Evolution Of Human Resource Management - 2625 Words

Abstract This case study covers the evolution of human resource management and discusses current issues and trends in the field. Changes in orientation, such as changes from personnel to human resources, administration to management, and human relations to organizational effectiveness, are covered. Utilizing the concepts and technology described can greatly improve the effectiveness of any human resources department. Ideas for future research and practice are also suggested. Evolution of Human Resource Management Key principles and practices associated with Human Resource Management date back as early as 1000and 2000 B.C. Employee screening tests have been traced back to 1115 B.C. in China and the earliest form of industrial†¦show more content†¦Early human resource management techniques included social welfare elements aimed at helping immigrants adjust to their jobs and to life in the United States. These elements included learning English and obtaining housing and medical care. Such interventions also promoted supervisory training in order to increase company productivity. During this era, managers began to view workers more as individual human beings rather than non-human resources. Administrative functions of Human Resource Management include hiring and firing of employees, compensation, payroll, and management of employee benefits, policy formulation and implementation, records maintenance, Employee Assistance administration, Drug-Free Workplace, legal compliance and Union r elationship maintenance. These tasks are often seen by administrators as tedious busy-work performed by skill-specific clerical managers with limited connection to the mission and goals of the company. This area of company functions is the quantitative component that administrators access to calculate total workforce costs, compensation, and employee turnover. Strategic elements of Human Resource Management include recognizing that people are a key organizational resource. Over the last two decades there has been a significant shift in thinking regarding the role that people play in the success of businesses. In

Level 5 Leadership Free Essays

Jim Collins creates a sort of guideline for companies that are mediocre or have had mediocre performances who want to make the leap to becoming a great company. The way Collins came up with these guidelines is by studying 11 great companies that were selected from a list of Forbes 500 companies and deemed great companies using a criteria created by Collins’ research team. These 11 companies were than each compared to a company in the same industry with similar resources but who did not perform as well as the â€Å"great† companies in the 15 year time span in which the companies were studied. We will write a custom essay sample on Level 5 Leadership or any similar topic only for you Order Now Collins was able to create the flywheel concept out of his studies which is broken down into 6 parts. The one that is the focus of this paper is the level 5 leadership. Through the study of the â€Å"great† companies and through comparison with other companies, one of the major factors of the success of those companies was the type of leadership in place in the company. It takes a leader with two characteristics to lead a truly great company to that success and those are: personal humility and professional will. The way a company can truly be great is by utilizing a level 5 leader who exemplifies the qualities that Jim Collins describes in his book, Good to Great. A leader is at his or her best when they are able to challenge the workers in the company and to inspire them by the way they lead. What is different about the level 5 leader that Collins describes is in the paradox of it all. A leader is quiet, laid back, almost to the point of being considered shy yet at the same time there is this incredible drive to be the best not for the sake of oneself but because that is what is best for the company. The leader is put in that position of the company to shake things up and change the company culture but the leader does not have to be some hot shot from a different company here to save the day. No, this leader is from within the company, he knows everything there is to know about the company and he improves it everyday. No matter what the company always comes first before oneself and long after the leader is gone the company will continue to be great, in fact, a level 5 leader would consider themselves a failure if their successor and the company is not more successful than before. Along with that the leader creates a culture of accountability while at the same time forming a mirror window effect; when things are going great the leader looks out the window to give credit but when things are going bad the same leader looks in the mirror to give himself blame. in essence he is taking the fear away from his employees in order to make them more invested in the