Environmental Analysis External Environment Chinese Market- still socialist economy”>> huge gap between the stated plans and the actual ability of government to manage and control the economy”>> tremendous amount of economic interaction took place outside the government! |s formal economic plan- many smuggling’s and piracies- regional blockades- over-employment problem Chinese color TV Market- full production capacity in demand”>> principal battleground- high competition”>> Japanese firms: high-end market. Increasing production bases”>> Domestic Firms: low-end market. But they were less competitive in large screen TV. – small color TV market was shrinking”>> large market size of these product lines facilitated the fast achievement of cost reduction (economy of the scale, learning effect) Consumer analysis- only 41% of households had color TV”>> 80% of urban, 28% of rural”>> Low-end market is not a viable long-term. But overall market was still expanding. – Buying power: expanding both high-ends and low-ends – Tendency that first image of a product lasted long in the eyes of the consumer.” >> the reason for differentiation needed focusing on high-ends – consumer preference”>> Urban- brand name, functionality were important factors.” >> Rural- reasonable quality and low price were preferred.
The Research paper on Consider The Sales Process In Each Market (low-end Residential, High-end Residential And Industrial)
Question 1: Consider the sales process in each market (low-end residential, high-end residential and industrial). How effective are Jindi’s sales and sales management practices in the first two markets? What should they do to be effective in the industrial market? There are two main ways of sales process regarding this kind of product: 1. The Direct Walk-in 2. The Targeted Promotions The first one ...
– High protected market: too much tariff cost”>> localization needed Domestic (Korean) Market- Deteriorating of competitive advantage: rising the labor cost- Korean government policy: supportive of big business”>> getting worse of Korean market”>> Losing the M/S in the U. S. and no longer competitive in the low-end product”>> need to change the strategy focusing on high-end, high-tech- Liberalization of Korean market”>> Foreign firms were permitted to sell their product directly”>> More competitive in Domestic market, losing the domestic M/S”>> Samsung had to expand the foreign market. Internal Environment Experience in the U. S. – Set up the subsidiary there in 1979- Focusing on the low-end market segment based on competitive labor cost in Korea because of large demand and low competition base, and low barrier in the U.
S. – Samsung produced a few of the most popular sizes TV for cost reduction through economies of scale and the experience curve. – Dual brand policy: adopting! SS buyer brand name (large retailers or OEM)!” mostly but trying to build its own brand image- Establishing a production subsidiary in the U. S. because of trade barrier- Policy of Japanese firms: targeting high-ends for differentiation through brand name recognition”>> Matsushita: 4% of M/S in 1995 but could be high-price, higher profit- Policy of Samsung: still pricing strategy even though it had good quality of product”>> 3% of M/S, but much less profit than Matsushita and facing intense competition- Importance of TV industry to Samsung: second proportion of Samsung electronics”>> It was getting worse in situation of Samsung electronics, so needed some way to solve these problems Market participation in China- later market entering than Japanese firms- The establishment of SCH would enhance its image in China and speed up the accumulation of local knowledge of the market. – Still China was stereotyped in Seoul”>> The problem of headquarter that it couldn! |t recognize exactly about today! |s China- Samsung was concerning about the volume of sales, so Samsung wanted to focus on low-end.” >> But, it led to low profit because of low marginal revenue.
The Business plan on Can long haul low cost airlines be successful
A key question is whether the very successful, largely short-haul LCC business model can work over long-haul sectors? This paper compares the cost and other advantages of LCCs and evaluates how far they might be applied to long-haul sectors. It is estimated that cost advantages might be much lower than the 50-60% on shorthauls. Other factors such as the adoption by network airlines of some LCC ...
It is shorted-insight. SWOT Analysis: Chinese Color TV Market Strengths- high technology in this industry- the experience to enter the foreign market and to be successful- supporting of the Korean government- many production subsidiaries in the world and ability to control them- ability to conduct cost reduction through economies of scale- increasing the interests of Chinese market- Weaknesses- Stereotyped thinking of the Headquarter about China- Trouble between SCH and headquarter in Seoul Opportunities- still and quickly expanding of the market- only 41% diffusion of household in China, especially just 28% in rural area- evaluation that the TV made by Samsung was high quality comparing with price- positive image in China for establishment of SCH Threats- late entering in Chinese market because there was a tendency that first image of a product lasted long in the eyes of the consumer- many competitors, intense competition in low-ends market- socialist economy in China, causing some problems- employment problem, difference between stated plans and real facts- many smuggling’s and piracies- regional blockades.
