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RAJAT ELECTRONICS S No-2, Bhawani Mkt, Opp Shipra Hotel, Sec-27, Atta, Noida Sector 27, Noida –  201301 ELECTROMART STORES PVT. LTD Ocean Plaza Building, Ground Floor, Block -P-5, Noida Sector 18, Noida – 201301 NEXT RETAIL INDIA LTD. J-7 & 8, Sec-18,Atta Mkt, Noida Sector 18, Noida – 201301 RAJAT ELECTRONICS S No-2, Bhawani Mkt, Opp Shipra Hotel, Sec-27, Atta, Noida, Noida – 201301 NOIDA ELECTRONICS GALLERY F-21, Sec-18, Noida, Noida – 201301 AC DEALERS SHEBHA CONTROLS 28-B,Shop No 4,Pkt-G,Kanchanjanga Appt,Durga Mkt, NR Bon Bon Bakery,Sec-53, Noida Ho, Noida – 201301 ELECTROMART STORES PVT. LTD Ocean Plaza Building, Ground Floor, Block -P-5, Noida Sector 18, Noida – 201301 AIR COOL CORPORATIONS D-11, Noida Sector-10, Noida – 201301 COLD WAVE REFERIGERATOR REFERIGERATORS S Hukum Singh Market, Atta, Sec-27,, Near Vinayak Hospital, Noida Sector 27, Noida – 201301 WASHING MACHINE RAJAT ELECTRONICS S No-2, Bhawani Mkt, Opp Shipra Hotel, Sec-27, Atta, Noida Sector 27, Noida –  201301 ELECTROMART STORES PVT. LTD

 

Ocean Plaza Building, Ground Floor, Block -P-5, Noida Sector 18, Noida – 201301

Strengths

Samsung is technologically very advanced; it has heavy assets of technology. It is known for its technologically advanced products. Samsung crushed new product concepts in five months. It is strong corporate brand and known for its quality products and advanced technology use. It attracts customers by offering new and innovative design through th rough understanding the customers that which type of designs are suitable to customers and what they want or asked about. It heavily invest in technology, product design and human resource, because for the success of every organization human resource plays a major role, with out human resource no product can be made that’s why Samsung gives more important to the human resource.   Samsung focuses more towards the innovations and try to keep improving the products to attract more customers and capture more market share. Weaknesses

Although Samsung focuses innovation but it is not proactive to introducing new products, it waits to attack the competitors. It also lacks in product differentiation. Samsung caters mass market instead of niche market so for this purpose it sets low prices of products and low price products seem as low quality products, so Samsung products perceive as low quality as compared to competitors’ products. 

Most of the Samsung products are not n ot user friendly which is a hurdle for Samsung to make it market leader. Opportunities

Through make itself distinctive distinctive from competitors, it can gain more market share. By providing distinguish services it can increase its customer base. Another opportunity is product variation, by introducing unique products and existing products with variety; it can attract its target market and can get more market share.

 

As the demand for the cell phone is increasing as compared to other electronic market, Samsung has the great chance to introduce user friendly mobile phones at affordable price. It would help to beat customers and also to lead market share. Threats

Samsung competitors in electronic market are more dominant e.g. Sony, Panasonic, LG etc inhome appliances and Nokia, rim, 3G, etc in mobile phones market so it has to struggle a lot to be the market leader. Telecommunication industry is growing day by day so the no. competitors also increasing so it is difficult for Samsung to establish in that th at industry, it is more behind in this industry as compared to other electronic items. Samsung advertisement is not excessive while the competitors advertise their products prod ucts excessively which can take away the existing customers of Samsung.

Samsung Environment Think about environment and you will probably think about nature, rare species or open countryside, not mobile phones or computerlaptops. However, electronics plays a VITAL role in our environment and environmentally entally that’s why Samsung ensures that ALL their products are designed and manufactured environm friendly, by IMPROVING the performance and MINIMISING the impacts of their operations on our world. In order to make their products environmentally friendly, friendly, Samsung have created the Green Management System to make efforts on howto improve issues such as the environment. Samsung create a sustainable society whereby the Environment, Safety and Health play crucial roles in making sure harm done to our planet is minimised. The Green Management system has been created by Samsung to improve how Environmental, Safety and Health impacts can be implemented and managed during production and service. This system is really important and that is why all the employees participate in it, as problems are aroused by individuals, which are then discussed. By using a specific plan, Samsung can make changes, and improve their products, to comply with their initial Environmental Policy. This management system is operated in the order of PLAN, DO, CHECK, ACTION. ACTION. It is the whole process which Samsung looks at to make their products environmentally friendly. Which means, not only do they use renewable raw materials, they also make sure that transportation, production, usage and end of life disposal of their products have less impact on our environment.

