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A Report On

New Product Development Strategy of Samsung R&D

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Table of Contents

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Topic
Introduction i. History ii. About Businesses iii. Vision 2020 iv. Financial Data v. Market Share and Penetration vi. Samsung in India Objectives Methodology Data Collection, Analysis and Findings i. Samsungs meteoric rise ii. In a galaxy on its own iii. Samsungs Investment for R&D iv. Smartphones hitting new heights v. Comparative Analysis of various brands Findings: The next big thing Conclusion and Limitations i. Conclusions: Breakthrough innovation ii. Limitations: Expand into new categories References

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Introduction
History Samsung Group was founded in 1938 as exporter of dried fish, vegetables, and fruits and flour mill and confectionery machines. In Korean War, Samsung lost all assets aimed to help rebuild Korean economy; entered the manufacturing industry (sugar, fabrics). It became a leader in modern business practices (recruiting from outside)

Samsung Electronics in 1938

In 1960s expansion of key industries, entered electronics and chemical industries In January 1969 Samsung Electronics Co. was established. In 1970s bet the future on electronics laid the groundwork for electronics in Korea which helped the domestic economy grow and paved the way for exports In 1980s, a more comprehensive electronics company; it established plants in Portugal and US. It also established Semiconductor and Communication corporation and began memory chip business Samsungs Logo used so far:
The Samsung Byeolpyo noodles logo, used from late 1938 until replaced in 1958. The Samsung Group logo (three stars), used from late 1980 until replaced in 1992 Samsung's current logo, in use since 1993 The Samsung Group logo, used from late 1969 until replaced in 1979 The Samsung Electronics logo, used from late 1980 until replaced in 1992

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 About Businesses Samsung basically operates in five major divisions. It provides an array of devices and solutions that can be tailored across industries. These enterprise solutions help you move information efficiently and securely, integrate technology with relevant industries for a smarter ecosystem, and facilitate the necessary collaboration of colleagues and partners.
Samsung Enterprise Business

Education

Retail

Hospitality

Healthcare

Finance

Apart from these businesses, it also provides solutions also: o Mobile Solutions o Printing Solutions o Large Format Display Solutions o Hospitality Display Solutions

Vision 2020 The underlying principle that defines our vision for the future of Samsung Electronics is "Inspire the World, Create the Future".

Financial Data The various financial data for Samsung Group is as follows: o Revenue o Net income o Total assets o Total equity o Employees US$ 268.8 billion (FY 2012) US$ 30.1 billion (FY 2013) US$ 590.4billion (FY 2013) US$ 256.3 billion (FY 2013) 427,000 (FY 2013)

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 Market Share and Penetration o In the field of Smartphone, Samsung is the global leader with 33% market share (2013)

India Marketshare
3% 3% 4% 4% 4% 5% 8% 12% 3% 43% 11% Samsung Nokia Micromax Karbonn Apple HTC BlackBerry Lava LG Sony Others

Source: Cyber medias Voice & Data Annual Survey of the Industry 2013

Samsung in India o Samsung Electronics commenced its operations in India in December 1995 and is today a leading provider of Consumer Electronics, IT and Telecom products in the Indian market. o Samsung India is the Regional Headquarters for Samsungs South West Asia operations, which provides employment to over 8,000 employees with around 6,000 employees being involved in R&D. In 2010, Samsung India achieved a sales turnover of US$3.5 billion. o Samsung India is a market leader in product categories like LED TVs, LCD TVs, Slim TVs and Side by Side Refrigerators. While it is the second largest mobile handset brand in India, it leads in the smart phone segment in India.
o

Apart from development of innovative technology, Samsung places great importance on acting as a responsible corporate citizen in the communities where it operates. Its CSR programs respond to the social and environmental needs and
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seek to give back to communities that support the company. In 2009, Samsung launched the companys Corporate Social Responsibility initiative Samsung Hope Project with projects in the areas of education, culture, sports, social welfare and community development. Each program under the Hope Project uniquely addresses the needs of individual communities while emphasizing on innovations for development of the community including education, technology, engineering and IT technical training. Objectives To understand new product development strategy overview in Samsung R&D: As new technologies are being constantly introduced to the market, speed is essential for remaining competitive in today's digital era, and new markets have to be pioneered continuously. Through the interplay of creative, imaginative people; a global R&D network, an organization that encourages collaboration and cooperation among business partners all along the supply chain, and a strong commitment to ongoing investment, Samsung has put R&D at the heart of everything To understand methodology followed by Samsung R&D in New Product Development phase: The popularity graph of the Samsung mobile phones shows an ascending curve. The reason for such a rise obviously directs to the dedication of the makers in offering a state-of-the-art technology that is cost-effective, stylish, and most importantly user friendly. Being the owner of a wide range of service support centers throughout the globe, the popularity of the Samsung models of this make stems from the reason of cost-effectiveness of the phone models. To study effect of Consumer behavior on New Product Development of Samsung: Customers are seemed to move to those products which have good balance between style, technology and price of the product. Samsung is one of the leaders

