Sang-hoon Lee - Samsung...Invest in our future Sang-hoon Lee Disclaimer The materials in this report...
Transcript of Sang-hoon Lee - Samsung...Invest in our future Sang-hoon Lee Disclaimer The materials in this report...
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Invest in our future Sang-hoon Lee
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Disclaimer
The materials in this report include forward-looking statements which can generally be identified by phrases such as
Samsung Electronics (SEC) or its management "believes," "expects," "anticipates," "foresees," "forecasts," "estimates" or
other words or phrases of similar implications. Similarly, such statements that describe the company's business strategy,
outlook, objectives, plans, intentions or goals are also forward-looking statements. All such statements are subject to
certain risks and uncertainties that could cause actual results to differ materially from those in the presentation files
above.
For us, particular uncertainties which could adversely or positively affect our future results include:
· The behavior of financial markets including fluctuations in exchange rates, interest rates and commodity prices
· Strategic actions including dispositions and acquisitions
· Unanticipated dramatic developments in our major businesses including CE (Consumer Electronics),
IM (IT & Mobile communications), DS (Device Solutions)
· Numerous other matters at the national and international levels which could affect our future results
These uncertainties may cause our actual results to be materially different from those expressed in this report.
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Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
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Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
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2010 2013(E) * 2011 2012
211
188
143 136
Billion USD
* 2013(E) : Bloomberg Consensus
Continuous growth
*
16% CAGR
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America
EU / CIS China
Domestic
Others
23 %
18 %
11%
20 %
28 %
Balanced structure
2010 2013(E) *
* 2013(E) : Fn Guide Consensus
2013.1H
DP
Semi
IM
CE
Component
Device
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9
14
11
17 %
Strong improvement
2010 2013(E) * 2011 2012
27
14
Billion USD
* 2013(E) : Bloomberg Consensus
35 *
15
32% CAGR
OP margin
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Increase in premium product sales have boosted profits
2010 2011 2012
32
37 34
40 %
23 23 23 23 %
20
14
21 25 %
2013.3Q
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Improved equity ratios
54 49 50
46 %
8 %
14 12 12
2010 2011 2012 2013.3Q
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Delivered asset efficiency to minimize working capital increase
2010 2013.1H 2011 2012
Billion USD
Working Capital Increase * Working Capital Increase to Cash flow from Operation
15
5
10
0
33. 2
9.9 % *
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Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
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Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
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EBITDA
Key source of sustainable growth & competitive edge
* Annual Budget ** Bloomberg Consensus
2010 2013(E) 2011 2012
Billion USD
50 **
22 *
41
21 24
19 25
20
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• Execution within C/F
• IRR
• Payback period
• Differentiate technology and Profitability
• Flexible planning to reduce risk
Manage under strict principles and guidelines
Principles Guidelines
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New focus
2010 2013(E) 2011 2012
15
21 %
Technology, New Market
Capacity, M/S
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Domestics
Overseas
Overseas
Domestics 2010
2013
Continuous investing for growth
Global R&D investment ranking #2 in 2013, Booz&Co.
$8B 50 K
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Key strategic shifts
H/W Comp.
Set
In-house
Open Innovation
S/W
• Effective use of global R&D resources
• Soft competitive edge
• New growth engine
New focus New directions
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regulations in major countries
Changes
patent troll and
competitors
Threats
Persistent increase in IP risk
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Reinforcing IP competitive edge
• HQ • 3 Regional
Patent Experts
Early Engagement
IP Centers
• 600 In-house experts
• Product planning stage
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2010 2013 2011 2012
Global top 10 brand value
* Interbrand
$19.5 B
19 th
17 th
9 th
8 th
• Smart phone • TV
Awareness No. Brand 1
Samsung GMO, Brand Awareness Survey
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• “Accelerating discoveries and possibilities”
• Fully integrated with all business activities
• Experiential • Interactive • Localized
Utilize strong brand assets
Differentiated strategy Brand ideal
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‘People’ as one of our core values
2010
2013
$11 B
Domestics Overseas
Overseas Domestics 190 K
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Strategic directions for HR
Talent
S/W Creative
Lab
Open Innovation
Securing talent
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mSpot Medison
CSR
14 companies, over $1B invested
Organic Growth
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Growth objectives via M&A
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Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
![Page 27: Sang-hoon Lee - Samsung...Invest in our future Sang-hoon Lee Disclaimer The materials in this report include forward-looking statements which can generally be identified by phrases](https://reader030.fdocuments.in/reader030/viewer/2022040914/5e8aea70a97c7b25a31bf470/html5/thumbnails/27.jpg)
Sustainable Growth & Profitability
Enhance Competitive Edge
Maximize Mgmt Effectiveness
Finance
Capex R&D Patent Mkt. HR M&A
Risk Management
Systems (ERP/SCM)
![Page 28: Sang-hoon Lee - Samsung...Invest in our future Sang-hoon Lee Disclaimer The materials in this report include forward-looking statements which can generally be identified by phrases](https://reader030.fdocuments.in/reader030/viewer/2022040914/5e8aea70a97c7b25a31bf470/html5/thumbnails/28.jpg)
Real-time monitoring under rules & processes
Monitoring system Rules & processes
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☞ Increase of government regulations globally
Compliance Team
Employee Education Monitoring
Compliance Manual / System
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All employees access Real-time data managed by One system at Any time
• Lack of process standardization For different working places • Complicated system interface
54 Countries, 115 Systems
One Global ERP Non-standardized
Process / Data Standardization
ERP
ERP
ERP
ERP ERP
ERP ERP
ERP ERP
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• Weekly decision making • Production flexibility (CELL) • Global logistics Hub
Speed • Global S&OP * • Customer collaboration(CPFR) • Retail & channel SCM
Flexibility
Operational excellence
* S & OP : Sales and Operation Plan
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10 15 14
27
35
Operating profit 2,000
1,000
1,500
0
500 0.8x
1.2 x
2.0 x
2.4 x
1.6 x
12.3
Thousand KRW
PBR & PER declined despite increased ROE and profits
’10 ’11 ’ 09 ’12 ’13.9
Billion USD
’10 ’11 ’ 09 ’12 ’13(E)
7.0 x PER 1.6 x
PBR
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