 

 

feels  India Korean consumer giant Samsung feels  India  is one of its key profitable markets worldwide and is set to contribute nearly 5% of global revenues by 2013 on sales of $10 billion. The company  reported a 34% drop in global first quarter profit. Samsung will make fresh investments of $60 million and $70 million in India this year, taking its total investment to $400 million, but will focus on the entry-premium and premium segments, while maintaining a "reasonable presence" in the lower end of the market. The company has two factories in India at Noida in Uttar Pradesh and Chennai in Tamil Nadu.  As part of a marketing strategy, strategy, the company has moved out from from the curve TV market and developed new-technology flat-panels, including LCDs and LEDs. In air-conditioners too, the company has decided to focus more on the split-AC segment while maintaining a presence in the  window segment. segment. "The "The same is the case in refrige refrigerators rators where where we are more focused focused on frost frost free rather than direct-cool. The idea is to push a lot in the segment where there are opportunities opportunities to get in latest technology technology," ," Shin said. The company's efforts appear to be paying off as it has got a 31% market share in flat panel TVs. "Now we are getting in newer technologies like 3D and Smart TV. These may be limited volume products now but they help us showcase the latest technology and also create new segment."

2.2 Current Strategy: Samsung’s current strategy in the 3D television market is to seize a dominantmarket share

while the market is being pioneered and to maintain the majority marketshare throughout the stages of the 3D television life cycle. With the recent release of 3DTVs into the market in early 2010, the product is still considered to be in the introductionstage of the product life cycle. While Samsung introduced its new slogan, "Inspire theworld, Create the Future," the company's strongest emphasis in the last two years hasbeen on convergence and integration. Samsung has re-organized their corporation toencourage cross-pollination andinnovation. andinnovation.This This is demonstrated by the progressiveapproach to the market that Samsung has taken, acknowledging the lack of immediategrowth in the market, and innovating to prepare for the potential growth in the market.The current strategy being implemented is merely preparation for the growth potential inthe 3D television market. Samsung realizes that the growth of the 3D television marketis dependent on the volume of 3D content available. Due to the market’s   dependabilityon other industries to produce pro duce 3D content, Samsung has incorporated an effective planto accelerate the availability of the th e content. This segment of the current strategy wasaddressed by Samsung’s recent partnerships with, 3D content industry leading,partners Technicolor and DreamWorks Pictures.

 

