Korea and Japan: Electronics Items Between Samsung and Sony Essay Sample

The electronics industry is one of the most dynamic markets today. New engineerings are daily launched into the market and the life rhythm of electronic merchandises is highly short. In order to last. companies and states have to be in changeless hunt for betterment and invention. Two of the major companies in this market. Sony and Samsung Electronics. have adopted different schemes to last and boom in this industry. In past decennaries Sony has developed new merchandises and. therefore. has non focused its energies in viing in the extremely commoditized sections of the market. Samsung. on the other manus. has developed strong operations capacity and. with a changeless and aggressive push for invention. has succeeded in the extremely competitory market. Over the past decennary Sony and Samsung Electronics have presented really dissimilar waies of development. While the first had dead gross revenues and went from one of the most profitable electronics companies in the universe to about non profitable. the latter had extraordinary growing in both steps. Additionally. Sony?s market capitalisation was one time many times bigger than that of Samsung.

In the present. nevertheless. Samsung Electronics became more valuable than Sony. This step demonstrates that the market is more confident in the hereafter of Samsung Electronics than of its Nipponese rival. How was Sony. one of the most esteemed companies in the electronics industry. surpassed by Samsung. which was until late known as a constituents manufacturer? Why have they presented such different gross revenues and profitableness consequences in the last decennary? Was the difference in public presentation caused by their schemes in nearing the challenges of the industry? How have both companies reacted to the consequences and what are their challenges in the hereafter? We are traveling to analyse the grounds for such disagreement in public presentation in the last decennary of both companies. We will besides try to place if actions are being taken by both companies to rectify the jobs and confront the new challenges of the environment. This paper attempts to place the grounds for the difference in public presentation between the electronics sections of Sony and Samsung in the last decennary. It besides attempts to acknowledge the competitory strengths and failings of both companies. and the grounds for their success or failure in keeping market portion and profitableness growing.

The intent is to place future challenges for both companies and the actions already being taken to better public presentation and face future challenges of the industry. COMPANY BACKGROUND Although Sony and Samsung Electronics are normally recognized as successful companies in the electronics section. their public presentations over the last decennary have differed significantly. Sony has maintained its gross revenues degree since 1997 but its net incomes have been reduced to about zero in 2008. Samsung Electronics. on the other manus. has increased its gross revenues from about US $ 10. 000 million in 1997 to over US $ 105. 000 million in 2007. Additionally. its profitableness in 2007 was about US $ 8. 500 million – over 10 times bigger than that of Sony.

The market capitalisation of both industries besides followed really different waies. Sony?s capitalisation went from about US $ 20 billion in 1997 to about US $ 50 billion in 2007. That represents a growing of about 150 per centum. Samsung Electronics. in bend. went from about US $ 2 billion in 1997 to about US $ 105 billion in 2007. Its growing was much higher than Sony?s. Even though it is non likely that Samsung Electronics maintains such high growing indefinitely. its market capitalisation demonstrates that ten old ages ago. the company was deserving about one ten percent of Sony?s entire value. Ten old ages subsequently. it was deserving about two times as much. That shows that the assurance of the market in both companies has been really dissimilar in the past decennary. SONY

Sony Corporation is one of the most outstanding companies in the electronics market in the universe. It manufactures audio. picture. communicating. and information engineering merchandises ( Sony. 2008 ) . Sony soon employs 180. 500 people around the Earth and is considered by most to be a theoretical account of successful endeavor. The company was founded in 1946 and is headquartered in Tokyo. Japan. The company markets its merchandises to all the continents and has a really strong trade name repute.

Sony?s chief divisions are: electronics. games. amusement. and fiscal service sector. In the electronics division. Sony engages in fabrication. design. development. and sale of miscellaneous electronic equipment. instruments. and devices for consumer and personal market. Among its merchandises. one can happen place and portable audio equipment. picture cameras. digital cameras. DVD-video participant and recording equipment. Blu-ray participants. digital broadcast medium having systems. LCD telecastings. personal computing machines. pressmans. LCD and CCD semiconducting materials. batteries. audio picture and information recording media. and informations entering system. The company besides participates in the nomadic phone industry through the joint venture Sony Ericsson Mobile Communications. Sony?s game division is responsible for the development. production. selling. and distribution of the PLAYSTATION line of picture games.

