8/13/2019 Executive Bachelor in Management
1/60
8/13/2019 Executive Bachelor in Management
2/60
CONTENTS
Question1
Content Pages
SAMSUNG Company History 31.1 Introduction Samsung Enterprise Market 4 !1." Introduction o# Android Market ! $1.3 Ho% Samsung &ack'e Mo(i'e Enterprise
Market) 1*
1.4 Strategic Marketing +(,ecti-es S/+&ana'ysis
11 "4
1.4.1 Segmentation Strategies1.4." 0ositioning Strategies1.4.3 0ricing Strategies
1.4.4 0romotion Strategies1.4. C2anne' Strategies1.4. S/+& Ana'ysis
1. Samsung Ac2ie-ement "1.! 0ES& E Ana'ysis "!1.$ 5i-e 5orces Mode' "$1.).* Samsung Mo(i'e segmentation 311.).1 Samsung 5uture Action 0'anQuestion 2
".1 Introduction Samsung6s Main Competiors S/+& Ana'ysis
".1.1 App'e 7ip2one8 S/+& Ana'ysis".1." N+9IA S/+& Ana'ysis".1.3 M+&+:+ A S/+& Ana'ysis".1.4 :IM ;'ack;erry S/+& Ana'ysis
3
"." Samsung6s competitors competiti-ead-antages".".1 App'e 7i02one8 Competiti-eAd-antages"."." N+9IA Competiti-e Ad-antages".".3 M+&+:+ A Competiti-e Ad-antages".".4 :IM ;'ack;erry Competiti-eAd-antages
4!
".3 Samsung6s Competition Strategic 0'ans #orincrease Market S2are".3.1 App'e i02one Strategic 0'ans".3." Nokia strategic p'ans".3.3 Motoro'a Strategic p'ans".3.4 :IM ;'ack;erry Strategic 0'an
1
Refferences *
2
8/13/2019 Executive Bachelor in Management
3/60
SAMSUNG COMPANY HISTORY
Unlike other electronic companies Samsung origins ere not in!ol!ing electronics
"ut other pro#ucts$
In %&'( the Samsung)s *oun#er +,ung-Chull .ee set up a tra#e e/port compan, in
0orea1 selling *ish1 !egeta"les1 an# *ruit to China$ 2ithin a #eca#e Samusng ha#
*lour mills an# con*ectionar, machines an# "ecame a co-operation in %&3%$ Hum"le
"eginnings$
4rom %&3( on ar#s Samsung "egan to e/pan# into other in#ustries such as
*inancial1 me#ia1 chemicals an# ship "uil#ing throughout the %&56)s$ In %&7&1
Samsung 8lectronics as esta"lishe# pro#ucing hat Samsung is most *amous *or1
Tele!isions1 Mo"ile Phones 9throughout &6)s:1 Ra#io)s1 Computer components an#
other electronics #e!ices$
%&(5 *oun#er an# chairman1 +,ung-Chull .ee passe# a a, an# 0un-Hee .ee took
o!er as chairman$ In the %&&6)s Samsung "egan to e/pan# glo"all, "uil#ing
*actories in the US1 +ritain1 German,1 Thailan#1 Me/ico1 Spain an# China until %&&5$
In %&&5 nearl, all 0orean "usinesses shrunk in si;e an# Samsung as no e/ception$
The, sol# "usinesses to relie!e #e"t an# cut emplo,ees #o n lo ering personnel ",
361666$ +ut thanks to the electronic in#ustr, the, manage# to cur" this an# continue
to gro $
The histor, o* Samsung an# mo"ile phones stretches "ack to o!er %6 ,ears$ In %&&'
Samsung #e!elope# the )lightest) mo"ile phone o* its era$ The SCH-(66 an# it as
a!aila"le on C
8/13/2019 Executive Bachelor in Management
4/60
1.1 Introduction Samsung Enterprise Market
Samsung 8lectronics is one o* the orl#)s largest semicon#uctor manu*acturers?
Samsung 8lectronics is also South 0orea)s top electronics compan,$ It makes man,
kin#s o* consumer #e!ices1 inclu#ing
8/13/2019 Executive Bachelor in Management
5/60
segments$@arin gra#uate# ith a +achelor o* Science in Computer In*ormation
S,stems *rom Ne Hampshire College1 USA$
The ne market segmentation ill manage SamsungBs Mo"ile securit,1 increase in hea#count$
@arin#er sai# the compan, oul# "e orking ith glo"al an# local partners1 ith the
*ormer inclu#ing giants such as uniper1 Cisco1 Citri/ an# Microso*t on pro!i#ing
solutions *or the #i**erent !ertical in#ustries$ He a##e# that the compan, ha# a"out
%1666 partners in Mala,sia1 hich the 8nterprise +usiness
8/13/2019 Executive Bachelor in Management
6/60
management1 certi*ie# #ata encr,ption an# !irtual pri!ate net ork capa"ilities "uilt
in$ CIOs 9chie* in*ormation o**icers: ha!e a num"er o* securit, challenges hen it
comes to a#opting +YO
8/13/2019 Executive Bachelor in Management
7/60
An#roi# phones are highl, customi;a"le an# as such can "e altere# to suit ,our
tastes an# nee#s$ You can check ,our 4ace"ook an# T itter pro*iles through a
!ariet, o* apps making it i#eal *or social net orking$ Through the calen#ar ,ou can
set remin#ers *rom ,our #esktop or ,our phone an# on the latest !ersion o* An#roi#
,ou can sen# links to an# *rom ,our computer an# !ice !ersa$ Another neat *eature
o* An#roi# is that it automaticall, "acks up ,our contacts *or ,ou$ 2hen ,ou set up
an An#roi# phone ,ouBll nee# to create a Google Account or sign in ith an e/isting
one$ 8!er, time ,ou sa!e a num"er to the a##ress "ook o* ,our An#roi# phone it ill
"e s,nce# to ,our Google Account$
The "ene*it o* this is i* ,ou lose ,our phone all o* ,our num"ers ill "e sa!e#$ The
ne/t time ,ou get an An#roi# phone an# sign in ith ,our Google Account1 all o* ,our
contacts an# *rien#s num"ers ill "e #ispla,e# in ,our ne phoneBs a##ress "ook$
Google is constantl, orking on ne !ersions o* the An#roi# so*t are$ These
releases are in*reLuent? at the moment the, normall, come out e!er, si/ months or
so1 "ut Google is looking to slo this #o n to once a ,ear$ @ersions usuall, come
ith a numerical co#e an# a co#ename thatBs so *ar "een name# a*ter a t,pe o*
#essert? e$g$ An#roi# %$3 Cupcake1 An#roi# =$% 8clair an# the most recent e#ition
An#roi# =$= 4ro,o$ The ne/t e/pecte# e#ition o* An#roi# is !ersion =$' an# is
co#ename# Ginger"rea#$ The #essert names o* the releases are in alpha"etical
or#er$ The ne/t up#ate is e/pecte# to "e calle# Hone,com" an# the one a*ter that
Ice Cream$
The !ersion histor, o* the An#roi# mo"ile operating s,stem "egan ith the release o*
the An#roi# "eta in No!em"er =665$ The *irst commercial !ersion1 An#roi# %$61 as
release# in Septem"er =66($ An#roi# is un#er ongoing #e!elopment ", Google an#the Open Han#set Alliance 9OHA:1 an# has seen a num"er o* up#ates to its "ase
operating s,stem since its original release$ These up#ates t,picall, *i/ "ugs an# a##
ne *eatures$
Since April =66&1 An#roi# !ersions ha!e "een #e!elope# un#er a co#ename an#
release# in alpha"etical or#er Cupcake1
8/13/2019 Executive Bachelor in Management
8/60
up#ate as ell, +ean $=1 hich as release# on commercial #e!ices in No!em"er
=6%=$
The Timeline
% Pre-commercial release !ersions 9=665E=66(:
o %$% An#roi# alpha
o %$= An#roi# "eta = @ersion histor, ", API le!el
o =$% An#roi# %$6 9API le!el %:
o =$= An#roi# %$% 9API le!el =:
o =$' An#roi# %$3 Cupcake 9API le!el ':
o =$ An#roi# %$7
8/13/2019 Executive Bachelor in Management
9/60
1.3 Ho Samsung Tack!e Mo"i!e Enterprise Market
Samsung hopes to make a "ig push into the corporate market in =6%'1 targeting the
market that once as #ominate# ", Research In Motion$ 2hile the South 0orean
compan, isnBt #isclosing much in the a, o* strateg,1 it is Luietl, "uil#ing corporate-
gra#e #e!ices running An#roi# that are more secure an# relia"le than the t,pical
consumer nee#s$
This is a ise mo!e *rom Samsung1 hich recentl, took NokiaBs cro n as the orl#Bs
largest manu*acturer o* mo"ile phones an# hich this eek announce# the sale o*
its % millionth Gala/, S smartphone$ The mo"ile enterprise remains largel, untappe#
as RIMBs grip has loosene#1 an# Samsung clearl, has the #istri"ution an# the carrier
partners to take a#!antage$ To *ull, capitali;e on the opportunit,1 though1 Samsung
shoul# #eli!er *our ke, items
A uni*ie# An#roi# e/perience$ The *ragmentation pro"lems ith An#roi# are
ell-#ocumente# 9I e/plaine# h, I a"an#one# the plat*orm last ,ear here :1
an# those pro"lems are onl, getting orse as the orl# i#e penetration o*
GoogleBs operating s,stem increases$ To make its line o* An#roi# #e!ices
attracti!e to enterprise users an# IT #epartments1 then1 Samsung ill ha!e to
#eli!er the same e/perience across its enterprise-centric #e!ices1 issuing
An#roi# up#ates to as man, o* its #e!ices as it can as Luickl, as possi"le$ A store *or An#roi# enterprise apps$ Google recentl, intro#uce# a ser!ice that
essentiall, ena"les Google Apps customers to create their o n internal
stores to pu"lish an# #istri"ute their enterprise apps$ +ut as In*o2orl# points
out1 the ne o**ering has some shortcomings +usinesses can ha!e onl, onestore regar#less o* ho man, #omains the, ha!e in their Google Apps
account1 an# the, canBt pu"lish apps to speci*ic groups o* users$ Mean hile1
Samsung has seen some success #istri"uting consumer apps *or its o n
+a#a plat*orm E hile Samsung Apps #oesnBt get much attention in the U$S$1
it #eli!ere# its %66 millionth #o nloa# nearl, t o ,ears ago$ Samsung coul#
le!erage that e/perience an# impro!e on GoogleBs shortcomings to help
!
