Company Case 02 Samsung - Tài liệu tham khảo | Đại học Hoa Sen

Company Case 02 Samsung - Tài liệu tham khảo | Đại học Hoa Sen và thông tin bổ ích giúp sinh viên tham khảo, ôn luyện và phục vụ nhu cầu học tập của mình cụ thể là có định hướng, ôn tập, nắm vững kiến thức môn học và làm bài tốt trong những bài kiểm tra, bài tiểu luận, bài tập kết thúc học phần, từ đó học tập tốt và có kết quả

18 9 lượt tải Tải xuống
Chia sẻ Báo cáo tài liệu

Môn: Thương mại điện tử(01_)

Trường: Đại học Hoa Sen

Thông tin:

6 trang 2 tuần trước

Tác giả:

Profile Kim Oanh
You’re probably familiar with Sams ung. Maybe you
have one of the company’s hot new Galaxy
smartphones or tablets that track your eye movements
to help you navigate the screen. You might be doing
your homework on one of its c utting-edge laptops. Or
perhaps you’ ve seen one of its dazzling new ultrahigh -
definition curved-screen smart TVs with Nano-cryst al
technology.
Chances are good that you or someone you know owns
a Samsung product. After all, Samsung is the world’s
largest consumer electronics manufacturer, producing
“gotta have” products in just about every electronics
category, including TVs, DVD players, home theaters ,
digital cameras and camcorders, mobile devices,
smartwatches, home appliances, laptops, printers, and
LED lighting.
But only 20 years ago, Samsung was little known, and
it was anything but cutting-edge. Back then, Samsung
was a Korean copycat brand that you bought off a
shipping pallet at Costco if you couldn’t afford a Sony,
then the world’s most coveted consumer electronics
brand. However, in 1993 Samsung made an inspired
dec ision. It turned i ts back on cheap knockoffs and set
out to overtake rival Sony. At the tim e, no one outsid e
of Samsung believed that was possible. But the Korean
manufacturer passed Sony in just 10 years, and
Samsung has been widening the gap that separates it
from the former market leader ever since.
The New Management Strategy
How did Samsung move so far so fast? The dramatic
shift came about as a res ult of a top-down mandate to
reform Samsung’s business model and culture. In
1993, CEO Lee Kunhee unveiled a new strategy. Th e
goal: Dethrone Sony as the biggest and most desirabl e
co nsumer electronics brand in the world. Turn
Samsung into a premier brand and a trailblazi ng
product leader. To that end, the company hired a crop
of fresh, young designers and managers who
Co th b quen thuo c v i Samsung. Co l b n co mo t tre a n ớ e a
nhữ ng lo e n tho i tho ng minh hoa c ma y tí nh b ng Galaxa i đi a a
mớ i tinh c a co ng ty theo do i chuy n đo ng m t c a b n đu e a u a
giu p b n đi u hữ ng ma n hí nh. B n co th đang la m ba i ta e ớ a e
ve nha c a b n tre n mo t trong nh ng ma y tí nh xa ch tay tiu a ữ
tie n c a no . Hoa c co l b n đa nhí n th y m o t trong nh ngu e a a ữ
tho ng minh ma n hí nh cong đo ne t c c cao m i co ng nghữ ớ ớ i v
tinh the Nano c a no .u
Ra t co the la b n hoa c ngữ i ma b n bi t s h u mo ta ớ a e ớ ữ
pha m c a Samsung. Xe t cho cu ng, Samsung la nha s n xuu a a
thie t bi đie n t tie u du ng l n nh t th i, s n xu ca c ữ ớ a e giớ a a t
pha a a m “c n ph i c ” mo ớ o i chu ng loa a a i c n ph m đie n t , bữ
go m TV, đ u DVD, r p ha t t i nha , ma y a a a a nh k thua t s va my o
quay phim, thi t b di đo ng, đe i o ng h tho ng minh, thi t bo e i gi
du ng, ma y tí nh xa ch tay, ma y in va đe n LED.
Những ch ca ch đa y 20 na m, Samsung í t đữ c bi t đ n, va ní ớ e e
la b t c gí ngo i tra ữ ữ th a ữ tie n ti n. Trữ c đo , Samsung la me ớ
thữớng hie a i ( copycat) c a Ha n Qu c ma b n đa mua tu nh u o a
mo t pallet va n chuy n te a e a i Costco n u b n kho ng th mue
đữớ c mo t chi Sony, lu c đo la th ng hie e n te c ữớ u đi ữ tie u du
đữớ c the m mu n nh t tho a e giớ i. Tuy nhie n, va o na m 1993
Samsung đa đữa ra mo t quy t đ đ y c m h ng. No đa que i nh a a ữ
lững l i v i nha ớ ữ ng i ha ng nha i r n va b t đ u vữ t qloa e e ti a a ớ
đo i thu Sony. Va o th i đi m đo , kho ng ai ngoa i Samsung tinớ e
ra ng đi u đo la co th . Những nha s n xu t Ha n Qu c đa vữe e a a o
qua Sony chí sau 10 na m va Samsung đa k t đo đ gia ta ne ữ a
khoa ng ca ch ta ch bie t v i nha la nh đ o thớ a i trữớ ng trữ c đớ
Chiến lược quản lý mới
La m th na o ma cho đ n nay Samsung đa di chuy n re e e a t nhanh
nhữ th ? S thay đ i m nh m t hie n do k t que ữ o a e a xu e a c a mu
nhie m v t tre n xu ng đ c i ca c h mo hí nh va va n ho a u ữ o e a
doanh c a Samsung. Na m 1993, CEO Lee Kunhee đa ve n ma n u
mo t chi n l ữ c m i. M c tie u: Tru t ph Sony la th ne ớ ớ u a e nhữ ữớ
hie u đie n t tie u du ng l n nhữ ớ a t va đa ng mong đ i nh t tớ a
the giớ i. Ha y bi Samsung tha nh mo t th ng hie cao ce n ữớ u a
va mo t nha la nh đ o s n pha a a a a e a m d n đ u. Đ đ t m c tie uu
co ng ty đa thue mo t lo t ca c nha thi t k va qu n ly tra e e a e , m
ế ế ượ để
unleashed a torrent of new products—not humdrum ,
me-too products, but sleek, bold, and beautiful
products targeted to high-end users. Samsung called
them “lifestyle works of art. Every new product h ad to ”
pass the “Wow! test: If it didn’t get a “Wow! reactio n ” ”
during market testing, it went straight back to the
design studio.
Beyond just seeking cutting-edge technology and
stylish designs, Samsung put the customer at the core
of this innovation movement. “Put s imply, our
differentiation is centered on producing innov ative
technology that brings genuine change to people’s
lives,” said Sue Shim, Samsung’s chief marketi ng
officer. “We do this by bringing a relentless focus on
co nsumer experience and product innovation in
everything we do.”
With its fresh customer-centered focus, Samsung
made quick work of surpassing Sony. Today, Samsung’s
annual revenues of $196 billion are more than two and
a half times Sony’s $75 billion. And over the past five
years, as Samsung’s sales and profits have seen double-
digit growth, Sony’s revenues have declined and losses
have compounded. According to brand track er
Interbrand, Samsung is now the world’s seventh most
valuable brand—ahead of megabrands like Disney,
Pepsi, ke, and Toyota—and one of the fastest-Ni
growing brands in the wo rld. And Sony? It has fallen
from grace as the value of its brand has declined as
dramatically as Samsung’s has risen.
But more than growth, Samsung has achieved the new
product Wow! factor it sought. As evidence, Samsung
is a dominant force at the annual International Design
Excellence Awards (IDEA) presentatio ns —the
Academy Awards of the design world—which judge
new products based on appearanc e, functionality, and
inspirational thinking. Year after year, Samsung
emerges as the top corporate winner. Las t year,
Samsung claimed 10 awards, more than three times as
many as the runners-up
When New Becomes Old
Good companies achieve their strategic goals. Gre at
co mpanies modi fy their strategi c plans as goals are
met, always looking to the future and positioning
themselves to remain in front. After Lee was named
top CEO of the Decade by Fortune Korea, he announc ed
that the “new management plan was old news . After ”
17 years of remarkable success, Lee admi tted that
Samsung’s main products would likely become
obsolete within the next 10 years. He then unveiled the
underpinnings o f a new strategic direction based on
nhữ ng i đa tung ra mo t do ng s n ph m m i - kho ng phngữớ a a ớ
la ng s n ph m bu n tnhữ a a o e a , b t chữ c ma la ng s n phớ nhữ a a
kie u da ng đ p, ta o b o va đ p m t nh m đ n ngữe a e a a e ớ i du ng c
ca p. Samsung g i chu ng la “ca c ta c ph m nghe thua t co a
phong ca ch s ng.” Mo t s n pho a a m m i ph i vữớ a ớ t qua thữ
nghie “Wow!”: N u no kho ng nha n đữ c ph ng “Wowm e ớ a n ữ
trong qua trí nh th nghie m thữ i trữớ ng, no i quay tr lpha ớ
xữớ ng thi t ke e .