In the Entertainment section. Sony engages in gesture image production and distribution. telecasting scheduling and syndication. place picture acquisition and distribution. operation of studio installations. development of new amusement engineerings and distribution of filmed amusement in 67 states worldwide ( Sony Pictures. 2008 ) . Columbia Pictures is one of the trade names through which it operates. The music section is besides portion of the Entertainment division. The company operates in the section through the partnership called Sony BMG Music Entertainment ( Linkedin. 2008 ) . Until late the company was Asia?s largest electronics manufacturer and the 3rd largest in the universe. In 2007. nevertheless. the company was overtaken by Samsung Electronics. which presented high growing from the old twelvemonth. SAMSUNG ELECTRONICS

Samsung Electronics Co. . Ltd on the other manus. is a younger Korean company. It was founded in 1969 and presently maintains its central office in Seoul. Korea ( Samsung Electronics Co. . Ltd. 2008 ) . The company is portion of Samsung group. the largest chaebol in South Korea. Samsung Electronics presently has about 254. 000 employees in several parts of the universe. It possesses offices in 134 offices in 62 states and production installations in South Korea. China. India. Mexico. the United States. Philippines. Hungary. Indonesia. Slovakia. Brazil. and Vietnam ( Samsung Electronics Co. . Ltd. 2008 ) . The company competes in the electronic industry. Its merchandises can be categorized in five chief sections: digital media. telecommunication web. semiconducting material. place contraption. and liquid crystal show ( LCD ) .

Among the chief merchandises of Samsung?s digital media division we can mention telecasting. proctors. computing machines. pressman. MP3 participants. among others. The telecommunication web division offers nomadic phones. web systems. and others. Its semiconducting materials division produces memory french friess. flash memories. difficult thrusts ( HDD ) . big graduated table integrated circuits. among others. Its place contraption unit produces air conditioners. iceboxs. rinsing machines. micro-cook ovens. among others. Finally. its liquid crystal show division offers thin movie transistor LCD faculties and other merchandises ( Google Finance. 2008 ) .

With reported one-year gross revenues of over US $ 100 billion in 2007 the company is the 3rd largest electronics shaper in the universe – tracking behind lone Siemens of Germany and Hewlett-Packard of the United States. Nevertheless. Samsung?s frailty president for investor dealingss expects the company to accomplish US $ 130 billion in gross revenues in 2009 and. therefore. go the figure one in the electric contraptions and electronics industry ( The Chosun Ilbo. 2008 ) . The company holds taking places in many sections ( e. g. LCD ) . Besides. in 2007 it replaced Motorola as the world?s figure two maker of nomadic phones. With a universe market portion of 14. 5 per centum. it is merely 2nd to Nokia. BUSINESS STRATEGY

Sony and Samsung Electronics compete in the electronics industry. one of the most dynamic sections of the economic system in the present. Progresss in engineering are introduced in a rapid gait and the life rhythm of merchandises is highly short. To last and thrive in this environment. Sony and Samsung opted for different schemes. SONY

The scheme adopted by Sony to boom in the rapid altering environment of the electronics market was to make alone merchandises. Unlike many rivals who preferred to vie in the extremely commoditized sections of the industry by quickly presenting betterments to merchandises. Sony?s development scheme was based on the creative activity of new markets. The company to a great extent invested in research and development of new merchandises to go on to turn. Examples of the assorted merchandises introduced by the company are transistor wirelesss. Trinitron and LCD telecastings. Cadmiums. DVDs. 8mm camcorders. digital cameras. Playstation. Walkman. LCD. CCD and other semiconducting materials. Alternatively of seeking to surpass rivals by increasing characteristics of bing merchandise ( i. e. velocity. capacity ) . it creates alone merchandises. As observed by Chang ( 2008 ) . the company?s ability to introduce and develop new merchandises came from the establishing credo of “Freedom and Open-mindedness. ”

