Strategic Analysis of Samsung USA
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Transcript of Strategic Analysis of Samsung USA
A STRATEGIC PLAN2016 MARIST COLLEGE v1.0
We is greater than I.We are the pioneers who see the world differently to show a future that cannot be created alone.
Contents1.0 OVERVIEW 05
1.1 History 06
1.2 Business Case 09
1.3 Leadership and Culture 12
1.4 2020 Vision and Mission 14
2.0 LOOKING INTO THE FUTURE 15
2.1 Strategic Question 16
2.2 Rationale 17
2.3 Strategic Recommendation 18
3.0 SITUATIONAL ANALYSIS 19
3.1 Demographics 20
3.2 Technology and Security 23
3.3 Strategic Group Map 24
3.4 Key Success Factors 28
4.0 INTERNAL ANALYSIS 29
4.1 Key Leaders 30
4.2 Value Chain 34
4.3 Core Competencies 35
4.4 Liquidity Ratio 36
4.5 Efficiency 37
4.6 Profit 38
5.0 KEY CONSIDERATIONS 39
5.1 Key Considerations and Implications 40
6.0 SWOT PROFILE 41
6.1 Strengths and Weaknesses 42
6.2 Opportunities and Threats 44
6.3 Grand Strategy Orientation 46
6.4 Grand Strategy Clusters: Attractiveness 47
6.5 Grand Strategy Section Matrix: Investment 48
Ɨ Please see authors on last slide
7.0 STRATEGIC APPROACH 49
7.1 Strategic Question 50
7.2 Industry Reminders 51
7.3 Internal Reminders 52
7.4 Corporate Level Strategy 53
7.5 Business Level Strategy 60
7.6 Strategic Impact 62
8.0 MANAGERIAL IMPLICATIONS 65
8.1 Value Chain Implications 66
Contents9.0 STAKEHOLDER IMPACT 67
9.1 Stakeholders 68
10.0 ETHICAL FRAMEWORK 69
10.1 Ethical Implications 71
11.0 CONCLUSION 72
11.1 Next is Now 73
12.0 REFERENCES 75
Ɨ Please see authors on last slide
OVERVIEWAn Introduction to Samsung
1.0
Some of our (over)achievements.
06
1.0 OVERVIEW History
Foundation……………………………………….………......Manufacture Continuity……………………………………………….......…………………………………………….…......
Founded as a trading company in 1938 in Seoul, South Korea
Some of our (over)achievements.
07
1.0 OVERVIEW History
Foundation……………………………………….………......Manufacture Continuity……………………………………………….......…………………………………………….…......
Founded as a trading company in 1938 in Seoul, South Korea
In the 1950’s Samsung’s manufacturing processes became it’s most known function, and still remains to be that
Some of our (over)achievements.
08
1.0 OVERVIEW History
Foundation……………………………………….………......Manufacture Continuity……………………………………………….......…………………………………………….…......
Founded as a trading company in 1938 in Seoul, South Korea
In the 1950’s Samsung’s manufacturing processes became it’s most known function, and still remains to be that
Samsung has aimed to maintain a corporate identity of improving the lives of consumers and bettering the community
Who we are defines what we do.
09
1.0 OVERVIEW Business Case
(CE) TV, Monitor, Refrigerator, Washing Machine, Medical Devices, etc.
(IM) Smartphones, Network System, Computer, Digital Camera, etc.
(Semiconductor) DRAM, NAND Flash,
Consumer Electronics
Information Technology
Device Solutions
Mobile Communications
Products Divisio
ns
(DP Business Unit) TFT-LCDs, OLEDs,Mobile AP, etc. LED, etc.
Division 2015 2014 2013
Revenue Portion Revenue Portion Revenue Portion
CE 468,954 23.4% 501,831 24.3% 503,315 22.0%
IM 1,035,534 51.6% 1,117,645 54.2% 1,388,172 60.7%
DS
Semiconductor 475,867 23.7% 397,299 19.3% 374,365 16.4%
DP Business Unit 274,869 13.7% 257,272 12.5% 198,371 13.0%
Sub – Total 750,261 37.0% 657,898 31.9% 677,609 29.6%
Total 2,254,749 100% 2,277,374 100% 2,569,096 100%
10
1.0 OVERVIEW Business Case
Ɨ Unit: KRW 100 Million, %
What we do defines our success.
Culture eats strategy for breakfast.People create the culture.