Ngoa i vie c tí m ki m co ng nghe tie n ti n va te e hie e t k co ph
ca ch, Samsung đa t kha ch ha ng la m c t lo i c a phong tra o đo u
mớ i na y. “No i mo t ca ch đớn gi n, s kha c bie t c a chu ng a ữ u
ta p trung va o vie c s n xu t co ng nghe đ i m i mang l ia a o ớ a
thay đ c s o c s ng c i ngữ ” Sue Shim, gia o i thữ ữ cu o u a mo ớ i,
đo c ti p the i c a Samsung đa no i “Chu ng to i la m đi u na y bu . e a
ca ch ta p trung kho ng ngữ ng va o tra i nghi e m c a ngữu ớ i ti
du ng va đ i m i s n ph m trong m i vie c chu ng to i la m.”o ớ a a o
Vớ i tr ng ta m la kha ch ha ng m i, Samsung đa th c hie n co o ớ ữ
vie c nhanh cho ng vữ t qua Sony. Ho m nay, doanh thu ha ng ớ
na m c a Samsung la 196 t đo la, g p hớn hai l n rữu y a a ớ i doanh
thu c Sony m c 75 t USD. Va trong na m na m qua, doanhu a ớ ữ y
thu va l i nhua Samsung đa ta ng trữ ng hai con sớ n cu a ớ o
trong lu c đo doanh thu c a Sony đa gi m va thua l t i teu a o o
Theo co ng ty theo do i th ng hie u Interbrand, Samsung hie ữớ n
la th ng hie u co gia trữớ i thữ ữ b y th i, đa e giớ ng trữ c cớ
megabrand ( ữớng hie u l ữ Disney, Pepsi, Nike va th ớ n) nh
Toyota, va mo t trong ng th ng hie u ta ng trữ ng nhanhnhữ ữớ ớ
nha e t th giớ i. Co n Sony? No đa bi tha t s ng khi gia tru i thữớn
hie u c a no đa giu a m ki ch tí nh nhữ s ta ng le n c a Samsungữ u
Những hớn c s ta ng trữ ng, Samsung đa đ t đữ u ta ữ ớ a ớ c ye o
Wow! trong s n ph m m ma no tí m ki m. B ng ch ng a a ớ i e a ữ
Samsung la mo l c th ng trt the ữ o i ta i ca c bu i thuy t trí nh Go e
thữớ ng t s Thi t kXua a e c v e e Quo c te (IDEA) ha ng na m - Gi
thữớ ng c a H c vie i thi t k - đa nh gia c a c s n pu o n the giớ e e a
mớ i d a tre n ngo i hí nh, ch c na ng va tữ duy truy n cữ a ữ e a
hữ ng. Na m na y qua na m kha c, Samsung n i le n nhữ la co no
ty chi n th ng ha ng đ u. Na m ngoa i, Samsung đa nha n đữe a a ớ
10 gi i thữ ng, g p ba l n so va ớ a a ớ i ca c co ng ty ti p theo.e
Khi mới trở nên cũ
Ca c co ng ty to t đ t đữ c m c tie u chi n lữ c c a ha ớ u e ớ u o . Ca c co
ty ví đa e a i s a đ i kữ o ho ch chi n l ữ c c a h k hi ca c m ce ớ u o u
đữớ c đa p ng, luo n hữ ng đ n t ng lai va đ nh vữ ớ e ữớ i i b n thaa
luo n phí a trữ c. Sau khi Lee đữ c tớ ớ ớ a p chí Fortune Korea ba u
cho n la CEO ha ng đ u c a tha p k , o ng tuye n b r ng k a u y o a e ho
“qua n ly m i” đa la tin cu . Sau 17 na m tha nh co ng đa ng kớ
Lee thữ a nha n r ng ca c s n ph m chí nh c a Samsung c o tha a a u
se trớ ne n l i th i trong vo ng 10 na m t i. Sau đo , o ng đa tio ớ ớ
lo n n t ng c a mo t hữ ng chi n lữ c m i d a tre n e a u ớ e ớ ớ ữ ch
ngo n mabuljungje c a Trung Qu c co nghí a la “con ngu o ữ a
the Chinese axiom mabuljungje— meaning “horse that
does not stop. In a memo to Samsung employees, Lee ”
said, “T he ‘new management doctrine for the past 17 ’
years helped catapult the company into being one of
the world’s best elec tronics makers. Now is not a time
to be complacent but a time to run.”
Although Samsung doesn’t claim to know what will
replace today’s products as they become obsol ete, it is
investing heavily to ensure that it is the company that
develops them. Even with its new product systems in
place, CEO Lee stresses the need fo r Samsung to
co mpletely overhaul its business model or risk losing
market share. Fortunately fo r Samsung, profits have
been so good that it has the funds to support its quest
to remain at the top o f the innovation heap. Year after
year, Samsung boosts its innovation investment budget
to record highs, even as its competition makes cuts. Its
most recent research and development expense of
$13.4 billion was sec ond o nly to Volkswagen’s $13.5
billion and more than double that of Amazon, IBM, or
Cisco. Sony, Toshiba, Sharp, and Hitachi—Samsung’s
more traditional competitors in the past—didn’t even
co me close.
The folks at Samsung know that future success wi ll
require much more than flashy hardware gadgets. For
that reason, Sam sung isn’t really paying attention to
Sony anymore. Samsung knows that it cannot thrive in
the long term by merely offering sharper colors , better
sound quality, or even “Wow! designs. Over the past ”
half-decade, Samsung has focused on competing with
the likes of Apple for dominance of the mobile device
market and for the content and adv ertising that go
along with such devices.
That focus has paid off, and Samsung has surged to the
top of the smartphone market. Just a few years ago,
Samsung’s goal was to double its share of the
smartphone market from 5 percent to 10 percent. But
the success of the Galaxy line catapulted Samsung into
the position of m arket leader, besting Apple with a
global market share of more than 30 percent. And
although Apple has the jump o n controlling content
with more than 100 billion downloads through its App
Store, Sam sung’s Galaxy App Store is holding its own.
The Internet of Things
Despite its indisputable success in smartphones,
Samsung knows that that success can be short-lived.
Although it still maintains the lead in the market,
Samsung’s fortunes have waned in the past year as the
latest rendition o f the iPhone cut its market share in
China in half, reducing its global market share to 25
percent. In a saturated and cut-throat market,
kho ng d ng l ” ữ a i. Trong mo t b n ghi nh ga ớ ớ i cho nha n vie
cu a Samsung, Lee no i, “h c thuy n ly m i’ c a 17 na mo e a t ‘qu ớ u
qua đa giu p cho co ng ty tr tha nh mo t trong nh ng nha sớ ữ a
xua e t thi t bi đie n t tữ o t nh t th i. Ba y gi kho ng pha e giớ ớ a
lu c đ t ma n ma la th i gian đe ữ ớ e a ch y.”
Ma c du Samsung kho ng tuye n b t nh ng s n pho bie ữ a a m na o
thay the ca c s n ph ho m nay c a h khi chu ng ne n la a m u o trớ
thớ i, h đang đ u tữ r t nhi u đ đ m b o r ng o a a e e a a a chí nh l co a
ty c a h s pha t tri n chu ng. Ngay c khi co he ng su o e e a tho
pha m m i, CEO Lee nh n m nh s c n thi t c Samsung đớ a a ữ a e u a e
ca i to hoa n to a n mo hí nh kinh doanh hoa c co nguy cớ m t ta
pha n. May m n cho Samsung, l i nhua n đa t t đ n m c h ca ớ o e ữ o
ti tre e n đ ho ớ cho co ng cuo c tí m ki m c a mí nh la luo n đe u
đa u trong nhi u đ i m i. H t na m na y qua na m kha e o ớ e
Samsung ta ng nga n sa ch đ u tữ đ i m i c a mí nh le n ma o ớ u ữ
cao k l c, ngay c khi đy u a o i th c nh tranh c a no c t gi m. Cu a u a a
phí nghie n c u va pha t tri n g n đa y nh t c a no la 13,4 tữ e a a u y
la chí đữ ng sau Volkswagen 13,5 t đo la va hớn gy a p đo i so
vớ i Amazon, IBM hoa c Cisc o. Sony, Toshiba, Sharp, va Hitachi,
- ca c đo i thu truy n ng c Samsung - a m chí o ng đe tho u a th kh
ga n đữớ c.