company, by doing these simple steps the employee moral is kept high both during the good times and more importantly during the bad times. This quiet yet extremely driven individual is what makes a good company into a great company. This idea that a leader has to be quiet and driven in order to be a part of a great company cannot be true. As a prime example there was Steve Jobs, he was a co founder of Apple, then left and co founded Pixar, all before returning back to Apple to make it one of best companies in the world today. He was charismatic, he was egotistical, he was given credit for the success of Apple and he graciously took it, he was a celebrity. When people think of Apple they think of Steve Jobs, he created Apple and brought it to its greatness. He was not a level 5 leader. He was extremely driven but he was not the quiet type. He would not be the type of leader to just blend in with the crowd, instead hundreds of thousands would watch him during a new product release and hang on his every word. The fact that he was successful as the CEO of multiple big name companies while taking a large amount of the credit, that was well deserved, is one of the best counterexample to Collins level 5 leader. Steve Jobs was extremely devoted to the companies he worked for and he worked tirelessly to make sure they were the best that he could make them but he did all of this by going with his own style that contradicted the teachings of Collins. There is no clear choice between a leader like Steve Jobs and the one that Jim Collins describes, a level 5 leader. There are too many factors in the business world and there are too many different industries to try to create description of the perfect leader. What Collins managed to do was to select 11 companies that he deemed great and he found similarities between the companies, one of those similarities being with the type of leaders those companies had in charge. For those companies and the practices the companies had in place, that type of leader with personal humility and professional will was what was necessary. For Apple and Pixar it was a different type of leader that thrived, and in other companies it will be that same Steve Jobs type of leader that will lead them to greatness. It is not possible to create a prototype leader and companies should not try to do so they should put their efforts on finding the leader that fits their need the best whether that leader comes from within the company or from the outside. How to cite Level 5 Leadership, Essay examples

Samsung case study free essay sample

Abstract: This paper examines Samsung Electronics successful growth strategy in the mobile phone business. It examines its early efforts at developing a competitive product in the domestic market, its globalization strategies, and some of the key challenges it faces today. The paper provide insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. JEL classification: L 63, M10 Key words: Samsung, mobile phone, strategy ? MBA student, KDI School of Public Policy and Management Professor, KDI School of Public Policy and Management I. Introduction For Samsung Electronics, 2003 was a watershed year. It successfully positioned itself as one of the world’s best mobile phone manufacturers and its products were featured all over the media. Many were calling its mobile phones as â€Å"the best gift for Christmas†1 or â€Å"the Mercedes of mobile phones. †2 Samsung’s achievements were particularly remarkable considering that its primary focus had previously been in semiconductors and home appliances. Indeed, when it first made the decision to enter the mobile phone business, industry observers viewed the move as foolhardy and reckless. But, much to their surprise, Samsung’s foray into the market turned out to be a great success, contributing significantly to the company’s profit growth and brand reputation. In 2003, Samsung posted net profits of 6 trillion won ($5 billion) on annual sales of 43. 6 trillion won ($37. 9 billion). As of April 2004, its market capitalization stood at around 100 trillion won ($87. 4 billion). It had also surpassed Sony, which had been a benchmark for Samsung, in terms of revenues and market capitalization. (Exhibit 1) Samsung’s exports currently account for two-thirds (79%) of total sales. In addition, Samsung has built its brand around the world; in 2003, the ‘Samsung’ brand was ranked 25th in the annual BusinessWeek/Interbrand study of the world’s most valuable brands, having grown from $8. 31 billion in 2002 to $10. 