http://www.ibtimes.co.uk/articles/416666/20121219/samsung-tops-mobile-phone-market-2012-nokia.htmhttp://www.inquisitr.com/480522/samsung-galaxy-s-smartphones-topple-100-million-sales/http://pro.gigaom.com/blog/why-androids-openness-could-cause-real-trouble-for-google/http://bgr.com/2012/10/08/android-analysis-fragmentation-growing-worse/http://googleenterprise.blogspot.com/2012/12/a-new-way-to-distribute-your-internal.htmlhttp://googleenterprise.blogspot.com/2012/12/a-new-way-to-distribute-your-internal.htmlhttp://www.infoworld.com/t/e-commerce/google-adds-enterprise-app-store-option-android-208540http://www.infoworld.com/t/e-commerce/google-adds-enterprise-app-store-option-android-208540http://venturebeat.com/2011/03/24/samsung-app-store-100m/http://www.ibtimes.co.uk/articles/416666/20121219/samsung-tops-mobile-phone-market-2012-nokia.htmhttp://www.inquisitr.com/480522/samsung-galaxy-s-smartphones-topple-100-million-sales/http://pro.gigaom.com/blog/why-androids-openness-could-cause-real-trouble-for-google/http://bgr.com/2012/10/08/android-analysis-fragmentation-growing-worse/http://googleenterprise.blogspot.com/2012/12/a-new-way-to-distribute-your-internal.htmlhttp://googleenterprise.blogspot.com/2012/12/a-new-way-to-distribute-your-internal.htmlhttp://www.infoworld.com/t/e-commerce/google-adds-enterprise-app-store-option-android-208540http://www.infoworld.com/t/e-commerce/google-adds-enterprise-app-store-option-android-208540http://venturebeat.com/2011/03/24/samsung-app-store-100m/8/13/2019 Executive Bachelor in Management
10/60
8/13/2019 Executive Bachelor in Management
11/60
1.# Strategic marketing O"$ecti%es & S'OT Ana!(sis of SAMS)N* To impro!e the sell o* all "ran#s o* the compan, *rom 33> to &6>$
To create ne market #ri!en strateg, an# also create !alua"le #esign *or their
customer$
1.#.1 Segmentation strategies
Samsung 8lectronics 9Mo"ile
8/13/2019 Executive Bachelor in Management
12/60
an# it shares the highest cell phone customers ith Nokia in In#ia$ It has
something *or e!er,one$
EMO*,A-HIC
Samsung has mo"ile phones *or ,outh1 age o* %7-=&1 *or "usinessmen etc$ *or
mi##leclass ,outh it has Samsung Guru hich is *or go!t$ lo er class orkers
also$ Guru has man, !ariants? it is coming in 'G also$ It is a goo# option i* ,ou
ant to get a cheap 'G han#set$ Samsung Gala/, is a goo# option *or ,outh
as it has man, attracti!e *eatures as 2i-4i1 'G$ Gala/, is also *or
+usinessmen$
Samsung has partnere# ith IT in#ustr, lea#ers to "ring ,ou the most
rele!ant enterprise solutions an# the most comprehensi!e mo"ile
implementation o* 8/change Acti!eS,nc$
8/13/2019 Executive Bachelor in Management
13/60
8/13/2019 Executive Bachelor in Management
14/60
struggling to sta, rele!ant an# losing large market share to the ne lea#ers$
+oth are no at the !irtual "ottom looking up$
This ill look at the state o* the market1 the le!el o* competition amongst the
ma or pla,ers1 the relati!e competiti!e a#!antages each ma, possess1strategic alliances *orme#1 an# seek to #etermine hich is in the "est position
presentl, to #ominate the smartphone market mo!ing *or ar#$
1.#.3 -ricing strateg(
Marketing - Pricing approaches an# strategies
There are three main approaches a "usiness takes to setting price
Cost-"ase# pricing price is #etermine# ", a##ing a pro*it element ontop o* the cost o* making the pro#uct$
Customer-"ase# pricing here prices are #etermine# ", hat a *irm"elie!es customers ill "e prepare# to pa,
Competitor-"ase# pricing here competitor prices are the mainin*luence on the price set
Approaches?
Cost "ase# pricingThis in!ol!es setting a price ", a##ing a *i/e# amount or percentage to thecost o* making or "u,ing the pro#uct$ In some a,s this is Luite an ol#-*ashione# an# some hat #iscre#ite# pricing strateg,1 although it is still i#el,use#$
A*ter all1 customers are not too "othere# hat it cost to make the pro#uct Ethe, are intereste# in hat !alue the pro#uct pro!i#es them$Cost-plus 9or mark-upJ: pricing is i#el, use# in retailing1 here the retailer
ants to kno ith some certaint, hat the gross pro*it margin o* each saleill "e$ An a#!antage o* this approach is that the "usiness ill kno that its
costs are "eing co!ere#$ The main #isa#!antage is that cost-plus pricing ma,lea# to pro#ucts that are price# un-competiti!el,$Here is an e/ample o* cost-plus pricing1 here a "usiness ishes to ensurethat it makes an a##itional 36 o* pro*it on top o* the unit cost o* pro#uction$
14
8/13/2019 Executive Bachelor in Management
15/60
U#$% &' % 1""
M*+,-./ 5"0
S $# /+$& 15"
Ho high shoul# the mark-up percentage "eK That largel, #epen#s on the normalcompetiti!e practice in a market an# also hether the resulting price is accepta"le tocustomers$
Customer-"ase# pricing
Penetration pricingYou o*ten see the tagline special intro#uctor, o**erJ E the classic sign o* penetrationpricing$ The aim o*penetration pricing is usuall, to increase market share o* apro#uct1 pro!i#ing the opportunit, to increase price once this o" ecti!e has "eenachie!e#$Penetration pricing is the pricing techniLue o* setting a relati!el, lo initial entr,price1 usuall, lo er than the inten#e# esta"lishe# price1 to attract ne customers$The strateg, aims to encourage customers to s itch to the ne pro#uct "ecause o*the lo er price$Penetration pricing is most commonl, associate# ith a marketing o" ecti!e o*increasing market share or sales !olume$ In the short term1 penetration pricing islikel, to result in lo er pro*its than oul# "e the case i* price ere set higher$Ho e!er1 there are some signi*icant "ene*its to long-term pro*ita"ilit, o* ha!ing ahigher market share1 so the pricing strateg, can o*ten "e usti*ie#$Penetration pricing is o*ten use# to support the launch o* a ne pro#uct1 an# orks"est hen a pro#uct enters a market ith relati!el, little pro#uct #i**erentiation an#
here #eman# is price elastic E so a lo er price than ri!al pro#ucts is a competiti!eeapon$
Price skimmingSkimming in!ol!es setting a high price "e*ore other competitors come into themarket$ This is o*ten use# *or the launch o* a ne pro#uct hich *aces little or nocompetition E usuall, #ue to some technological *eatures$ Such pro#ucts are o*ten"ought ", earl, a#optersJ ho are prepare# to pa, a higher price to ha!e the latest
or "est pro#uct in the market$Goo# e/amples o* price skimming inclu#e inno!ati!e electronic pro#ucts1 such asthe Apple iPa# an# Son, Pla,Station '$There are some other pro"lems an# challenges ith this approachPrice skimming as a strateg, cannot last *or long1 as competitors soon launch ri!alpro#ucts hich put pressure on the price 9e$g$ the launch o* ri!al pro#ucts to theiPhone or iPo#:$
8/13/2019 Executive Bachelor in Management
16/60
Pro#uct promotion is one o* the necessities *or getting ,our "ran# in *ront o* the
pu"lic an# attracting ne customers$ There are numerous a,s to promote a
pro#uct or ser!ice$ Some companies use more than one metho#1 hile others ma,
use #i**erent metho#s *or #i**erent marketing purposes$ Regar#less o* ,our
compan,)s pro#uct or ser!ice1 a strong set o* promotional strategies can help
position ,our compan, in a *a!ora"le light ith not onl, current customers "ut ne
ones as ell$
Contests :
Contests are a *reLuentl, use# promotional strateg,$ Man, contests #on)t e!en
reLuire a purchase$ The i#ea is to promote ,our "ran# an# put ,our logo an# name
in *ront o* the pu"lic rather than make mone, through a har#-sell campaign$ People
like to in pri;es$ Sponsoring contests can "ring attention to ,our pro#uct ithout
compan, o!ertness$
Social Media :
Social me#ia e"sites such as 4ace"ook an# Google o**er companies a a, to
promote pro#ucts an# ser!ices in a more rela/e# en!ironment$ This is #irect
marketing at its "est$ Social net orks connect ith a orl# o* potential customers
that can !ie ,our compan, *rom a #i**erent perspecti!e$ Rather than seeing ,our
compan, as tr,ing to sell something1 the social net ork can see a compan, that is
in touch ith people on a more personal le!el$ This can help lessen the #i!i#e
"et een the compan, an# the "u,er1 hich in turn presents a more appealing an#
*amiliar image o* the compan,$
Mail Order Marketing:
Customers ho come into ,our "usiness are not to "e o!erlooke#$ These customers
ha!e alrea#, #eci#e# to purchase ,our pro#uct$ 2hat can "e help*ul is getting
personal in*ormation *rom these customers$ O**er a *ree pro#uct or ser!ice in
e/change *or the in*ormation$ These are customers ho are alrea#, *amiliar ith
,our compan, an# represent the target au#ience ,ou ant to market ,our ne
pro#ucts to$
16
8/13/2019 Executive Bachelor in Management
17/60
Product Giveaways:
