韩国三星集团战略分析书面报告

第1篇摘要：三星作为全球知名企业，其在国家发展战略方面具有重要地位。

本文将从三星的发展历程、战略目标、战略举措以及面临的挑战和机遇等方面进行深入分析，以期为我国企业制定国家发展战略提供借鉴。

一、三星发展历程1. 创业初期（1938-1950年）1938年，三星创始人李秉喆在韩国创立了三星商会，主要从事干货和食品的进出口业务。

在战后，三星逐渐涉足纺织、造船、化工等领域，为韩国经济的恢复和发展做出了贡献。

2. 发展壮大（1951-1980年）1953年，三星正式成立，开始涉足重工业领域。

在20世纪60年代，三星开始实施多元化发展战略，进入电子、家电、半导体、通信等领域。

到1980年，三星已成为韩国最大的企业集团之一。

3. 国际化扩张（1981年至今）20世纪80年代，三星开始进军国际市场，通过设立海外子公司、收购海外企业等方式，逐步扩大全球市场份额。

如今，三星已成为全球知名品牌，产品遍布世界各地。

二、三星国家发展战略1. 战略目标（1）成为全球领先的科技公司三星致力于成为全球领先的科技公司，不断提升产品竞争力，推动科技创新，为全球消费者提供高品质的产品和服务。

（2）成为全球最大的企业集团三星将不断扩大业务范围，提升企业规模，成为全球最大的企业集团之一。

（3）实现可持续发展三星关注环境保护、社会责任和企业治理，致力于实现可持续发展。

2. 战略举措（1）技术创新三星加大研发投入，不断推出具有创新性的产品，提升产品竞争力。

例如，在智能手机领域，三星推出了曲面屏、折叠屏等创新产品。

（2）品牌建设三星注重品牌建设，通过提升品牌形象，增强消费者信任。

在广告、公关等方面，三星投入大量资源，提升品牌知名度。

（3）全球化布局三星在全球范围内设立研发中心、生产基地和销售网络，以实现全球化战略。

例如，三星在中国设立了研发中心，并在全球多个国家和地区建立了生产基地。

（4）产业链整合三星通过并购、合作等方式，整合产业链资源，提升产业链竞争力。

企业战略分析组长:组员：一．集团简介三星集团成立于1938年，创办人为李秉喆，是韩国第一大企业，同时也是一个跨国的企业集团，三星集团包括众多的国际下属企业，旗下子公司有三星电子、三星物产、三星生命、三星航空等等,业务涉及电子、金融、机械、化学等众多领域。

三星电子是旗下最大的子公司，目前已是全球第二大手机生产商、全球营收最大的电子企业。

下面我们就三星电子作进一步分析。

二．战略分析(一)企业内部条件分析1.资源分析三星成立较早,在资本积累方面具有相对优势,2007年总资产已高达2808亿美元，在2011年的全球企业市值中为1500亿美元；在实物资源方面较有保障，已在多个国家投资建厂；在人力资源方面，其高层管理人员能力很强，同时建立研修院,有众多科技人员，被社会赋予“三星人才宝库”之美誉；在技术资源方面，三星坚持技术积累，重视核心技术研究开发和自主创新;在全球范围内享有广泛知名度和较高美誉度。

2.企业核心能力分析①主营业务分析消费型电子、DRAM与NAND FLASH，单片机和微处理器、无线通信芯片与晶圆代工。

②核心产品分析LCD电视、液晶皮肤，半导体、移动电话,数字相机，摄像机，液晶显示器，打印机,硬盘，白色家电,家庭影院等.③核心能力分析三星培育核心能力的方法主要是坚持技术积累,主要表现在:自主研发,模仿改进，外部购买,人才聘请，组建技术同盟。

其次,不盲目多元化，坚守核心领域。

三星电子的核心产品是手机，而其核心产品的核心技术是手机CPU 技术研发，具有难以模仿性，并为其创造了很大的价值.3.内部文化环境分析①三星新进职员必须接受一个为期四周的集团人文教育训练，这项训练能使三星职员在裁员后仍维持一定的忠诚度。