This scheme has worked really good and maintained Sony?s growing for old ages. Since the debut of Walkman in the market. the company has enjoyed prestigiousness in the head of consumers and enjoyed rapid growing. However. over the last decennary the company has non developed merchandises that could assist it keep its dominant place in the electronics market. As observed in Sony?s fiscal studies. despite the oscillation in grosss due to currency fluctuation. the company expects a diminution in grosss for its electronic section in the financial twelvemonth to stop in 2009 ( Sony. 2008 ) . Although such diminution may non go on because of the recent devaluation of Yen in relation to US dollars. that anticipation demonstrates lower capacity in incisively presenting new merchandises to the market and keeping its dominant place. The company?s growing turning point occurred when it acquired Columbia Pictures in 1989. Harmonizing to Chang ( 2008 ) . Sony?s desire for “„endless innovation? of new merchandises and services to avoid the trade good trap” was what motivated the company to travel into the amusement concern. However. the public presentation of the full organisation became so bad that by 1994 Sony had to compose off accrued loss of US $ 3. 5 billion. As a effect of this enlargement abroad. Sony?s organisational construction increased in complexness. For the interest of direction. Sony. like many other transnational companies. was organized in independent divisions.

The direction control systems in topographic point. nevertheless. created struggles between divisions. Sony implemented a company construction in which “individual merchandise divisions have separate balance sheets and income statements. and operate about like independent companies” ( Chang. 2008 ) . The central office took an commanding function and refused to acquire involved in departmental affairs. With each section prosecuting its ain involvements – which many times conflicted with the involvement of other sections – the organisation did non advance synergism between its divisions. Because of the deficiency of cooperation between the divisions. the full organisation suffered. The complex organisational construction and severely designed direction control system were non the merely cause to the deficiency of invention. In past state of affairss. when struggles between sections would originate. Sony?s former CEOs and laminitiss Akio Morita and Masaru Ibuka could command the job with their personal appeal. However. the CEO in exercising at the clip. Nobuyuki Idei. did non bask the same subservience from the employees that the laminitiss had. As the first professional director of the company. Idei lacked the personal appeal Sony?s household members had.

Therefore. Sony?s jobs do non look to be a consequence of its “new merchandise creation” scheme. Its job lays on organisational procedure and executive?s leading. As observed by Chang ( 2008 ) . “Sony?s stagnancy during the last decennary may be the consequence of the mismatch of its scheme. leading manner. corporate civilization. and organisational construction. ” This mismatch has caused the organisation to lose creativeness and. therefore. to non be able to prosecute its invention scheme. In add-on to the deficiency of capacity to introduce in the last decennary. LaMoshi ( 2003 ) argues that the company is non attuned with the demands of the market and is non capable of quickly run intoing them. Sony has non developed the competence of quickly accommodating to market tendencies and conditions. The merchandises developed by the company are normally the consequence of independent. closed doors research and development. as opposed to conforming to the market desires and inclinations. As argued by LaMoshi ( 2003 ) . “Sony has ever eschewed product-trend research. Its interior decorators and directors contend that by the clip a tendency emerges through research. it?s excessively late to develop a merchandise for it ( at least for Sony ) . ”

This deficiency of dynamicity and capacity to measure and quickly adapt to market demands has besides greatly contributed to Sony?s stagnancy over the last decennary. Other more deep-rooted issues are besides cited as causes in the diminution of Sony?s profitableness in the last decennary. One statement raised by Luh ( 2003 ) is that some Nipponese traditional workplace patterns such as lifetime employment may hold influenced Sony?s stagnancy. Like Sony. Japan has had jobs keeping its growing since the beginning of the 1990s. the decennary that came to be known as the “lost decennary. ” For a long clip. the state unsuccessfully tried to restart its growing. Some writers mention that the rigidness of authorities constructions and of the society appear to hold influenced the country?s ability to retrieve. Harmonizing to Alexander ( 1997 ) . like in the instance of Sony. the rigidness of the system created adaptability jobs to the state.