Pro#uct gi!ea a,s an# allo ing potential customers to sample a pro#uct are
metho#s use# o*ten ", companies to intro#uce ne *oo# an# househol# pro#ucts$
Man, o* these companies sponsor in-store promotions1 gi!ing a a, pro#uct samples
to entice the "u,ing pu"lic into tr,ing ne pro#ucts$
Point-of-Sale Promotion and End-Cap Marketing:
Point-o*-sale an# en#-cap marketing are a,s o* selling pro#uct an# promoting items
in stores$ The i#ea "ehin# this promotional strateg, is con!enience an# impulse$ The
en# cap1 hich sits at the en# o* aisles in grocer, stores1 *eatures pro#ucts a store
ants to promote or mo!e Luickl,$ This pro#uct is positione# so it is easil,
accessi"le to the customer$ Point-o*-sale is a a, to promote ne pro#ucts or
pro#ucts a store nee#s to mo!e$ These items are place# near the checkout in the
store an# are o*ten purchase# ", consumers on impulse as the, ait to "e checke#
out$
Customer Referral ncentive Program:
The customer re*erral incenti!e program is a a, to encourage current customers to
re*er ne customers to ,our store$ 4ree pro#ucts1 "ig #iscounts an# cash re ar#s
are some o* the incenti!es ,ou can use$ This is a promotional strateg, that le!erages
,our customer "ase as a sales *orce$
Causes and C!arity:
Promoting ,our pro#ucts hile supporting a cause can "e an e**ecti!e promotional
strateg,$ Gi!ing customers a sense o* "eing a part o* something larger simpl, ",using pro#ucts the, might use an, a, creates a in in situation$ You get the
customers an# the sociall, conscious image? customers get a pro#uct the, can use
an# the sense o* helping a cause$ One a, to #o this is to gi!e a percentage o*
pro#uct pro*it to the cause ,our compan, has committe# to helping$
17
8/13/2019 Executive Bachelor in Management
18/60
"randed Promotional Gifts:
Gi!ing a a, *unctional "ran#e# gi*ts can "e a more e**ecti!e promotional mo!e than
han#ing out simple "usiness car#s$ Put ,our "usiness car# on a magnet1 ink pen or
ke, chain$ These are gi*ts ,ou can gi!e ,our customers that the, ma, use1 hich
keeps ,our "usiness in plain sight rather than in the trash or in a #ra er ith other
"usiness car#s the customer ma, not look at$
1.#.0 C anne! Strategies
A #istri"ution channel strateg, ena"les ,ou to sell to customers in geographical
areas or market sectors that ,our #irect sales team cannot reach$ You can choose
*rom a num"er o* #istri"ution channels1 inclu#ing holesalers1 retailers1 #istri"utors
an# the Internet$ 8ach channel gi!es ,ou #i**erent options *or #ealing ith customers
an# prospects$ Ho e!er1 to ensure that ,our #istri"utors operate e**ecti!el, on ,our
"ehal*1 ,our strateg, must incorporate the right le!el o* control an# support$
Reach
I* ,our strateg, is to gro ,our "usiness regionall, or nationall,1 highlight the
geographical areas ,ou ant to reach through a #istri"ution channel an# i#enti*, a
net ork o* #istri"utors or retailers that pro!i#e e/isting co!erage o* the territories$ I*
,ou are planning to e/port pro#ucts1 *ocus on esta"lishe# #istri"utors ith #etaile#
local market kno le#ge$ Consi#er marketing ,our pro#ucts on the Internet so that
,ou can e/ten# co!erage to customers here there is no suita"le ph,sical
#istri"ution net ork$
Cost
Although a #istri"ution strateg, gi!es ,ou a rea#,-ma#e plat*orm *or e/pansion1 itBs
important to compare the cost o* #ealing through in#irect #istri"ution channels ith
the cost o* setting up ,our o n net ork or #irect sales operation$ 2ithout a
#istri"ution net ork1 ,ou ill ha!e to commit resources to or#er processing1
stockhol#ing1 #eli!er,1 in!oicing an# customer ser!ice$ Compare that ith the lo er
1
8/13/2019 Executive Bachelor in Management
19/60
margins ,ou ill make ", gi!ing #istri"utors a #iscount *or pro!i#ing a similar le!el o*
ser!ice an# pro!i#ing them ith a program o* marketing an# training support$
Contribution
Your strateg, shoul# also take account o* the potential contri"ution o* each
#istri"ution channel$ Concentrate on orking ith #istri"utors that gi!e ,ou access to
an a##itional customer "ase1 ith no a##itional #irect sales an# marketing costs$
8/13/2019 Executive Bachelor in Management
20/60
1.#. S'OT Ana!(sis
S2OT
Samsung S'OT ana!(sis 2 13
Strengths 2eaknesses
%$ Har# are integration ith
man, open source OS an#
so*t are
=$ 8/cellence in engineering
an# pro#ucing har# are
parts an# consumer
electronics
'$ Inno!ation an# #esign
$ 4ocus on en!ironment
3$ .o pro#uction costs
7$ .argest share in mo"ile
phones an# = place in
smartphones sales5$ A"ilit, to market the "ran#
%$ Patent in*ringement
=$ Too lo pro*it margin
'$ Main competitors are also
largest "u,ers
$ .ack its o n OS an#
so*t are
3$ 4ocus on too man, pro#ucts
Opportunities Threats
%$ Gro ing smartphone
market
=$ Gro ing mo"ile a#!ertising
in#ustr,'$ Gro ing #eman# *or Lualit,
application processors
$ Gro th o* ta"lets market
3$ O"taining patents through
acLuisitions
%$ Saturate# smartphone
markets in #e!elope#
countries
=$ Rapi# technological change'$
8/13/2019 Executive Bachelor in Management
21/60
so*t are an# OS$ This gi!es Samsung pro#ucts an e#ge o!er AppleBs 9its
arch ri!al: #e!ices1 especiall, as An#roi# an# other OS are gaining market
share hen iOS an# OS Q are losing it$
=$ E4ce!!ence in engineering and producing ard are parts and consumer
e!ectronics. Samsung is the num"er % ", market share in tele!isions an#
mo"ile phones sales an# some o* the har# are parts 9processors1 memor,
chips1 etc$:$ This as largel, achie!e# #ue to e/cellence in engineering an#
"oth e**icient an# e**ecti!e pro#uction$
'$ Inno%ation and design. In =6%%1 Samsung ranke# secon# on the list o* US
top patent assignees$ More patents strengthen Samsung position among its
competitors$ The *irm also on man, a ar#s *or the #esign o* its pro#ucts1
pro!ing the superior a#!anatage o!er the competitors$
$ 5ocus on en%ironment. Samsung *ocuses on pro#ucing en!ironment *rien#l,
pro#ucts that are *ree *rom P@C an# +4Rs 9currentl, onl, MP' an# mo"ile
phones:$ It also #e!elops !arious rec,cling programs that are a ar#e# *or
their success$ Thus1 SamsungBs *ocus on en!ironment gi!es it an e#ge o!er
its competitors in the e,es o* its customers$
3$ 6o production costs. The compan, has set up its pro#uction *acilities in
lo cost countries$ This allo s pro#ucing goo#s ith lo pro#uction cost an#
"ene*it Samsung as it can o**er lo er price an# earn higher margins$
7$ 6argest s are in mo"i!e p ones and 2 p!ace in smartp ones sa!es in t e
or!d. Samsung 8lectronics ha!e achie!e# large market share in man,
pro#ucts the, sell1 especiall, in mo"ile phones1 smartphones1 semicon#uctors
an# tele!ision sets$ .arge market share has its a#!antage1 "argaining po er1
that Samsung can use to *urther re#uce costs an# #eman# *or "etter contract
con#itions$5$ A"i!it( to market t e "rand. Samsung is name# as top rising "ran# ",
Inter"ran# an# is the &th most !alua"le "ran# ith !alue nearl, F'' "illion$ It
has risen ", 6> *rom =6%% to =6%=$ This as mainl, achie!e# #ue to
compan,Bs a"ilit, to market the "ran# in sporting e!ents an# social
contri"utions$
2eaknesses
21
8/13/2019 Executive Bachelor in Management
22/60
%$ -atent infringement. Samsung is in*ringing AppleBs an# some other *irmsB
patents1 thus1 #amaging its reputation an# ha!ing to pa, a huge amount o*
mone, in #amages$
=$ Too !o profit margin. Samsung 8lectronics is the largest technolog,
"usiness in the orl# in terms o* re!enues "ut it has a lo gross pro*it an# net
pro*it margins$ Although its smartphones "usiness is Luite pro*ita"le1
SamsungBs pro*it margin is lo #ue to its semicon#uctors sales an#
aggressi!e price cuts$
'$ Main competitors are a!so !argest "u(ers. Apple1 Son,1
8/13/2019 Executive Bachelor in Management
23/60
'$ *ro ing demand for 8ua!it( app!ication processors. Samsung is one o*
the ke, manu*acturers o* application processors *or smartphones an# ta"lets$
The gro ing #eman# *or these pro#ucts reLuires more "est Lualit, application
processors that onl, Samsung pro!i#e$
$ *ro t of ta"!ets market. Ta"lets market is e/pecte# to gro in #ou"le
#igits o!er the ne/t *e ,ears$ Samsung "usiness has a strong position in
ta"lets market an# coul# e/pan# it ", intro#ucing ne er1 "etter Lualit, ta"let
mo#els1 such as its current gala/, line$
3$ O"taining patents t roug ac8uisitions. The ke, to SamsungBs competiti!e
a#!antage is the large port*olio o* patents$ Patents can "e #isco!ere# ",
engaging in costl, RD< or through acLuisitions o* other *irms$
Threats
%$ Saturated smartp one markets in de%e!oped countries. Smartphones
market in the #e!elope# economies is saturate# an# the sales ill not "e
gro ing at a high rate$
