Samsung is made in Korea

Author: Chen Yufeng
Publisher:
Publish Date: 2005-06-01
Features: The Hallyu of the Business World, A comprehensive work that fully interprets the journey of the Samsung Group from excellence to excellence! The best read for Chinese enterprises to learn from Samsung! Looking back at the development of Samsung, the company also went through a phase dominated by imitation and learning. It was precisely this phase of learning and imitation that led to Samsung's eventual surpassing in many areas and becoming an object of imitation and learning for others. Today, Chinese enterprises have resolved to learn from Korean Samsung. The most valuable experience Chinese enterprises have learned from Korean enterprises is: , persistence in internationalization. The Korean domestic market is relatively small, and Korean enterprises primarily rely on the development of international markets. Throughout this process, they also faced strong pressure from Japanese enterprises. In such circumstances, they were able to grow rapidly, which is inseparable from the spirit of Korean enterprises daring to compete in the international market. Second, focusing on the establishment and accumulation of core competitiveness. This includes core technical capabilities, product manufacturing capabilities, and the accumulation of markets and brands, all of which they persistently pursue. For example, Samsung has reached international standards in core technology fields such as semiconductors and has achieved global leadership in 11 products. Like LG and Philips, their LCD displays are also leading globally. Each of these companies has achieved a leading position in a specific industry field globally. This is also the result of years of accumulation. In 2005, Lee Byung-chul was interviewed by the Global Entrepreneur magazine, reviewing the development of Samsung. The company also went through a phase dominated by imitation and learning. It was precisely this phase of learning and imitation that led to Samsung's eventual surpassing in many areas and becoming an object of imitation and learning for others. Today, Chinese enterprises have resolved to learn from Korean Samsung. Thirty years ago, Korea began with the bold ventures of companies like Samsung and LG, which ultimately led to the thriving presence of Korean manufacturing in the global market today. Chinese enterprises should follow their example and bravely step out, perhaps changing their own survival status. Samsung's characteristic of creating markets lies in successfully integrating resources and searching for suitable talent worldwide. Haier has learned Samsung's approach in terms of talent resources.