MINISTRY OF EDUCATION AND TRAINING HOA SEN UNIVERSITY ECONNOMICS & MANAGEMENT SUBJECT REPORT GROUP TOPIC: SAMSUNG ELECTRONICS Subject : International Business Management Instructor : Nguyen Da Thu Class : NT401DE01 (0100) Students group making : Đan Huy (ID: 2180079) Lê Phương Vy (ID: 2182832) Lâm Hải Yến (ID: 2183645) Dương Minh Thư (ID: 2183555) Lê Nguyễn Lan Quyên (ID: 2175347) Nguyễn Ngọc Phương Linh (ID: 2172813) June – 2021 Ho Chi Minh City MINISTRY OF EDUCATION AND TRAINING HOA SEN UNIVERSITY ECONOMICS & MANAGEMENT SUBJECT REPORT GROUP TOPIC: SAMSUNG ELECTRONICS Subject : International Business Management Instructor :
MINISTRY OF EDUCATION AND TRAINING HOA SEN UNIVERSITY ECONNOMICS & MANAGEMENT SUBJECT REPORT GROUP TOPIC: SAMSUNG ELECTRONICS Subject : International Business Management Instructor : Nguyen Da Thu Class : NT401DE01 (0100) Students group making : Đan Huy (ID: 2180079) Lê Phương Vy (ID: 2182832) Lâm Hải Yến (ID: 2183645) Dương Minh Thư (ID: 2183555) Lê Nguyễn Lan Quyên (ID: 2175347) Nguyễn Ngọc Phương Linh (ID: 2172813) June – 2021 Ho Chi Minh City MINISTRY OF EDUCATION AND TRAINING HOA SEN UNIVERSITY ECONOMICS & MANAGEMENT SUBJECT REPORT GROUP TOPIC: SAMSUNG ELECTRONICS Subject : International Business Management Instructor : Nguyen Da Thu Class : NT401DE01 (0100) Students group making : Đan Huy (ID: 2180079) Lê Phương Vy (ID: 2182832) Lâm Hải Yến (ID: 2183645) Dương Minh Thư (ID: 2183555) Lê Nguyễn Lan Quyên (ID: 2175347) Nguyễn Ngọc Phương Linh (ID: 2172813) June – 2021 Ho Chi Minh City PLEDGE “We have read and understood the violation of academic integrity We commit by personal honor that this test is self-administered and does not violate academic integrity.” June 11, 2021 (Name and signature of students) ID Students First and Last name Name and signature of students 2180079 Đan Huy Đan Huy 2182832 Lê Phương Vy Lê Phương Vy 2183645 Lâm Hải Yến Lâm Hải Yến 2183555 Dương Minh Thư Dương Minh Thư 2175347 Lê Nguyễn Lan Quyên Lê Nguyễn Lan Quyên 2172813 Nguyễn Ngọc Phương Linh Nguyễn Ngọc Phương Linh i ABSTRACT After completing the International Business Management course, we understand the importance of applying business strategies in the business to contribute to accelerating the development of the business, increasing revenue and brand recognition for consumers With this final topic, our team chose Samsung Electronics of Korea to analyze and learn The article is analyzed by us based on information sources available on the Internet And after a thorough investigation, we have a relatively comprehensive view of the mighty development of this corporation over a long period of time since its establishment, as well as the strategies the company has used to bring products to more new markets than trene worldwide This report consists of main parts: The first part is an introduction to Samsung Electronics company, Part will be the factors influencing the group's strategic choice, Part is the strategy that the group uses and the last part is the lessons learned from the company We have tried to analyze based on the knowledge and information found, if there is any mistake, the lecturer can ignore it Our team would be delighted to hear your comments on this group report Thank you so much! ii TABLE OF CONTENTS PLEDGE I ABSTRACT II TABLE OF CONTENTS III CATALOG IMAGES/CHARTSACKNOWLEDGEMENTS IV INTRODUCTION OF SAMSUNG ELECTRONICS .1 1.1 OVERVIEW .1 1.2 VISION AND MISSION .2 1.3 LOGO AND SLOGAN 1.4 PRODUCTS FACTORS AFFECT SAMSUNG’S INTERNATIONAL BUSINESS .5 2.1 2.1.1 Political 2.1.2 Economic 2.1.3 Social 2.1.4 Technology .6 2.1.5 Legal 2.1.6 Environnment 2.2 PESTLE OF SAMSUNG SWOT OF SAMSUNG .7 2.2.1 Strengths 2.2.2 Weaknnesses .8 2.2.3 Opportunities 2.2.4 Threats 10 THE INTERNATIONAL STRATEGY OF SAMSUNG ELECTRONICS 11 3.1 SAMSUNG ELECTRONICS COMPANY PENETRATES THE VIETNAMESE MARKET .11 3.1.1 The reason Samsung Electronics entered the Vietnnamese market 11 3.1.2 Samsung Electronics Vietnam period 1996 – 2008 13 3.2 TYPES OF INTERNATIONAL STRATEGY THAT SAMSUNG HAS APPLIED 16 3.3 SOME STORIES OF SAMSUNG’S BUSINESS IN VIETNAM 20 3.3.1 Samsung’s transnational strategy into Vietnam 20 3.3.2 Vietnam – Samsung’s potential market and success story of Samsung Electronics 21 EXPERIENCES AND LESSONS FROM SAMSUNG ELECTRONICS 22 REFERENCES .24 iii CATALOG IMAGES/CHARTS FIGURE - SEC'S HEADQUARTERS FIGURE - LOGO HISTORY FIGURE - DYNAMIC AMOLED INFINITY-O (PUNCH HOLE FOR CAMERA) DISPLAY SCREEN FIGURE - SAMSUNG GALAXY NOTE 10 SMARTPHONES Figure - Memory chip Chart - Vietnam LCD TV market 14 iv ACKNOWLEDGEMENTS First of all, group would like to thank Ms Nguyen Da Thu, lecturer of International Business Management class, for accompanying the group in the process of studying this subject and supporting the group to complete the final assignment successfully Although we had to study online because of the complicated situation of the epidemic, Ms Thu tried her best in the