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that have sensed the pulse of the mobile phone users. Mobile phones from this technological giant are a rare admixture of style and functionality. To challenges and problems faced by the organization in the process Here we are considering only the Mobile Market segment of Samsung Methodology The methodology followed by Samsung in the New Product Development is as follows:

Planning

Research (e.g. patents)

Samsung design lab (e.g. GUI/ Interfaces)

Standard Product Developm ent (in Korea)

Customize d Product Developm ent Regions (India /US/ Vienna)

Testing (alpha/ beta)

Improve and Version releases

1.) Planning: In this phase, Samsung plans about the type of products it has to develop depending upon the choice and requirements of the customers. For this, company does a market survey about the requirements of the customers. Depending upon these data from the market, Samsung designs its new products suiting the consumers.

2.) Research: After getting the requirements of customers about the new product, Samsung according to its already available technologies design the product prototype. In this phase it also searches for the appropriate patents for the same technology. 3.) Samsung Design Lab: After these initial steps, the prototype goes to Samsung Design Lab where the basic design and research is carried out.
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4.) Standard Product Development: In this phase, all the standard features of the product are development giving a shape to the product. 5.) Customized Product Development: After the standard product development, product is now send for customized product development where it is developed for various advanced and customized features of the product, before sending it for testing. 6.) Testing: In testing phase, the product is subjected to two phases viz. alpha and beta testing. In alpha testing product is tested by the company R&D department only. It is given to testing officials who test the various features in the products and then it is passed for beta testing. Now in beta testing, the product is given to few selected customers who use the product for some definite time and then the product is qualified for launch in the customer market. 7.) Improvement: After the product is released in the market, various versions and releases are made into the market. These releases are mostly available free of cost to the customers. Data Collection, Analysis and Findings Samsungs meteoric rise:

A: Samsungs growth was mainly fuelled by sales of digital TVs (in particular LCD TVs)

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B: Global sales of electronic products were affected by the economic downturn. Samsungs phenomenal growth was dragged down by the downturn that affected the US and Western Europe. C: Samsung managed to achieve stellar growth, driven primarily by sales of its smartphones, in particular its Galaxy range. In a galaxy on its own:

o Samsungs ascendance as the market leader in mobile phones was mainly powered by sales of its Galaxy range of smartphones, especially its flagship Galaxy S3 and Note 2 models. o Samsung leveraged the Galaxy branding and offered a cheaper version, the Galaxy S3 Mini for emerging markets. The combination of flagship and cost competitive models allowed the Korean chaebol to leapfrog Apple Inc. by a substantial 50% margin in volume sales. o Apple Inc. insistence on a streamlined product line-up and higher profit margins helped the company rake in record revenues, but had an adverse impact on its market share in volume terms. Critically, the lack of a low-cost iPhone affected its sales in the burgeoning emerging markets.
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o Nokia Corp and Research in Motion Ltd continued their transition, and struggles to offer an operating system to compete with Android and Apples iOS saw sales of these two companies fall sharply. Samsungs Investment for R&D

In 2010, Samsung Electronics invested $ 0.01 trillion, or 6.1% of consolidated sales in R&D. Currently, has 50,084 R&D personnel which is equivalent to 26% of our total workforce. In recognition of R&D endeavors, Samsung Electronics was included among the top 10 global companies in R&D investment announced by the U.K. Department for Business, Innovation and Skills.

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 Smartphones hitting new heights:

o Samsung leads the global smartphones market and commanded 40% of retail volume in the high growth markets of Asia Pacific and the Middle East and Africa in 2012. Its share in Eastern Europe was 27% and 31% in Latin America in 2012. Both regions were traditionally strongholds for Nokia. o Samsung's market share was nearly double that of second ranked Apple in 2012, aided by both its flagship models like the Galaxy S3 and Note 2, and low-cost variants like the Galaxy S3 Mini, developed for emerging markets. A comprehensive suite of products allowed Samsung to dominate the smartphone market while BlackBerry (marred by its BB10 operating system), Nokia (transition to Windows) and Sony (financials and change in strategy) were unable to mount a serious challenge to the South Korean chaebol. Comparative Analysis of various brands Landscape Samsung Electronics Product Consumer Offered Electronics (LCD TVs, Microwave Ovens, PCs etc.) Apple Computer Inc. PCs, portable music players, Mobile communication devices etc. LG Electronics Consumer Electronics (Mobile handsets, Front loading washing machines, ACs etc.) Nokia Corp. Leading Mobile Comm. Company (started as wood pulp producers) Sony Corp. Electronic games, Motion pictures, Financial services etc. Motorola Inc. Mobility solutions, mobile services, cellular comm. Devices etc.