②三星的经营理念是“以人才和技巧为基本，发明出最高品德的产品和服务，为人类的社会发展作出贡献。

"它代表了三星为全世界的繁华直接做贡献的坚定决心。

（二）企业外部条件分析1.PEST模型分析①政治—法律环境：近年来，亚洲政局稳定，有利于电子制造商连续稳定的经营；三星作为韩国第一大企业,受到政府大力支持。

三星公司智能机战略分析三星公司是全球领先的电子产品制造商之一，其智能手机产品在全球市场上具有很高的占有率。

为了保持其竞争力和市场地位，三星公司一直在进行战略调整和创新，以满足快速变化的市场需求。

以下是对三星公司智能手机战略的分析：1.品牌战略三星公司一直致力于树立自己的品牌形象。

通过大规模的广告和市场营销活动，三星不断增加对消费者的认知度和品牌忠诚度。

此外，三星通过赞助体育赛事和与明星合作，进一步加强了品牌的影响力。

这种品牌战略有助于三星公司在竞争激烈的智能手机市场中脱颖而出。

2.产品创新三星公司一直注重产品创新，不断推出颇受欢迎的功能和技术。

例如，三星曲面屏设计引入了全新的手机外形，受到消费者的青睐。

此外，三星还在摄像头、处理器和电池技术等方面进行了持续的创新，提升了智能手机的性能。

这种产品创新能力使三星公司在市场上保持领先地位，并吸引了大量的忠实消费者。

3.多元化产品组合为了满足不同消费者的需求，三星公司提供了多元化的产品组合，涵盖各个价位和功能层次。

从高端旗舰机型到中低端入门级手机，三星的产品线覆盖了市场上的大部分细分领域。

这种多元化的产品组合使三星公司能够满足消费者的各种需求，并扩大其市场份额。

4.全球市场扩张三星公司将全球市场作为其战略重点之一、通过与运营商的合作，三星在全球范围内推广其产品。

此外，三星还积极开展海外市场的广告和市场营销活动，提升了品牌的全球知名度。

这种全球市场扩张战略使三星公司能够增加销售量并降低在特定地区的依赖性。

5.生态系统建设三星公司通过建立生态系统，加强与其他厂商和开发者的合作关系。

例如，三星与谷歌合作开发了三星Galaxy手机系列，并在应用商店中提供了丰富的应用程序和内容。

此外，三星还建立了与其他设备和服务供应商的合作关系，例如智能家居和物联网领域。

通过这种生态系统建设，三星公司能够提供更多的价值给消费者，并进一步巩固其在市场上的地位。

总结起来，三星公司通过品牌战略、产品创新、多元化产品组合、全球市场扩张和生态系统建设等措施，成功地保持了在智能手机市场的竞争力。

Strategic Analysis on Samsung Electronics Ⅰ.Brief IntroductionSamsung Group is a diversified group, with operations in various sectors such as electronics, financial services, chemicals and infrastructure. Samsung has operations across the world .It is headquartered in Seoul, South Korea and employs about 276,000 people.Samsung Electronics was founded in 1969 in South Korea with Samsung Group as its largest shareholder.10 years ago, the brand “Samsung” was just a symbol for cheap electrical appliance among consumers but now it becomes one of the leaders in high-tech digital products.In 1992, Samsung Electronics began manufacturing in China. Samsung set up SEHC in Huizhou. Since then, Samsung has been investing in China and keeping cooperating with operations in China. Nowadays, China is the country which Samsung put main money into.Ⅱ.Strategic Environment Analysisi. External Environment of Samsung1. General Environment AnalysisThe general environment of Samsung includes four terms:Political/legal segment: A stable political environment should be formed for a company, as the situation will provide a stable development environment. For example, in 2006 China has brought some new political decisions.One is to protect the rights of consumers; the other is to promote the competition environment which is more equitable.As to the legal force,New “Telecommunication Law” is drafting out and this law includes lots of constraint articles for electronic industry.For Samsung:The environment could make Samsung change its market into more stable countries such as China. And new competition policy would let it change itsstrategy in competition especially in price.Economic segment:Global economic has already came into tardiness phase, problems of high price of oil, global imbalance and the increase of high public liability of developed country would make the economic instable. The financial crisis happened in 2008 has already proved this. However, the GDP of whole world increase intensively. This might impact an organization in lots of terms such as supplier and customer.In China economic increased intensively during the last few years. GDP of China nearly up to 10.1% in 2010. Thus the environment of economic environment in China is good for organizations.For Samsung：It would be impacted heavily from the declining of global economic, however, in China, stable and increasing market would let Samsung put more focus on it. And the price of Samsung’s products should be changed for the different condition of the different countries.Technological segment:Generally speaking, technology nowadays could be described as huge new technology coming forth, especially in global information. And the pace is more and more fast. The amalgamation of information sciences, life sciences, matter sciences and cognitive sciences made information technology used in more areas.Demographic segment (in China):We can understand the demographic distribution from the table below:From the table we could see that population in counties is larger than in cities, male and female numbers are approaching to a balance and the largest amount of people are located between age 15 to 59. This means more potential markets are engendering by the increasing of people in China.The government of China also does his best effort on public sanitation and speed up the development of education these years. As a result, the people quality in health aspect and education aspect both increase quickly.For Samsung:Huge population