This current strategy has been effective, considering that, as of October 2010,the aggressive early launch plan has assisted Samsung in acquiring an 88% share of the 3D television market in the U.S. Samsung’s current strategy also includes theexpectation that their dominance and innovation in the High-Definition Television(HDTV) market will carry over as the 3D content availability increases. This currentstrategy can also be seen in Samsung’s advertising efforts, as they launched a 12.25million dollar marketing campaign in February in the UK. Currently, the strategy isestablished as progressive, meaning that Samsung is withholding the latest innovationsfro the 3D-TV market. Samsung has entered into a transitional phase, as they introducethe newest segment in the television market, and await the arrival of appealing 3Dcontent to compliment their technology. Samsung’s previous strategies have thrived inthe constantly evolving television market, innovating and pioneering new markets whiledeveloping break through products at competitive prices. Samsung has positionedthemselves throughout the past five years to dominate d ominate the next generation of 3D-TVmarket. Samsung’s dedication to innovation in the flat-panel TV market has resulted intheir ability to deliver the breakthrough products and superior values that will keep themat the forefront of the global TV market.Samsung began their dominance of the digital television market in 2005 andretained their top position until 2009 when, greenhorn to the market, Vizio took the topspot. In 2005, Samsung achieved their first No. 1 Market Share ranking in the HighDefinition television (HDTV) market. Although they lost the No. 1 market share of LiquidCrystal Display (LCD) televisions, 2005 proved Samsung to be a step ahead of thecompetition. They performed well enough that year to earn the 27th spot on the “World’sMost Admired Company” list by Fortune Magazine. 2007 brought Samsung the sixthconsecutive year with the No. 1 market share for LCD screens. Samsung pioneeredadvanced 3D technology, launching a 3D DLP TV in 2007, and a 3D Plasma-TV for 2008. In 2008, Samsung led the global TV market for the third consecutive year as theycontinued to intrigue customers with outstanding picture quality, elegant liquid-crystalbezel styling, and advanced interactive and connectivity options that allow customers toenjoy pictures, movies, and music from the Internet, their own home network, or USBdevices. In 2009, Samsung introduced the newest line of HDTV that was certain to be a global hit, the Light Emitting Diode Television (LED-TV). The LED-TV lineup Samsungoffered was the next advancement in LCD technology, replacing the conventional cold-cathode fluorescent lamp backlighting with eco-friendly LED backlighting. The result of this new market segment Samsung created was a full-featured TV T V with superior picturequality, stylish ultra slim enclosures, and dramatically lower power consumption. 2009also 200 9also brought success for Samsung’s brand-recognition campaign as the Samsungbrand entered Fortune’s Top Ten list of the World’s Top Global Brands. Samsungforged a new market by launching their elegant and revolutionary, Light Emitting Diode(LED) television. Worldwide, Samsung sold 30 million flatscreen television sets,maintaining the No. 1 market share of Flat Panel TVs (FPTV) the fourth year running.Such achievements firmly establish Samsung’s leadership both in popular demand andin producing top-quality products. In March 2010, Samsung was the first company inthe world to market a full HD-3D LED-TV, reinforcing the organization’s leadershipwithin the industry.Although Samsung is a world leader in the television market, the product mix hasmore depth than simply home entertainment accessories and cell phones. The TVbusiness and the Mobile Phone business, are key components in the SamsungBusiness Portfolio. The TV

 

business holds the top position in the current market. LEDTVs, which has shown explosive growth in the latest market, is a flagship product withinthe TV business. LCD TVs and Monitors have also maintained top positions in their respective categories. Samsung seeks to sustain leadership through constantinnovation and development in new technology, such as 3D. Samsung also inhibits aworld leading Semiconductor business unit, from which they transferred 300 engineersto the TV T V business unit. This transfer relocated the top performing engineering team inthe company, providing the employees with healthy performance bonuses every year,and keeping the TV business unit highly productive and competitive. This in houseaccess to human capital has allowed Samsung to maintain the top position in themarketplace.2010 has undoubtedly been the breakthrough year for the revolutionary 3D TVtechnology, assuring a very busy year for Samsung. With the release of Series 7000,Series 8000, and Series 9000 (LED-TV) televisions, Samsung has garnered high media and consumer praise for perfectly reproducing the range of full HD 3D images anddelivering “true-to-life” and “easy-on-the-eyes” picture quality. Samsung has beencharting the future fu ture of television through their 3D TV T V releases, of which include LED-TV,LCD-TV and Plasma-TV as well as 3D Blu-ray players, 3D home-theater systems andtotal 3D solutions that combine 3D active glass with 3D content. S amsung’s currentstrategy is to enrich the television experience and the power of the products bymaintaining the superior picture quality. SE has also began to enrich a deepened valueto customers by continued communications and by differentiated products, such asexpanded Internet-TV features and the launch of the Samsung application marketplace,“Samsung  Apps.”  Apps.” These strategic efforts strengthen the premium brand imageSamsung looks to uphold and assists them in seizing and maintaining the No. 1 marketshare ranking.With competitors simply following the trend of Samsung’s   breakthroughinnovations in the market, saying that Samsung is a step above the competitors wouldbe an understatement. With the 3D TV market segment being introduced, severalcompanies have identified it as the next big trend in the home entertainment market andaim to capitalize on the potential growth by entering the market. Some of the topcompetitors are Sony, LG Electronics (LG), Mitsubishi Electronics, Vizio, andPanasonic. Currently, none of Samsung’s competitors can offer a product to rival thepicture quality of the Samsung. Companies like Vizio, however, look to undercut thequality aspect of Samsung’s product by offering a cheaper, lower quality, q uality, alternativeproduct more accessible to mass market. Samsung will eventually see significantcompetition in the 3D TV market. Their greatest competition may come from their mostrecent prominent competitor, Vizio. While Samsung maintains quality q uality as a major sellingpoint, Vizio’s focus is to appeal to the mass market by lowering their quality standardsso they can sell the product for less. Vizio is a market share leader but an innovativefollower, in a market where consumers will be forced to pay for the new technology andwill appreciate the quality due provided by Samsung, which in turn will negatively impactVizio.At Samsung, creativity, creativity, collaboration and e excellence xcellence are the hallmarks of leadership. Samsung has attracted the world’s most talented managers as they work continuously evolving the company’s culture to better support their employees.Samsung fosters innovative ideas that advance technology, creates new products, prod ucts, andimproves the everyday life of their customers. The organizations leadership consists of veterans of the Samsung brand. Most individuals in top positions have spent well over thirty years with the organization. This