85 billion in 2003. (Exhibit 2) Few would deny the claim that Samsung has achieved remarkable success in the global market. As such, it could be worthwhile to take a closer look to find out which factors have contributed most to its success. In particular, we should focus our attention on the company’s emerging mobile phone business, which has achieved some of the most outstanding gains of any of Samsung’s business lines. The objective of this study is to gain helpful insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. II. Company Background: Samsung Electronics Samsung Electronics was established in 1969 in order to provide an engine of future growth for the Samsung Group. Though the electronics industry seemed promising in the 1960s, none of the Korean firms had advanced technology. Samsung began by producing low-end black–and-white televisions in a joint venture with Sanyo, a Japanese electronics company. With 1 2 A German magazine, â€Å"Connect† A Norwegian newspaper, â€Å"Aftenposten† 1 NEC, another Japanese firm, it produced Braun tubes and kinescope tubes. After three years, it began to produce black-and-white televisions under its own name, â€Å"Samsung. † In the 1970s, it began producing other home appliances, including washing machines, refrigerators, color televisions and microwave ovens. During the 1980s, it expanded its business lines to personal computers (1983), semiconductors, and telecommunication networks and devices (1988). For years, Samsung was regarded as a low-end product manufacturer that made cheaper alternatives to the high-end Japanese products. Its products were not considered to be very reliable, and it did not have a very strong reputation amongst consumers. By the end of 1992, however, the company emerged as a leading semiconductor manufacturer in the DRAM (Dynamic Random Access Memory) market. It was the first case in Korea that Samsung, a domestic latecomer, successfully caught up incumbents and even became better than them in the world market. Behind their success was the management’s strong drive to develop the semiconductor business into a truly world-class business and the company’s future growth engine. Samsung’s system of group-wide coordination and governance enabled Samsung to concentrate its resources in the semiconductor business, which required enormous investment. For technology transfer, Samsung relied on technology licensing, established an RD center in Silicon Valley and invited Japanese engineers to Korea on weekends to instruct Korean engineers in semiconductors. To secure human resources, Samsung recruited many KoreanAmerican engineers with semiconductors expertise, offering them attractive compensation and benefits. Despite a major surge in its semiconductor business, Samsung was losing money in its appliance business during the mid-1990s, as it had not managed to improve the quality and image of its products. Moreover, the Asian financial crisis of late 1997 deteriorated the situation further, causing profits to drop from $194 million in 1996 to $87 million in 1997. To cope with its difficulties, Samsung launched a bold restructuring initiative in 1997. The initiative aimed to restructure the company in accordance with â€Å"global standards. † The company laid off 16,000 employees during the first year, and it sold or spun off unprofitable business units and manufacturing facilities. It also shifted more of its resources to the LCD (Liquid Crystal Display) and mobile phone businesses in order to diversify its revenue sources, which had previously relied on the semiconductor business. The emphasis on profitability and shareholder value was not typical of Korean firms at that time. The company’s unyielding emphasis on quality, innovation, and globalization resulted in significant changes within the organization, and galvanized its foundation for future growth. As the result of many years of reorganization, Samsung now has four major divisions: Digital Media Network, Digital Appliance Network, Telecommunications, and Device Solution Network. (Exhibit 3, 4) It holds market leadership in several product categories —DRAM, 2 SRAM3, TFT-LCD4, CDMA5 mobile phone, etc. (Exhibit 5) Furthermore, the four divisions are closely connected to one another and in line with the company’s pursuit of â€Å"digital convergence,† the company’s vision of its future. Samsung currently has 25 production/sales subsidiaries, 39 sales subsidiaries, and 22 branch offices all over the world. (Exhibit 6) III. Samsung’s Mobile Phone Business A Humble Decade (1984~1993) In 1983, Samsung initiated its mobile telecommunications business, which it hoped would become the company’s future growth engine. Forty engineers, each of whom had previously worked either in the wireless telephone division or facsimile machine division, were assigned to a new unit named the â€Å"Wireless Development Team. † The engineers had no idea what to do first. In desperation, they decided to obtain a rough picture of a Japanese-made mobile phone. Then they asked the Samsung branch in Japan to send them a Japanese car-phone. After disassembling and reassembling the sample car-phone hundreds of times, the engineers roughly understood how a mobile phone works. In 1986, Samsung was able to release its first built-in car phone, the SC-100. But the result was disastrous. The quality was so poor that many customers filed complaints, and the company ended up cutting