Strategic analysis of Samsung's smartphone product portfolio : countering the challenge from Chinese competitors
Name
921185669-MIT.pdf
Description
Full printable version
Size
5.71 MB
Format
Adobe PDF
Checksum (MD5)
d92030d8b6f37b4b85fbf80669145162
Author(s)
Go, Soo Jin
Advisor(s)
Michael A. Cusumano.
Date Issued
2015
Publisher
Massachusetts Institute of Technology
Abstract
After entering the smartphone era, Samsung has recorded enormous growth in sales and profits. It developed state of the art hardware technology and introduced innovative features with its flagship models, the Galaxy S series. While it emphasized high-end product development to compete with global vendors such as Apple, Samsung expanded its product portfolio to the affordable segment. In the early stages, this strategy succeeded in increasing revenues and market share. However, as Chinese vendors emerge in the global mobile device market, Samsung has struggled to keep its market share in the low-end device markets. Relatively cheap Chinese devices have attacked Samsung's affordable segment. Samsung's strategy of utilizing economies of scale and the halo effect from flagship models was not effective to compete against the price competitiveness of Chinese. Since the dynamic aspects of competition and the importance of platform are increasing, Samsung needs to build a new sustainable portfolio strategy integrating its platform service and hardware portfolio.
Description
Thesis: S.M. in Management Research, Massachusetts Institute of Technology, Sloan School of Management, 2015.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 46-48).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
Terms of Use
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