 

employee retention indicates stability andaccelerates growth within the organization. Samsung is a very customer orientedorganization, offering product support online, by phone, or in stores.Samsung’s current strategy, taking a transitional approach to the 3D TV market,while launching several new advertising campaigns to increase awareness of the newtechnology, can be seen as very effective due to the role they play in the market.Understanding the potential growth the market will see, Samsung has taken innovationto the next level by developing several different 3D products, which could eventuallylead to them attaining complete 3D TV market dominance. The environment of theSamsung organization breeds br eeds innovation and creativity, allowing Samsung to developproducts and that will move them a step closer to there th ere goal of maintaining dominanceof the 3D market. 2.3 Consumer Profile: With the development of 3D TV technology, Samsung’s target market is easilyidentified as the Early Adapter. An early adapter is a consumer who has a very q quickrate uickrate of diffusion, the rate at which the market accepts a new product pro duct or product idea.One Strategy Analytics Survey identified “Cube Tubers” as the most likely consumers of  products available in the 3D TV market. These early adopters to new technology, areusually a reusually affluent young men who have redefined cool from having fast muscle cars, tobeing good at computer games. “Cube Tubers,” are twice as likely to express interest inreceiving 3D TV programming at home. These consumers represent a rather smalleight-ten percent of the overall population. They are most likely young, mid twenties tolate thirties Caucasian males, ma les, educated and married. They seem to be the most likelycandidates to show interest in buying the newest generation of the television market.Along the “Cube Tubers,” the broader target market tends to be in families youngchildren.with Understanding that children are more likely to show interest the with

development of 3D technology, Samsung and other companies will try to appeal to thechildren with the intention of captivating the market of families with children betweenages two and fourteen. One common factor of all 3D product consumers is their likelygeographic location. The target audience for 3D TVs will mostly be found in or near bigger cities. These locations must be considered the prime market areas due to thelikelihood of the availability of 3D content in urban areas rather than away from cities inthe more technologically constrained rural areas. Most consumers of 3D TV productswill buy them via e-commerce with fewer buys being made in retail stores. Most e-commerce suppliers offer free, or cheap installation and deliveries. Supplying moreconvenience to the consumer than the average retail store. With the majority of thesales in the 3D TV market e-commerce, Samsung will still be selling a significant sharein high-end electronics stores such as Best Buy (US) and HH Gregg (US). Whendefining the psychographic segmentation of the consumers of this market, Sue Shim,Chief Managing Officer, Samsung, defined the target consumer as someone “immersedin the TV experience, an early adopter, and an individual who is a thought or opinionleader amongst peers.” The individuals Samsung looks to target, value the homeentertainment experience as prior generations would have valued an evening at thetheater.Samsung’s 3D TV product usage will increase as the content becomes moreavailable, and Samsung has taken steps to accelerate the rate at which this 3D contentarrives. In March 2010, Samsung announced partnerships with Technicolor andDreamWorks Pictures, two industry leading 3D content providers. With thesepartnerships, Samsung developed packages of products for the market incorporating3D content from DreamWorks Pictures and Samsung’s 3D TV products, offering theconsumers the full package for the ultimate at home entertainment experience. Thiscombination of content and product demonstrated the innovative practices at workwithin Samsung, and helped them achieve their goal of the No. 1 market share in the3D TV market as it was pioneered.The only

