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Stratgc Mgmt

Stratgc Mgmt

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Published by: Ganesh Govinda Kaushik on Sep 23, 2012
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09/23/2012

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SAMSUNG

Samsung • Electronics makes every effort to listen to the views of internal and external stakeholders and incorporate them into CSR activities.COPORATE SOCIAL RESPONSIBILITY • Based on the belief that integration of CSR into business activities is essential for sustainable growth. .

• The recent rise in CSR related inquiries from external stakeholders has increased the need for timely and transparent information disclosure .• For systematic implementation of CSR. the CSR Liaison Office. was created in January 2009. which reports directly to the CEO. A • consultative body comprising of executives of CSR related departments holds discussions on how to address and resolve major CSR issues • and questions posed by external stakeholders.

we received 96 requests from external stakeholders. Presently. we are expanding the scope of issues covered in the Sustainability Report and . • In 2010.• In response. We effectively responded to these inquiries through cooperation with • the HR. Samsung Electronics set up a new external request handling system to facilitate communication with stakeholders. environment and IR departments.

• For systematic implementation of CSR. . which reports directly to the CEO. In response. Samsung Electronics set up a new external request handling system to facilitate communication with stakeholders. was created in January 2009. • The recent rise in CSR related inquiries from external stakeholders has increased the need for timely and transparent information • disclosure. the CSR Liaison Office.

We effectively responded to these inquiries through cooperation with • the HR. environment and IR departments. we are expanding the scope of issues covered in the Sustainability Report . . Presently.• In 2010. we received 96 requests from external stakeholders.

BARRIERS TO ENTRY * Guarded by Economic of growth * Significant capital costs * Knowledge intensive industry Industry Analysis – Porter’s five forces .

CUSTOMERS * Willing to pay 1% more for reliable brand * Price conscious as their end users are price conscious (Low switching cost for the end users) * Fragmented. No single OEM control more than 20% of Market share. * End users does not bother about brand name of their DRAM .

RIVALRY.SUBSTITUTE PRODUCTS Rivalry * Significant exit barriers * Cyclical industry growth Suppliers * Powerful and concentrated supplier * 2 or 3 main players * Provide 5% discount for bulk purchase Substitute products * No substitute at the moment but danger of future substitute given rapid growth .SUPPLIERS.

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