=$ ,apid tec no!ogica! c ange. The serious threat that Samsung an# the other
tech companies are *acing is a rapi# technological change$ Companies are
un#er the pressure to release the ne pro#ucts *aster an# *aster$ The one
that cannot keep up ith the competition soon *ails$ This is especiall, har#
hen the "usiness ants to intro#uce something ne 1 inno!ati!e an#
success*ul$
'$ ec!ining margins on ard are production. Samsung is the secon#
largest semicon#uctors pro#ucer here the pro*it margins are !er, thin1 thus
eakening the hole compan,)s *igures$
$ 9reac ed patents. Samsung 8lectronics has man, patents hich are o*ten
use# ", its man, competitors$ Such situation makes it har# to *in# out hichcompanies "ene*it *rom SamsungBs technolog, "ut #o not pa, *or the rights to
use it$
3$ App!e7s iT: !aunc . AppleBs iT@ is the ne/t "ig lunch *rom Apple1 hich ma,
hurt SamsungBs T@ sales$
7$ -rice ars. Samsung has a !er, lo gross margin on man, o* its pro#ucts
an# is alrea#, selling some o* them ith signi*icant price cuts$ Competitors
23
8/13/2019 Executive Bachelor in Management
24/60
8/13/2019 Executive Bachelor in Management
25/60
Political 8n!iroment
O!er the past se!eral ,ears1 there has seen a plethora o* patent la suits
ithin the smartphone in#ustr,$ In the highl, competiti!e en!ironment1
manu*acturers o* han#sets ha!e "een aggressi!e in protecting theirintellectual properties ", suing competitors ", claiming in*ringements on
patents$ 4or e/ample1 in March =6%61 Apple sue# HTC *or allege#l, in*ringing
on =6 Apple patents 92eil1 =6%6:$ Apple also sue# Nokia in =6%6 *or similar
patent in*ringements9 Patent ars 1 =6%%:$ Ho e!er1 in April =6%% the
International Tra#e Commission recommen#e# that neither HTC or Nokia
shoul# "e *oun# lia"le *or an, in*ringements$ 4urther Microso*t reache# a
licensing agreement in April =6%6 ith HTC to pa, ro,alties on An#roi# "ase#
han#sets 9 Patent ars 1 =6%%:$ More recentl,1 Apple launche# a la suit
against Samsung in April =6%% claiming Samsung copie# #esign *eatures o*
the iPhone in its Gala/, line o* An#roi# phones 9 uigle,1 =6%%:$ These are
ust a *e e/amples o* legal challenges *ace# ", smartphone manu*acturers$
Mentioning all la suits in the past se!eral ,ears is "e,on# the scope o* this
anal,sis1 "ut it is important to recogni;e that manu*acturers are using their
patent port*olio)s to make it more #i**icult *or their competitors to gain larger
market shares$ 8!en i* the ma orit, o* cases are *oun# to "e )#u"ious)1 the
costs associate# ith legal "attles can hamper or slo #o n the release o*
ne han#sets an# hence making it more #i**icult *or the manu*acturer to sta,
competiti!e$
8conomic 8n!iroment
The North American econom, is still reco!ering *rom the *inancial crisis o*
=66($ Ma or *actors to consi#er are the unemplo,ment rates1 consumer
spen#ing$ In Septem"er =6%% the unemplo,ment rate in the US as &$%>
hich is ell a"o!e the national a!erage o* 3$5> "et een %& ( an# =6%6
9 Unite# States Unemplo,ment :$ The current high unemplo,ment rate in the
US is likel, ha!ing an impact on re#ucing smartphone sales$ A &$%>
unemplo,ment rate represents appro/imatel, =( million Americans out o*
ork$ In Cana#a1 the unemplo,ment rate in Septem"er =6%% as 5$%> hich
represents its lo est point since
8/13/2019 Executive Bachelor in Management
26/60
Since anuar, =6%61 Cana#a has "een e/periencing a #o n ar# tren# in
unemplo,ment 9 Cana#a Unemplo,ment :$
The high unemplo,ment rate in the US has "een negati!el, impacting
consumer con*i#ence an# has resulte# in a #ecrease in consumer spen#ing$
+loom"erg reports consumer spen#ing #roppe# 6$=> in une =6%% hich
pro!i#es e!i#ence the #ecrease in hiring an# age increases "elo the
in*lation rate are a**ecting consumer spen#ing 9Chan#ra1 =6%%:$ Consumer
spen#ing accounts *or 56> o* the US econom, 9Chan#ra1 =6%%:? an,
*luctuation in this area ill ha!e a signi*icant impact on the o!erall econom,$
In Cana#a1 the opposite is true$ Consumer spen#ing increase# ", '$(> *rom
%st Luarter =6%6 to the en# o* %st Luarter =6%% 9 Cana#ian Consumer
Spen#ing :$ Consumer con*i#ence is Cana#a seems to "e higher than the US
likel, resulting *rom lo er unemplo,ment rates an# Cana#a)s *aster pace#
reco!er, *rom the glo"al *inancial crisis$
Social cultural 8n!iroment
The rise o* the in*ormation age has ma#e telecommunication more important
*or "oth "usiness an# pleasure$ It is important to #etermine ho recepti!e a
societ, is to ne a#!ancements in technolog,1 particularl, smartphone
a#option in this case$ +, measuring smartphone a#option ", age
#emographics1 a "etter un#erstan#ing o* ho the primar, target groups can
"e gaine#$ Insights into ho #i**erent groups o* smartphone users use their
#e!ices can pro!i#e insights into ne *eatures or impro!ements in esta"lishe#
*eatures$
At the en# o* =6%61 there ere 7'$= million smartphone su"scri"ers in the US
9comScore Inc1 =6%%:$ The a#option rate has "een increasing annuall,? in
9comScore Inc1 =6%%:$ +,
March =6%%1 '=$=> o* Americans a#opte# a smartphone ;ref 2 o!er a one ,ear perio# along ith o!er a 3> increase *rom
8/13/2019 Executive Bachelor in Management
27/60
ne smartphone technologies resulting in rapi# market e/pansion$ +reaking
a#option #o n into #emographic groups1 %=$7> o!er the age o* 331 %7$5>
age# %( to = 1 an# =5$=> age# =3-' o ne# a smartphone in
8/13/2019 Executive Bachelor in Management
28/60
8conomic 8n!iroment 9 Natural:
1.= 5I:E 5O,CES Mode!
The threat o* potential ne entrants 9.o :
High capital is reLuire# to enter into the mo"ile in#ustr,$ It is #i**icult to start up in an
in#ustr, here the e/isting *irms alrea#, operate on cost an# #i**erentiation
strategies 9Chan et al1 =6%%1 p$%=:$ Ho e!er1 ith the commo#iti;ation o* parts1
*in#ing !anilla solutions *or a simple alternati!e pro#uct might "e possi"le$
8/13/2019 Executive Bachelor in Management
29/60
capa"ilities1 hich makes them ina#eLuate$ .aptops ha!e the same pro"lem$ P
8/13/2019 Executive Bachelor in Management
30/60
ne phone "e*ore the en# o* the contract1 the, ill nee# to pa, *ull price *or it1
assuming their carrier e!en allo s a non-contract purchase 9 hich is not the case *or
high-en# smart phones in Cana#a:$
The "argaining po er o* suppliers 9.o :
In SamsungBs case1 the "argaining po er o* suppliers is lo "ecause Samsung is its
o n supplier o* most components$ Samsung also happens to "e its o n supplier *or
ra materials$
In the in#ustr,1 ho e!er1 the "argaining po er o* suppliers is high "ecause
suppliersB goo#s are critical to the "u,ersB marketplace success 9Hu!ar# et al1 =6%%1
p$(:$ This means the, are more important to the consumers than the mo"ile carriers
themsel!es$ A mo"ile phone manu*acturer coul# al a,s integrate *or ar# into the
in#ustr, ithout the mi##lemen such as Rogers1 +ell or Telus$ 9In *act1 Samsung has
alrea#, #one this ithin 0orea---source:$
Presence o* su"stitute inputs none
The intensit, o* competiti!e ri!alr, 9High:
The smart phone in#ustr, has man, competitors that are eLuall, "alance#1 an# thus
ri!alr, is high$ The market *or smart phones has slo e# in gro th since its "oom1 so
pressure to take customers *rom competitors is also high$ SAMS)N* Mo"i!e Segmentation
3"
8/13/2019 Executive Bachelor in Management
31/60
Samsung 8lectronics 9Mo"ile
8/13/2019 Executive Bachelor in Management
32/60
Samsung has mo"ile phones *or ,outh1 age o* %7-=&1 *or "usinessmen etc$ *or
mi##leclass ,outh it has Samsung Guru hich is *or go!t$ lo er class orkers also$
Guru has man, !ariants? it is coming in 'G also$ It is a goo# option i* ,ou ant to get
a cheap 'G han#set$ Samsung Gala/, is a goo# option *or ,outh as it has man,
attracti!e *eatures as 2i-4i1 'G$ Gala/, is also *or +usinessmen$
Samsung has partnere# ith IT in#ustr, lea#ers to "ring ,ou the most rele!ant
enterprise solutions an# the most comprehensi!e mo"ile implementation o*
8/change Acti!eS,nc$
8/13/2019 Executive Bachelor in Management
33/60
-OSITIONIN*+
Positioning is a"out the customer perception a"out the "ran# as "eing #i**erent *rom
the other "ran#s on speci*ic #imension inclu#ing pro#uct attri"utes$
The strategies a#opte# ", Samsung to position itsel* in the Mo"ile Phone market
are as *ollo s
It *ocuses more on the real margin hich comes *rom mi#-to-high-
en# segments Samsung Concept Store
Market making D categor, creation in small to ns 2i#er Care Net ork
Access to Samsung care line
Pioneering in the 'G segment o* mo"ile phones$
+ran#e# itsel* as a s,non,m *or Lualit,$
Create# a UniLue +ran# Image *or itsel* as a high en# !alue
#ri!en "ran#$
1.? SAMS)N* 5uture Action -!ans
Samsung ill launche# storage technolog, aime# at replacing computer har#