Mo i ngữ Samsung bi t r ng tha nh co ng trong t ng lai sớ ớ i e a ữớ e
đo i h i nhi u hớn ca c tie n í ch ph n c ng ha o nhoa ng. Ví ly o e a ữ
đo , Samsung kho ng th c s chu y đ n Sony n a. Samsung biữ ữ e ữ e
ra ng v la u da i, Samsung kho ng th pha t tri n m nh trong dae e e a
h ba n a ng ca ch chí cung c p ma u s c s c ne t hớn, cha a a a t lữớ
a m thanh t t hớn hoa c tha m chí la ca c thi t k “Wow!.” Troo e e
nữ a tha p k qua, Samsung đa ta p trung va o vie c c nh trany a
vớ i nh ng co ng ty ữ Apple đ c hi m lí nh thữ nh e e i trữớ ng thie
bi di đo ng va c ho no i dung va qu ng ca o đi cu ng v i ca c tha ớ
bi nhữ va y.
Sữ ta p trung đo đa đữ c đ n đa p, va Samsung đa v n leớ e ữớ
da a n đ u c a thu i trữớ ng đie n tho i tho ng minh. Cha í va i na
trữớ c, m c tie u c a Samsung, la ta ng g p đo i th n cu u a i pha u
mí nh tre n th ng đie n tho i tho ng minh t 5% le n 10%i trữớ a ữ
Những tha nh co ng c a do ng Galaxy đa đữa Samsung va o v tríu i
da a n đ u thi trữớ ng, vữ t qua Apple v i thớ ớ i pha n toa n c u hớa
30%. Va ma c du Apple đa co bữ c nh y v t trong vie c kiớ a o e
soa t no i dung v i hớn 100 t lữ t t i xu ng tho ng qua Apớ y ớ a o
Store, những App Store cu a Samsung’s Galaxy đang gi v ng ữ ữ
vi trí .
Internet vạn vật
Ma c du tha nh co ng kho ng th i ca i trong đi e n tho i thoe cho a
minh, Samsung t r ng tha nh co ng co th la ngbie a e a a n h n. Ma
du no v n duy trí v trí d n đ u tre n tha i a a i trữớ ng, va n may
Samsung đa suy y u trong na m v a qua khi phie n b n me ữ a ớ i
nha t c a iPhone đ c t mo t n a thu a a ữ i pha n cu a no Trung Quớ
la m gi m tha i pha n toa n c u c a no xua u o ng 25 ph n tra ma
Trong mo t thi trữớ ng ba o ho a va kh c nghie t, Samsung bia
Samsung knows that future growth will not come from
a bigger, better smartphone.
Rather, Samsung is again shifting its strategic
direc tion. Samsung wants to take the lead in “the
Internet of Things”— a global environment where all
electronic devices, applianc es, vehicles, and even stati c
items such as clothing will be digitally connected with
each other, with the people who use them, and with the
co mpanies that make them.
In recent years, Sam sung has quietly gone about
creating a fo undation for establishing an
interconnective web between all of its products and
linking them with the rest of the world. It already
makes products in just about every imaginable
category of home devices. Not many years ago, it dove
into s emiconductors, a business that has been growing
rapidly for the company in terms of size, innovation,
and profitability. And last year, it purchased
SmartThings, a smart-home start-up company.
But at the recent Internet of Things World event in San
Francisc o, Young Sohn, Samsung’s chief strategy
officer, blew things wide open. He unveiled a plan that
makes Samsung’s intentions clear. The company is
co mmitting a funding pool of $100 million to start-ups
that want to help build the ecosystem. Committing to a
policy of openness and collaboration, Sohn unveiled a
new line of semiconductor chips—state-of-the-art
processors that combine hardware and software—that
are now available for sale, helping companies large and
small quickly and easily build Internet-connected
devices. And to meet what it expects will be enormo us
demand fo r these and future chips, Samsung is
investing $14 billion in a massive semiconductor
manufacturing compl ex.
To acco mplish its goal of becoming a leader in the
Internet of Things market, Samsung is taking on its
biggest challenge yet. For s tarters, this shift in strategy
broadens Samsung’s list of competitors from an
already daunting set to one that includes just about
every company in every field of high tec hnology and
even some beyond that. Addi ng to that c hallenge, there
are no common standards for technologi es required to
co nnect the many devices of the world technologies
that involve networking, software, and hardware. As a
result, there are thousands of companies—fro m
Google and Apple to myriad start-ups— trying to move
their products toward interconnectivity but not
getting much closer to a state of universal
compatibility.
To add to this challenge, the many participants in the
Internet o f Things game don’t see eye to eye, a
co mpetitive dynamic that makes the process much
ra ng s ta ng trữ ng trong t ng lai s kho ng đ n tữ ớ ữớ e e ữ m o t đi
thoa i tho ng minh l n hớn, t t hớớ o n.
Thay va o đo , Samsung mo t l n n a chuy n hữ ng chi n lữa ữ e ớ e ớ
cu a mí nh. Samsung mu n đi đ u trong “m ng Internet co a a u a
Va n va t” - mo t mo i trữ ng toa n c u nới t t c ca c thi t bớ a a a e i
tữ , thi t be i , ng tie n va n chuy n, va tha m chí ca c ma t hphữớ e
tí nh nhữ n a o s đữ c k t n i k thua t s v i nhau, vqua e ớ e o y o ớ
nhữ ng ngữ i s d ng chu ng va v i ca c c o ng ty s n xuớ ữ u ớ a
chu ng.
Trong nh ng na m g n đa y, Samsung đa a m th m t o ra mo ữ a a a
ne a n t ng đ thi t la p mo t m ng lữ i lie n k t gi a t t ce e a ớ e ữ a a
sa a n ph m c a no va lie n k t chu ng v i ph n co n l i cu e ớ a a u a
giớ i. No đa t o ra ca c s n ph co th tữ ng tữ đữa a a m e ớ ớ ng
trong m i lo i thi t bo a e i gia đí nh. Ca ch đa y kho ng la u, co ng
đa a m nha p sa u va o l v c ba n d n, mo a nh kth í nh ữ a t ng
doanh đang pha t tri n nhanh cho ng cho co ng ty v quy mo , e e
sữ đ i m i va l i nhua n. Va na m ngoa i, no đa mo ớ ớ
SmartThings, mo t co ng ty kh i nghie p nha tho ng minh.ớ
Những ta i s e n Internet c a Vữ ki u a n va t c a Thu e giớ i ga n đ
ta i San Francisc o, Young Sohn, gia m đ c chi n lữ c co e ớ u a
Samsung, đa co n khai ho a m i thg o ữ . O ng đa ti t lo mo te
hoa ch la m cho y đi nh c a Samsung ro ra ng. Co ng ty đang camu
ke t ta i tr 100 trie u đo la cho ca c co ng ty kh i nghie p muớ ớ o
giu p xa y d ng he sinh tha i. Cam k i v i mo c hí nh sữ e t đo ớ t
cớ i m va h p ta c, Sohn đa ti t lo mo t do ng chip ba n d n ớ ớ e a
- bo x ly m i nhữ ớ a e t k t h p phớ a n c ng va phữ a e n m m - h
đang co s n đ ba n, giu p c a c co ng ty l n va nhanh cho a e ớ nho
va d da ng xa y d ng ca c thi t b k t n i v Internet. Va e ữ e i e o ớ i
đa p ng nhữ ữ ng gí no mong đ i s co mo nhu c t l nớ e t a u ra ớ
nhữ ng con chip na y va ng con chip t ng lai, Samsung nhữ ữớ
đang đ u tữ 14 ta y đo la va o mo t to h p s n xu t ch t ba n dớ a a a
kho ng lo .