process of imparting knowledge to us so that we could absorb them in the best way Next, we would like to thank Hoa Sen University for giving us the opportunity to apply and learn about reality through reports and classroom discussions with lecturers At the same time, we thank the school for its timely response to the epidemic situation to protect the health of students throughout the school as well as faculty Finally, the group would like to thank all members of group for their efforts to complete this report on schedule and meet the requirements of a standard report v INTRODUCTION OF SAMSUNG ELECTRONICS 1.1 Overview Samsung Electronics Co., Ltd (SEC) was established on January 13, 1969 This is one of the major subsidiaries of Samsung Group – a giant corporation of Korea SEC is a multinational electronics company with an official number of employees up to 500,000 people Until now, Samsung Electronics has appeared in more than 120 countries around the world Its headquarters is located in Suwon, Gyeonggi Kwon Oh-hyun was the company’s CEO in 2012, but in 2018 he resigned And since then, SEC appointed CEOs: Ki Nam Kim, Hyung Suk Kim and Dong Jin Koh Figure - SEC's headquarters Source: www.alamy.com The process of Samsung Electronics’s formation and development 1969-1987: The company was founded in 1969 as Samsung Electric Industries In the early days, the company produced electronic household appliances: televisions, refrigerators, computers, washing machines,… In 1981, more than 10 million televisions were being manufactured each year And in 1988, Samsung Electronics was officially born by the merger of Samsung Electric Industries and Semiconductor & Communications 1988-1995: In 1988, mobile devices were sold in Korea for the first time At this point, the competition for market share has begun In February 1995, Samsung Electronics acquired 40% stake of AST Research, increasing its share of the national market 1995-2008: Some achievements during this time such as "World's first 64Mb DRAM in 1992, 256 Mb DRAM in 1994, 1Gb DRAM in 1996." In 2004, Samsung successfully made the world's first 8Gb NAND memory chip and then reached a long-term agreement with Apple (2005) As of October 2013, Samsung is one of the main suppliers for Apple, with the main product being the A7 processor, which inside the iPhone 5s devices 2008-now: In 2005, Sony were defeated by the SEC Samsung became the 20th largest consumer brand globally for the first time Samsung beat Motorola to become the second largest mobile manufacturer in the world in 2007… In 2020, the revenue of Samsung Electronics Co., Ltd was US$200.6 billion, while the operating income was US$30.5 billion The net income was US$22.4 billion and the total assets was US$320.4 billion, total equity was US$233.7 billion These numbers in recent years have always been stable and tend to increase, which proves that the SEC has been developing very strongly in the domestic and foreign markets 1.2 Vision and mission The vision statement of Samsung is “to inspire the world with our innovative technologies, products, and design that enrich people’s lives and contribute to social prosperity by creating a new future.” This company’s mission statement is “We will devote our human resources and technology to create superior products and services, thereby contributing to a better global society.” 1.3 Logo and slogan Samsung's logo is quite simple but very easy to remember Over the years, the logos have also changed, but they still retain their character with a strong brand identity Vietnam chose in 1986 to transition from a subsidized economy to a socialistoriented market economy This is an important milestone of the Vietnamese Communist Party which has totally reshaped Vietnam's social and economic culture Between 1986 and 1990, GDP grew almost double the pre-renovation average of 3.9 percent (1975-1986) It is a time of profound change in the process of socioeconomic revival and the release of workforce from the old management mechanism to the new mechanism It was an era of robust and unprecedented economic expansion in fact from 1991 and 1995 The average rate of economic growth was 8.18% The economy has steadily turned to manufacturing and services Annual average increase in industry of 13.3% Some sectors were growing highly: in 1995 the fuel sector (including petroleum and gas) was three times greater, power was 1,6 times higher, building materials 2,7 times higher, food production was 1,9 times higher The service sector in 1995 increased by 80% compared to 1990 (an average annual increase of 12%) Transportation has progressed, freight transportation increased by 62%; telecommunications has developed rapidly, postal revenue and tourism revenue are both 10 times higher; The domestic commodity market develops, meeting the increasing demands of the society in terms of quantity, quality and types The financial and monetary sectors have