Many of the patterns that had become synonymous with Japan – lifetime employment had negative side-effects. even during the period of high-velocity growing. “Their continuity retarded the needful accommodations of a maturing and slower turning economy” ( Alexander. 2007 ) . Even though these policies are normally associated with worker satisfaction. morale and productiveness betterment. Luh ( 2003 ) argues that in times of downswing they cause rigidness to the system and decelerate recovery because the company retains unneeded and unmotivated workers. SAMSUNG ELECTRONICS

While Sony adopted a new merchandise development attack to last in the dynamic electronics industry. Samsung acknowledged commoditization and sharply invested in procedure and merchandise engineering. Its scheme consisted in speedy alterations in merchandises to derive advantage over rivals before its merchandises became trade goods. Jong-yong Yun of Samsung Electronics describes Samsung?s scheme underlying premise as follows: “Speed is the key to all perishable trade goods from sashimi to mobile phones. Even expensive fish becomes cheap in a twenty-four hours or two. For both the sashimi store and the digital industry. stock list is damaging and velocity is everything” ( Chang. 2008 ) . The accent on dynamicity is observed on the company?s values. As observed on their web page. along with Peoples. Excellence. Integrity. and Co-prosperity. Change is cited as one of the five values stressed by the company. By alteration the company means: “We quickly take the enterprise in put to deathing alteration & A ; invention with a sense of crisis: we can non last if we do non invariably strive to innovate” ( Samsung Electronics Co. . Ltd. . 2008 ) . Samsung?s fast and steady development resembles that of Korea.

The designation and concentration of attempts. in a first minute. in cardinal markets and sectors in which the company had or could hold a comparative advantage allowed it to go stronger and able to vie in other countries ( Ungson. Steers. & A ; Park. 1997 ) . Additionally. centralized decision-making granted both the state and the company dynamicity and efficiency in covering with the fast paced economic conditions and competition. That gave Samsung and Korea the ability to vie in more mature markets by developing operational excellence and outperforming rivals. Unlike Sony. Samsung has a really strong sense of urgency and dynamicity. The difference between engagement and enterprise of top direction from Sony and Samsung could be clearly seen at place and abroad. Around ten old ages ago. when Samsung was still fighting to spread out its operations to the United States. the company did non hold adequate prestigiousness in the market. Despite the fact that Samsung?s engineering and quality was tantamount to competitors? . its merchandises were non adequately treated in American shops. Sony telecastings occupied the forepart of shows.

Right behind were telecastings from Toshiba. Panasonic. and Philips. Samsung?s merchandises were normally at the dorsum. covered in dust. While several companies would see big studies to cover with this job. the Chief executive officer at the clip. Kun-Hee Lee. decided to wing 100 senior directors to the United States to demo how Samsung?s merchandises were treated. The trip had an impact on directors. who became cognizant of the demand for better arrangement of the company in the American market ( Bartlett. Ghoshal. & A ; Beamish. 2008 ) . The CEO?s determination to instantly wing in the directors demonstrates the strong sense of urgency and dynamicity nowadays in the company. Because of its scheme option ( commoditized market ) . until early 1990s Samsung was regarded as a generic bit maker. Its trade name was non really good recognized internationally.

After CEO Kun-Hee Lee?s visit to America. the company increased its consciousness for the importance of trade name value and acknowledgment and initiated the “New Management Movement” ( Chang. 2008 ) . Although Samsung?s scheme has greatly contributed to its success as a late entrant into the electronics industry. the same scheme does non look to be appropriate for the prima place. The company needed to better its trade name and put in new merchandises development. as opposed to following other companies. CHALLENGES AND ISSUES

Sony?s weak public presentation during the last decennary clearly signals the demand for alteration. What are the chief challenges to recover growing? Is the company aware of the challenges it faces? Has it been taking actions to rectify the jobs? Samsung. on the other manus. has enjoyed extraordinary growing. Should the company continue in the same way? What are future challenges? Has the company been acquiring prepared for them? SONY