Đe hoa n tha nh m c tie u tru ớ tha nh ngữ i d n đ u tre n c a ớ a a u
trữớ ng Internet Va n va t, Samsung đang cha p nha n tha cthữ
lớ n nha t c a mí nhu . Trữớ c h t, s thay đ i trong chi n lữe ữ o e ớ
na y s m ro ng danh sa ch ca c đ i th c nh tranh ve ớ o u a ớ i Samsu
tữ mo o m đa n n chí đt nh a e n mo t nho m co ng ty bao g m mo
co ng ty trong m i lí nh v c co ng nghe cao va tha m chí mo to ữ
kha c ngoa i l nh ví ữ c đo . The m va o tha ch th c đo , kho ng co tiữ
chua n chung na o cho ca c co ng nghe c n thi t đa e e e k t n i nhio
thie t bi c a ca c co ng nghe i lie n quan đ n m ng, phu the giớ e a
me m va ph n c ng. K t qu la , co ha ng nga n co ng ty - a ữ e a
Google va Apple đ n vo s ca c co ng ty m i kh i nghie p - ce o ớ ớ
ga ng đữa s n ph m c a h theo hữ ng k t n n nhaa a u o ớ e o i la
những kho ng ti n g n hớn đ n tre a e a ng tha i t ng thữớ í ch pho
qua t.
Đe the m va o th tha c h na y, nhi u ngữ i tham gia tro chữ e ớ
Internet Va n va t o ng nhí n thkh a y ta n m t, mo va n đa t sữ
ca nh tranh la m cho qua trí nh kho kha n hớn nhi u. Khi nhie e u
more difficult. As the many players work toward
co mpatibility, they employ numerous and often
inco mpatible approac hes. And whereas Samsung and
many others have committed to collaboration and an
open ecosystem, others intend to go it alone and
develop their own systems. For example, Apple i s
developing its HomeKit platform—a proprietary
system that allows users to command the devices in
their homes through Apple TV using Siri. Remember
“Intel Inside”? Picture a “Made for iPhone logo on ”
devices that would ensure shoppers of interoperabil ity
under the Apple system.
But these challenges are not dousing Samsung’s fire.
The company’s motivations go beyond greater
financial performance. According to Alex Hawkinson,
CEO f or SmartThings, Samsung is trying to lead by
example and trying to “do what is right by the
customers” by giving them more choice and flexibility.
“We will focus on creating amazing experiences in both
software and hardware, and win through the power of
our innovation rather than trying to win by locking
others out or limiting choice, Hawk inson says.”
So far as the Internet of Things goes, the ultimate goal
is to build artificial intelligence technolo gy that can
gather data from smart homes, cars, and wearabl e
devices and turn them into useful insights. That might
sounds just a little too Big Brother-ish, but the wheel s
are al ready in motion. According to one conservative
estimate, the number of networked devi ces will surge
from about a billion today to 26 billion by 2020,
representing a $3 trillion market. By that time,
Samsung clai ms that 100 percent of the products it
makes will be Internet-c onnected.
Twenty years ago, few people would have predicted
that Samsung could have transformed itself so quickly
and co mpletely from a low-cost copycat manufacturer
into a world-leading innovator of stylish, high-
performing, premium products. But through savvy
strategic planning, that’s exactly what Samsung has
done. And not so long ago, few if any would have
predicted that Samsung would be one of the driving
forces behind creating a world that is entirely
interconnected. Yet, while that much remains to be
seen, Samsung certainly seems to have al l the right
ingredients. And, based on it record of success, Yo on
may have waxed prophetic as he unveiled Samsung’s
new strategic direction: “We have to show consumers
what’s in it for them and what the Internet of Things
can achieve—to transform our economy, society, and
how we live our lives.”
ngữớ i chới la m vie c hữ ng tớ ớ i kh na ng t ng thí ch, h sa ữớ o
du ng nhi u ca c h ti p ca n va thữ ng kho ng t ng thí ch. e e ớ ữớ
trong khi Samsung va nhi u ngữ i kha c đa cam k t h p ta ce ớ e ớ
va mo t he sinh tha i m , nhớ ữ ng ngữ i kha c co y đ nh đi ớ i
mí nh va pha t tri n he ng c a rie ng h . Ví de tho u o u : Apple đa
pha t tri n n n t HomeKit c a mí nh - mo t he ng đe e a ng u tho
quye n cho phe p ngữ i du ng đi u khi n ca c thi t b trong nhớ e e e i
cu a h tho ng qua Apple T V b ng Siri. Ha y ng ho a nhớ trữớ ớ
“Intel Inside?” Ha y hí nh dung mo t logo “ tChe a o cho iPhone”
tre n ca c thie e a a t b si đ m b o ngữ i mua c o kh na ng t ng ớ a ữớ
trong he ng Apple.tho
Những nh ng tha ch th c na y kho ng la m tữ ữ a t ngo n l a cữ u
Samsung. Đo ng l c c a co ng ty vữ t xa hie u suữ u ớ a t ta i chí nh
hớn. Theo Alex Hawkinson, Gia m đ c đi u ha nh co e u a
SmartThings, Samsung đang c g ng la m gữớng va c g ng o a o a
“la m ng gí đu ng đ theo kha ch ha ng” b ng c ch cho hnhữ a n a a
the m s l a ch n va linh ho t. “Chu ng to i s ta p trung vữ ữ o a e
vie c t o ra nh ng tra ữ a i nghie m tuye t v i trong c n m mớ a a ph e
pha n c , va gia nh chi n thữ ng e a ng nh s c m nh c a s đớ ữ a u ữ
mớ i c a chu ng to i thay ví c g ng c hi n th ng b ng ca ch khu o a e a a
nhữ ng ngữ i kha c hoa c h n ch s l a ch n c a hớ a e ữ ữ o u o
Hawkins on no i.
Theo nhữ Internet c a Vu a n va t cho t i nay, m c tie u cu i cu nớ u o
la xa y dữ ng co ng nghe trí tue nha n t o co th thu tha p da e ữ
tữ nha tho ng minh, xe hới, va ca c thi t be i đeo va n chu nbie
tha nh ng u í ch. Nghe co v đa m mu i Bnhữ tha e u hi u hữ e
Brother c ), những ca c ba nh xe đa chuy n đo ng. Theo mo (Ke a e
ữớ c tí nh tha n tro ng, s lữ ng thi t bo ớ e i n i m ng s ta ngo a e
khoa ng mo t ty nga y nay le n 26 t va o na m 2020, đ i die n cy a
mo t thi trữớ ng tri gia 3 nghí n t đo la. Va o th i đi m đy ớ e
Samsung tuye n b ro a ng 100 ph n tra m s n pha a a m ma h to a
ra s đữ c k t n i Internet.e ớ e o
Hai m i na m trữ c, í t ngữ i co thữớ ớ ớ e d đoa n r Samsunữ a ng
co th te ữ bie a n đ i ro t nhanh cho ng va hoa n toa n t mo t ữ
sa n xu ha nh nha i gia r tha nh mo t nha đ i m i ha ng đ ua t e o ớ a
giớ i v ca c s n ph m cao c p, hie u su t cao, co phong ca ce a a a a
Những tho ng qua e c la ch chi n lữ c kho n ngoavi p ke a ho e ớ
đo chí nh xa c la nh ng gí ma Samsung đa la m. Va ca ch đữ
kho ng la u, r í t ngữ i co th d đoa n ra t ớ e ữ a ng Samsung s la me
trong nh ng đo ng l c thu c đ y đ t o ra mo t th i hoữ ữ a e a e giớ
toa n k t n i v i nhau. Tuy nhie n, trong khi v n co n nhi u đie o ớ a e e
ca n pha i xem xe t, Samsung dữ ng nhữ co t t c ca c tha nớ a a
pha n phu h p. Va , d a tre n h sớ tha nh co ng, Yoon co thớ ữ o e t
tha nh nha tie n tri khi anh ti t lo đe i nh hữ ng chi n lữ c mớ e ớ
cu a Samsung “Chu ng to i ph i cho ngữ i tie u du ng th: a ớ a y
nhữ ng gí da nh cho h va nh ng gí Internet v n va t co th o ữ a e
đữớ c - đ n đ i ne e bi o e n kinh t , xa ho i va ca ch chu ng ta se o
cuo c s ng c a mí nh.o u
Questions for Discussion
1. How was Sam sung able to go from a copycat brand
to an innovation leader?
2. In recent years, how has Samsung achieved its goals
in markets where it had little presence, such as
smartphones?
3. What challenges does Samsung face with such a
diverse product portfolio? What benefits?
4. Is Sam sung’s current and future strategy customer
focused? Why or why not?
5. Will Samsung be successful in achieving its goal of
becoming a leader in the Internet of Things market?