the number of engineers in the development team from forty to ten. Ki Tae Lee, the then-head of the Wireless Development Team and the current president of the Telecommunications division, found himself in a major quandary in deciding whether or not to continue the mobile business. Ki Tae Lee decided to stay on track. He asked the company to buy ten Motorola mobile phones for benchmarking. It was a big expenditure for the company at the moment. Each unit cost about 2 million won, while the expected return on investment was uncertain. His engineers then went to work on analyzing them. Many of the phones were disassembled, and many were dropped or thrown away. They tested several aspects such as product design, quality, durability, and optimal environment for communications. Finally, in 1988, Samsung developed its first mobile phone (or â€Å"hand phone† in Korea), the SH-100. It was the first hand phone to be designed and manufactured in Korea. However, customers still thought only of Motorola when they thought of mobile phones, and the quality of 3 4 5 Static Random Access Memory Thin Film Transistor – Liquid Crystal Display Code-Division Multiple Access 3 the Samsung phone was not good enough to break the customers’ prejudice. Although Samsung introduced new models every year, each model sold only one or two thousand units. With such disappointing sales, talks of dropping the mobile phone line arose once again. By the early 1990s, the worldwide mobile telecom market was growing rapidly, and many new players were entering the market. In Korea, Motorola accounted for 60-70% of the market, and Samsung accounted for only 10%. However, the engineers who participated in RD for Samsung’s mobile phones had a strong desire that they would be able to succeed in their endeavor, based on the process of trial and error that they had already been through. The decision was made to continue with the mobile phone business. However, the project leaders felt that a more deliberate strategy was needed. A Remarkable Turnaround: â€Å"New Management† (1993~1996) In 1993, an important event that resulted in a breakthrough for the development team occurred on a mountain one weekend. A member of the marketing team was hiking in the mountains when he saw a man calling someone with his Motorola mobile phone. He tried to make a call with his Samsung mobile phone too, but was unsuccessful. It was then that he realized that increasing connectivity would be a crucial factor. He knew it would be especially important in Korea, since more than two thirds of Korea’s land is mountainous, and the radio waves do not transmit as far in mountainous areas as in flatter areas. It was decided that the development team would focus on improving connectivity. They found the optimal length of a mobile phone antenna and developed a method of using gold to connect the point between the antenna and the communication circuits, thus significantly reducing resistance and enabling steadier wave conductivity. They also developed the wavesearching software that was specially designed for Korea’s topography. Another event triggered Samsung’s mobile phone business. On June 4, 1993, Kun Hee Lee,6 the then-chairman of the Samsung Group, presided over a meeting in Tokyo with his top executives and advisors to discuss future technology development in the company. Right after the meeting, Lee asked several Japanese advisors to have an additional private meeting. In this meeting, Fukuda Shigeo, who was a design advisor, handed over a report titled â€Å"Management and Design. † The report criticized Samsung’s problems in design practices and offered recommendations on appropriate technologies, development procedures, and design management. The report, the so-called â€Å"Fukuda Report,† came as a shock to Chairman Lee, and forced him to reexamine his efforts to improve the company’s system of quality management, which he had worked hard at strengthening since he had become the chairman in 1987. He felt that he had 6 Kun Hee Lee, the third son of the founder Byung Chul Lee, took over the business and was appointed the chairman of Samsung Group and Samsung Electronics. 4 to take action at that critical moment. On June 7, 1993, in Frankfurt, Lee gathered 200 Samsung executives and pointed out every problem that Samsung had and emphasized that Samsung needed a turnaround and declared a new management initiative — â€Å"Samsung New Management. † The â€Å"New Management† is a management philosophy that conveys Chairman Lee’s strong drive for change, particularly in the area of quality improvement. His famous comment, â€Å"Change everything except your wife and children,† revealed how seriously he took the situation. The â€Å"New Management† reached to the mobile phone business as well, and Chairman Lee gave the division an ultimatum: â€Å"Produce mobile phones comparable to Motorola’s by 1994, or Samsung would disengage itself from the mobile phone business. † Kyung Jun Cheon, the then-head