gives Samsung lots of new opportunities. As an electronic industry, Samsung put most of its market in areas which has high earnings such as big cities. More people in cities than before would enrich Samsung’s market. Also, potential market and potential labor market would be given since the increasing of city population.2. Industry Environment AnalysisPorter’s Five-Forces Model of Industry CompetitionSUBSTITUTES: easilycan be substituted byother new electronicproductsSpecifically, the industry environment of Samsung also includes four terms: Threats of new entrants:As we all know, there are lots of organizations do business in electronic industry and this market had already saturation. Electronic production needs high cost, so the strength of entry barriers is very huge. In this case it is not so easy for other organizations to enter this industry.In addition, in the area of appearance few organizations could do better than Samsung and this make Samsung has a large amount of loyal consumers. Threat of substitute production:The substitute production of Samsung’s electronic production in China includes Nokia, Moto, Sony, LG, Siemens, TCL and so on.LG and TCL could not impact Samsung heavily because the features ofthese organizations’ products have not catch up with Samsung’s now and even in the future few years. Which could be threats to Samsung’s electronic production actually are Nokia, Moto and Sony. These organizations’ products have wonderful features and their own loyal customers.Bargaining power of suppliers：Samsung is an integrative company thus it has its own supplier link. Supplier link which makes Samsung proud the most let Samsung has very little impact on the bargaining power of suppliers. They only need to care about the raw materials.Bargaining power of buyers: Because of the stable economic and political environment, the target market of Samsung’s prod ucts would stay in a dynamic balance. We also could see that, economic is increasing fast, with the buying behavior of high earning group, there would be large amounts of potential market exist for Samsung.ii. Internal Environment of Samsung1. Internal ResourcesTangible resources:◆Financial resource：Through financial analysis of Samsung, we can see that it is now in a strong financial position. As the data shows, Samsung has high amount of total assets and net sales .Although its debt isn’t in a very lo w level, its net income still keeps growing, reaching to 13.8 billion dollars in 2009. Organizations in such a strong financial position can be more responsive to new opportunities and new threats.◆Technological resource：Innovation is crucial to Samsung's business. As new technologies are being constantly introduced to the market, speed is essential for remaining competitive in today's digital era. In case of that, Samsung’s R&D centers are set up all over the world. The R&D network spans six Samsung centers in Korea and 18 more in nine other countries, including the United States,the United Kingdom, Russia, Israel, India, Japan and China, as well as other research centers and universities. These centers are tasked with hiring top-notch local talent, investigating the latest local technology trends, and bringing to life those technologies that make the greatest benefits.Intangible resources:◆Human resource: One of Samsung's strongest assets is the team of talented researchers and engineers. More than a quarter of all Samsung employees—42,000 people—work everyday in research and development. When employing people, Samsung puts his focus on employees’sense of responsibility as it is the core value outlook of SEC. Samsung select people who have good morals a nd be innovated. Anyway, employees need to be fit with Samsung’s culture. Samsung not only puts his focus on the process of selecting employees, but also the process of training and educating employees. As statistics shows, Samsung costs about 63,000,000 dollars every year on the training of employees. In order to attract people with abilities and retain them, Samsung even programs an all-around incentive system and a scientific performance appraisal system. Those experts who have excellent performance even gain higher annual salary than top executives and managers.