Câu hỏi thảo luận
1. La m th na o Samsung co th đi t mo t th ng hie ha ne e ữ ữớ u
nha i đ n mo t a la nh đ o đ i me nh a o ớ i?
2. Trong nh ng na m g n đa y, Samsung đa đ t đữ c m c tie ữ a a ớ u
nhữ na o trong ng m no co í t s e n die n, chthe thi trữớ a ữ hi
ha n ữ e n tho i tho ng minh?nh đi a
3. Samsung ph i đ i ma t v i nh ng tha ch tha o ớ ữ ữ c na o mo dant
mu c s n pha a a m đa d ng nhữ va y ng l i í ch la gí ?? Nhữ ớ
4. e n lữ c hie n t i va t ng lai c a Samsung co taLi u chie ớ a ữớ u
trung va o kha ch ha ng kho ng? Ta i sao co hay t i sao kho ng?a
5. Lie Samsung s tha nh co ng trong vie c đu e a t đữ c m c tieớ u
trớ tha nh ngữ i d n đ u trong th ng Internet Vớ a a i trữớ a n va t?
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ế ế ượ để
You’re probably familiar with Sams ung. Maybe you
Co the ba n quen thuo c vớ i Samsung. Co le ba n co mo t tr
have one of the company’s hot new Galaxy
nhữ ng loa i đie n thoa i tho ng minh hoa c ma y tí nh ba ng Galax
smartphones or tablets that track your eye movements
mớ i tinh cu a co ng ty theo do i chuye n đo ng ma t cu a ba n đ
to help you navigate the screen. You might be doing
giu p ba n đie u hữớ ng ma n hí nh. Ba n co the đang la m ba i t
your homework on one of its c utting-edge laptops. Or
ve nha cu a ba n tre n mo t trong nhữ ng ma y tí nh xa ch tay ti
perhaps you’ ve seen one of its dazzling new ultrahigh -
tie n cu a no . Hoa c co le ba n đa nhí n tha y m o t trong nhữ ng
definition curved-screen smart TVs with Nano-cryst al
tho ng minh ma n hí nh cong đo ne t cữ c cao mớ i vớ i co ng ngh technology. tinh the Nano cu a no .
Chances are good that you or someone you know owns
Ra t co the la ba n hoa c ngữớ i ma ba n bie t sớ hữ u mo t
a Samsung product. After all, Samsung is the world’s
pha m cu a Samsung. Xe t cho cu ng, Samsung la nha sa n xua
largest consumer electronics manufacturer, produci ng
thie t bi đie n tữ tie u du ng lớ n nha t the giớ i, sa n xua t ca c
“gotta have” products in just about every electronics
pha m “ca n pha i co ” ớ mo i chu ng loa i ca n pha m đie n tữ , b
category, including TVs, DVD players, home theaters,
go m TV, đa u DVD, ra p ha t ta i nha , ma y a nh ky thua t so va m
digital cameras and camcorders, mobile devices,
quay phim, thie t bi di đo ng, đo ng ho tho ng minh, thie t bi gi
smartwatches, home appliances, laptops, printers, and
du ng, ma y tí nh xa ch tay, ma y in va đe n LED. LED lighting.
But only 20 years ago, Samsung was little known, and
Những chí ca ch đa y 20 na m, Samsung í t đữớ c bie t đe n, va n
it was anything but cutting-edge. Back then, Samsung
la ba t cữ thữ gí ngoa i trữ tie n tie n. Trữớ c đo , Samsung la m
was a Korean copycat brand that you bought off a thữớng hie u n a
h i ( copycat) cu a Ha n Quo c ma ba n đa mua t
shipping pallet at Costco if you couldn’t afford a Sony,
mo t pallet va n chuye n ta i Costco ne u ba n kho ng the mu
then the world’s most coveted consumer electronic s
đữớ c mo t chie c Sony, lu c đo la thữớng hie u đie n tữ tie u du
brand. However, in 1993 Samsung made an inspired
đữớ c the m muo n nha t the giớ i. Tuy nhie n, va o na m 1993
dec ision. It turned i ts back on cheap knockoffs and set Samsung đa đữa ra mo t quye t đi n đ h a y ca m hữ ng. No đa qu
out to overtake rival Sony. At the tim e, no one outside
lững la i vớ i nhữ ng loa i ha ng nha i re tie n va ba t đa u vữớ t q
of Samsung believed that was possible. But the Korean
đo i thu Sony. Va o thớ i đie m đo , kho ng ai ngoa i Samsung tin
manufacturer passed Sony in just 10 years, and
ra ng đie u đo la co the . Những nha sa n xua t Ha n Quo c đa vữ
Samsung has been widening the gap that separates it
qua Sony chí sau 10 na m va Samsung đa ke tữ đo đa gia ta n
from the former market leader ever since.
khoa ng ca ch ta ch bie t vớ i nha la nh đa o thi trữớ ng trữớ c đ
The New Management Strategy
Chiến lược quản lý mới
How did Samsung move so far so fast? The dramati c
La m the na o ma cho đe n nay Samsung đa di chuye n ra t nhanh
shift came about as a res ult of a top-down mandate to
nhữ the ? Sữ thay đo i ma nh me x a u t hie n do ke t qua cu a m
reform Samsung’s business model and culture. In
nhie m vu tữ tre n xuo ng đe ca i ca c h mo hí nh va va n ho a
1993, CEO Lee Kunhee unveiled a new strategy. The
doanh cu a Samsung. Na m 1993, CEO Lee Kunhee đa ve n ma n
goal: Dethrone Sony as the biggest and most desirabl e
mo t chie n l ữớ c mớ i. Mu c tie u: Trua t phe Sony nhữ la thữớn
co nsumer electronics brand in the world. Turn
hie u đie n tữ tie u du ng lớ n nha t va đa ng mong đớ i nha t t
Samsung into a premier brand and a trailblazi ng
the giớ i. Ha y bie n Samsung tha nh mo t thữ ng ớ hie u cao ca
product leader. To that end, the company hired a crop
va mo t nha la nh đa o sa n pha m da n đa u. Đe đa t mu c tie u
of fresh, young designers and managers who
co ng ty đa thue mo t loa t ca c nha thie t ke va qua n ly tre , m
unleashed a torrent of new products—not humdrum,
nhữ ng ngữớ i đa tung ra mo t do ng sa n pha m mớ i - kho ng ph
me-too products, but sleek, bold, and beautiful
la nhữ ng sa n pha m buo n te , ba t chữớ c ma la nhữ ng sa n pha
products targeted to high-end users. Samsung called
kie u da ng đe p, ta o ba o va đe p ma t nha m đe n ngữớ i du ng c
them “lifestyle works of art.” Every new product h ad to
ca p. Samsung go i chu ng la “ca c ta c pha m nghe thua t c
pass the “Wow!” test: If it didn’t get a “Wow!” reaction
phong ca ch so ng.” Mo t sa n pha m mớ i pha i vữớ t qua thữ
during market testing, it went straight back to the
nghie m “Wow!”: Ne u no kho ng nha n đữớ c pha n ữ ng “Wow design studio.
trong qua trí nh thữ nghie m thi trữớ ng, no pha i quay trớ l xữớ ng thie t ke .
Beyond just seeking cutting-edge technology and
Ngoa i vie c tí m kie m co ng nghe tie n tie n va thie t ke co ph
stylish designs, Samsung put the customer at the core
ca ch, Samsung đa t kha ch ha ng la m co t lo i cu a phong tra o đ
of this innovation movement. “Put s imply, our
mớ i na y. “No i mo t ca ch đớn gia n, sữ kha c bie t cu a chu ng
differentiation is centered on producing innov ative
ta p trung va o vie c sa n xua t co ng nghe đo i mớ i mang la i
technology that brings genuine change to people’s
thay đo i thữ c sữ cuo c so ng cu a mo i ngữớ i,” Sue Shim, gia
lives,” said Sue Shim, Samsung’s chief marketing
đo c tie p thi cu a Samsung đa no i. “Chu ng to i la m đie u na y ba
officer. “We do this by bringing a relentless focus on
ca ch ta p trung kho ng ngữ ng va o tra i nghi e m cu a ngữớ i ti
co nsumer experience and product innovation in
du ng va đo i mớ i sa n pha m trong mo i vie c chu ng to i la m.” everything we do.”