A culture and a new way of thinking
12
We aim to reform our internal culture, execute as quickly as a startup company and push towards open communication and continuously innovate– Samsung Press Release ‘16
“
1.0 OVERVIEW Leadership and Culture
The leader that gives Samsung an edge.
13
Dr. Oh-Hyun Kwon,Vice Chairman & CEO Samsung Electronics
Key Achievements Developed first 64mb DRAM TIME 100 most influential people Achieved top market shares of:
Display driver IC’s Application processors CMOS image sensors
1.0 OVERVIEW Leadership and Culture
2020 Vision & MissionInspire the World, Create the Future.
CarloBarloccoVice President, Head of Sales and Marketing, Italy
14
LOOKING INTO THE FUTUREThe Question that Drives the Plan
2.0
How will home entertainment evolve in the smart home within the next one to three years?The Strategic Question for Samsung
17
2.0 LOOKING INTO THE FUTURE Rationale
How we choose to rationalize thisDo something so different that it sets us a part.
As home entertainment grows within the smart home industry, we see this as a means to challenge the way we collect data to
primarily better the lives our consumers, create valuable opportunities for our business partners, and create a better,
more insightful future.
GROWTH
BIG DATABIG
INSIGHTS
CONTENTSTREAMING
ARTIFICIALINTELLIGENCE
INNOVATION
PARTNERSHIPS
LEAD
How will home entertainment evolve in the smart home within the next one to three years?
18
We will Collect.
We will Organize.
We will Interrogate.
We will Create.
We will Innovate.
2.0 LOOKING INTO THE FUTURE Strategic Recommendation
SITUATIONAL ANALYSISThe Factors that Drive the Strategy
3.0
Know the trends of home entertainment.
20
3.0 SITUATIONAL ANALYSIS Demographics
21
3.0 SITUATIONAL ANALYSIS Demographics
Know the trends of home entertainment.
22
3.0 SITUATIONAL ANALYSIS Demographics
Movies TV Shows
Know the trends of home entertainment.
23
3.0 SITUATIONAL ANALYSIS Technology and Security
The way technology pushes us forward.
Smart home devices are expected to reach 9 billion by 2018 Big data will change traditional business Blockchain technology is emerging
Trends developing in security. Mobile payment apps are increasing Security concerns Data theft concerns
Understanding the industry will help you understand the competitors
24
3.0 SITUATIONAL ANALYSIS Porter’s Five Forces
Rivalry is High Smaller companies compete for
opportunity to collaborate with larger companies to reach consumers
Tight oligopoly in consumer electronics industry compete closely for market share
Buying Power: Moderate-High
Barrier to Entry: Low
Supplier Power: Moderate
Threat of Substitution: Low
Understanding Players in Home Entertainment
25
3.0 SITUATIONAL ANALYSIS Strategic Group Map
Nu
mb
er o
r Fe
atu
res
Number of Products
HighLow
High
KodakNikon
Cannon
PhillipsSonos
Nintendo
LenovoVizioBose
YamahaGoPro
LGPanasonic
Amazon
Microsoft
HTCHP
Samsung Google AppleSony
Understanding Players in Home Entertainment
26
3.0 SITUATIONAL ANALYSIS Strategic Group Map
Nu
mb
er o
r Fe
atu
res
Number of Products
HighLow
High
KodakNikon
Cannon
PhillipsSonos
Nintendo
LenovoVizioBose
YamahaGoPro
LGPanasonic
Amazon
Microsoft
HTCHP
Samsung Google AppleSony
Understanding Players in Home Entertainment
27
3.0 SITUATIONAL ANALYSIS Strategic Group Map
Nu
mb
er o
r Fe
atu
res
Number of Products
HighLow
High
KodakNikon
Cannon
PhillipsSonos
Nintendo
LenovoVizioBose
YamahaGoPro
LGPanasonic
Amazon
Microsoft
HTCHP
Samsung Google AppleSony
28
3.0 SITUATIONAL ANALYSIS Key Success Factors
Key Success Factors with smart home industry weighting.
