers from other Smartphone producers (Page, 2013). 10/0I
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The Smartphone industry is very competitive (Karlgaard, 2013) and Samsung currently hold the majority market share of Smartphone sales worldwide (Hughes, 2013). The industry is continuously growing and extremely dynamic which causes high and changing competition. Although they have slight differences, most Smartphones are based on similar foundations (Campbell, Edgar and Stonehouse, 2011) and consumerism has led to buyers constantly ()*+ , &"
wanting the latest and new products which combined with the ease and low cost of swapping brands means customers regularly change their Smartphone handsets. Samsung Galaxy Smartphones has been affected by several external factors. Consumerism and travel are important in terms of competing, developing the newest models and making them available worldwide. The ability to do this has made Samsung and others such as Apple and Nokia powerful organisations in the industry. Networks want to have access to their phones because individual buyers want to own a product that is recognisable worldwide and perceived as a high value Smartphone. Social media, internet and innovation are expected from Smartphones and the multinational organisations have the capital to provide that whereas smaller or new organisations may not have the capital or technology to compete effectively. Legal issues have also played a key role as Samsung has been accused of several patent infringements as well as accusing others. When developing their products, Samsung must take care to avoid any further patent infringement cases as they come at high costs. For new organisations entering an industry dominated by cash rich competitors, protected by patents and not afraid of legal battles is not appealing.
H Added value to Samsung’s Strategic Position H0( J&'#,*-& 3$+ "#B6&%&$-& K,+.% A resource and competence audit is used to investigate the sufficiency, adequacy and availability of resources and competences (Campbell, Edgar and Stonehouse, 2011). There are necessary resources and threshold competences that Samsung would need in order to function in the Smartphone industry but it is the unique resources and core competences that enables competitive advantage (Agha, Alrubaiee and Jamhour, 2012). Same as competitors/easy to imitate Resources
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Samsung owns buildings across the world. In the 4th quarter of 2012, Samsung’s revenue was $52.45 billion (Hildenbrand, 2013). Total employee count was 15,451. This includes staff in all areas such as retail, admin, sales, marketing and development
Better than competitors/difficult to imitate Samsung have opened a number of their own stores throughout Europe (Curtis, 2014). They are currently building brand new facilities for research and development (Epstein, 2013). Samsung have the resources to make their own components to eliminate additional costs and be
(Samsung, 2014d).
Competences
Knowledge of the Smartphone industry. Access to basic research and development facilities as well as staff with innovative minds.
in control of the total quality and manufacturing process of their Smartphones. Developers all have experience in Smartphone technology and a great deal of knowledge (Olson, 2013). The alliance with Google has allowed Samsung to use the Android operating system and share patents (Williams, 2014). The perceived value of Samsung Galaxy Smartphones is good quality and high standard phones (BrandIndex, 2013).
Samsung have several areas within their resources and competences that would be considered better than their competitors. Intangible resources are difficult for competitors to imitate such
as the experience and knowledge of Samsung employees, Samsung’s alliance with Google and their brand image which is a combination of marketing and consumer perceptions. Some competitors would find it difficult to compete with Samsung’s tangible resources such as the ability to purchase stores and new facilities.
H0/ 89& L3?,& "93.$ The value chain analysis is used to identify the key activities within the organisation and where value is added to the product and brand or where costs are cut (Campbell, Edgar and Stonehouse, 2011). Procurement
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Samsung have a small collection of suppliers as well as undertaking some production of components themselves (Keun and Xiyou, 2009). There is high demand for the Galaxy Smartphone and Samsung are looking for extra suppliers to help keep up with the demand (Page, 2013). Brand new research and development facilities (Epstein, 2013). The ability to be the highest research and development spender in the Smartphone industry (Hartung, 2012). New products released with more advanced technology than competitorss have available eg. The Galaxy Smartwatch (Kelion and Lee, 2013). New and younger management team (Ihlwan, 2009). Training available for staff at all levels (Samsung, 2014e). Motivational methods and intrinsic incentives such as recognition are used as well as monetary rewards.
Infrastructure
Inbound Logistics Samsung does not rely on its suppliers for every component which means they have cut costs of inbound supply (Keun and Xiyou, 2009). There is high demand for the Galaxy Smartphones which has led to Samsung looking for more suppliers to meet production levels required.
A new organisational structure reflecting Samsung’s refocusing (Samsung, 2013). Some vertical integration within Samsung (Keun and Xiyou, 2009).