of the product development team, was confident that his team could achieve the goal. At that time, the development team had already come up with twenty ideas for improvement, from its hundreds of comparison tests on voice quality, connectability and durability with Motorola’s products, and had been working on the development of solutions. Every weekend, the executives and engineers teamed up and traveled to the mountains all over the country. They tested connection quality on the mountains, which the company had decided to focus on as the key differentiator against Motorola. Since the members were carrying heavy telecom equipment, sometimes they were mistaken as spies hiding in the mountains. In November 1993, the development team finally unveiled a new model, the SH-700. When Ki Tae Lee first got the phone from the development team, he threw it on the floor and stepped on it. Then he picked it up and tried making a call. Surprisingly, it worked. Since many people carry mobile phones in their rear pockets, Lee had requested that his team make a very sturdy phone. The phone could endure 870 kg of pressure, due to a special integration technology (inserting many support pillars in the circuit body). This model was quite remarkable. It weighed less than any other company’s models, the design was compact, and its quality was substantially improved over previous models. Each product manufactured was tested piece-by-piece to assure perfect quality. Phones with any kind of defect were burned openly for all employees to see. (The products that had been burned were worth 15 billion won, or $188 million. ) The burning ceremony ingrained the motto ‘Quality is Pride,’ the essence of New Management, in every employee’s mind. In October 1994, the SH-770 was introduced under the brand name â€Å"Anycall. † It was a result of the marketing team’s effort at brand-building. The model was an upgraded version of the SH-700, with a few changes in design and improvements in product quality. Samsung expected that branding would change customers’ perception of Samsung’s mobile phone and build up their trust. Aggressive marketing campaigns started as well. At the initial stage, the most important objective of the company’s marketing strategy was to break customers’ preconception that 5 Samsung’s phone would be inferior to Motorola’s. To market this idea of quality, Samsung developed the slogan, â€Å"Strong in Korea’s unique topography. † This slogan helped persuade customers that Samsung’s mobile phone was best fitted for Korea and its mountainous topography. It emphasized the fact that foreign products had been tested more in flat areas rather than in mountainous ones. In addition, the company launched a marketing campaign known as â€Å"Cheon-wang-bong (Mt. Cheon-wang) Project. † As part of the campaign, the company held free-trial events in famous mountain areas and on islands. On holidays, the events were held at highway rest areas. Many celebrities participated in the events. The company also focused on building good relationship with distributors, since consumer choice was largely influenced by the sales agents’ product recommendations. Samsung employees visited about 3,000 distributors in the country and held new product-launching sessions. Some employees gave the distributors gifts of oriental health supplements to let them feel that they were being taken care of. Samsung also began an agent referral program, in which distributors tested the quality of Samsung mobile phones and permitted their names and pictures to be used in Samsung’s newspaper advertisements. A full-blown advertising campaign was run as well. By casting some of the most famous and respected actors in Korea in it ads, Samsung was able to create a strong association between the Samsung brand and quality, credibility and patriotic feelings. Customer testimonials also worked in a positive way. Many customers called Samsung to provide their opinions of the Samsung mobile phone. One customer reported that the phone was still working even after a car ran over it. Another said the phone saved his life because he was still able to call the fire department even after his Anycall phone had been half-burned. These stories were used in a series of television commercials, thus strengthening the connection between Samsung and quality in consumers’ minds. As a result of all the extensive marketing efforts, the market share of Samsung mobile phones soared from 25. 8 percent in October 1994, to 51. 5 percent in August 1995. In the same period, Motorola’s market share dropped from 52. 5 percent to 42. 