Compatibility .40 Security .15 Data Collection .25 Personalization .20 Total
Samsung
Connects to 19 products & 38 other company products
4 1.6
A few product recalls since 2011, Smartthngs is hacked easily 2 .15
Various smart tech., wide array of products and appliances
4 1.0
“Passive experience”Consumer can personalize all products 4 0 3.55
Apple
Connects to 7 products but only Apple brand 2 0.8
2 product recalls, minor hacking issues
4 .45
Various smart tech, limited amount of products and few to no appliances 3 .75
Focuses on ease of use vspersonalization
2 0.4 2.4
Google Homeand Google Pixel, several partnerships
3 1.2
1 produce recall, privacy policies improve
3 0.6
Various smart tech. limited to product line and no appliances
2 .50
Adapts to consumer tendencies w. permission; created Android – designed for personalization 3 0.6 2.9
SonySpace UX:Connects to 3 products
1 0.4
3 recalls
1 0.3
Limited smart tech., wide range of products and appliance
1 .25
VAIO personalization manger – learnsuser preferences; Xperia 3 0.6 1.55
INTERNAL OVERVIEWThe Culture that Drives the Strategy
4.0
30
4.0 INTERNAL ANALYSIS Key Leaders
Gregory Lee,President and CEO, Samsung North America
Key Achievements Developed strong relationships,
strategic alliances and new technology
Was previously Chief Marketing Officer
Those who lead us to higher levels by sharing their vision
31
Pranav Mistry,Vice President of Global Research and Development
Key Achievements Heads Samsung’s Think Tank
Team Created Sixth Sense Project,
Samsung Galaxy Gear, and Project Beyond
Those who lead us to higher levels by sharing their vision
4.0 INTERNAL ANALYSIS Key Leaders
32
Marc Mathieu,Chief Marketing Officer
Key Achievements Previously CMO at Coca-Cola and
Unilever Developed the #OpenHappiness
and “Coke Side of Life” campaigns
Those who lead us to higher levels by sharing their vision
4.0 INTERNAL ANALYSIS Key Leaders
33
Jesse Coulter,Chief Creative Officer
Key Achievements Formally the Co-Chief Creative
Officer at CAA Marketing Developed award winning work
for Chipotle Hailed one of the top 15
campaigns of the century
4.0 INTERNAL ANALYSIS Key Leaders
Those who lead us to higher levels by sharing their vision
What makes us, us?
34
Infrastructure ROE: 9.75%; ROA: 7.91%; 161 Subsidiaries Internationally; Net Profit Margin: 8.10%
Human Resource Samsung Careers
Website Talent
Management Marketing
Department Samsung Direct
Support
Technology & Development
Global Partnerships
Second Largest R&D Spender
18 Subsidiaries
Customer Collaboration
Samsung Pay
Procurement Samsung Corning
Adv. Glass Acquisitions:
LoopPay, Viv Labs, Smartthings
UPS/FedEx External Retail
Primary
SELC Raw Material
Suppliers
Produce Electronics
Global Logistic Partnerships
42 Subsidiaries
SELC CELLO
80 Subsidiariesdedicated to Marketing and Sales
Dedicated SamsungSales Channel
Recall Program 4 Subsidiaries
Inbound Operations Outbound Marketing & Sales Service
STRENGTH WEAKNESS
4.0 INTERNAL ANALYSIS Value Chain
35
One unifying brand that stays true to ourselves
SpecializationIn
Subsidiaries
HeavyResearch
&Development
Spending
GlobalReach
ConsumerPersonalization
StrivesFor
Partnerships
4.0 INTERNAL ANALYSIS Core Competencies
36
CURRENT RATIO 2015 2014 2013 2012 2011 Company Avg
Samsung 2.47 2.21 2.16 1.86 1.61 2.06
Google 4.67 4.69 4.58 4.22 5.92 4.82
Sony 0.88 0.88 0.85 0.83 0.93 0.87
Apple 1.11 1.08 1.68 1.50 1.61 1.40
Strategic Group Avg 2.28 2.22 2.32 2.10 2.52 2.29
Ɨ From Bloomberg Terminal
4.0 INTERNAL ANALYSIS Liquidity Ratio
QUICK RATIO 2015 2014 2013 2012 2011 Company Avg
Samsung 1.91 1.66 1.55 1.31 1.10 1.51
Google 4.38 4.40 4.25 3.90 5.62 4.51
Sony 0.59 0.57 0.53 0.52 0.58 0.56