◆Unique brand reputation: Samsung’s reputation is based on its corporate culture.As we all know, its vision is to lead the digital convergence revolution growing to be the best and its mission is to become a best Digital-ε company. Here, εmeans most efficient productive management. Furthermore, Samsung’s service conception is to keep strong contact with customers and make their best efforts to satisfy with customers. All these operating philosophies gain a lot of reputation for SEC.2. Value Chain Analysis3. Core Competencies AnalysisSamsung ’s core competencies are as follows ：◆ Innovation: Speaking of Samsung’s resplendence, almost every manager or ordinary employee will refer to the well-known remarks by Kun-Hee Lee, the chairman of Samsung Group, “Except wife and children, all the things have to change.” In 1993, Kun-Hee Lee conducted the “New Management” program. Through continuous indoctrinization of the consciousness of crisis and the concept that only those who change can possibly survive, Samsung’s core business begun to change from mass imitational production to independent brand development based on digital technology. During its course to become a world-class company, Samsung has never stopped innovation and transformation. In 2001, in order to cope with the fast-changing information age, the program of “Digital Management” was carried out. In 2002, Samsung implemented the Wow Product system in order to maintain its leading position through the developmentOperations Inbound Logistics Outbound Logistics Marketing and Sales Service relationships HRM Technologyof a series of high-tech. Innovation now has become part of Samsung’s spirit and culture and has become the driving force of Samsung’s firm and continuous transformation.◆Triangle Management Structure:Samsung Group creates a “triangle management structure” in the “New Management” program aiming at the integration of knowledge capital. In such a structure, CEO Kun-hee Lee is at the vertex of a triangle. Another point is the “structural adjustment department” itself. The third triangle point is the Chief Executive Group. CEO at the vertex is in charge of guiding management direction and deploying strategic target, leading his workers struggling to create products. “Structural adjustment department” not only assists President to carry out the strategic decisions but also acts as the role of monitor in charge of regulating a few branches of the operation. Chief Executive Group is responsible for carrying out specific strategic plan regarding to how to develo p the actual business activities. “Triangle Management Structure” increases Samsung’s market competitiveness, considered as Samsung’s management work milestone. Because of this structure,management responsibility is strengthened and management efficiency also improved.◆Human Resource Program:In order to be better in the 21st century, Samsung strengthens human resources management system, building up South Korea's biggest talent library to promote the operation’s sustainable development. Additionally, Sam sung pursues the principle of “people first”, always believing that enterprise success lies in the quality of employees. Samsung divide technology into four terms: basic technology, advanced technology, core technology and future technology. As for these technologies, Samsung is equipped with corresponding personnel and establish suitable training system for each level talent.Ⅲ. Strategic Plan Analysisi. Corporate StrategiesAt present, Samsung’s products includes: CDMA mobile phones, CDMA system, TFT-LCD monitors and other communication and office supplies; Semiconductor,34-inch flat screen CRT and other core components;Rear projection big screen TV, DVD, home theater and other AV products; Digital camera and other optoelectronic products; Large double-door refrigerators, air conditioners and other white appliances.Obviously, Samsung purses such a related diversification strategy. However, as mentioned above, chairman of Samsung Group says “Except wife and children, all the things have to change.” Afte r the financial storm happened in South Korea, Samsung decided to drastically adjust the layout of its strategies, focusing on core business. Samsung withdrew the sprawling diversity of business rivaling with Sony and Philips，concentrating on the core business in 21st century: digital products.Samsung compressed business in BP machines, switches, small-scale household appliances, focusing on multimedia, information and communication appliances (third generation mobile phones) and semiconductor as three areas of core business.In 1999, Samsung invested 1.2 billion in R&D of digital products in 2000 reached 1.7 billion, seeking to occupy the advantageous position in the digital revolution. Samsung also adjust the organizational structure and lay off employees. In the end of 1999, Samsung's affiliates and