made remarkable progress, most notably, high inflation has been prevented and inflation has been gradually pushed back The price index of consumer goods and services decreased from 67.4% in 1991 to 17.5% in 1992; 5.2% in 1993; 14.4% in 1994 and 12.7% in 1995 The scale of social development investment increased quite a bit In years, it is estimated that the total investment capital of the whole society is about 18 billion USD (according to the 1995 price level), of which the State's share accounts for 43% (including investment through the state budget, state credit and enterprises) State-owned investment), people's investment accounts for over 30%, foreign direct investment accounts for 27% The rate of foreign direct investment attraction in the past years has increased by an average of 50% annually; the capital to be implemented is about 1/3 of the total registered capital under the project Foreign direct investment (FDI) 12 increased rapidly, by the end of 1995, licensed projects reached over $19 billion in registered capital The proportion of investment in industry accounts for 40% of the total capital under the project (if including oil and gas, it accounts for over 60%), of which more than 60% is in-depth investment Investment area is widely distributed over territories The main form of investment is a joint venture enterprise, accounting for over 65% of the total capital; enterprises with 100% foreign capital account for nearly 18%; business cooperation contracts account for nearly 17% The State has supplemented and improved step by step the legal framework for foreign investment, creating an open investment environment with great potential Since the early 1990s, Vietnam has actively and actively integrated into the international economy Normalization of relations with the US (1991); accession to ASEAN (1995); signed the Vietnam - EU Framework Agreement (July 1995) The growth of the service industry is also a clear demonstration of this If before 1986 electricity was quite a luxury concept for most people, by the early 90s electricity was brought to each commune, village, and family Because of that, the demand for electronic products is increasing day by day Meanwhile, Vietnam only has factories producing light bulbs, electric fans, etc such as: Thong Nhat Electromechanical Company, Rang Dong Lamp and Thermos Company , products such as TVs, refrigerators mostly are CBU imports from Japan are quite expensive, including both new and used goods 13 According to the socio-economic research of Vietnam from 1986 to 1995 (before Samsung entered Vietnam), Samsung Electronics identified the potentials of the Vietnamese market and decided to pick the correct product Select this country as the next stop on your worldwide business trip Vietnam is experiencing significant economic development, and the rate of attracting foreign investment has expanded fast as a result of the economy's openness The political climate is stable, and the government has implemented several measures to assist international investors in creating a vibrant, open, and sustainable investment climate Along with that, in a market with a huge population, consumer electronics demand is expanding but supply remains constrained These are some of the factors influencing Samsung Electronics' choice to join the market 3.1.2 Samsung Electronics Vietnam period 1996 – 2008 In 1994, Samsung joined the firm of the Samsung Vina Electronics Co., Ltd, Vietnam in creating a joint-venture firm (SAVINA) TIE Joint Stock Company (Vietnam) and Samsung Electronics have partnered to create SAVINA (Korea) Samsung chooses to enter the Vietnamese market through a joint venture for a variety of reasons, including lowering risks associated with entering a new market, reducing political risks, and increasing market penetration opportunities, but there is one reason why Samsung has yet to enter the Vietnamese market The most essential cause is the host country's investment policy At that time, Mr Nguyen Van Dao, Deputy General Director of Savina and a member of the Vietnamese negotiation team with Samsung to form a joint venture, recalls: "It was the period of the first wave of power investment." Vietnam was flooded with death Vietnam was poised to join the ASEAN Free Trade Area (AFTA) at the time, which opened the door to investment Vietnam's strategy is to encourage international investors, but a joint venture between foreign and indigenous firms must be developed to provide a basis for domestic industry growth 14 In January 1995, Samsung's first factory in Vietnam located in Thu Duc district, Ho Chi Minh City officially came into operation If Savina was the first wave of investment, Samsung Electronics Vietnam Co., Ltd (SEV), the following project with 100 percent foreign money from Samsung, is the second wave of electronic investment in Vietnam While Savina received an initial investment of 11.8 million dollars in 1994, the