#isk #ri!es as it targets the rapi#l, e/pan#ing memor, #e!ices market to o**set
slo ing sales gro th *or smartphone memor, chips$
Samsung is the orl#)s top maker o* the NAN< *lash memor, chips commonl, use#
in smartphones an# soli# state #ri!es1 or SS
8/13/2019 Executive Bachelor in Management
34/60
per cent in =6%%1 as smartphone sales gro th starts to ane$
SS
8/13/2019 Executive Bachelor in Management
35/60
U8STION =
=$%Introduction Samsung7s Main Competitors & S'OT Ana!(sis
Introduction
Competitor Anal,sis is an important part o* the strategic planning process$ This
re!ision note outlines the main role o*1 an# steps in1 competitor anal,sis
' ( "ot er to ana!(se competitors@
Some "usinesses think it is "est to get on ith their o n plans an# ignore the
competition$ Others "ecome o"sesse# ith tracking the actions o* competitors 9o*ten
using un#erhan# or illegal metho#s:$ Man, "usinesses are happ, simpl, to track the
competition1 cop,ing their mo!es an# reacting to changes$
Competitor anal,sis has se!eral important roles in strategic planning
V To help management un#erstan# their competiti!e a#!antages #isa#!antages
relati!e to competitors
V To generate un#erstan#ing o* competitorsB past1 present 9an# most importantl,:
*uture strategies
V To pro!i#e an in*orme# "asis to #e!elop strategies to achie!e competiti!e
a#!antage in the *uture
V To help *orecast the returns that ma, "e ma#e *rom *uture in!estments 9e$g$ ho
ill competitors respon# to a ne pro#uct or pricing strateg,K
uestions to ask
2hat Luestions shoul# "e aske# hen un#ertaking competitor anal,sisK The*ollo ing is a use*ul list to "ear in min#
V 2ho are our competitorsK 9see the section on i#enti*,ing competitors *urther "elo :
V 2hat threats #o the, poseK
V 2hat is the pro*ile o* our competitorsK
V 2hat are the o" ecti!es o* our competitorsK
V 2hat strategies are our competitors pursuing an# ho success*ul are these
strategiesK
35
8/13/2019 Executive Bachelor in Management
36/60
V 2hat are the strengths an# eaknesses o* our competitorsK
V Ho are our competitors likel, to respon# to an, changes to the a, e #o
"usinessK
Sources of information for competitor ana!(sis
gro th an#
"ecame the secon# largest mo"ile #e!ice manu*acturer in the orl# Its market shareas % > in =6651 gro ing up *orm %%$'> in =667$ At the en# o* No!em"er
=6%%1 Samsung sol# more than '66 million mo"ile #e!ices hich as a close
secon# a*ter Nokia ith '66$7 million mo"ile #e!ices sol# in the *irst three Luarter o*
=6%%$ As o* ' =6%=1 Samsung is the largest manu*acturer o* #e!ices
running Google An#roi# ith a 7> market share$
36
http://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Grouphttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/MP3http://en.wikipedia.org/wiki/Laptophttp://en.wikipedia.org/wiki/Suwonhttp://en.wikipedia.org/wiki/South_Koreahttp://en.wikipedia.org/wiki/South_Koreahttp://en.wikipedia.org/wiki/Google_Androidhttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Grouphttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/MP3http://en.wikipedia.org/wiki/Laptophttp://en.wikipedia.org/wiki/Suwonhttp://en.wikipedia.org/wiki/South_Koreahttp://en.wikipedia.org/wiki/South_Koreahttp://en.wikipedia.org/wiki/Google_Android8/13/2019 Executive Bachelor in Management
37/60
8/13/2019 Executive Bachelor in Management
38/60
Strong financia! performance ;B1 cas gross profit margin
#3.?D and no de"t
8/13/2019 Executive Bachelor in Management
39/60
ecreasing market s are. The less market share Apple has1 the less it
can in*luence its potential customers an# persua#e them to ump into using
AppleBs close# ecos,stem pro#ucts$
-atent infringements. The *irm is o*ten accuse# o* in*ringing other
companiesB patents an# has e!en lost some trials$ This #amages Apple
"ran# an# its *inancial situation$
5urt er c anges in management. Apple has lost Ste!e o"s in =6%= an#
Tim Cook "ecame the ne C8O$ Scott 4orstall an# ohn +ro ett 9chie* o*
retail: le*t the compan, too an# this ill ha!e an impact on compan,Bs
management1 hich1 as man, think1 ill "e negati!e$ efects of ne products. This is not current Apple eakness "ut one that
umps out time to time$ Some o* AppleBs iPo# an# iPhone releases ha#
clear *aults an# thus #istur"e# sales o* the pro#ucts an# *irmBs reputation o*
superior pro#uct per*ormance$
6ong term gross margin dec!ine. Current AppleBs gross margin is one o*
the highest in the tech in#ustr, "ut anal,sts *ear that #ue to increasing
component prices an# competition current margins ill not "e sustaine#$
Hence1 glooming *irmBs *uture *inancial per*ormance$
OPPORTUNITI8S Hig demand of i-ad mini and i- one 0. iPa# mini sales ill increase
AppleBs market share in the ta"let market an#1 ill strengthen *irmBs
competiti!e a#!antage$ iT: !aunc . iT@ launch ill support Apple T@ sales an# the pro#uctsB
ecos,stem$
Emergence of t e ne pro%ider of app!ication processors. Samsung1 the
main AppleBs competitor1 is also the onl, pro!i#er o* application processors *or
AppleBs pro#ucts$ Apple has to *in# a ne source *or the component "ut coul#
not *in# a suita"le one ,et$ Nonetheless1 ne manu*acturers ith superiorengineering capa"ilities are arising an# itBs ust a matter o* time1 hen Apple
3!
8/13/2019 Executive Bachelor in Management
40/60
ill sei;e upon the opportunit, o* "eing less #epen#ent on its #irect
competitors$
*ro t of ta"!et and smartp one markets. Gro th o* ta"let an#
smartphone markets is a goo# opportunit, to e/pan# *irmBs share in these
markets$ O"taining patents t roug ac8uisitions. Apple lacks o* some patents to
sustain its gro th an# the "est a, to acLuire those patents is to acLuire the
*irms hol#ing them$ In a##ition1 Apple coul# #e!elop ne skills an#
competencies$
amages from patent infringements. Apple patents are o*ten in*ringe# ",
its competitors$ Thus1 collecting the #amages *rom the companies that #o so
is a !ia"le opportunit, to not onl, increase the cash reser!es "ut to #amage
the competitorBs reputation an# sales as ell$
Strong gro t of mo"i!e ad%ertising market. Apple has #e!elope# iA#
a#!ertising plat*orm1 hich allo s a#!ertising on Apple iPhone1 iPa# an# iPo#touch$ The gro th o* mo"ile a#!ertising market is an opportunit, hich coul#
"e *urther sei;e# upon$
Increasing demand for c!oud "ased ser%ices. Apple coul# e/pan# its range
o* iClou# ser!ices an# so*t are as the #eman# *or clou#-"ase# ser!ices is
e/pan#ing$
THR8ATS
,apid tec no!ogica! c ange. One o* the most se!ere threats Apple an# the
other tech companies are *acing is rapi# technological change$ Companies
are un#er the pressure to release ne pro#ucts *aster an# *aster$ The one
that cannot keep up ith the competition soon *ails$ This is especiall, har#
hen a "usiness ants to intro#uce something ne 1 inno!ati!e an#
success*ul$ Apple as a"le to "ring !er, inno!ati!e pro#ucts to the market so
4"
8/13/2019 Executive Bachelor in Management
41/60
*ar "ut *or the moment1 e!en Apple hasnBt un!eile# an, plans *or the ne
pro#ucts 9e/cept iT@: an# ma, lack ne intro#uctions to keep up ith
competition$
2 13 ta4 increases. Ta/ increases in USA in =6%' ill negati!el, a**ect Apple$
,ising pa( !e%e!s for 5o4conn orkers. Pa, le!els *or 4o/connBs orkers
alrea#, rose ' times *rom =6%6 to =6%=$ 4o/conn is the main manu*acturer o*
Apple pro#ucts an# the rising pa, le!el *or 4o/connBs orkers ill likel, raise
the prices *or Apple pro#ucts$ 9reac ed I- rig ts. The companies that "reach Apple patents might not "e
#isco!ere# soon an# ma, "ene*it *rom it1 hile eakening Apple at the sametime$
-rice pressure from Samsung o%er ke( components. Samsung has
alrea#, aske# Apple to pa, higher price *or its application processors$
8/13/2019 Executive Bachelor in Management
42/60
Motorola e/iste# as strong competitor in the market "ecause o* ha!ing strong
alliance1acLuisitions an# mergers$
'eaknesses An out-#ate# management st,le o* Motorola is one o* the eaknesses as it
can e**ect important #ecisions relate# to compan, operations$ ualit, o* the pro#uct is not up to the mark hen compare# to its
competitors$ Customer ser!ice is one o* the "iggest eaknesses1 man, complaints
registere# sa,ing that e/ecuti!es #oesnBt react a*ter the saleJ$
Opportunities Ne !entures1 "usiness partners an# alliances can increase the #ealings o*
Motorola$ Intro#ucing ne pro#uct categories into market can make Motorola more
competiti!e$
T reats All other competitors like Nokia1 Samsung are pro!i#ing high Lualit, pro#ucts
at lo prices$ Net ork eLuipments 9semi-con#uctor: "usiness is gra#uall, #ecreasing *rom
past *e ,ears$
=$%$'NOFIA S'OT ANA6/SIS
STR8NGHTS
Nokia has largest net ork o* #istri"ution an# selling as compare# to other mo"ile