Apple 0.73 0.67 1.23 1.04 1.12 0.96
Strategic Group Avg 1.90 1.83 1.89 1.69 2.11 1.88
RETURN ON ASSETS 2015 2014 2013 2012 2011 Company Avg
Samsung 9.22 13.77 15.09 10.39 7.91 11.28
Google 11.82 11.77 12.62 12.91 14.93 12.81
Sony -0.81 -0.87 0.31 -3.48 -2.01 -1.37
Apple 20.45 18.01 19.34 28.54 27.07 22.68
Strategic Group Avg 10.17 10.67 11.84 12.09 11.98 11.35
37
RETURN ON EQUITY 2015 2014 2013 2012 2011 Company Avg
Samsung 9.75 13.08 19.82 18.77 12.67 14.82
Google 18.66 16.54 16.25 14.79 14.12 16.07
Sony -5.51 -5.76 2.04 -19.96 -9.42 -7.72
Apple 46.25 33.61 30.64 42.84 41.67 39.00
Strategic Group Avg 17.29 14.37 17.19 14.11 14.76 15.54
4.0 INTERNAL ANALYSIS Efficiency
Ɨ From Bloomberg Terminal
38
OPERATING MARGIN 2015 2014 2013 2012 2011 Company Avg
Samsung 13.16 12.14 16.08 14.45 9.37 13.04
Google 25.82 24.99 27.74 25.43 30.98 26.99
Sony 0.83 0.34 3.38 -1.04 2.78 1.26
Apple 30.48 28.72 28.67 35.30 31.22 30.88
Strategic Group Avg 17.57 16.55 18.97 18.54 18.59 18.04
4.0 INTERNAL ANALYSIS Profitability
PROFIT MARGIN 2015 2014 2013 2012 2011 Company Avg
Samsung 9.32 11.19 13.04 11.53 8.10 10.64
Google 21.80 20.64 24.04 21.50 25.69 22.73
Sony -1.53 -1.65 0.63 -7.03 -3.61 -2.64
Apple 22.85 21.61 21.67 26.67 23.95 23.35
Strategic Group Avg 13.11 12.95 14.85 13.17 13.53 13.52
Ɨ From Bloomberg Terminal
KEY CONSIDERATIONSThe Implications from the Facts
5.0
From the Facts.
40
5.0 KEY CONSIDERATIONS Key Considerations and Implications
Key Considerations Implication for Smart Home Entertainment
Increased awareness in products Allows for exponential growth within the industry
Low barriers to entry leads to many acquisitions Allows Samsung to strengthen intellectual capital
Samsung’s vision is cohesive with new culture Allows Samsung to promote new a work ethic and new work assignments
Align heavy R&D spending with marketing efforts Not directly competing through products, but investing into the future
SWOT PROFILEUnderstanding our strengths, weaknesses, opportunities and threats
6.0
What Samsung is known for, isn’t all you should know.
42
6.0 SWOT PROFILE Strengths and Weaknesses
Volume and diversity of connected products Research and development Global presence Partnerships Logistics subsidiaries
Strengths Weaknesses
Internal audit of system processes Lower profit and operating margins Reliance on external software Marketing efforts compared to competitors Decreased brand equity
43
Volume and diversity of connected products Research and development Global presence Partnerships Logistics subsidiaries
Strengths Weaknesses
Internal audit of system processes Lower profit and operating margins Reliance on external software Marketing efforts compared to competitors Decreased brand equity
6.0 SWOT PROFILE Strengths and Weaknesses
What Samsung is known for, isn’t all you should know.
44
Growth in smart home market Trend toward video content streaming Online retail and e-commerce High merger and acquisition activity Millennials gaining spending power Families utilizing televisions the most
Opportunities Threats
Apple’s prominence in North America Emerging Chinese manufacturers Consumers security concerns Smart home products are too expensive
6.0 SWOT PROFILE Opportunities and Threats
What Samsung is known for, isn’t all you should know.
45
Growth in smart home market Trend toward video content streaming Online retail and e-commerce High merger and acquisition activity Millennials gaining spending power Families utilizing televisions the most
Opportunities Threats
Apple’s prominence in North America Emerging Chinese manufacturers Consumers security concerns Smart home products are too expensive
What Samsung is known for, isn’t all you should know.