 

deterrents from the traditional patterns of purchase in the TV market arethe decline in the current global economy and proximity of the latest transition in thetelevision market to HDTV. The transition from standard definition to HDTV is still growing and many questioned Samsung for the release of 3D TV while new marketsegments are still growing in the HDTV market. The importance of customer service toencourage the growth of 3D TV industry is infinite. Samsung has established a plan tointeract more with the target consumers and expose them to the products available.Market forecasts project sporting events in 3D will attract consumers, and with therelease of content such as ESPN’s new 3D channel, the potential growth for the marketis opened to a new segment of 3D entertainment, the sports fan. Acknowledging that,Samsung took the initiative to begin demoing demoi ng their available 3D TV products on site atsporting events at kiosks, offering fans the opportunity for exposure. The seasonality of sales for Samsung is crucial, however they have identified the period betweenThanksgiving and New Years, the fourth quarter, as their most prolific quarter of theyear. 3.0 Competitive Analysis Before comparing the products available from Samsung and a nd its competitors, onemust understand that many market forecasts have been done, predicting the potentialroom for growth in the 3D TV market share available. These forecasts also predict thetotal share of the market

that the 3D industry will capture out of the entire televisionmarket. Samsung has studied these numbers and implemented release plans andpricing strategies based on these market forecasts. The results of these forecasts areas follows: 6.2 million 3D TVs will be sold in 2010 (the launch of the market)representing three percent of the entire TV market. By 2014, forecasts project over 83million 3D TV sets being in homes representing 31% of the entire TV market. Samsunghas established 2014 as the next big year of releasing the next generation of 3Dproducts such as 3D sets that do not require the use of shutter glasses, eliminatinganother inconvenience factor the current market bears.For comparative product analysis, we will use u se the most popular selling class of 3D television sets with the most beneficial and unique features. The 55” inch class isconsidered the most popular model of 3D TVs. For most competitors the model chosenis similar to that of Samsung, however the differences can be seen in the quality and theprice. For Samsung the model was the 9000 Series LED 55” inch class 3D HDTV. This model was released in 2010 at a Consumer Electronics Show and won the award for “Most Brilliant Innovation” for the industry that year. The 9000 series boasts an ultra slim.31” design (the size of a pencil), it comes with a premium accessory package, cinema quality 3D and groundbreaking picture quality for 2D content, and it is also a Smart TVwith webconnected Samsung Apps. This products slim design is accompanied a ccompanied by oneof the most consumer conscious accessories introduced in the television market, theremote control. The remote control for this set is a touch screen handheld panel thatallows the consumer to stream live television to the remote even if you leave the roomso you never miss a moment of your favorite entertainment. The quality and design of this product goes unmatched, as does it price, $5, 999. 3.1 Sony Corporation Sony is a Japanese company that uses web advertising as a dominant feature.They offer different videos and PDF documents on their websites to help customersunderstand their

 

business. Their videos offer different features about different productssuch as their TV’s. When typing into Google, Sony does not n ot come up first, however,Best Buy was one of th the e leaders, who sell Sony TV’s. However their customer servicefalls short of SE according to consumer reports. The Sony product for the 3D TVmarket falls under its Bravia class, and sells for $2,999. Bravia boasts similar features,as most competitors have had no choice but to follow the trends of Samsung. Sonyfinds itself in the top five of the market share of the previous trends of the televisionmarket, usually in the top to p three until recently being b bumped umped down to fifth recentlyother in theFPTV Sony seemingly findssegments itself in the te levision television as it finds itself inevery aspect market. of the entertainment market ranging frommarket film productionto MP3 players and gaming consoles. It is a large organization focused on improvingcurrent products and using other organization’s innovations to take a share of themarket.   3.2 Mitsubishi Inc. Mitsubishi Inc. is also a Japanese company with a Very broad product prod uct mix, and amarketing theory that anything is possible. They Aim to release their 3D TVs mainlythrough private company sales rather than in nationally acclaimed retail stores like mostbrands. Mitsubishi has continued to use and perfect DLP technology, created by TexasInstruments, while Samsung has moved on from DLP and has released some beautifulPlasma, LCD and LED 3D TVs. Mitsubishi’s difference is in its picture quality, althoughDLP offers great picture quality qu ality the technology has many drawbacks such as bulbreplacement and interior cleaning to maintain picture quality that hinder consumers frombuying their product. Mitsubishi is the most recent