phone compan, in the orl#$ It is "acke# ith the highl, Lualit, an# pro*essional
team in HR< #epartment$ The *inancial aspect is !er, strong in case o* Nokia as it
has man, more pro*ita"le "usiness$ The pro#uct "eing user *rien#l, an# ha!e all the
accessories one ant that is h, is in great #eman# making it No-% selling mo"ile
phones in the orl#$ 2i#e range o* pro#ucts *or all class$ The re-sell !alue o* Nokia
phone are high compare# to other compan,Bs pro#uct$
28A0N8SS
42
8/13/2019 Executive Bachelor in Management
43/60
Some o* the pro#ucts eakness o* Nokia is the price selling ", the compan, are
Luite high$ Some o* the pro#ucts are not user *rien#l,$ Not concern a"out the lo er
class o* the societ, people$
OPPORTUNITI8S
Nokia has ample o* opportunit, to e/pan# its "usiness$ 2ith the i#e range in
pro#ucts1 *eatures an# #i**erent price range *or #i**erent people1 it has an a#!antage
o!er competitors aroun#$
THR8ATS
Nokia has man, threat to tackle to maintain its position as market lea#er$ The threats
like emerging o* other mo"ile companies in the market$ The companies like
Motorola1 Son, 8riksson1 alcatel etc$ these companies ha!e come into the stan#ar#
on its o n an# stan# o* tough competition ith Nokia in the *iel# o* Mo"ile carriers$
Threats can "e like cheap phones1 ne *eatures1 ne st,le an# t,pe1 goo# a*ter
sales ser!ice etc$ Nokia has to keep in min# the gro ing competition aroun#$ Nokia
has to make strategies to tackle pro"lems in the present an# the near *uture1 The
gro ing #eman# o* high-spee# net ork can cause #rop in sales *or Nokia1 as Nokia
pro!i#e man, less C
8/13/2019 Executive Bachelor in Management
44/60
ualit, o* the pro#uct is not up to the mark hen compare# to its
competitors$ Customer ser!ice is one o* the "iggest eaknesses1 man, complaints
registere# sa,ing that e/ecuti!es #oesnBt react a*ter the saleJ$ Opportunities
Ne !entures1 "usiness partners an# alliances can increase the #ealings o*
Motorola$ Intro#ucing ne pro#uct categories into market can make Motorola more
competiti!e$
T reats All other competitors like Nokia1 Samsung are pro!i#ing high Lualit, pro#ucts
at lo prices$ Net ork eLuipments 9semi-con#uctor: "usiness is gra#uall, #ecreasing *rom
past *e ,ears$
=$%$3 RIM +.AC0+8RRY S2OT ANA.YSIS
%$ Hig !( secure p ones. The primar, RIMBs competiti!e a#!antage is its !er,
secure mo"ile phones$ The compan, release# its phones ith secure
encr,pte# net ork that allo e# sen#ing emails "et een phones ithout
possi"ilit, o* stealing the in*ormation$ This "ecame the USP 9uniLue selling
proposition: o* +lack"erries an# as a !er, attracti!e *eature *or corporates
an# go!ernments that other phones #i#nBt ha!e$ As a result1 +lack+err,
"ecame no$% choice *or enterprises an# go!ernments$
=$ Strong focus on narro customer segment. Unlike other mo"ile phones
an# smartphones companies1 +lack+err, tries to appeal *or a narro
customer segment E go!ernments an# corporates$ The result is a more
*ocuse# approach to satis*,ing the nee#s o* this narro segment1 something
that other "usinesses rarel, #o$
2eaknesses
%$ Ina"i!it( to market t e "rand. +lack+err,Bs "ran# as kno n *or the market
long "e*ore AppleBs iPhone launch or SamsungBs Gala/, success$ 2hen the
44
8/13/2019 Executive Bachelor in Management
45/60
iPhone as launche#1 RIM ha# a "etter Lualit, +lack+err, phone in the
market1 en o,e# larger sales an# greater "ran# reputation "ut as una"le to
"uil# on that #ue to poor marketing e**orts$ It spent an# continues to spen#
signi*icantl, lo er amounts 9F %$' million: on marketing1 a"out %6 times lo er
than Apple 9F 66 million: an# ( times lo er than Samsung 9F'' million: in
=6%=1 accor#ing to CN8T$ 8!en ith "etter Lualit, pro#ucts1 the compan,
oul# "e una"le to sellJ them to consumers as it oul# "e o!ersha#o e# ",
SamsungBs an# AppleBs marketing spen#ing$
Ina"ilit, to market the "ran# also resulte# in #eclining "ran# reputation an#
lo customer lo,alt,$ Accor#ing to Inter"ran#1 +lack+err,Bs "ran# as one o*
the top #eclining "ran#s in =6%= out o* the top %66 "est glo"al "ran#s$ It as
!alue# lo er than AppleBs1 SamsungBs or NokiaBs "ran#s$
8/13/2019 Executive Bachelor in Management
46/60
compete ith Apple or Samsung ho en o, signi*icant income an# pro*it
gro th #ue to the ta"let sales$
Opportunities
%$ *ro t of ta"!et and smartp one markets. Ta"let market is e/pecte# to
gro ", 36> annuall, *rom =6%% to =6%3$ Accor#ing to estimates1 it ill "e
orth F%66 "illion ", the en# o* =6%3$ +lack+err, has a great opportunit, to
strengthen its position in this *ast gro ing market an# capture larger market
share$
=$ Strong gro t of mo"i!e ad%ertising market. The gro th o* mo"ile
a#!ertising market is an opportunit,1 hich coul# "e e/ploite# ", +lack+err,
on its smartphones an# ta"lets$
'$ Increasing demand of c!oud "ased ser%ices. Clou#-"ase# ser!ices market
is e/pecte# to gro signi*icantl, until =6=6 an# reach F= 6 "illion orth$
+lack+err, has an opportunit, to e/pan# its clou#-"ase# ser!ices an# "ene*it
*rom the gro ing #eman#$
$ O"taining patents t roug ac8uisitions. The ke, competiti!e a#!antage in
technolog, sector is strong patent port*olio$ Patents can "e #isco!ere# ",
engaging in costl, RD< or through acLuisitions o* other *irms1 hich is the
"est option a!aila"le *or +lack+err, no $
Threats
%$ ,apid tec no!ogica! c ange. One o* the most se!ere threats +lack+err,
an# the other tech companies are *acing is rapi# technological change$
Companies are un#er the pressure to release ne pro#ucts *aster an# *aster$
The one that cannot keep up ith the competition soon *ails$ This is especiall,
har# hen a compan, ants to intro#uce something ne 1 inno!ati!e an#
success*ul$ RIM has "een su" ect to this threat a *e times hen it coul#nBtrelease its ne +lack+err, OS on time an# hen it rushe# its Pla,+ook ta"let
to the market$
=$ Saturated smartp one markets in de%e!oped countries. Smartphones
market in the #e!elope# economies is saturate# an# e/perience slo gro th
rate$ This a**ects +lack+err,Bs a"ilit, to e/pan# its market share in US an#
Cana#a$
46
8/13/2019 Executive Bachelor in Management
47/60
'$ Increased competition for go%ernment contracts. Go!ernment rene s its
contracts ith suppliers e!er, *e ,ears an# +lack+err, has to compete ith
such *ormi#a"le pla,ers as Samsung an# Apple *or contract rene al$
Although +lack+err, has an a#!antage o!er competitors in pro!i#ing highl,
secure mo"ile #e!ices1 it has to compete on other phone *eatures 9at hich
the compan, competes poorl,: as ell$ +lack+err, has alrea#, "een
outcompete# ", Samsung on rene ing some o* US go!ernment contracts
last
=$=Samsung Competitors Competiti%e ad%antages
=$=$%Ip one
2hen anal,sts an# tech in#ustr, e/perts tr, to gauge the lasting strength o* Apple)s
"urgeoning smartphone #ominance1 the, usuall, take the o"!ious route1 comparing
suspecte# a#!ancements ith the iPhone against competitors inclu#ing An#roi# an#
+lack"err,$
The compare smartphone to smartphone1 tr,ing to pick the inner$
+ut the, are missing Apple)s secret eapon in comparing Apples to Apples1 so to
speak$ The comparison o* smartphone to smartphone is onl, one reason Apple is
pulling a a, in the smartphone market1 ith roughl, %=6 million units sol# since the
iPhone *irst ent on sale in =665$
The iPhone is o"!iousl, popular on its o n merits1 a touch-screen1 app-"ase#
pro#uct that clearl, has a#!antages o!er the clunkier1 more #ate# +lack"err, ma#e
", Research in Motion$ +ut so man, e/perts suggesting that Apple)s competiti!e
a#!antage ma, ane in the near *uture in the *ace o* ne smartphones *rom+lack"err, an# others like Google)s An#roi# miss the point$
Apple recentl, reache# thir# place in personal computer sales in the U$S$1 selling
more Macs the past *e Luarters than anal,sts e/pecte#$ Also1 Apple is the lea#er in
the ta"let space ith its popular iPa#$ In its most recent Luarter1 *or e/ample1 Apple
sol# &$3= million iPa#s1 an# the pro#uct has onl, "een a!aila"le *or roughl, a ,ear$
Man, iPa# "u,ers are *irst-time Apple customers$ ust as man, o* the nearl, *our
million "u,ers ho purchase# Mac computers in the most recent Luarter are *irst
47
8/13/2019 Executive Bachelor in Management
48/60
time Apple customers$ The reason *or Apple)s compoun#ing1 gro ing success is a
simple multiplier *actor in!ol!ing customers$ Once the, "u, one pro#uct1 like an iPa#1
Apple)s other pro#ucts like the iPhone or a laptop computer "ecome a natural$
+ecause the compan, has *ocuse# o!er the ,ears on seamlessl, t,ings its har# are
an# applications together ith an integrate# operating s,stem1 one orks !er, much