6.0 SWOT PROFILE Opportunities and Threats
General Strategic Orientation
46
OP
PO
RT
UN
IT
YW E A K N E S S
TH
RE
AT
TURNAROUNDOvercome Weakness
DEFENSIVERedirect Involvement in Product and Markets
AGGRESSIVEGrowth
DIVERSIFICATIONOpportunities in Other Markets
S T R E N G T H
6.0 SWOT PROFILE General Strategic Orientation
Grand Strategy Clusters: Attractiveness
47
RE
PI
D
GR
OW
TH
W E A K E N I N G C O M P E T I T I V E P O S I T I O NS
LO
W
GR
OW
TH
RE-EVALUATE MARKETSTurnaround
Concentrated GrowthVertical Integration
Horizontal IntegrationDivestment
SEEK TO DECREASERESOURCE COMMITMENT
Redirect Involvement in Product and Markets
CONSUMER SATISFIEDREINFORCE AND HOLDConcentrated Growth
Vertical IntegrationRelated Diversification
REDIRECT CASH FLOWTOWARDS OPPORTUNITIES
Related DiversificationUnrelated Diversification
Joint Ventures and Strategic AllianceVertical Integration
Horizontal IntegrationConcentrated Growth
I M P R O V I N G C O M P E T I T I V E P O S I T I O N
6.0 SWOT PROFILE Grand Strategy Clusters: Attractiveness
Grand Strategy Section Matrix: Investment
48
IN
TE
RN
AL
D
EV
EL
OP
ME
NT
W E A K N E S SE
XT
ER
NA
L
DE
VE
LO
PM
EN
T
CONSERVATIVE APPROACHREDIRECT RESOURCES
TurnaroundRetrenchment
DivestitureLiquidation
OVERCOMMITTED BUSINESS W.LIMITED GROWTH/HIGH RISK
Strategic AllianceMerge with Competitor
Unrelated Diversification
COMMITMENT TO CURRENTBUSINESS SOLIDIFY POSITION
Concentrated GrowthInnovation
EXPAND BASE OF OPERATIONSVertical Integration
Horizontal IntegrationRelated Diversification
Joint VentureStrategic Alliance
S T R E N G T H
6.0 SWOT PROFILE Grand Strategy Section Matrix: Investment
STRATEGIC APPROACHThe Strategic Recommendation to Samsung
7.0
How will home entertainment evolve in the smart home within the next one to three years?The Strategic Question for Samsung
What we know about the industry.
51
7.0 STRATEGIC APPROACH Industry Reminders
The television isn’t going anywhere Big data is old news Security is an issue Prices are high Heavy relationship between communication and data Content streaming providers want in We’re dealing with multitaskers
What we know about Samsung.
52
#1 television provider for 10 consecutive years Has a mission that strives for partnerships, personalization and revolution Has the tools and funds to research and develop Wants an entrepreneurial culture Their devices are compatible with over 40 companies products Bought the creators of Siri
7.0 STRATEGIC APPROACH Internal Reminders
So… What does that mean for us?
53
7.0 STRATEGIC APPROACH Corporate Level Strategy
So… What does that mean for us?
54
7.0 STRATEGIC APPROACH Corporate Level Strategy
So… What does that mean for us?
55
7.0 STRATEGIC APPROACH Corporate Level Strategy
ARTIFICIAL INTELLIGENCE, MACHINE LEARNING, AND BIG INSIGHTS: ALL THROUGH THE WAY WE SPEAK.via Consultation with Linguistics Consultant
“
The unthinkable must be done.
57
Dr. Deb Roy,Chief Media Scientists at Twitter
Key Achievements Human Speechome Project Founder of Bluefin Labs PhD at MIT in Media Arts and Science Revolutionized the way we collect and measure data
7.0 STRATEGIC APPROACH Corporate Level Strategy
Create a teamSamsung’s Digital Appliances Research Lab under their R&D department
58
Deb Roy – Media Scientist Marc Mathieu, Samsung CMO Employees from Samsung’s CognitiV Analytics Team
7.0 STRATEGIC APPROACH Corporate Level Strategy
Form a Strategic Alliance with ComScore.
60
7.0 STRATEGIC APPROACH Business Level Strategy
WE HAVE TO IDENTIFY PATTERNS IN DATA AND SEE HOW IT ALL INTERACTS WITH EACH OTHER.via Consultation with Vice President of Corporate Strategy and Innovation at IBM
“
What does this mean?
62
Personalized mass marketing opportunities Better updates New innovative products Precision marketing Generates big insights Potentially sell market insight to content streaming providers Content streaming providers will see partnering opportunities
7.0 STRATEGIC APPROACH Strategic Impact
V E R G EForward Thinking. Entrepreneurship. Innovation.
One Goal. One Team.
68
INTERNAL CAMPAIGNS ARE GREAT FOR MOTIVATING TEAMS TO WORK STRATEGICALLY WITH OTHERS. AT NBCUNIVERSAL WE HAVE THE SYMPHONY CAMPAIGN.via Consultation with Senior Vice President of Strategic Initiatives at NBCUniversal
“
MANAGERIAL IMPLICATIONSThe implications in the activities
8.0
What would change?