1 percent. Some people compared Samsung’s success to the story of David against Goliath. No one but the development members had expected that Samsung would be able to beat Motorola. Pioneering the CDMA Era (1996~1998) CDMA service in Korea began in April 1996, under the service of two mobile telecom carriers – SKTelecom and Shinsegi Telecom (STK merged with Shinsegi in 2000). In October 1997, three new mobile carriers, all PCS (Personal Communication Services) providers, entered the market. Thanks to heavy investment and aggressive marketing by these new carriers as well as government subsidies for PCS phone purchases, the total number of mobile phone service 6 subscribers grew rapidly during this time. In May 1998, the mobile phone penetration rate had been 10%. By August 1999, it had reached 42. 7%. Samsung developed its first CDMA mobile phone in March 1996, to coincide with the launch of CDMA service. The first digital handset, the SCH-100, was extra light and slim, and enabled clear voice communication. In the digital era, voice quality was not as important as it used to be. Rather, the focus of competition shifted to additional features such as design, weight, and the capture of delicate sounds. Samsung also developed a voice recognition function and embedded it into its handsets. Before long, Samsung became the leader in the PCS market. It partnered with KTFreetel and Hansol PCS to provide PCS phones. Its first PCS phone, the SCH-1100, entered the market with innovative features, including a lightweight body, enhanced battery life, and the ability to capture delicate sounds. The design was targeted at the young generation because the young generation had emerged as a large and growing customer base7. It also shifted its marketing communications strategy. For the CDMA cellular market,8 it emphasized the phone’s new functions, for example, its voice recognition feature. For the PCS market, the company coined a new slogan, â€Å"Strong in small sounds,† to emphasize the mobile phone’s capability to capture delicate sounds. The slogan spread rapidly via the appearance of young idol stars in the PCS commercials and the execution of various IMC (Integrated Marketing Communication) strategies. By the end of 1997, one year after the CDMA service was first launched, Samsung had achieved a 57% market share in the CDMA cellular market and 58% in the PCS market. Also, in April 1997, it achieved sales of one million CDMA phone units. Globalization (1998~ present) Samsung made its first foray into the global market in 1996, when it exported its PCS phones to Sprint, an American CDMA carrier. Sprint had been supplied with its PCS phones from Sony, but as it sought out more advanced phones, it realized that Samsung was one of only a few companies that offered such phones. 9 Sprint signed a $600 million contract with Samsung, under which Samsung would provide its PCS phones to Sprint for three years under the cobranded name â€Å"Sprint-Samsung. † Samsung worked with Sprint’s engineers to develop customized phones that would work uniquely on Sprint’s network. This effort differentiated Samsung in the market, and the deal 7 To stimulate the PCS market, the Korean government provided subsidies to service providers, enabling them to provide customers with PCS handsets very cheaply or even for free. This enabled many young people to buy mobile phones. Aggressive marketing targeted to the young generation also helped increase demand. 8 The lower frequency band (800MHz) service is called the ‘cellular’ market to distinguish it from the PCS market, which uses the higher frequency band (1. 8GHz). 9 â€Å"Samsung Gains Ground on Motorola in Cell Phone Sales,† Chicago Tribune, March 7, 2003 7 ended up a great success. After this first export success, Samsung expanded into Hong Kong (Huchinson, CDMA) in 1997, and Brazil (TELESP and TELERJ, CDMA) in 1998. After successfully exporting to Brazil, Samsung built a mobile phone production facility in Brazil in 1998, in the hopes of expanding into Latin America. Samsung’s leading position in CDMA technology and its significant domestic market share gave it the confidence and momentum to go abroad. Samsung targeted countries that use the CDMA technology for mobile communication. In 1999, Samsung secured the number one position in the worldwide CDMA market where it accounted for more than 50% of market share. However, the worldwide CDMA market was far smaller than the GSM market, which accounted for 70% of the total worldwide mobile communications market. Moreover, the domestic market was approaching saturation, and competition was becoming more intense. Motorola tried to reposition itself in the Korean market, and emerging domestic players, which were supported by exclusive distribution partnerships with service providers, actively launched new mobile phones. Thus, to achieve further growth, Samsung had to penetrate the GSM market. The first GSM model was the SGH-200, which was made for European customers. But it was not as good as the company’s CDMA phone. It was difficult to hurdle the high entry barrier, which the then â€Å"Big 3†Ã¢â‚¬â€Nokia, Motorola, and Ericsson—had built for years. The company’s next few models didn’t attract Europeans, either. The development team realized that a simple change in the circuit system wouldn’t work in the European market. Thus, it