like the other$ An# man, apps run on one pro#uct ust as the, run on the other$
To #ate1 no compan, has as e**ecti!el, corrale# customers to other seemingl,
#i**erent pro#ucts ", getting them to purchase ust one$ +e*ore Apple1 mo"ile
communication #e!ices ere ma#e ", one compan, an# laptop computers ere
ma#e ", another compan,$ The pro#ucts ha# !er, little in common$
+ut no 1 Apple customers can "arel, tell the #i**erence e/cept *or the si;e o* the
pro#uct$ The laptop is "ig1 the ta"let is smaller an# the smartphone is e!en smaller$
Other ise1 ho the pro#ucts operate1 an# ho the, share *unctionalit, an#
in*ormation seamlessl, through connecti!it,1 continuousl, up#ating customer)s li!es
through simple plug-in1 is !er, much the same$
That)s h, the +lack"err, an# manu*acturer Research in Motion ha!e a #eci#e#
#isa#!antage going *or ar#$ The compan, talks a"out ho it ill up#ate pro#uct1
ith ne e/citing o**erings in the near *uture1 "ut unless it orks ith Apple to make
it happen1 success ma, "e har# to *in#$
ust t o ,ears ago that asn)t the case$ Apple ha# Mac customers$ Apple ha# iPo#
customers$ Apple ha# iPhone customers$ +ut no 1 ith each a#!ance1 particularl, in
regar# to the iPhone)s e!olution an# the iPa#)s launch1 Apple mo!es closer to market
#omination across all three spaces like e)!e ne!er seen *rom one compan, "e*ore$
The unilateral strengh is the #i**erence-maker1 an# some anal,sts #on)t ,et seem to
kno ho to *actor that in$
Sure1 it oul#n)t happen i* customers #i# not like the iPhone on its o n merits$ Itoul# not happen i* customers #i# not like the iPa# *or its o n merits$ An#1 it oul#
not happen i* customers #i# not like the Mac computer *or its o n merits$
+ut put the three together1 as millions o* more consumers are #oing ith e!er,
passing Luarter1 an# Apple has a#!antage that ma, "e har# *or competitors to touch
an,time soon$
4
8/13/2019 Executive Bachelor in Management
49/60
=$=$=Nokia
Nokia is searching *or #i!ersi*ication o* re!enue streams an# map #ata is one o* their
most signi*icant assets E a*ter all the,B!e acLuire# Na!teL 9one o* the orl# "iggest
mapping #ata an# solutions pro!i#er: *or F($% "ln "ack in =665 $ Competition is not
#oing so ell in the area o* in#oor mapping an# Nokia is possi"l, "uil#ing its
competiti!e a#!antage as one the orl#Bs largest mapping compan,$ 4rom the other
han# Nokia is also orking on a##ing in#oor positioning to their H8R8 plat*orm an#
ith com"ine# o**er on in#oor API an# large num"er o* "uil#ing maps the, might
attract #e!elopers to "uil# in#oor location-"ase# apps *or 2in#o s Phone (
ecos,stem an# gain competiti!e a#!antage in that area$
An, a, it seems to "e smart strateg, as Xin#oorB has a huge potential on
moneti;ation o* location-"ase# ser!ices especiall, in the *iel# o* location-"ase#
marketing$ 2hile Xthe out#oorB .+S is alrea#, prett, straight *or ar# an# mature Xthe
in#oorB is still in its in*anc, 9ma,"e alrea#, a kin#ergarten?: an# it generall, lacks o*
common stan#ar#s o* positioning technologies1 APIs1 routing solutions an# openl,
a!aila"le "uil#ing maps$ Although there are initiati!es like In-location Alliance ho
succee#s *irst1 that one ill "uil# a signi*icant competiti!e a#!antage o!er the
competition an# Nokia is a are o* that$
=$=$' MOTO,O6A
It is important *or Motorola to "e strategicall, a#apta"le to the *orces an# tren#s
happening in the in#ustr,$ Motorolais strateg, in regar# to 2iMa/ has "een to get in
earl, on the research an# #e!elopment o* communications eLuipment to *acilitatethe technolog,$
Motorola is not onl, a manu*acturer o* the 2iMa/ chip the compan, also
manu*acture cell phone an# other pro#ucts that ill "e use# ith 2iMa/$ Motorola
ill continue to in!est in research an# #e!elopment1 an# retain a #i!erse technolog,
port*olio$
4!
http://geoawesomeness.com/?p=550http://geoawesomeness.com/?p=550http://geoawesomeness.com/?p=1283http://geoawesomeness.com/?p=550http://geoawesomeness.com/?p=550http://geoawesomeness.com/?p=12838/13/2019 Executive Bachelor in Management
50/60
Motorola is current not *acing an, "arriers to entr, ith the current technological
a#!ances$ Motorola has a chip that the compan, manu*acturers an# is *orming
alliances ith Sprint Ne/tel an# other ser!ice pro!i#ers in an e**ort to use the 2iMa/
technolog, an# create competiti!e a#!antage$
The intensit, o* ri!alr, ill not a**ect Motorola in the in#ustr,$ Although the compan,
sa a #ecline in re!enue ith the sell o* cell phones1 the compan, can make up *or
this ", re-!amping its pro#uct mi/ an# o**erings$
Motorola has historicall, "een a strong competitor ith man, *irsts in the in#ustr,$
Motorola ill stick ith #e!eloping strategic plans "ase# on the remote1 in#ustr,1 an#
operating en!ironments$ Continue# in!estments in technological a#!ances ill keep
Motorola a glo"al lea#er *or pro!i#ing an# inno!ating communications eLuipment$
=$=$ ,IM 9!ack9err( Competiti%e ad%antages
+lack+err, comman#s a % $(> share o* orl# i#e smartphone sales1 making it the
*ourth most popular plat*orm a*ter Nokia)s S,m"ian OS1 Google)s An#roi#1 an#
Apple)s iOS$Z=[ The consumer +lack+err, Internet Ser!ice is a!aila"le in &%
countries orl# i#e on o!er 366 mo"ile ser!ice operators using !arious mo"ile
technologies
Presentl, in Nigeria1 there is a "lack"err, 9++: cra;e here ha!ing a "lack"err, is
seen as a signi*icant impro!ement to ,our status Luo
The compan, as *ocuse# on ho to gi!e "usiness an# go!ernment clients a *ast
an# secure means o* sen#ing an# recei!ing sensiti!e in*ormation$ As the smart-phone market E once populate# almost entirel, ", RIM)s "usiness
customers E shi*ts to a consumer *ocus1 RIM)s strateg, is starting to look goo# again
*or an entirel, #i**erent reason$ At a time hen ireless carriers are "eginning to *ret
a"out all the "an# i#th that #e!ices such as Apple Inc$)s iPhones an# the upcoming
iPa# ill eat up1 RIM)s phones gi!e them *e er hea#aches$
The compan,)s ne technolog, *ocuses on installing a pro/, ser!er on in#i!i#ual
#e!ices$ The ser!er oul# sen# an# recei!e compresse# #ata$
5"
8/13/2019 Executive Bachelor in Management
51/60
Such a mo!e oul# gi!e RIM phones the a"ilit, to loa# 2e" pages an# other
ireless #ata much *aster E 2e" "ro sing is an area here the compan, ten#s to
lag "ehin# its competitors E an# oul# also #ecrease the o!erall amount o* ireless
tra**ic1 hich is appealing to ireless companies$
RIM)s multiple securit, *eatures E hich are perhaps more comprehensi!e than on
an, other smart phone E make it an i#eal tool *or sen#ing sensiti!e e-mails$ +ut as
consumers look *or phones that o**er a i#e selection o* applications1 some
#e!elopers ha!e complaine# that stringent securit, makes it #i**icult to #e!elop
so*t are *or +lack"err,$
2.3 SAMS)N*7S COM-ETITO,S ST,ATE*IC -6ANS 5O, INC,EASE MA,FET
SHA,E
=$'$% Apple iPhone Strategic Plans
Apple C8O Tim Cook hea#line# a recent three-hour strateg, meeting in hich he
outline# plans to "ring a higher percentage o* iPhone sales to the compan,)s retail
stores $ At the present time1 onl, a"out =6 percent o* all iPhones are sol# through
Apple Stores1 ith the remaining (6 percent o* sales coming *rom online purchases1
other retailers 92almart an# +est +u,1 *or e/ample: an# cellular carriers$
2hile the ma orit, o* customers are purchasing their iPhones !ia other outlets1 the,
rel, on Apple Stores *or trou"leshooting1 repair or replacement$ Cook apparentl, lai#
out the a#!antages o* more in-store purchases to top retail managers *rom aroun#
the orl#1 inclu#ing the nee# to e/pose customers to other Apple technolog, ithin
the stores an# to keep potential customers *rom "eing steere# a a, *rom the iPhone", "iase# an# "ri"e# emplo,ees at other outlets ho ma, recei!e incenti!es *or
selling competing phones$
To lure customers to the stores1 Cook reporte#l, hinte# at a series o* incenti!es$ The
recentl, announce# +ack to School program that pro!i#es a USF36 gi*t car# to
stu#ents ho purchase an iPhone at an Apple Store is apparentl, part o* the plan1
an# it)s e/pecte# that more i#eas ill "e *loate# at a ul, =(th sales meeting$ I#eas
such as an iPhone tra#e-in plan -- here customers can tra#e in an ol# or #amage#
51
http://9to5mac.com/2013/07/03/tim-cook-heralds-sweeping-iphone-sales-push-to-apple-retail-leadership/#more-278224http://9to5mac.com/2013/07/03/tim-cook-heralds-sweeping-iphone-sales-push-to-apple-retail-leadership/#more-278224http://9to5mac.com/2013/07/03/tim-cook-heralds-sweeping-iphone-sales-push-to-apple-retail-leadership/#more-278224http://9to5mac.com/2013/07/03/tim-cook-heralds-sweeping-iphone-sales-push-to-apple-retail-leadership/#more-2782248/13/2019 Executive Bachelor in Management