subsidiaries reduced from 65 to 40.Furthermore, Samsung closed a large number of overseas institutions. As to the layoff, Samsung cut down 35% of employees in three years with capita sales increasing from $ 2,250,000 in 1997 to $ 4,300,000 in 1999.In such ways, Samsung highlight their core capabilities, concentrating on preponderant resources to enhance the key markets. Consequently, 1999 annual sales reached 100 billion U.S. dollars, net profit of 1.1 billion, an increase over 1998—respectively 24% and 85.8%.From then on, Samsung is focused on restructuring the business of digital products as an international enterprise group.ii. Business-Level StrategiesSamsung’s business-level strategies change from cost leadership strategies to differentiation strategies.From the very beginning, Samsung pursued cost leadership strategieswith a consideration to Samsung’s strengths and weaknesses combined with opportunities and threats of the environment.Samsung insists such a strategy which is suitable for itself, reaching to the top of the world in several fields such as black-and-white television, microwave oven and video.Instead of pursuing cost leadership strategies unchanged, Samsung began to change its competitive strategies in 1992, as the external environment develops so fast. China is becoming the “World Factory” replacing South Korea. Therefore, Samsung’s advantage of cost is under a dangerous situation. Since then Samsung shifted to innovation-based differentiation strategies.Samsung’s differentiation strategies can be understood in the following four aspects.◆High-end brand positioning：Samsung positions the core value of brand in the “Digital E, Leading technology, High-end and high-value, style of fashion and simple”.It achieves this position through advertising, public relations, price, channels and other strategic support. For example, Samsung adjusted the low-end brand marketing channels for high-end. It quietly retreated from the Wal-Mart and other discount stores, as these places are against with the high-end brand positioning. Samsung then moved the DVD, TV and computer products into Best Buy, Sears, Circuit City and other stores in higher-level consumptions instead. Samsung also use dozens of advertisers replaced by one advertiser to make Samsung’s advertising appearance consistent.◆Sport marketing: Samsung’s involvement with the Olympic Games began in 1988 when it became a local sponsor for the Seoul 1988 Olympic Summer Games. In 1997, the company then became a member of The Olympic Partner (Top), Worldwide Olympic Partner in the wireless communications equipment category, continuing its contribution to the Olympic Movement for five consecutive Olympic Games. Through its advanced wireless telecommunication technologyand products, Samsung is recognized for providing the Games with crucial, real-time information service in support of the world’s largest sporting event. Samsung regard Top as its highest strategy in sport marketing. Except for the Olympic Games, Samsung also hold Samsung Mobile Explorer to invite university men to participate in the games Samsung sponsored as reporters. With continuous investment in such campaigns, Samsung build up its complete system of sports marketing through advertising, sales promotion and public relations. In such a market penetration strategy, Samsung obtains good brand effect,greatly enhancing Samsung's brand value.◆Brand alliance: As entered into era of mobile digital convergence, Samsung calls for cooperation with some major software and chip manufacturers. Therefore it develops some newest products through strategic alliances formed with Intel and Microsoft. What’s more, Samsung form alliances with upstream manufacturers in each link of industry chain. For example, in panel manufacturing, Samsung and SONY constitute strategic alliance. In 2004, they jointly invest 2.1 trillion to establish the S - LCD Company producing the seventh generation LCD panel. In CDMA field, Samsung and QUALCOMM Incorporate have been strategic alliance for years. In 2005, QUALCOMM even make manufacturing business outsourcing to Samsung.◆R&D in product differentiation:In order to keep differentiation in products, Samsung continue investing in R&D and technology development. In 2005, Samsung put 9% of its income (about 5.4 billion) into R&D. And in 2010 Samsung cost 240 billion to build new semiconductor production line. Additionally, as is mentioned, Samsung’s R&D centers are set up all over the world. All these factors lead to Samsung’s pro duct differentiation.11 / 11。