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Innovation Focuses on and Design Reason and feeling to create a design and used global localization strategy to establish as a first class consumer (user centric)

Occupies feeling zone and emphasis on the simplicity of products in terms of design and instability

Marketing

Digital convergence using EProcesses and efforts in improving design by investing in R&D

Concentrated on 5 areas: Mobile comm., Digital appliances, digital displays, digital media and home networking and design their products by using 4 values: Theme, Style, interface and finish Improvement in Originally design and produces product features electronics for mass consumption but later transformed to produce premium consumer products for attracting premium customers and to gain brand image

Adopted telecom as its core business and designing was based on 3 principles: Simplicity, Relevance and Experience

Creates Value added products by doping 4 principles of design: Originality, Lifestyle, Functionality and Usability

Focus on two criterias for products for their consumers: personalization and socialization

Product categorization is done by: Explore Live classic, classic, achieve and entry and communicating brand value to the customers

Do not rely on customer surveys and create value added user experience through feature design, concept development and ecofriendly sustainable design

Paid attention on development of new revenue generating services and technologies and enabling customers to experience media mobility.

Findings: The next big thing o Internal memos presented as evidence during the Apple-Samsung lawsuit dented Samsungs image as an innovator, but the lawsuit also showed consumers Samsungs relentless pursuit and obsession to mimic and beat Apples iPhone while creating its smartphone range.

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o The companys sponsorship of the Londons Olympics in 2012 and the 2-minute advertisement during the Super Bowl in 2013 reinforced the Samsung brand image in the minds of the consumers. o Samsung has been spending consistently on advertising and is one of the largest advertisers globally. Ad Age reported that Samsung spent US$4.3 billion worldwide in 2012, four times more than Apple.
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Not content with its success in smartphones and TVs, Samsung has also identified several other categories in which it intends to compete aggressively, such as appliances, cameras, health and medical equipment and printers.

o The five forces are: Relations with suppliers: It means that Samsung needs to improve their relations with the suppliers. This can be done with Suppliers relationship management and by bringing the suppliers on a single platform. Relations with buyers: Customer is the king. There is a need to improve their relationships with the buyers or customers by developing appropriate marketing strategy, timely delivery of the products and supply chain management New Entrants: It is important for Samsung to analyse the threats from new entrants in the customer electronic market Substitutes: With the emergence of Chinese products in the market which can act as the substitutes for Samsung products. Hence, it is important for Samsung to implement Generic technology strategies which includes: o Cost Leadership (e.g. Lower/cheaper material input, logistics) o Differentiation (e.g. Enhance features, deliverability) o Cost focus (minimum features) o Differentiation (niche markets) Rivalry among established firms: There is a strong competition between the already existing firms like Nokia, Sony, Apple, LG etc. Therefore, Samsung will have to improve its competitiveness in the market. In order to sustain its position in the near future Samsung will have to consider all the above mentioned points.
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 Conclusion and Limitations o Conclusions: Breakthrough innovation Within smartphones, the South Korean manufacturer banked on its AMOLED screen and custom UI for its Android-powered flagship smartphone, and single-handedly created the phablet (phone/tablet) market, with its Note smartphones sporting a large screen back in late 2011. Samsung demonstrated that it was not short on ideas and was focused on catching up with both Apple and Nokia in the mobile arena, as well as on strengthening its lead in digital televisions in 2012. Now that Samsung is the market leader, there must be a significant shift in its strategic direction if it is to build on its position. Samsung has to show its competitors that it is confident and knows exactly where it intends to steer the market. The market is expecting Samsung to create category defining products, much as Apple has done with smartphones and tablets. o Limitations: Expand into new categories Samsung is still not strong in cameras and laptops, which offers it room for growth, while the company is also aiming to consolidate its lead in mobile phones and digital TVs. While forecast growth for cameras and laptops is lower than smartphones, these products offer relatively high average unit prices and longer replacement cycles than smartphones. - Samsungs know-how in large-scale manufacturing and its economies of scale give the company an advantage over competitors like Acer in computers and Nikon in digital cameras. In addition, Samsung can leverage its strong brand: Consumers are likely to be willing to give Samsungs foray into these new categories a try. - However, Samsung has to be selective in its product line-up and avoid direct competition with its rivals. For example, Samsung should focus on high-end fixed lens cameras and compact system (mirror less) cameras,
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and not try to compete with established players like Canon in the DSLR market.

References
o o

www.samsung.com/us/aboutsamsung/samsung_electronics/business_area/rd_page/ http://www.businessinsider.in/Samsung-Has-A-Totally-Different-Strategy-FromApple-And-Its-Working-Great/articleshow/21250813.cms-

http://www.portal.euromonitor.com/portal/default.aspx

o http://www.businesskorea.co.kr/article/1505/samsung-group-marking-300-trillionwon-revenue-500-trillion-total-assets o http://articles.economictimes.indiatimes.com/2012-1130/news/35483331_1_samsung-targets-asim-warsi-samsung-electronics-india o http://www.engadget.com/2013/07/03/samsung-to-build-five-new-randd-centers/

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