52/60
8/13/2019 Executive Bachelor in Management
53/60
phones to meet customer #eman#s$ 2ith the #e!elopment an# stan#ar#i;ation o*
GSM1 Nokia can ha!e more in*luence on the gro th o* the in#ustr, an# continue to
hol# the lea# position$
In North America1 "ecause o* se!eral stan#ar#s *loating aroun# the market1 Nokia
nee#s to create a partnership ith se!eral large companies to sell its pro#ucts$ 2ith
a #i**erent stan#ar#1 customers are more concerne# a"out hich ser!ice plan a
compan, can pro!i#e1 along ith its clarit, an# its price$ There*ore1 Nokia shoul#
push *or the stan#ar#i;ation o* net orks so that their core competencies in #esign
an# manu*acturing can "e ma/imi;e#$
=$'$' MOTO,O6A Strategic -!an
To#a,1 Motorola is harnessing the po er o* ireless1 "roa#"an# an# the Internet to
#eli!er em"e##e# chip s,stem le!el an# en#-to-en# net ork communication
solutions *or in#i!i#uals1 ork teams1 !ehicles an# homes$ Our goal is to make
"usiness an# li*e simpler1 smarter1 s,nchroni;e# an# sa*er ", creating lea#ership
pro#ucts an# ser!ices that put intelligence e!er, here$ Our Lualit, program has
e!ol!e# to support this goal an# is no a program o* Per*ormance 8/cellence1 "ase#
on the +al#rige mo#el$ This mo#el #eman#s a commitment to Lualit, across the
"oar#--through !isionar, lea#ership1 organi;ational learning1 compan, agilit,1
emplo,ee engagement1 shre # management an# a *ocus on results$ 2hile Si/
Sigma remains at the heart o* our internal processes1 our !ision has i#ene# to
ensure that e/cellence is permeate# through e!er, aspect o* our "usiness$
+e*ore Si/ Sigma1 Lualit, le!els ere measure# in percentages1 or parts per
hun#re#$ Ho e!er1 as mo#ern technolog, gre more comple/1 it "ecame clear thatol#er stan#ar#s o* Lualit, no longer applie#$ Motorola in!ente# Si/ Sigma to raise
the "ar an# *ocus the Lualit, #e"ate on parts per million1 an# in some cases1 parts
per "illion$ To#a,1 through Si/ Sigma1 our Lualit, target is &&$&&&77>1 or '$ #e*ects
per million opportunities$ In other or#s1 e stri!e to optimi;e our pro#uction
processes ", ensuring that there are si/ or less stan#ar# #e!iations ithin the
speci*ications o* an, gi!en process$
53
8/13/2019 Executive Bachelor in Management
54/60
8/13/2019 Executive Bachelor in Management
55/60
Total Customer Satis*action$ +ecause Lualit, is #ri!en *rom the outsi#e ", the !oice
o* the customer1 e regularl, measure customer satis*action an# ask *or customer
input in #e!eloping action plans an# implementing proce#ures that ill #eli!er a
superior e/perience to customers$
This commitment has pai# o**1 an# our stu#ies sho that customer satis*action rates
remain high$ Currentl,1 5&> o* our customers sa, the, oul# continue to purchase
Motorola pro#ucts an# ser!ices in the *uture1 an# 53> sa, the, oul# recommen#
Motorola to colleagues$ 4urther1 7'> report that the, are !er, satis*ie# ith the ease
o* #oing "usiness ith Motorola$ +, anticipating customer nee#s1 #emonstrating
inno!ation an# gaining customer lo,alt,1 Motorola is continuousl, stri!ing to "uil#
relationships ith customers that are "uilt on a soli# *oun#ation o* trust$
5ocused on t e future
As technolog, continues to a#!ance an# the economic lan#scape "ecomes more
challenging1 Motorola ill continue to *ocus on pro!i#ing customers ith pro#ucts
that make their li!es smarter1 simpler1 s,nchroni;e# an# sa*er$ 2e "elie!e the "est
a, to accomplish this is through the success*ul implementation o* the Per*ormance
8/cellence +usiness S,stem$ The program changes the a, e manage our
organi;ation ", "ecoming e!en more *ocuse# on the customer an# ", placing
rene e# emphasis on #eli!ering "usiness results$ The !ision o* Per*ormance
8/cellence is reali;e# through se!en ke, areas
.ea#ership$ A commitment to Lualit, at the top o* the organi;ation is crucial to
our success$
Strategic Planning$ ualit, is a ke, *actor in #e!eloping Motorola)s "usiness
strateg,$
Customer an# Market 4ocus$ Our customers an# the Lualit, the, #eman# are
at the heart o* an, strategic plan Motorola #e!elops$
4act-+ase#
8/13/2019 Executive Bachelor in Management
56/60
Human Resources$ Attracting an# retaining goo# emplo,ees an# creating a
ork en!ironment that emphasi;es commitment to customers is !ital to
maintaining high le!els o* Lualit,$ Process Management$ Through Si/ Sigma1 e maintain our *ocus on
continuous impro!ement o* all o* our internal processes$
+usiness Results$
8/13/2019 Executive Bachelor in Management
57/60
=$'$ RIM- +lack+err, Strategic Plan
Research in Motion)s *uture gro s i**ier each Luarter as it signs on *e er ne
customers an# has ha# to #iscount large num"ers o* +lack+err, smartphones an#
Pla,+ook ta"lets to clear in!entor,$ The compan, re!eale# to#a, that its re!enue
#roppe# =3 percent in the last *iscal Luarter !ersus a ,ear earlier1 a #ecrease o* F3$7
"illion1 ith the #ecline in re!enues accelerating a*ter it launche# its +lack+err, 5
smartphones in *all =6%% an# ha# to #eepl, #iscount the poorl, selling Pla,+ook
ta"let in the same perio#$
Ne C8O Thorsten Heins sai# he oul# re!eal a ma or reorgani;ation o* RIM
tomorro an# sai# the compan, oul# a"an#on most consumer markets an#
re*ocus on its historic area o* strength the "usiness market it has largel, trie# to
escape *rom through a series o* unsuccess*ul e**ortst o trans*orm the +lack+err, into
a gaming or social #e!ice *or ,oung a#ults$
Z Get e/pert a#!ice a"out planning an# implementing ,our +YO< strateg, ith
In*o2orl#)s =&-page Mo"ile an# +YO<
8/13/2019 Executive Bachelor in Management
58/60
2hate!er it #oes #i**erentl, in terms o* getting re!enues *rom its +lack+err,
technolog,1 the compan, inten#s to continue to make an# sell +lack+err, #e!ices$ It
oul# "e a "ig mistake *or RIM to shut #o n the #e!ices "usiness1 hich #ri!es the
!ast ma orit, o* re!enues to#a,1
8/13/2019 Executive Bachelor in Management
59/60
As RIMBs share o* the smartphone market ero#e#1 #e!elopers turne# their "acks on
the compan, in *a!our o* Apple an# An#roi#1 to the point here +lack+err, "ecame
something o* an a*terthought *or man, application creators$
RIM *ell "ehin# its ri!als in the app race as #e!elopers *locke# to iOS an# An#roi#$
To#a,1 there are more than 5531666 apps a!aila"le in AppleBs App Store an# Google
Inc$Bs marketplace *or its An#roi# apps Google Pla, hit the 7531666 mark last
Septem"er$
Mean hile1 RIMBs +lack+err, App 2orl# "oaste# a meagre &61666 applications at
the en# o* the thir# Luarter o* =6%=1 accor#ing to #ata *rom Strateg, Anal,tics1 ith
man, #e!elopers a"an#oning the plat*orm as RIMBs sales in the U$S$ #ecline# an#
its share o* the smartphone market # in#le#$
As RIM o**icials #re up their strateg, *or +lack+err, %61 it "ecame clear that *or the
plat*orm to ha!e an, chance o* success1 RIM oul# nee# to con!ince thir#-part,
#e!elopers that +lack+err, %6 as orth supporting an# coul# pro!i#e a !ia"le thir#
plat*orm "ehin# iOS an# An#roi#$
ThatBs here Alec Saun#ers1 RIMBs hea# o* #e!eloper relations came in$
O!er the past %( months1 Mr$ Saun#ers an# his team ha!e "een on a mission to
reach out to as man, #e!elopers as possi"le aroun# the orl# in an attempt to *oster
the #e!eloper communit, that as lacking ith RIMBs legac, so*t are plat*orm$
2hen I *irst starte#1 there as a lot o* skepticism a"out +lack+err, an# a lot o*
skepticism *rom #e!elopers1J Mr$ Saun#ers sai# in an inter!ie $
At the time1 e ere reall, preaching to the *aith*ul$ +ut eB!e gotten out in *ront o*
#e!elopers1 an# IBm a *irm "elie!er that the a, ,ou ork ith this communit, is ,ou
go out there an# ,ou meet them An ecos,stem1 a communit, o* #e!elopers1 is
something that nee#s to "e nurture#$J
To help "ring #e!elopers on "oar#1 RIM stage# #o;ens o* +lack+err, amJ#e!eloper con*erences in cities ranging *rom Toronto an# Ne York to Cape To n
an# +angalore$
No 1 ith the launch o* +lack+err, %6 ust aroun# the corner1 RIM e/pects to ha!e
at least 561666 applications in its application store no kno n as +lack+err,
2orl# at launch1 inclu#ing man, o* the most popular applications *rom companies
like 4ace"ook Inc$1 T itter Inc$ an# .inke#In Corp$
5!
8/13/2019 Executive Bachelor in Management
60/60
2hat change# Mr$ RomanBs min# a"out making a Song;a app *or ++%6 as not ust
the si;e o* RIMBs user "ase 95& million1 accor#ing to its last Luarterl, report1 ith
man, e/pecte# to upgra#e to the ne #e!ices: or the Lualit, o* the plat*orm$
R8448R8NC8S
%$http $ukessa,s$com
=$ http #igitalne sasia$com
'$http e"ook"ro se$com
$http $ ikipe#ia$com
3$ http $samsung$com
7$http $eho $com
5$ http $chron$com
($ http $in*o orl#$com
&$ http Luickm"a$com
%6$ http $samsung-mo"iles$net
Top Related