decided to look more closely at the customer’s point of view. They found that Europeans preferred geometric, balanced, and simple designs. Using this information, Samsung adopted ‘simple’ as the design concept, then developed a new design to suit the tastes of Europeans. The SGH-600 was born in September 1998. To market this model, Samsung changed its market entry strategy by adopting a high-end strategy. Samsung needed to escape from its lowend image. It figured that its new mobile phone, with its sophisticated design and distinguished functionality, would help it do just that. Before the SGH-600 was launched, Samsung exhibited the model at many trade shows to build up a premium image. After the first stop in Germany, many members of the press commented favorably to the quality of the product. Taking this as encouragement, Samsung entered into Italy, Portugal, France, and England. Although the price was higher than that of competitors, the sales of the SGH-600 reached 10 million units in the European market. The GSM market accelerated Samsung’s growth, providing new opportunities. Samsung’s high-end positioning, along with its quality product, helped raise the prestige of Samsung’s mobile phones to that of a luxury good. In China, for example, Samsung dominates the high-end market. Though the average price of GSM phones in China is about 1,600 RMB, Samsung mobile phones sell for about 8 3,000~4,000 RMB. Even Motorola or Nokia, the first and the second players in China, sell for 2,000~3,000 RMB. Though Samsung’s overall market share in China is in third place, its share in the high-end market (over 4,000~5,000 RMB) is around 50%. In the CDMA market in China, Samsung beat Motorola and became the number one player in terms of market share in 2003. For most Chinese people, a CDMA phone is regarded as ‘cheap’ or ‘free,’ because the Chinese government provides subsidies for the CDMA phone purchases. Nevertheless, Samsung mobile phones are sold at prices 500~1,000 RMB higher than average. In the UK, Samsung’s market share has been growing rapidly since its entry in 1999. Its market share in 2000 was 2. 6%, but grew to 4. 9% in 2001, then to 9. 9% in 2002. Its estimated market share in 2003 was 15%. Thanks to such growth, Samsung was granted the â€Å"Best Manufacturer† award twice by the Mobile News Award, an award that was previously given to Nokia and Ericsson. Moreover, the localization strategy has paid off in Europe. For instance, in Germany, where service providers mainly compete in mobile contents, Samsung launched an online community called the â€Å"Funclub. † Not only does the â€Å"Funclub† bring in customer’s attachment for Samsung, it strengthens Samsung’s relationship with its service providers. Through the â€Å"Funclub,† Samsung proved that it is able to provide popular mobile contents, in addition to the handset itself. In France, Samsung tries to connect technology and culture through what is called â€Å"culture marketing. † For instance, in May 2001, Samsung had an exhibition titled â€Å"Samsung, going together with culture† at the Guimet Museum and displayed its products, including its mobile phones. It was a provocative trial for a famous French museum to display a company’s products rather than historical relics. Also, it invited French artists to the new product launching session in the Champs Elysees. In CDMA and GSM markets combined, Samsung ranked 4th in the worldwide mobile phone sales in 2002. In 2003, the company firmly held the number three rank in terms of unit sales and number two in terms of revenues. (Exhibit 8) IV. Samsung’s Global Management Global RD (Research Development) In 2003, Samsung invested 3. 5 trillion won ($3 billion) or 8% of total revenues in RD. It acquired 1,313 US patents in 2003, ranking it 11th in the world in US patent awarded. (Exhibit 9) Samsung has about 19,700 researchers working in RD. Researchers account for 9 approximately 34% of its total employees. Every year, RD engineers developed about 100 new technologies and they work on the development of core technologies in the fourth generation (4G) mobile communications and in next generation memory chips. Samsung’s Information and Telecommunication RD Center is in Suwon, where the company’s headquarters are located. This RD Center was designed to incorporate all of its business specialties—semiconductors, electronic components, multimedia, and telecommunications—to maximize technological synergies among them. The Suwon RD Center also interconnects with other RD centers, both in Korea and in other countries. (Exhibit 10) In the mobile business, Samsung has applied for 12,000 patents in Korea and 25,000 patents overseas since 1998. The main focus of RD is the development of new technology standards for 4G communications and the mobile Internet. Samsung holds approximately one hundred patents related to 3G and 4G technologies. Recently, Samsung sold its cdma2000 1x EV-DO10 system to Japan and Southeast Asian countries. Global