韩国企业（三星公司）在华营销战略分析摘要目前世界经济己进入全球化时代，在这种全球化时代，只针对国内需求市场经营的企业将难以生存，要成长和发展就需要采取全球化的企业战略。

韩国、日本具有地理方面的优点和比欧美具有类似文化的优点为比欧美国家特有的优点。

到目前许多韩国企业趁中国开放的机会进入中国市场，不仅有成功的企业而且也有失败的企业。

本研究希望通过进入中国市场的韩国企业三星公司进行研究，导出进入中国市场时有效的策略，为韩国企业有效进入中国市场提供借鉴。

关键词：韩国企业；三星公司；营销战略目录摘要 (1)绪言 (3)一、三星电子概况 (3)二、三星公司电子在华营销战略分析 (4)（一）产品战略 (4)（二）品牌战略 (5)三、三星在华成功营销的原因 (8)（一）本土化 (8)（二）品牌形象高端化 (8)（三）人力资源管理 (8)四、韩国企业（三星公司）在华营销战略所带来的启示 (9)（一）关注中国政府的政策变动 (9)（二）以了解当地文化为基础而决策当地化战略 (9)（三）必须有自己的主打产品 (9)（四）重视文化的运用 (10)（五）重视人才 (10)（六）社会责任（CRS） (10)参考文献 (11)绪言目前世界经济己进入全球化时代，欧洲联盟引进的EURO、各个国家之间缔结的FTA、WTO体系的发展等的变化扩大了全球化的自由贸易。

在这种全球化时代，只针对国内需求市场经营的企业将难以生存，要成长和发展就需要采取全球化的企业战略。

尤其，中国由1990年代以来，每年达到7%至10%的成长率而且因召开2008年世界奥运会和2010年广州亚运会吸引世界的注意力。

目前世界最关注的新兴市场为中国，因此各个国家为先占有进行竞争。

其中韩国、日本具有地理方面的优点和比欧美具有类似文化的优点为比欧美国家特有的优点。

到目前许多韩国企业趁中国开放的机会进入中国市场，不仅有成功的企业而且也有失败的企业。

通过到目前的研究己知，在企业要进入海外市场上最重要的成功因素为深切地分析对该国家的政治、经济、社会、文化方面而且准备对该国家合适的投资方向和战略。

三星集团的创新战略案例分析三星集团作为全球知名的科技巨头，一直以来都以其卓越的创新能力和出色的产品表现受到业界的广泛赞誉。

本文将对三星集团的创新战略进行案例分析，探讨其成功的原因。

第一部分：背景介绍介绍三星集团的基本情况，包括其成立时间、主要业务领域、市值规模等。

同时也可以简要提及一下三星集团的主要竞争对手情况，以便更好地理解三星的创新战略在竞争激烈的市场中的作用。

第二部分：创新文化的建立三星集团一直强调创新的重要性，并努力构建一个鼓励创新的企业文化。

介绍三星在组织层面上的改革，包括领导层的重要作用、员工奖励机制以及注重知识管理和知识共享等。

通过这些措施，三星打造了一个积极开放的创新环境。

第三部分：研发投入的持续增加三星集团不断增加研发投入，以支持持续的创新。

列举一些具体的数据，比如过去几年三星在研发领域的投资额，在新产品研发上的花费等。

同时，也介绍一下三星集团与科研机构、高校的合作情况，以及与其他公司之间的技术交流与合作。

第四部分：市场导向的创新三星集团一直非常注重对市场需求的及时了解，并将市场需求作为创新的驱动力。

通过市场研究和用户洞察，三星能够准确把握市场趋势，迅速推出满足用户需求的新产品和服务。

同时，三星还注重与用户的互动，倾听用户的反馈，并在新产品开发中进行改进。

第五部分：多元化布局的创新除了在手机、电子产品领域取得成功外，三星集团还积极探索其他领域，进行多元化的创新布局。

介绍一下三星在其他领域的发展，比如电子零部件、医疗器械、新能源等。

通过对不同领域的涉足，三星提高了自身的全面创新能力，并为未来的发展打下坚实基础。

第六部分：案例分析与总结选择一到两个具体的案例，详细分析三星集团在该案例中的创新战略和实施情况，并分析其取得成功的原因。

可以结合实际数据和市场反响进行说明，以更好地支撑论述。

最后，对三星集团的创新战略进行总结，强调其对企业发展的重要性，并给予适当的展望。

最后，附上参考文献，方便读者查阅相关信息。

三星公司的战略分析一、三星公司简介（一）公司概况三星公司2001年起成为全球最大的内存芯片、纯平显示器以及彩色电视制造商以及第三大手机制造商，在全世界47个国家建有89个分支机构。