Sony has expanded from the electronic industry into different sections ( e. g. music and gesture images ) but these divisions did non incorporate the company?s nucleus competences. Sony has created conflicting involvements between its different units. The usage of inappropriate direction control systems can do competition between sections. which will seek to prosecute their ain involvement in hurt of the prosperity of the full company ( Tjosvold. 1988 ) . In the instance of Sony. frequently the involvements of one division conflicted with the involvements of others. That is normally the instance of MP3 participants and Sony?s record division. The development of MP3 participants normally hurts the music industry because of buccaneering. Therefore. although the portfolio of activities and merchandises held by Sony is capable of presenting good synergism. the integrating of different hardware. or hardware and package in the company. has non occurred as one would anticipate. One of the chief challenges for the company in the present. therefore. is to incorporate all its divisions to animate nucleus competences. Harmonizing to Prahalad. & A ; Hamel. nucleus competence is “the corporate acquisition in the organisation. particularly how to organize diverse production accomplishments and integrate multiple watercourses of engineerings. ” Part of the creative activity of nucleus competences is achieved by “communication. engagement. and deep committedness to working across organisational boundaries. ”

If no coordination is present in the company. the company risks being a “collection of distinct businesses” ( Prahalad & A ; Hamel. 1990 ) . Sony seems to be cognizant of the job of a deficiency of communicating between sections. As observed in its Review of Operations. great accent is given to communicating. and coaction between its units. From the introductory page of the study. Sony emphasizes group strength. It mentions that “during the financial twelvemonth ended March 31. 2008. Sony reported operating consequences that highlight its revival while at the same time showing its technological art and united group strength. ” Many illustrations of success of “Sony United” are given throughout the study. It illustrates the increased coordination of its concerns with the “triumph of Sony?s Blu-ray engineering. ” Harmonizing to the study. “Collaboration among Sony Group companies contributed to the success of the film Spider-Man 3. every bit good as increasing market incursion for PLAYSTATION®3 and progressing the acceptance of the Blu-ray Disc format” ( Sony. 2008 ) . Additionally. Sony?s Chairman and CEO. Howard Stringer. emphasized in his message published at Sony?s 2008 Annual Report the accomplishments of incorporate Sony.

At the terminal of his message. he declared: “As we demonstrated with Blu-ray Disc. when Sony is United. Sony is Unbeatable” ( Sony. 2008 ) . Therefore. Sony seems to be cognizant of the issue and appears to be working toward a solution. A 2nd challenge for Sony is to be able to better measure the demands and wants of the market. As noted by Edwards. 2005. “Sony continues to move like the great trade name of yore. believing it can woolgather up merchandises behind closed doors and unleash them on a thankful market at premium monetary values. ” Additionally. he argues that Sony is guided towards its national market. The Nipponese market accepts more intricate and complex package than the American and other markets do. Therefore. there is besides the demand to accommodate the merchandises to different markets. To be able to function the demands of the market decently. the company will necessitate to increase velocity by following less bureaucratic determination devising and puting more in the analysis of the environment. Once the company becomes more sensitive to customers? demands and demands. develops a stronger sense of urgency. and integrates its divisions to make functionality between its sections. the company will be headed toward a different hereafter. SAMSUNG ELECTRONICS

Samsung has taken the lead in many sections of the electronics market in the present. In the North America flat-panel telecasting market. for illustration. it has 18. 9 per centum of the overall market while Sony has a 10. 4 per centum portion. As a leader. its follow-up attack may non be equal any longer. Many believe that now that Samsung is a taking maker in the electronics market. it needs to alter its “follower” mentality. In the early old ages of this decennary Lee ( 2002 ) mentioned that the “follower attitude” was a job of the full electronics industry of Korea. Harmonizing to him. “Korean houses are found to by and large move as if they are followings. instead than leader. by taking a reactive scheme formulated after competitor?s actions” ( Lee. 2002 ) .

