Samsung Strategic Management Case study

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As mentioned in the report above strategic management can be defined as the brief process of identifying, selecting, choosing and then implementing actions that will help the organization in enhancing long term goals not only by creating ongoing compatibility between the internal skills and resources of the organization but by also bringing an change in the external environment within which it operates.[Ref] To better explain the concept of strategic management a real life case study is presented which is related to the Samsung company helmed by it chairman Lee Kun Hee.

Today, Samsung is a major business group which is composed of various South Korean business sectors including Samsung electronics and Samsung Life insurance. Since Samsung today is at a place where most companies dream of, it is not easy for any organization to excel to such a position without a good strategic management. This shows that Samsung has an excellent strategic management active at all levels of management which makes the organization very successful. This can be clearly seen in the following words by the Samsung America Chief executive Oh Dong Jin “We believe we can be Number One” (Pearce II, Robinson, 2005: 21-1). This statement is the proof of the company’s confidence in excelling because of an active strategic management.

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Since Samsung is aiming to be a world leading company it share certain Samsung values of “People, Excellence, Change, Integrity, Co-prosperity” and the seven important factors a world leading company should have i.e. “Dream, Vision & Goal, Creativity & Challenge, Insight & Good Sense, Technology & Information, Trust & Credibility, Speed & Velocity, Change & Innovation”  

Samsung is seen clearly working on the different dimensions of strategic management which are as follows:

  • Identifying – the company’s mission, its purpose and goals.
  • Selecting – long term objectives that will achieve the above mentioned goals. ...

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**** There is some good insight into strategic management but some muddled thinking as well in places. The writer confuses strategy and implementing the plan. The evaluation of the company is too uncritical. No company plans to fail but many do, often because of following the wrong strategy but often because it is not implemented properly.