The Paradox of Samsung’s Rise, examines the strategic management decisions that ed to Samsung’s emergence as one of the world’s most successful companies from an ordinary original equipment manufacturer Just 30 years ago. Samsung Electronics transformed itself through a new management initiative in 1993 that combined Western best-practices with essentially Japanese management methods to produce a highly profitable hybrid system, resulting in recording breaking profits of Sl billion on $138 billion in revenue in 2010.
As todays emerging giants face the challenge of moving beyond their home markets, they have much to learn from the path breaking xperience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation. Abstract: Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pepsi, Nike, or American Express. Fewer still would have predicted the success of the path it has taken.
For two decades now, Samsung has been grafting western business pracuces onto Its essentlally Japanese system, comDlnlng Its traaltlonal low-cost manuTacturlng rowess with an ability to bring high-quality, high-margin branded products swiftly to market. Like Samsung, today’s emerging giants”Haier in China, Infosys in India, and in Turkey, for instance”face a paradox: their continued success requires turning away from what made them successful. The tightly integrated business systems that have worked in their home markets are unlikely to secure their future in global markets.
Samsung has steadily navigated this paradox to transcend its initial success in its home markets and move onto the world stage. To move to the next evel, they, too, must reinvent themselves in ways that may seem contradictory. And when they reach new plateaus, they will need to do so again. For seven years, we have traced Samsungs progress as it has steadily navigated this paradox to transcend its initial success in its home markets and move onto the world stage. It is a story we believe holds many important lessons for the current generation of emerging giants seeking to do the same.
The Rise of a World Leader: The two sets of business practices could not have seemed more incompatible. Into an organization focused on continuous process improvement, Samsung introduced a ocus on innovation. Into a homogeneous workforce, Samsung introduced outsiders who could not speak the language and were unfamiliar with the company’s culture. Into a Confucian tradition of reverence for elders, Samsung introduced merit pay and promotion, putting some young people in positions of authority over their elders.
It has been a path marked by both disorienting disequilibrium and intense exhilaration. Founded in 1938, the Samsung Group is the largest corporate entity in South Korea, with $227. 3 billion in revenue in 2010 and 31 5,000 employees worldwide. Best known or its flagship, Samsung Electronics (SEC)”producer of semiconductors, cell phones, TVs, and LCD panels”the group’s highly diversified businesses span a wide range of industries, including financial services, information technology services, machinery, shipbuilding, and chemicals.
By 1987, when Lee Kun-Hee succeeded his father as only the second chairman in the company’s history, Samsung was the leader in Korea in most of its markets. But its overseas position as a low-cost producer was becoming untenable in the face of intensifying competition from Japanese electronics makers, which were setting up anufacturing plants in Southeast Asia, and rising domestic wages in South Korea’s newly liberalizing economy.
In the early 1990s, Lee spotted an opportunity in the reluctance of Japanese companies”the analog market leaders”to adopt digital technology, which consumers were flocking to in cameras, audio equipment, and other electronic products. This opened the door for Samsung to surpass its rivals if it developed the aglllty, Innovativeness, ana creat lvlty Success Mantra: Hybrid strategy- Mix and Match of Japanese strategy and Western Strategy. to succ In tne new Olglta I market. Implementation of western strategy on Japanese strategy.
Payload in Motion
Payload in Motion.
Experiment 1. Transfer the file with your lab code onto the Raspberry Pi desktop and open in Thonny. Be sure the Raspberry Pi is connected to the battery pack. 2. Go to the 5th floor balcony of the engineering building! Have one team member go outside of the 1st floor to retrieve the payload. We will bring the network router to the balcony. 3. Pack the Raspberry Pi and battery pack securely in the plastic Tupperware container with bubble wrap. 4. Loop the Velcro straps of the parachute through the side latches of the Tupperware container. 5. Before fully closing the lid, start your Python code in Thonny on the Pi desktop. 6. Wrap the Velcro straps around the whole container to secure the lid to the container. We want a nice tight seal for the drop test. 7. Hold the parachute in one hand, above the payload held in the other hand, and throw both outward and upward off the balcony. This allows the parachute to work most effectively. a. Note: your laptop will lose connection to the Raspberry Pi. That’s okay, it’s just falling out of range of the network router. 8. Collect the payload after it has hit the ground. Take it back to your laptop to reconnect and view the results and verify everything worked properly. a. Note: If your file isn’t saving to a .csv file correctly, save it instead to a .txt file. 9. Repeat the experiment until you have at least 3 good trials (the parachute was fully engaged, there is sufficient data collected, etc.). Questions: 1.The 5th floor of the engineering building is 62 feet high. You have the weight of the payload recorded from the lab procedure (tip: be sure to convert this weight value to amass value). Assuming your payload was dropped from rest and assuming no drag orfriction forces, find theoretically the payload’s velocity when it hit the ground. 2) Compare the theoretical velocity you obtained in Question 1 to the actual experimental velocity recorded by the Raspberry Pi. Which is the larger value? Discuss why the two values are different you can find attached the data
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