集团旗下的旗舰公司-三星公司除了本土以外投资最多的是海外市场。

三星近几年在中国市场上取得了巨大的成功，不仅是因为他们手中掌握了国内企业所不能比拟的强势品牌优势，提供了具备竞争力的产品，并且他们独具特色的企业文化业发挥了举足轻重的作用。

世界著名企业都具有独特的企业文化，企业所创造的独特的企业文化是企业成功的基本条件，已经成为企业核心竞争力的重要组成部分。

但是一个独特的企业文化遭遇另一个文化的时候，两个文化的融合就并非简单的事情，稍有不慎就会产生跨文化之间的冲突，尤其是在企业内部管理方面出现很多问题。

本案例分析将对三星总公司和在华子公司的企业文化、文化差异进行分析，阐述三星在华的发展情况和经营状况、三星的企业文化以及特征，提出三星克服文化差异的方法和对策。

1992年，三星公司开始实施向中国大规模投资的战略。

10年来，通过不断了解、适应和开拓中国市场，三星公司在中国的事业取得了巨大的发展，已经成为中国家喻户晓的韩国品牌。

三星公司在中国的事业取得了巨大的发展，已经成为中国家喻户晓的韩国品牌。

三星在短短半个多世纪创造了令世人惊叹的企业神话，其独特的经营理念、不断创新的企业文化成为诸多企业竞相模仿学习的准则。

中国改革开放以来，许多国际企业来华投资，而且中国企业不断向国际企业学习，包括新技术、经营管理模式、营销战略等多方面。

同时，很多中国企业正在准备向国外发展。

（二）主营业务三星公司在中国的投资主要由三星公司、三星电机、三星SDI、三星康宁、三星SDS等相关公司构成。

此外，第一毛织、三星TECHWIN（三星航空）、三星重工业、三星物产、第一企划、三星生命、三星火灾等公司在中国也有投资。

目前三星公司在中国经营的产品主要包括：CDMA手机、CDMA系统、激光打印机、TFT-LCD显示器等通讯以及办公产品。

三星电子企业战略分析报告课程；企业战略管理专业；物流管理学生姓名；徐陕华1030740101丁强1030740102姚依斌1030740103吕美英1030740104徐擎1030740107谢逸阳1030740109汪晶晶1030740110陈杰1030740111陈建辉10307401122013年3月25日目录一、公司简介 (3)1、公司总体状况 (3)2、组织结构图 (3)3、公司发展情况 (4)二、宏观环境分析 (4)1、政治环境 (4)2、经济环境 (5)3、社会环境 (6)4、科技环境 (6)三、公司所在行业分析 (6)1、行业的定义与特征 (6)2、五种竞争力量 (7)四、战略环节分析 (11)1、成功关键因素分析法 (11)2、主要竞争者 (11)五、评估公司的资源和环境 (13)1、财务趋势与价值链分析法 (13)2、综合分析 (14)3、SWOT分析法 (16)六、那些促使三星成功的策略 (18)1.跟进策略，对标杆进行模仿..........................,,,,.182.对手机行业快速反应 (19)七、方案评估 (19)一、公司简介1、公司总体状况三星集团（简称：三星）是韩国第一大企业，同时也是一个跨国的企业集团，三星集团包括众多的国际下属企业，旗下子公司有：三星电子、三星物产、三星生命、三星航空等等，业务涉及电子、金融、机械、化学等众多领域。

是美国《财富》杂志评选为世界500强企业之列，三星电子是旗下最大的子公司，目前已是全球第一大手机生产商、全球营收最大的电子企业，在2011年的全球企业市值中为1500亿美元。

三星集团是家族企业，李氏家族世袭，旗下各个三星产业均为家族产业，并由家族中的其他成员管理，目前的集团领导人已传至李氏第三代。

三星集团成立于1938年，创办人为李秉喆，最初主要出口朝鲜南半岛的鱼干、蔬菜和水果。

1950年代逐步扩展为制糖、制药、纺织等制造业，并确立为家族制企业。