66
Infrastructure Ethical implication with legal team
Human Resource
Samsung hires deb Roy
Launching internal HR campaign
Forming a team in Design Research labs
Training Deb Roy Training new
team
Technology & Development
Creating smart TV with voice-data encoding features
Using voice-datato create innovative opportunities for buyers
Software and system updates through Wi-Fi
Using data to personalize mass market to average consumers
Creatingpersonalized products and updates
Procurement
New partnering with ComScore to transcribe information and create outputs
Primary
Inbound Operations Outbound Marketing & Sales Service
STRENGTH WEAKNESS
7.0 MANAGERIAL IMPLICATIONS Value Chain implications
STAKEHOLDER IMPACTShareholders. Employees. Consumers. Clients. Suppliers.
9.0
68
Strong values is the key to good business
Shareholders
Employees
Consumers
Clients Suppliers
9.0 STAKEHOLDER IMPACT Stakeholders
ETHICAL FRAMEWORKThe ethical impacts behind the strategy
10.0
THE MARKET WILL COMBAT SECURITY CONCERNS IN THE SMART HOMEvia Consultation with Head Leader of Internet of Things at IBM
“
Devices that are too logical.
71
10.0 ETHICAL FRAMEWORK Ethical Implications
Samsung will face a few setbacks for home entertainment. Here’s how we will get around it: Agree to our terms and conditions All information is secured through blockchain technology Untraceable identity Turn it off whenever you would like
CONCLUSIONDoing what’s never been done before is not an excuse, it’s a challenge
11.0
Never been done before.
73
11.0 CONCLUSION Next is Now
Samsung pulls inspiration from “pioneering spirits.”Doing what’s never been done before is not an excuse, it’s a challenge.
NEXT IS NOW2016 MARIST COLLEGE v1.0
T H A N K Y O UANY QUESTIONS
Belson, Gerald, Scott Lippstreu, and Kevin Westcott. Digital Democracy Survey.https://www2.deloitte.com/content/dam/Deloitte/us/Documents/technology-media-telecommunications/us- tmt-deloitte- digital-democracy- executive-summary.pdf.
Big Data Analytics: What It Is and Why It Matters. Big Data Analytics: What It Is and
Why It Matters | SAS. Accessed November 20, 2016.http://www.sas.com/en_us/insights/analytics/big-data- analytics.html.
CMOs Are Beginning To Fill CEO Seats. Cmo.com.http://www.cmo.com/features/articles/2015/3/17/cmo_to_ceos_.html#gs.IP6qCvw.
Company Overview of Samsung Electronics Co. Ltd. Bloomberg.http://www.bloomberg.com/research/stocks/private/person.asp?personId=208549privcapId=91868.
Delivering on the Promise of Connected Homes. McKinsey | Connected Homes. Accessed November 15, 2016.http://www.mckinsey.com/spContent/connected_homes/index.html.
LCD TV Panel Market Share (%). January 1, 2013 - December 31, 2015, via Bloomberg LP accessed October 6, 2016
McQuain, John R. Smart Tvs: Everything You Need to Know. Tom's Guide. Last modified October 18, 2016. Accessed November 10, 2016.http://www.tomsguide.com/us/smart-tv- faq,review-2111.html.
Pranav Mistry: The Thrilling Potential of Sixth Sense Technology. Ted.com.https://www.ted.com/talks/pranav_mistry_the_thrilling_potential_of_sixthsense_technology?language=en#t-446488.
Samsung Management Committee. Samsung About Us. Accessed November 15, 2016.http://www.samsung.com/us/aboutsamsung/investor_relations/corporate_governance/boardcommittees/.
Samsung to Abolish Rigid Corporate Culture. Koreatimes. June 27, 2016. Accessed November 15, 2016.http://www.koreatimes.co.kr/www/news/tech/2016/09/133_207977.html.
Top 5 Smart Home Trends for 2016 - Electronic House. Accessed January 16, 2016.https://www.electronichouse.com/smart-home/top- 5-smart- home-trends- for-2016/.
REFERENCES12.0
AUTHORSBrandon Lee Heard,Business Marketing: Creative Strategy and Psychology ‘17
Daniel Goodstein, Business Marketing and History ‘17
Curtis Bruaner, Business Finance, Computer Science and Economics ‘17
Meghan Rooney, Business Finance and Paralegal Studies ‘17
Donald Spampinato,Business Marketing: Creative Strategy and Advertising ‘17
Brendan Cosgrove, Business Finance and Economics ‘17