follower of trends recentlyadopting the Smart TV for idea and integrating Internet into the unit. This by lateadaptation and constant need upkeep to maintain pictureconnectivity quality and absence of variations in the products available in the 3D market limit Mitsubishi to a small marketshare. Concluding that Mitsubishi’s broad range of  products, and lack of resourcesavailable to consumers, equates to poor customer service practices. 3.3 Panasonic Inc. Panasonic, another Japanese company, is another competitor finding its way tothe top three market shares in the TV market. Panasonic aims to be the No.1 GreenInnovation Company in the Electronics Industry by 2018, the 100th anniversary a nniversary of their founding. After Samsung initiated an unexpected price war with Panasonic at theopening of the 3D market, they announced an expectancy to miss sales targets for thefirst year. Demonstrating Samsung’s sound knowledge of good pricing strategieskeeping competitors on edge. "No one can keep up" with price cuts by Samsung in theworld’s biggest TV market, Yoshiiku Miyata, a managing executive officer at Osaka-based Panasonic's, TV business, said in an August 30 interview with Bloomberg. "It’sbecome unclear whether we can reach our target" of selling one million 3 -D sets in theyear to March 31,” he said. Panasonic’s product for the comparative analysis is the 55”inch class Viera, priced at $3,350. Panasonic’s premier 3D product differs in thebacklight composition, opting to use plasma for the opening of the 3D market. W Withplasma ithplasma however, comes the looming fear of having to replace the backlight in the television as is necessary for plasma. However, the LED backlight Samsung offers isfar superior to the picture quality of a plasma television. The pricing strategy of Panasonic is in question as well, considering the plasma technology is much cheaper toproduce yet the price is similar to that of LED backlight set. 3.4 LG Electronics Inc.

 

LG Electronics is a Korean company. LG Electronics Inc., ranking as the th e world'ssecond-largest maker of flat-screen TVs, said it aims to strengthen its presence in theburgeoning 3D TV market, seeking to grab a share larger than its target for the liquid-crystal display (LCD) TV market. LG is eyeing 25 percent of the global 3D TV marketthis year, which amounts to 950,000 sales based on an annual market forecast of 3.8million units. That compares with LG's 15 percent market share target for  for LCD TVs TVs,, or 25 million units. "Considering the downward trend of (our) market share in the generalTV market, it is our goal to lift our market share in 3D TV, which will lead the next TVmarket," Kwon Hee-won, executive vice president and head of of  LG's LCD TVbusinessunit, TVbusinessunit, told a press conference, declining to provide a specific sales target.LG had focused on the mass market. Initially LG’s objective was to create afootprint among the sizable middle class, and other than its aggr aggressive essive pricing, therewas little to distinguish it from other consumer durable companies. LG’s premiumproduct in the 3D lineup is the 55” inch class Infinia model, LED projection full 3DHDTV, priced at $3,970. One major drawback with this product is the label of being a3D-Ready TV, in comparison to a 3D-Enabled TV like that of Samsung’s 3D TV productline. This factor and the passive approach LG has in the television market will limit theshares they will get in this early phase of the 3D TV product life cycle. 3.5 Vizio Inc.

Vizio is a market share leader in the industry, but its claim to success is in itsability to follow technology and market trends. Vizio’s vision is to be the industry leader in consumer electronics by consistently delivering the latest technologies at the mostaffordable price. This mission allowed Vizio to take the No. 1 market share in LCDtelevisions in 2009, the first time in six years anyone but Samsung held the covetedranking. Vizio also found itself in the 3D TV market soon after other brands such asSamsung pioneered the way. Using the best of innovations other companies have had,