SEV project in Bac Ninh received an initial investment of 670 million dollars (operating from October 2009) Samsung increased its entire investment in SEV registration to US$2.5 billion by 2012, establishing itself as the world's largest high-tech mobile phone manufacturing complex Chart - Vietnam LCD TV market Source: GFK.com - Create a brand with the highest quality criteria: The corporation Samsung Vina took a decision: not to introduce outdated items into Vietnam, even when inexpensive, but only the newest models and adapted to Vietnamese preferences Samsung Vina's choice has always supported the market through items that have been magnificently created, merged with new technologies and features, which draw consumers' attention In 1996, Samsung invested more capital in a color T.V production line, to move to the strategy of developing top-quality products, until today the factory of Samsung Vina grew to five lines and produced 1,5 million products 15 annually, including many different product lines such as televisions, home appliances and computer screens - Product diversification: Through the process of researching the needs and tastes of customers, the company realizes that the demand for high-end electronic product lines is increasing with many types While competitors only pay attention to one product category, Samsung has boldly invested and produced many different product lines to create a rich diversity That has helped Samsung to surpass its rivals and profit from the fields it sets foot in - Product innovation: Customer demand is growing, and Samsung Vina, in particular, and businesses generally need goods to be continually innovated to survive and prosper Samsung Vina has invested with elegant, appealing design, and numerous functionalities in research, development and development of new goods Samsung has overcome the short product life cycle that has attracted a significant number of youthful consumers who enjoy novelty and continual innovation in product design and functionality by having a high rate of product invention - Pricing strategy: Along with the application of "Sashimi theory", Samsung Vina applies a "skimming pricing strategy” aimed at customers who are ready to immediately buy new products and new models at a reasonable price Pricing its products in the mid-range, but still ensuring good quality, is a highly effective strategy for Samsung when entering the Vietnamese market - a market with a low income level - Distribution network: 16 In Vietnam, Samsung Vina primarily establishes its distribution network via big retail enterprises and a network of recognized electronics retailers Samsung Vina has decided to collaborate with reputed significant organizations in Vietnam in the initial distribution channel, which is retail enterprises Samsung Vina distributes mobile phones via certified distributors such as FPT Mobile, Viettel, and Phu Thai Group With computers, Samsung also selects extremely dependable wholesalers, such as Tran Anh computer and Lam Phuong computer Samsung's distributors are all well-known and experienced companies, which assures that the product is of high quality Its goods will have a high degree of customer dependability, pushing the Samsung brand to a new level 3.2 Types of international strategy that Samsung has applied When resources are few, a strategy may be defined as a technique of achieving a significant goal Tactics should be utilized to assist strategy and should be secondary to the ultimate goal of the plan To reach such dominance, Samsung has efficiently utilised a range of business tactics on a global scale Diversification, expanded potential markets, economies of scale, cost reduction via comparative advantages, advantageous tax laws, advantageous legal and regulatory regimes, and ultimately increased profitability are all aspects in Samsung's international objectives Samsung implements a range of global strategies, but they tend to be focused on their global strategic alliances, a large number of wholly owned subsidiaries, and a large number of partly owned subsidiaries Many of these subsidiaries will benefit from global vertical integration, albeit this will depend greatly on the business division, geographical location, and product type, as previously stated Businesses may grow all around the globe through a number of methods, each with various degrees of risk and control For starters, there's the export strategy A firm will sell its products to a foreign firm, broker, or organization After selling its items to the broker or other entity, the company will have little to no control over their advertising This is due to the exporting company's relatively low investment in its broker, which transfers responsibility and potential profits 17 to the broker, often due to a lack of resources, experience, or capacity to learn about the market in which things are offered Because the expense and risk