As noted by Chang ( 2008 ) . in the past Samsung?s merchandises were immitation of late versions of merchandises introduced by the market leaders. Since the origin of the “New Management Movement. ” nevertheless. the company started to put more on new merchandises development. The company launched a “strategic merchandise system” to develop new merchandises. Samsung is now in a good place to put in new merchandises creative activity. The company has qualified human resources and possesses fiscal resources to finance research. In 2007 the company reported disbursement about US $ 5. 58 billion in R & A ; D ( Samsung Electronics Co. . Ltd. . 2008 ) . As a consequence of its betterment in R & A ; D. the company has received 46 invention awards for 2009. “Samsung award-winners include eight nomadic phones. seven nomadic phone accoutrements. six HDTVs. two optical maser pressmans. four digital cameras. two digital camcorders. an LCD Desktop proctor. a professional show picture wall solution. an Ultra Mobile Personal computer. a front burden rinsing machine. two LCD panels. a solid province thrust and an application processor. in add-on to other merchandise innovations” ( MarketWatch. 2008 )

Additionally. the company is puting in partnerships to make new merchandises. In April 2008. for illustration. the company established a joint venture understanding with Sony to develop the 8th coevals of LCD telecasting panels ( Business Wire. 2008 ) . Therefore. the company seems to be seeking to turn to the deficiency of new merchandises development issue. Another job that the company had to turn to was that. even though the quality of Samsung?s merchandises were comparable to the quality of competitor?s merchandises ten old ages ago. the company was non every bit good regarded by consumers. The design of merchandises and trade name acknowledgment played a major function in the neglect for Samsung?s trade name. Until the mid-1990s. merchandise design did non play a major function in the development of merchandises. Decisions like packaging and expressions were made by the merchandise development unit. as opposed to interior decorators. With the debut of the New Management Movement – started after Samsung?s CEO visit to the United States – the company started to put more in merchandise design in an effort to better its image. Design gained so much importance that the company created an invention design lab. In 1996. six foreign professor were hired “to Teach design classs to interior decorators from Samsung Group?s assorted affiliates” ( Chang. 2008 ) .

As a consequence Samsung has grown from a me-too manufacturer of electronics and contraptions into one of the world?s taking trade names – in big portion because of its focal point on design” ( BusinessWeek. 2004 ) . Another major challenge that Samsung has been able to get the better of over the last decennary is the building of its trade name. The company to a great extent invested in events like the Olympic Games and athletics squads ( e. g. Chelsea Football Club ) to derive acknowledgment of consumers ( Marketing Week. 2007 ) . As a effect. Samsung has built a really strong trade name name that has credibleness to present new merchandises and take the market. In 2008 Business Week rated Samsung as 21st on the Top 100 planetary trade names ( BusinessWeek. 2008 ) . Samsung has well improved its image in the last decennary. It has gained prestige in the head of consumers and possesses the features and resources to go on its growing. However. although the company has had important betterments over the last decennary. it still needs to alter its “follower mentality” farther. Samsung appears to be working towards that objective. SUMMARY AND CONCLUSION

Sony. one of the most well-thought-of companies in the electronics industry. has been fighting to keep its dominant place in the last decennary. Samsung. on the other manus. a comparatively unknown company until late. has presented impressive growing and market capitalisation in the same period. In 2007 the company overtook Sony and reached the station of 3rd largest electronics maker in the universe. The difference in public presentation. nevertheless. is non likely to be closely related to the concern scheme adopted by both organisations. Sony?s scheme has proven successful during predating decennaries and has given it a dominant place in the market. The job seems to lie chiefly on a mismatch of scheme. leading manner. corporate civilization. and organisational construction. With the growing of the organisation. the company has gone through major restructuring. Departments competed against each other and ended up stray.

Information sharing and synergism among sections have been halted. Furthermore. in some fortunes the involvements of the sections were in struggle. Therefore. the company now faces the challenge of efficaciously reconstituting itself to go on to thrive. As ascertained. Sony is cognizant of the causes of the job and appears to be taking stairss toward a solution. Samsung. on the other manus. has moved from a follower to a taking place in the industry. The company has succeeded in the really dynamic electronics market by presuming commoditization and get the better ofing competition by rapid inventions and a really strong sense of urgency. The scheme utilized by Samsung to go one of the taking companies in the universe. nevertheless. does non look to absolutely suit the new place it occupies. As a leader. the company does non hold other companies to benchmark against. Therefore. it needs to move as a leader. As ascertained. the company seems to be bettering in that sense and appears to be wining in going a leader in the electronics industry.

Mention

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