With its fresh customer-centered focus, Samsung
Vớ i tro ng ta m la kha ch ha ng mớ i, Samsung đa thữ c hie n co
made quick work of surpassing Sony. Today, Samsung’s
vie c nhanh cho ng vữớ t qua Sony. Ho m nay, doanh thu ha ng
annual revenues of $196 billion are more than two and
na m cu a Samsung la 196 ty đo la, ga p hớn hai la n rữớ i doanh
a half times Sony’s $75 billion. And over the past five
thu cu a Sony ớ mữ c 75 ty USD. Va trong na m na m qua, doanh
years, as Samsung’s sales and profits have seen double-
thu va lớ i nhua n cu a Samsung đa ta ng trữớ ng hai con so
digit growth, Sony’s revenues have declined and losses
trong lu c đo doanh thu cu a Sony đa gia m va thua lo to i te
have compounded. According to brand tracker
Theo co ng ty theo do i thữớng hie u Interbrand, Samsung hie n
Interbrand, Samsung is now the world’s seventh most la thữ ng
ớ hie u co gia tri thữ ba y the giớ i, đữ ng trữớ c c
valuable brand—ahead of megabrands like Disney, megabrand (t ữớ h ng hie u lớ n) n ữ h Disney, Pepsi, Nike va
Pepsi, Nike, and Toyota—and one of the fastest-
Toyota, va mo t trong nhữ ng thữ ng
ớ hie u ta ng trữớ ng nhanh
growing brands in the wo rld. And Sony? It has fallen
nha t the giớ i. Co n Sony? No đa bi tha t su ng khi gia tri thữớn
from grace as the value of its brand has declined as
hie u cu a no đa gia m ki ch tí nh nhữ sữ ta ng le n cu a Samsung
dramatically as Samsung’s has risen.
But more than growth, Samsung has achieved the new
Những hớn ca sữ ta ng trữớ ng, Samsung đa đa t đữớ c ye u to
product Wow! factor it sought. As evidence, Samsung
Wow! trong sa n pha m mớ i ma no tí m kie m. Ba ng chữ ng
is a dominant force at the annual International Design
Samsung la mo t the lữ c tho ng tri ta i ca c buo i thuye t trí nh G Excellence Awards (IDEA) presentatio ns —the
thữớ ng Xua t sa c ve Thie t ke Quo c te (IDEA) ha ng na m - Gi
Academy Awards of the design world—which judge
thữớ ng cu a Ho c vie n the giớ i thie t ke - đa nh gia c a c sa n p
new products based on appearanc e, functionality, and
mớ i dữ a tre n ngoa i hí nh, chữ c na ng va tữ duy truye n ca
inspirational thinking. Year after year, Samsung
hữ ng. Na m na y qua na m kha c, Samsung no i le n nhữ la co n
emerges as the top corporate winner. Las t year,
ty chie n tha ng ha ng đa u. Na m ngoa i, Samsung đa nha n đữớ
Samsung claimed 10 awards, more than three times as
10 gia i thữớ ng, ga p ba la n so vớ i ca c co ng ty tie p theo. many as the runners-up When New Becomes Old
Khi mới trở nên cũ
Good companies achieve their strategic goals. Gre at
Ca c co ng ty to t đa t đữớ c mu c tie u chie n lữớ c cu a ho . Ca c co
co mpanies modi fy their strategi c plans as goals are ty ví đa i sữ a đo i ke hoa ch chie n l ữớ c cu a ho k hi ca c mu c
met, always looking to the future and positioning
đữớ c đa p ữ ng, luo n hữớ ng đe n tữ ng ớ lai va đi nh vi ba n tha
themselves to remain in front. After Lee was named
luo n ớ phí a trữớ c. Sau khi Lee đữớ c ta p chí Fortune Korea ba u
top CEO of the Decade by Fortune Korea, he announced
cho n la CEO ha ng đa u cu a tha p ky , o ng tuye n bo ra ng ke ho
that the “new management” plan was old news . After
“qua n ly mớ i” đa la tin cu . Sau 17 na m tha nh co ng đa ng k
17 years of remarkable success, Lee admi tted that
Lee thữ a nha n ra ng ca c sa n pha m chí nh cu a Samsung c o th
Samsung’s main products would likely become
se trớ ne n lo i thớ i trong vo ng 10 na m tớ i. Sau đo , o ng đa ti
obsolete within the next 10 years. He then unveiled the
lo ne n ta ng cu a mo t hữớ ng chie n lữớ c mớ i dữ a tre n ch
underpinnings o f a new strategic direction based on
ngo n mabuljungje cu a Trung Quo c co nghí a la “con ngữ a
the Chinese axiom mabuljungje— meaning “horse that
kho ng dữ ng la i.” Trong mo t ba n ghi nhớ gớ i cho nha n vie
does not stop.” In a memo to Samsung employees, Lee
cu a Samsung, Lee no i, “ho c thuye t ‘q a u n ly mớ i’ cu a 17 na m
said, “T he ‘new management’ doctrine for the past 17
qua đa giu p cho co ng ty trớ tha nh mo t trong nhữ ng nha sa
years helped catapult the company into being one of
xua t thie t bi đie n tữ to t nha t the giớ i. Ba y giớ kho ng pha
the world’s best elec tronics makers. Now is not a time
lu c đe tữ ma n ma la thớ i gian đe cha y.”
to be complacent but a time to run.”
Ma c du Samsung kho ng tuye n bo bie t nhữ ng sa n pha m na o
Although Samsung doesn’t claim to know what will
thay the ca c sa n pha m ho m nay cu a ho khi chu ng trớ ne n l
replace today’s products as they become obsol ete, it is
thớ i, ho đang đa u tữ ra t nhie u đe đa m ba o ra ng chí nh la co
investing heavily to ensure that it is the company that
ty cu a ho se pha t trie n chu ng. Ngay ca khi co he tho ng s
develops them. Even with its new product systems in
pha m mớ i, CEO Lee nha n ma nh sữ ca n thie t cu a Samsung đe
place, CEO Lee stresses the need fo r Samsung to
ca i to hoa n to a n mo hí nh kinh doanh hoa c co nguy cớ ma t t
co mpletely overhaul its business model or risk losing
pha n. May ma n cho Samsung, lớ i nhua n đa to t đe n mữ c ho c
market share. Fortunately fo r Samsung, profits have
tie n đe ho trớ cho co ng cuo c tí m kie m cu a mí nh la luo n đ
been so good that it has the funds to support its quest
đa u trong nhie u đo i mớ i. He t na m na y qua na m kha
to remain at the top o f the innovation heap. Year after
Samsung ta ng nga n sa ch đa u tữ đo i mớ i cu a mí nh le n mữ
year, Samsung boosts its innovation investment budget
cao ky lu c, ngay ca khi đo i thu ca nh tranh cu a no ca t gia m. C
to record highs, even as its competition makes cuts. Its
phí nghie n cữ u va pha t trie n ga n đa y nha t cu a no la 13,4 ty
most recent research and development expense of
la chí đữ ng sau Volkswagen 13,5 ty đo la va hớn ga p đo i so
$13.4 billion was sec ond o nly to Volkswagen’s $13.5 vớ i Amazon, IBM hoa c Cisc o. Sony, Toshiba, Sharp, va Hitachi,
billion and more than double that of Amazon, IBM, or
- ca c đo i thu truye n tho ng cu a Samsung - tha m chí kho ng đ
Cisco. Sony, Toshiba, Sharp, and Hitachi—Samsung’s ga n đữớ c.
more traditional competitors in the past—didn’t even co me close.
Mo i ngữớ i ớ Samsung bie t ra ng tha nh co ng trong tữ ng ớ lai se
The folks at Samsung know that future success wi ll
đo i ho i nhie u hớn ca c tie n í ch pha n cữ ng ha o nhoa ng. Ví ly
require much more than flashy hardware gadgets. For
đo , Samsung kho ng thữ c sữ chu y đe n Sony nữ a. Samsung bie
that reason, Sam sung isn’t really paying attention to
ra ng ve la u da i, Samsung kho ng the pha t trie n ma nh trong da
Sony anymore. Samsung knows that it cannot thrive in
ha n ba ng ca ch chí cung ca p ma u sa c sa c ne t hớn, cha t lữớ
the long term by merely offering sharper colors , better
a m thanh to t hớn hoa c tha m chí la ca c thie t ke “Wow!.” Tro
sound quality, or even “Wow!” designs. Over the pas t
nữ a tha p ky qua, Samsung đa ta p trung va o vie c ca nh tran
half-decade, Samsung has focused on competing with
vớ i nhữ ng co ng ty n ữ
h Apple đe c hie m lí nh thi trữớ ng thie
the likes of Apple for dominance of the mobile device
bi di đo ng va c ho no i dung va qua ng ca o đi cu ng vớ i ca c th
market and for the content and adv ertising that go bi nhữ va y. along with such devices.