of building such systems would be disproportionately high, this is typically the best course of action for organizations with minimal or no foreign marketing expertise When it comes to exporting, there is always the possibility that the broker or entity in charge of marketing the products may make bad policy or judgment decisions that may affect the exporter's brand and product perception Many of Samsung's divisions export, but generally not via agents or brokers over whom they have little or no influence This is due to Samsung's huge worldwide network of wholly owned subsidiaries, as well as strategic agreements with phone service providers, which I will go over in further detail below A more typical relationship, as described above, will be pursued in some of their product lines, such as the export of OLED screen panels to Apple for use in their iPhone Xs, or the use of Samsung's semiconductors to be sold or exported into western countries such as the United Kingdom or the United States, which will be organized directly with foreign manufacturers There are also license agreements that permit the production and marketing of items with a name by a foreign firm Similar to franchising, but with less engagement from the original firm, this allows other firms to benefit on your brand name or design patents In order to minimize brand damage, the original firm normally outlines and outlines the operations of selling and production for quality assurance Afterwards, businesses may decide to form a joint venture, which is formed when two companies form a partnership, with one supplying the products to be sold and the other possessing extensive local knowledge of their domestic markets and infrastructure and thus able to provide crucial expertise and tactics to aid the success of the supplying company's operations A joint-venture agreement will typically outline each company's obligations and responsibilities This enables enterprises with minimal international knowledge or experience to advertise their goods and traverse overseas contexts efficiently with the assistance of a partner's expertise This increases a company's capacity 18 to learn since the necessary information should be easily accessible via the partnership, and it will transfer tasks to their more capable partner to promote successful operations This increases both control and risk in foreign markets, since a heavy reliance on partners and the quality of commercial ties become vital to success Sony exited a joint venture with Samsung in LCD television technology in 2011, and Samsung purchased Sony's stake in the company for $939 million This proved to be a prudent decision for Samsung, as they went on to dominate the TV business in terms of both market share and quality as OLED LCD screen technology advanced As an alternative to joint ventures, firms may choose to engage in Global Strategic Partnerships, which are far larger in scope and demand a long-term commitment from both sides in terms of both time and money These operations are carried out in order to develop goods and services that would allow the company to gain market domination on a global basis These partnerships often don't result in things being updated or modified for various areas; instead, a single market strategy for a product is employed across all areas in a bid to acquire global market domination The reason that Samsung uses this method, is that there is very little variation between models of their flagship phones sold in different countries, and that they have achieved significant success in terms of worldwide market share with only minor promotional tweaks across areas of their marketing plan As of 2017, Samsung and Microsoft have forged a strategic partnership in a variety of products, including tablet computers In order to effectively compete with Apple's iPad product line, they are partnering on the Samsung Galaxy Book This collaboration will allow for more effectiveness with Microsoft's software solutions and marketing power in western countries such as the United States Through the pooling of technological expertise, this alliance immediately enhanced the device's interoperability and connection criteria, which were previously lacking Following that, businesses may desire to enter overseas markets by establishing wholly owned subsidiaries When a foreign corporation acquires a controlling 19 stake or complete control over a company's operations in a foreign nation and market, this is known as a takeover Samsung has a large number of completely owned subsidiaries across the world Samsung would offer these companies a lot of leeway to operate in their home markets, because the skills and experience of the company's domestic employees should help them make better decisions in that market In the UK, these companies will import items from Samsung's other manufacturing subsidiaries and facilities in Vietnam, then promote and sell