Samsung

e business divisions of the Samsung

Gr

oup. The

G

lobal Ma

r

ket sha

r

es fo

r

va

r

iouselect

r

onic p

r

oducts have been mentioned.Since its inception in the 80s Samsung¶s b

r

and value has inc

r

eased in value mo

r

e quickly than othe

r

consume

r

elect

r

onics b

r

ands, such as Toshiba, Hitachi, JVC, Sha

r

p, RCA o

r

L

G

. Its success wasbased on combination of thei

r

p

r

oduct innovation, thei

r

ma

r

ket acceptance, thei

r

leade

r

ship in keydigital technologies and, finally, successful execution of b

r

illiant ma

r

keting st

r

ategies. The dedicationto

r

esea

r

ch and development helped Samsung to develop leading cutting-edge, ³gee whiz´ consume

r

technology and captu

r

e oppo

r

tunities in c

r

eated th

r

ough the evolution of consume

r

elect

r

onics byleve

r

aging the ea

r

ly adopte

r

of digital p

r

oduct. Samsung¶s decision-making p

r

ocess

r

equi

r

ed fewe

r

steps than its competito

r

s to app

r

ove new p

r

oducts, budgets and ma

r

keting plans which make p

r

oductent

r

y to the ma

r

ket ve

r

y fast. Sony had been a leade

r

in b

r

and

r

ecognition and sales since last two decades. They had a nationwide

r

etail and website

r

etail dist

r

ibution channel which could not be matched by any othe

r

elect

r

oniccompany. The people p

r

efe

rr

ed Eu

r

opean and Japanese companies mo

r

e than othe

r

ones and thus Sonywas the one which accomplished maximum benefit out of this fact. Samsung would have to develop a model to beat the competition and g

r

ab ma

r

ket leade

r

ship in thecoming yea

r

s. They would have to

r

eposition themselves to become a p

r

emium b

r

and as that of Sony.Lastly to match the sales and dist

r

ibution of Sony, Samsung would have to incu

r

a huge cost. At thewhole to compete with Sony was a bit difficult fo

r

Samsung as fo...