Sữ ta p trung đo đa đữớ c đe n đa p, va Samsung đa vữớn le
That focus has paid off, and Samsung has surged to the
da n đa u cu a thi trữớ ng đie n thoa i tho ng minh. Chí va i na
top of the smartphone market. Just a few years ago,
trữớ c, mu c tie u cu a Samsung, la ta ng ga p đo i thi pha n cu
Samsung’s goal was to double its share of the
mí nh tre n thi trữớ ng đie n thoa i tho ng minh tữ 5% le n 10%
smartphone market from 5 percent to 10 percent. But
Những tha nh co ng cu a do ng Galaxy đa đữa Samsung va o vi trí
the success of the Galaxy line catapulted Samsung into
da n đa u thi trữớ ng, vữớ t qua Apple vớ i thi pha n toa n ca u hớ
the position of m arket leader, besting Apple with a
30%. Va ma c du Apple đa co bữớ c nha y vo t trong vie c kie
global market share of more than 30 percent. And
soa t no i dung vớ i hớn 100 ty lữớ t ta i xuo ng tho ng qua Ap
although Apple has the jump o n controlling content
Store, những App Store cu a Samsung’s Galaxy đang giữ vữ ng
with more than 100 billion downloads through its App vi trí .
Store, Sam sung’s Galaxy App Store is holding its own. Internet vạn vật The Internet of Things
Ma c du tha nh co ng kho ng the cho i ca i trong đi e n thoa i tho
Despite its indisputable success in smartphones,
minh, Samsung bie t ra ng tha nh co ng co the la nga n ha n. Ma
Samsung knows that that success can be short-lived.
du no va n duy trí vi trí da n đa u tre n thi trữớ ng, va n may
Although it still maintains the lead in the market,
Samsung đa suy ye u trong na m vữ a qua khi phie n ba n mớ i
Samsung’s fortunes have waned in the past year as the
nha t cu a iPhone đa ca t mo t nữ a thi pha n cu a no ớ Trung Qu
latest rendition o f the iPhone cut its market share in
la m gia m thi pha n toa n ca u cu a no xuo ng 25 pha n tra m
China in half, reducing its global market share to 25
Trong mo t thi trữớ ng ba o ho a va kha c nghie t, Samsung bi
percent. In a saturated and cut-throat market,
Samsung knows that future growth will not come from
ra ng sữ ta ng trữớ ng trong tữ ng
ớ lai se kho ng đe n tữ m o t đi a bigger, better smartphone.
thoa i tho ng minh lớ n hớn, to t hớn.
Rather, Samsung is again shifting its strategic
Thay va o đo , Samsung mo t la n nữ a chuye n hữớ ng chie n lữớ
direc tion. Samsung wants to take the lead in “the
cu a mí nh. Samsung muo n đi đa u trong “ma ng Internet cu a
Internet of Things”— a global environment where all
Va n va t” - mo t mo i trữớ ng toa n ca u nới ta t ca ca c thie t bi
electronic devices, applianc es, vehicles, and even stati c tữ , thie t bi , phữ ng
ớ tie n va n chuye n, va tha m chí ca c ma t h
items such as clothing will be digitally connected with
tí nh nhữ qua n a o se đữớ c ke t no i ky thua t so vớ i nhau, v
each other, with the people who use them, and with the
nhữ ng ngữớ i sữ du ng chu ng va vớ i ca c c o ng ty sa n xu co mpanies that make them. chu ng.
In recent years, Sam sung has quietly gone about
Trong nhữ ng na m ga n đa y, Samsung đa a m tha m ta o ra mo creating a fo undation for establishing an
ne n ta ng đe thie t la p mo t ma ng lữớ i lie n ke t giữ a ta t ca
interconnective web between all of its products and
sa n pha m cu a no va lie n k e t chu ng vớ i pha n co n la i cu a
linking them with the rest of the world. It already
giớ i. No đa ta o ra ca c sa n pha m co the tữớ ng tữớ n g đữ
makes products in just about every imaginable
trong mo i loa i thi e t bi gia đí nh. Ca ch đa y kho ng la u, co ng
category of home devices. Not many years ago, it dove đa t a h m nha p sa u va o lí n h vữ c ba n da n, mo t n a g nh k
into s emiconductors, a business that has been growing
doanh đang pha t trie n nhanh cho ng cho co ng ty ve quy mo ,
rapidly for the company in terms of size, innovation,
sữ đo i mớ i va lớ i nhua n. Va na m ngoa i, no đa m
and profitability. And last year, it purchased
SmartThings, mo t co ng ty khớ i nghie p nha tho ng minh.
SmartThings, a smart-home start-up company.
But at the recent Internet of Things World event in San
Những ta i sữ kie n Internet cu a Va n va t cu a The giớ i ga n đ
Francisc o, Young Sohn, Samsung’s chief strategy
ta i San Francisc o, Young Sohn, gia m đo c chie n lữớ c cu a
officer, blew things wide open. He unveiled a plan that
Samsung, đa co ng khai ho a mo i thữ . O ng đa tie t lo mo t
makes Samsung’s intentions clear. The company is
hoa ch la m cho y đi nh cu a Samsung ro ra ng. Co ng ty đang cam
co mmitting a funding pool of $100 million to start-ups
ke t ta i trớ 100 trie u đo la cho ca c co ng ty khớ i nghie p muo
that want to help build the ecosystem. Committing to a
giu p xa y dữ ng he sinh tha i. Cam ke t đo i vớ i mo t c hí nh s
policy of openness and collaboration, Sohn unveiled a
cớ i mớ va hớ p ta c, Sohn đa tie t lo mo t do ng chip ba n da n
new line of semiconductor chips—state-of-the-a rt
- bo xữ ly mớ i nha t ke t hớ p pha n cữ ng va pha n me m - h
processors that combine hardware and software—that
đang co sa n đe ba n, giu p c a c co ng ty lớ n va nho nhanh cho
are now available for sale, helping companies large and
va de da ng xa y dữ ng ca c thie t bi ke t no i vớ i Internet. Va
small quickly and easily build Internet-connect ed
đa p ữ ng nhữ ng gí no mong đớ i se co mo t nhu ca u ra t lớ n
devices. And to meet what it expects will be enormous
nhữ ng con chip na y va nhữ ng con chip tữ ng ớ lai, Samsung
demand fo r these and future chips, Samsung is
đang đa u tữ 14 ty đo la va o mo t to hớ p sa n xua t cha t ba n d
investing $14 billion in a massive semiconductor kho ng lo . manufacturing compl ex.
To acco mplish its goal of becoming a leader in the Đe hoa n tha nh mu c tie u trớ tha nh ngữớ i da n đa u tre n cu a
Internet of Things market, Samsung is taking on its
trữớ ng Internet Va n va t, Samsung đang cha p nha n thữ tha c
biggest challenge yet. For s tarters, this shift in strategy
lớ n nha t cu a mí nh. Trữớ c he t, sữ thay đo i trong chie n lữớ
broadens Samsung’s list of competitors from an
na y se mớ ro ng danh sa ch ca c đo i thu ca nh tranh vớ i Samsu
already daunting set to one that includes just about tữ mo t n o
h m đa na n chí đe n mo t nho m co ng ty bao go m m
every company in every field of high tec hnology and
co ng ty trong mo i lí nh vữ c co ng nghe cao va tha m chí mo t
even some beyond that. Addi ng to that c hallenge, there kha c ngoa i lí nh vữ c đo . The m va o tha ch thữ c đo , kho ng co ti
are no common standards for technologi es required to
chua n chung na o cho ca c co ng nghe ca n thie t đe ke t no i nhi
co nnect the many devices of the world technologies
thie t bi cu a ca c co ng nghe the giớ i lie n quan đe n ma ng, ph
that involve networking, software, and hardware. As a me m va pha n cữ ng. Ke t qua la , co ha ng nga n co ng ty -
result, there are thousands of companies—from
Google va Apple đe n vo so ca c co ng ty mớ i khớ i nghie p - c
Google and Apple to myriad start-ups— trying to move
ga ng đữa sa n pha m c u a ho theo hữớ ng ke t no i la n nha
their products toward interconnectivity but not
những kho ng tie n ga n hớn đe n tra ng tha i tữ ng ớ thí ch pho
getting much closer to a state of universal qua t. compatibility.