them to UK customers as efficiently as possible There are additional R&D facilities built up in foreign nations through companies, such as the plant in Staines These are adopted to take use of the diverse skillsets and expertise provided by a global workforce, as well as to take use of unique local expertise and understanding of markets to conduct R&D to better assist the exchange process and customer needs inside each nation This sort of approach necessitates a significant time and financial investment, as well as the company's complete responsibility and risk in international markets This, in turn, promotes the largest possible development and profitability since the advantages are shared by all of the enterprises Samsung has vertically integrated wholly-owned subsidiaries in specific sectors where the comparative benefits of low-cost labor and operations allow for a greater share of operational income to be saved than by exporting it from their primary manufacturing facilities through an import tariff Samsung in Korea, China and India can produce the products needed for these phones on a domestic scale and forward them to their other subsidiaries in these national markets at low cost, with little required logistics to be commercialized and distributed to consumers This applies to Samsung in Korea, China and India 20 Businesses may also choose to franchise their activities, which, like licensure agreements, outsource operations to a separate owner Franchisees, on the other hand, are sometimes required to pay a one-time fee for the right to use the brand name and goods, as well as a royalty fee on sales or profits to the corporate business This is particularly popular in the fast-food industry, with companies such as McDonald's and Domino's Pizza being examples Samsung makes extensive use of joint ventures, wholly owned subsidiaries, and vertically integrated subsidiaries to manufacture products at a low cost via competitive advantages in areas where tariffs would be detrimental to profitability, to market and sell their goods effectively globally, with many of their product lines occupying the global #1 spot, and to market and sell their goods effectively globally 3.3 Some stories of Samsung’s business in Vietnam 3.3.1 Samsung’s transnational strategy into Vietnam When a business is under severe cost pressure and under pressure to act locally, a multinational approach makes sense A business using this approach must aim to accomplish two objectives concurrently: - Reduce costs; - Take into account regional disparities When entering the worldwide market, Samsung established a transnational approach with the objective of fulfilling the particular demands of each country while remaining price competitive with rivals Why does Samsung have such a low cost advantage in the market? Apart from standardizing considerations, Samsung has tailored its strategic moves to each market Samsung, for instance, invests in Vietnam with the goal of developing a complex for producing high-tech items in a convenient location such as Bac Ninh As a consequence of the Vietnamese government's incentives for a "national important project," infrastructural incentives, and labor expenses, Samsung's manufacturing costs are dramatically lowered Low-cost imports and tax incentives for high-tech projects 21 3.3.2 Vietnam – Samsung’s potential market and success story of Samsung Electronics Vietnam is a critical investment location for Samsung as part of its globalization strategy Samsung Vina began operations in 1996 with a revenue of million USD and grew to approximately 400 million USD in 2007, with exports accounting for 88 million USD By 2010, the corporation hopes to generate a revenue of $1 billion According to GFK figures, Samsung Vina had 36.7 percent of the LCD TV market, 26% of the light TV market, and 19% of the mobile phone market in June 2008 Samsung continues to be the market leader in side-by-side refrigerators, MP3 (July), and other items Samsung had a very successful year in the computer sector in 2007 Samsung came in second place in terms of multifunction printer market share Samsung LCD computer displays had a 250 percent increase in sales, while generic computer monitors had a 40% increase Samsung Vina continually introduced the debut of new products from early 2010 till the beginning, including: Omnia i900 touchphones, F480, Soul U900, Giorgio Armani – Samsung, Innov8 8MP camera phones or stylistically designed telephones, LiveLoud i450, F330, and F250 Vietnam is known to support many of its long-term and consistent community activities, including: The Samsung DigitAll Hope Program (2003- 2006) promotes technology to shorten disability gaps and the society in the community in Vietnam; its program has lasted from heart to heart until 2011; walks with poor student children; Nguyen Duc Canh Scholship 22 EXPERIENCES AND LESSONS FROM SAMSUNG ELECTRONICS With the International