Marketing Samsung’s clever marketing strategies played an important role in lifting Samsung’s image from that of a low-end manufacturer to that of a global digital technology leader. For effective global marketing and branding, Samsung established a new organization to deal with its integrated global marketing activities. Eric B Kim, who used to work at IBM, was recruited to lead the Global Marketing Department. One of his most important decisions was to cease all existing contracts with 55 advertising agencies and to sign a $400 million contract with one ad agency, FCB Worldwide. Since then, Samsung has unveiled a series of corporate branding campaigns and the slogan, â€Å"Samsung DIGITall: Everyone’s invited. † One of Samsung’s major global branding strategies is Olympic sponsorship. In 1996, Samsung was an unofficial sponsor of the Atlanta 1996 Olympics, having sponsored the Samsung Expo in the Pavilion of the Main Stadium. In the same year, Kun Hee Lee was selected as an IOC member, and Samsung received an opportunity to participate in TOP (The Olympic Partners). The IOC proposed that Samsung participate in sponsoring the home appliance category for the Olympics. However, Samsung wanted to utilize the opportunity to promote a high-tech image, and felt that the home appliance category was not enough to emphasize Samsung’s technological advances. Samsung set its sights on the telecommunications category and believed that, through the Olympic sponsorship, it could shed its image as a low-end home appliance maker and reposition itself as a high-tech mobile communications company. To win the sponsorship negotiations, Samsung concentrated its marketing resources on the mobile 10 cdma2000 1x EV-DO(Evolution-Data Optimized) is an advanced version of cdma2000, which upgraded the data transfer speed to maximum 2. 4Mbps, from the cdma2000’s 144kbps. 10 phone business. In 1998, Samsung participated in the Nagano Winter Olympics as an official sponsor, and assumed the responsibility of providing all the mobile technologies needed for the Olympics. For this, Samsung allocated most of its corporate resources to the mobile telecommunications business. Samsung also participated in the mobile telecommunication equipment category in the Sydney 2000 Olympics and in the Salt Lake 2002 Olympic Winter Games. Samsung’s Olympic sponsorship is planned to continue in Athens (2004), Torino (2006, winter), and Beijing (2008). In addition to its Olympic sponsorship, Samsung has been very active in sports marketing through the support of sporting events and athletes worldwide. It sponsored several equestrian games—for instance, the FEI (Federal Equestrian International) Samsung Nation’s Cup and the SSL (Samsung Super League) in France. Samsung’s sponsorships in the world of golf also contributed to its global branding. Samsung thought a great golfer would increase brand value and the reputation of the sponsor, so it decided to sponsor Seri Park just as her career was taking off in the USA. In addition, Samsung became an official sponsor of the SAMSUNG LPGA (Ladies Professional Golfer Association) World Championship. Movies have also taken on a significant role in Samsung’s marketing. For example, Samsung has shown its products – such as its monitors, TVs, mobile phones, etc. – through product placements in many Hollywood movies. And for the popular movie ‘Matrix: Reloaded,’ Samsung actively participated in developing the â€Å"Matrix Phone. † In 2002, Warner Brothers, the Hollywood studio that made the movie â€Å"Matrix,† requested the three top mobile phone manufacturers—Nokia, Motorola, and Samsung—to develop a new â€Å"Matrix Phone† for â€Å"Matrix Reloaded,† the â€Å"Matrix† sequel. The studio specified that the phone should be highly usable, and that its design should be unique and suitable to the Matrix concept. It was a highly challenging design and engineering task. Samsung’s engineers and designers labored for six months to deliver a prototype. Upon seeing the prototype, Warner Brothers selected Samsung over Nokia, the company whose phone had appeared in the first Matrix series. The Samsung phone appeared in the sequel, and 500 units were produced for sales. Thanks to the popularity of the movie, Samsung’s Matrix Phone received a great deal of attention and acclaim. In Korea, Samsung ran an advertising campaign that included scenes from the movie. In this way, Samsung’s co-marketing effort with the most hyped movie of the year contributed significantly to Samsung’s brand value. In evidence, Samsung won the â€Å"Super Reggie Award†11 for its successful Matrix marketing in 2004. 11 The Reggie Award is a prize given to the companies that have executed the most successful promotional campaigns. The Promotion Marketing Association and the BrandWeek are the co-granters of the Reggie Award. 11 Innovative Designs and Products One of the success factors of Samsung mobile phones is their innovative designs and functionality. The company