Đe the m va o thữ tha c h na y, nhi e u ngữớ i tham gia tro ch
To add to this challenge, the many participants in the
Internet Va n va t kho ng nhí n tha y ta n ma t, mo t sữ va n đ
Internet o f Things game don’t see eye to eye, a
ca nh tranh la m cho qua trí nh kho kha n hớn nhie u. Khi nhie u
co mpetitive dynamic that makes the process much
more difficult. As the many players work toward
ngữớ i chới la m vie c hữớ ng tớ i kha na ng tữ ng ớ thí ch, ho s
co mpatibility, they employ numerous and often
du ng nhie u ca c h tie p ca n va thữớ ng kho ng tữ ng ớ thí ch.
inco mpatible approac hes. And whereas Samsung and trong khi Samsung va nhie u ngữớ i kha c đa cam ke t hớ p ta c
many others have committed to collaboration and an
va mo t he sinh tha i mớ , nhữ ng ngữớ i kha c co y đi nh đi
open ecosystem, others intend to go it alone and
mí nh va pha t trie n he tho ng cu a rie ng ho . Ví du : Apple đa
develop their own systems. For example, Apple i s pha t trie n ne n ta n
g HomeKit cu a mí nh - mo t he tho ng đ
developing its HomeKit platform—a proprietary
quye n cho phe p ngữớ i du ng đie u khie n ca c thie t bi trong nh
system that allows users to command the devices in
cu a ho tho ng qua Apple T V ba ng Siri. Ha y nhớ trữớ ng hớ
their homes through Apple TV using Siri. Remember
“Intel Inside?” Ha y hí nh dung mo t logo “Che ta o cho iPhone”
“Intel Inside”? Picture a “Made for iPhone” logo on
tre n ca c thie t bi se đa m a
b o ngữớ i mua c o kha na ng tữ ng ớ
devices that would ensure shoppers of interoperabil ity trong he tho ng Apple. under the Apple system.
But these challenges are not dousing Samsung’s fire.
Những nhữ ng tha ch thữ c na y kho ng la m ta t ngo n lữ a cu
The company’s motivations go beyond greater
Samsung. Đo ng lữ c cu a co ng ty vữớ t xa hie u sua t ta i chí nh
financial performance. According to Alex Hawkinson,
hớn. Theo Alex Hawkinson, Gia m đo c đie u ha nh cu a
CEO f or SmartThings, Samsung is trying to lead by
SmartThings, Samsung đang co ga ng la m gữớng va co ga ng
example and trying to “do what is right by the
“la m nhữ ng gí đu ng đa n theo kha ch ha ng” ba ng ca ch cho h
customers” by giving them more choice and flexibility.
the m sữ lữ a cho n va linh hoa t. “Chu ng to i se ta p trung v
“We will focus on creating amazing experiences in both
vie c ta o ra nhữ ng tra i nghie m tuye t v ớ i trong ca p a h n me m
software and hardware, and win through the power of pha n cữ n ,
g va gia nh chie n tha ng nhớ sữ c ma nh cu a sữ đ
our innovation rather than trying to win by locking
mớ i cu a chu ng to i thay ví co ga ng c hie n tha ng ba ng ca ch kh
others out or limiting choice,” Hawk inson says.
nhữ ng ngữớ i kha c hoa c ha n che sữ lữ a cho n cu a ho Hawkins on no i.
So far as the Internet of Things goes, the ultimate goal
Theo nhữ Internet cu a Va n va t cho tớ i nay, mu c tie u cuo i cu n
is to build artificial intelligence technolo gy that can la xa y dữ ng co ng nghe trí tue nha n ta o co the thu tha p dữ
gather data from smart homes, cars, and wearable
tữ nha tho ng minh, xe hới, va ca c thie t bi đeo va bie n chu n
devices and turn them into useful insights. That might
tha nh nhữ ng tha u hie u hữ u í ch. Nghe co ve đa m mu i B
sounds just a little too Big Brother-ish, but the wheel s
Brother (Ke ca ), những ca c ba nh xe đa chuye n đo ng. Theo mo
are al ready in motion. According to one conservativ e
ữớ c tí nh tha n tro ng, so lữớ ng thie t bi no i ma ng se ta ng
estimate, the number of networked devi ces will surge
khoa ng mo t ty nga y nay le n 26 ty va o na m 2020, đa i die n c
from about a billion today to 26 billion by 2020,
mo t thi trữớ ng tri gia 3 nghí n ty đo la. Va o thớ i đie m đ
representing a $3 trillion market. By that time,
Samsung tuye n bo ra ng 100 pha n tra m sa n pha m ma ho ta
Samsung clai ms that 100 percent of the products it
ra se đữớ c ke t no i Internet.
makes will be Internet-c onnected.
Twenty years ago, few people would have predicted
Hai mữới na m trữớ c, í t ngữớ i co the dữ đoa n ra n g Samsun
that Samsung could have transformed itself so quickly
co the tữ bie n đo i ra t nhanh cho ng va hoa n toa n tữ mo t
and co mpletely from a low-cost copycat manufacturer
sa n xua t ha nh nha i gia re tha nh mo t nha đo i mớ i ha ng đa u
into a world-leading innovator of stylish, high-
giớ i ve ca c sa n pha m cao ca p, hie u sua t cao, co phong ca c
performing, premium products. But through savvy
Những tho ng qua vie c la p ke hoa ch chie n lữớ c kho n ngoa
strategic planning, that’s exactly what Samsung has
đo chí nh xa c la nhữ ng gí ma Samsung đa la m. Va ca ch đ
done. And not so long ago, few if any would have
kho ng la u, ra t í t ngữớ i co the dữ đoa n ra ng Samsung se la m
predicted that Samsung would be one of the driving
trong nhữ ng đo ng lữ c thu c đa y đe ta o ra mo t the giớ i ho
forces behind creating a world that is entirely
toa n ke t no i vớ i nhau. Tuy nhie n, trong khi va n co n nhie u đie
interconnected. Yet, while that much remains to be
ca n pha i xem xe t, Samsung dữớ ng nhữ co ta t ca ca c tha n
seen, Samsung certainly seems to have al l the right
pha n phu hớ p. Va , dữ a tre n ho sớ tha nh co ng, Yoon co the t
ingredients. And, based on it record of success, Yo on
tha nh nha tie n tri khi anh tie t lo đi nh hữớ ng chie n lữớ c m
may have waxed prophetic as he unveiled Samsung’s
cu a Samsung: “Chu ng to i pha i cho ngữớ i tie u du ng tha y
new strategic direction: “We have to show consumers
nhữ ng gí da nh cho ho va nhữ ng gí Internet va n va t co the
what’s in it for them and what the Internet of Things
đữớ c - đe bie n đo i ne n kinh te , xa ho i va ca ch chu ng ta so
can achieve—to transform our economy, society, and cuo c so ng c u a mí nh. how we live our lives.”
Questions for Discussion
Câu hỏi thảo luận
1. How was Sam sung able to go from a copycat brand
1. La m the na o Samsung co the đi tữ mo t thữ ng ớ hie u ha n to an innovation leader? nha i đe n mo t n a h la nh đa o đo i mớ i?
2. In recent years, how has Samsung achieved its goals
2. Trong nhữ ng na m ga n đa y, Samsung đa đa t đữớ c mu c tie
in markets where it had little presence, such as
nhữ the na o trong thi trữớ ng ma no co í t sữ hie n die n, ch smartphones? ha n n ữ h đie n thoa i tho ng minh?
3. What challenges does Samsung face with such a
3. Samsung pha i đo i ma t vớ i nhữ ng tha ch thữ c na o mo t dan
diverse product portfolio? What benefits?
mu c sa n pha m đa da ng nhữ va y? Nhữ ng lớ i í ch la gí ?
4. Is Sam sung’s current and future strategy customer
4. Lie u chie n lữớ c hie n ta i va tữ ng ớ lai cu a Samsung co ta focused? Why or why not?
trung va o kha ch ha ng kho ng? Ta i sao co hay ta i sao kho ng?
5. Will Samsung be successful in achieving its goal of
5. Lie u Samsung se tha nh co ng trong vie c đa t đữớ c mu c tie
becoming a leader in the Internet of Things market?
trớ tha nh ngữớ i da n đa u trong thi trữớ ng Internet Va n va t?