Business Strategies that Samsung Electronics uses, we can see that it has been operating quite effectively for a long time and has brought the company scale to a high position in the electronic technology industry as it is today Ambitious to penetrate into many new and potential global markets, the strategies considered and implemented by Samsung Electronics are aimed at diversifying customers and markets, reducing production costs and increasing sales reasonable profits Besides, the company has also met the mission, values and direction that it has declared from the beginning: to contribute to the development of the national economy; prioritizing development; creating jobs for many human resources;… The company has cooperated with many potential partners and distributors of prestigious products to consumers, which is also what Samsung Electronics has done a lot good and should be promoted With the previous analysis of the rationale for the strategy that Samsung uses, it can be seen that the company has a strong and good core capacity to be able to capture an even larger market share, but vice versa, Samsung's weaknesses are barriers and challenges while finding strategic solutions For example, the company will not always succeed with the strategy it has set out when entering a new market, with hundreds of competitors, technology companies are growing strongly around the world, their fierce competition can disrupt the balance just as much as the images Samsung has tried to build before Therefore, Samsung needs to implement strategies in a reasonable way, not to completely change the basic strategies used, but to adjust them to suit the target customers and the market that Samsung is using company is aiming for Another example is that communication and marketing strategies should be changed in different places to fit the culture and customer values there, but still keep the message that the company wants to convey This will likely be one of the challenges that Samsung Electronics poses in the process of implementing and re-planning the international business strategy that the company uses Once 23 this issue is resolved, the company will have circumvented a major weakness and can expect a consistently strong position in the industry, much less competitive impact and other issues arising 24 REFERENCES Brianna Parker, (2020) “Samsunng SWOT analysis 2020” Bstrategyhub.com Retrieved June 5th, 2021 https://bstrategyhub.com/swot-analysis-of-samsung2019-samsung-swot-analysis/ Content & Research team: https://www.mbaskool.com/pestle- analysis/companies/17946-samsung.html update by MBA Skool Team, Oct 12,2019 Dimitri Dimonin, (2014) “International Strategy: The strategy of Samsung Group” Researchgate.net Retrieved June 11th, 2021 https://www.researchgate.net/publication/285370984_International_Strategy_T he_Strategy_of_Samsung_Group Kiesha Frue: https://pestleanalysis.com/pest-analysis-of-samsung/ update Feb 27,2019 Nguyen Kim Khang, (2020) “Chiến lược Marketing Samsung – Đế chế công nghệ” Hbr.edu.vn Retrieved June 11th, 2021 https://hbr.edu.vn/marketing/chien-luoc-marketing-cua-samsung-de-che-congnghe.html Samsung, “About Us”, samsung.com, accessed on June 14 th , 2021, https://samsung.com Tâm Trần, (2019) “Phân tích SWOT Samsung 2019, cách Samsung phát triển không ngừng” Atpsoftware.vn Retrieved June 5th, 2021 https://atpsoftware.vn/phan-tich-swot-cua-samsung-2019-cach-samsung-phattrien-khong-ngung.html/amp? fbclid=IwAR3PUBQsPkKpEfSlcpacwGqJ767_4dI9-cEbnem5agp8qxUM9104T1Nu2o Thai Phuong “Samsung “đổ bộ” 20 năm” Brandsvietnam.com Retrieved June 11th, 2021 https://www.brandsvietnam.com/5705-Samsung-vacuoc-do-bo-20-nam UK Essays, (2019) “Samsung International Business Expansion Strategies” Ukessays.com Retrieved June 10th, https://www.ukessays.com/essays/international-business/samsunginternational-business-expansion-strategies.php#:~:text=Samsung's 25 2021 %20strategies%20internationally%20are%20made,regimes%20and %20ultimately%2C%20increased%20profitability Uyen Hoang: https://www.saga.vn/phan-tich-pestle-cua-samsung~46210 update July 20,2020 Van Kieu, Quynh Thuy, Van Thuy, Phong: Report "Samsung technology company" update December,2016 Wikipedia, “Samsung Electronics”, en.wikipedia.org, accessed on June 14 th, 2021, https://en.wikipedia.org/wiki/Samsung_Electronics 26 ... ECONOMICS & MANAGEMENT SUBJECT REPORT GROUP TOPIC: SAMSUNG ELECTRONICS Subject : International Business Management Instructor : Nguyen Da Thu Class : NT401DE01 (0100) Students group making... STRATEGY OF SAMSUNG ELECTRONICS 11 3.1 SAMSUNG ELECTRONICS COMPANY PENETRATES THE VIETNAMESE MARKET .11 3.1.1 The reason Samsung Electronics entered the Vietnnamese market 11 3.1.2 Samsung Electronics. .. STRATEGY OF SAMSUNG ELECTRONICS 3.1 Samsung Electronics Company penetrates the Vietnamese market 3.1.1 The reason Samsung Electronics entered the Vietnnamese market From 1987 to 1995, Samsung Electronics