Operations
Outbound Logistics Majority of the Most phones are production shipped from process takes South Korea to place within South 155 countries Korea, Samsung’s around the world. home country. Some are sent Some phones are directly to assembled in network stores or Samsung’s Vietnam or India, to by hand, where own stores for wage rates are low distribution. to keep direct costs at a minimum (Hodges, 2013). A younger team has been brought into Samsung and more money is being spent on innovation to maintain their competitive advantage.
Marketing & Sales Samsung Galaxy Smartphones are available in third party stores worldwide. Internet advertising enables marketing campaigns to reach millions of customers and potential customers at low cost.
Service
Updates of the operating system are made available to all Galaxy Smartphone users. After sale advice and services are available on the Samsung website as well as in a variety of stores around the world (Samsung, 2013). All Samsung staff are trained to provide the same level of service.
Samsung Galaxy Smartphone has several strong support activities that work alongside their primary activities. Vertical integration is a key area of Samsung’s logistics and operations as it offers the greatest potential for cost cutting and the majority of their Smartphone production takes place within South Korea. Other multinational Smartphone providers such as Apple have also taken on vertical integration recognising the potential to cut costs. Technology development and innovation is an important part of Samsung Galaxy Smartphone’s operations as it is vital to produce new and upgraded models in order to compete in the Smartphone market. The after sales services provided are well managed and customers perceive this to be valuable to their experience when purchasing and owning a Samsung Galaxy Smartphone.
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Samsung has adopted more than one strategy in order to compete in the Smartphone market. Differentiation is very important to Samsung Galaxy Smartphones because they want to set themselves apart from the competition. Samsung have spent a large amount of money on research and development (Hartung, 2012), which has been successful as Samsung hold the majority market share for Smartphone sales (Kovach, 2013). Samsung is in a strong position in the market because of its perceived value and therefore sales. The external environment of the Smartphone industry is extremely dynamic which has therefore lead to Samsung needing to spend money on research and development in order to compete in an environment that is constantly expecting new and improved products (Capone, 2013). Samsung’s position is strengthen by the availability of capital to concentrate on creating innovative products and have more power than their suppliers and buyers. For Samsung to maintain this competitive position they must continue to use their unique resources and core competences in order to add value or cut costs. Galaxy Smartphones have competences that competitors would find difficult to imitate which support the primary activities of the organisation.
The sustainability of Samsung’s strong strategic position is dependent on its ability to develop with the dynamic environment ahead of competitors by using their unique resources and core competences throughout all primary activities.
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Curtis, S. (2013) ‘HTC One Mini banned in UK following Nokia patent victory’, D6$ D$)$2%&?64 7 E+4+HK+0U YZ.D5.+[6 PF)5D)KD+ )/\ =//:\$$MMM6/+D+*0):=64163`$/+4=.1D1*B$=/4$&"'#&I7N$f
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Curtis, S. (2014) ‘Samsung takes on Apple with branded European stores’, D6$ D$)$2%&?64 %# V).3)0B %"&'U YZ.D5.+[6 PF)5D)KD+ )/\ =//:\$$MMM6/+D+*0):=64163`$/+4=.1D1*B$@)H@3.*$&"I"'7&'$8)H@3.*T /)`[email protected]::D+TM5/=TK0).2+2T>301:+).T@/10+@6=/HD WP44+@@+2\ N ^+K03)0B %"&'X6
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Hildenbrand, J. (2013) ‘Samsung’s Q4 2012 financial earnings: “We made lots of money”’, ;"0%('0 5$"#%&)4 %' V).3)0BU YZ.D5.+[6 PF)5D)KD+ )/\ =//:\$$MMM6).201524+./0)D641H$@)H@3.*T@Th'T%"&%T
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It News (2008) ‘Samsung partner IYF to curb unemployment in Africa’, !D 7$8/ ;-%'<&4 %N _1F+HK+0U YZ.D5.+[6 PF)5D)KD+ )/\ =//:\$$MMM65/.+M@)?054)641H$%""S$&&$@)H@3.*T:)0/.+0T5B?T/1T430KT 3.+H:D1BH+./T5.T)?054)$ WP44+@@+2\ 7 ^+K03)0B %"&'X6 [email protected] 96 ).2 84=1D+@U A6 ).2 j=5//5.*/1.U O6 W%""SX FS?)(%'"2 5(%?(%&#$ @#%&#$2>4 S/= +2.6 >@@+C\ (+)0@1. >234)/51.6
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