Intel Corporation is known for it’s innovative successes and the ability to think outside the box. Some of Intel’s sources of competitive advantages in DRAM were that they were able to make a smaller product, they were able to create a complex product that helped deal with the imitation issue and they were able to a more cost effective product. Intel’s sources of competitive advantages for microprocessors on the other hand were different and more effective. They were able to control most of the microprocessor market which eliminated the threat of a hold-up, they were able to eliminate the risk of imitation by copyrights for microprocessor code, and…. What about substitution???…
1. What was Intel’s strategy in DRAMs? What accounts for Intel’s dramatic decline in market share in the DRAM market between 1974-1984? To what extend was Intel’s failure a result of its strategy?…
Flash Memory Inc. (herein referred to as “Flash” or the “firm”) is in the critical stage of planning for future operations and expansion. Competitive pressure, rapid market growth, continuous technological developments and high rivalry in the industry have caused Flash to experience increasingly low profit margins and liquidity issues. Our team has analyzed the current situation of your firm and its projected financial position for the future years 2010-2012. We then incorporated an analysis of the potential, new investment opportunity and its effects on future financial position, in order to decide whether your firm should pursue this growth opportunity. Based on our analysis, we strongly recommend investing in the new product line due to its positive net present value. Furthermore, we believe that it will help you maintain your competitive advantage in this rapidly changing industry. The project will address your concerns regarding cash needs and competitive pressure, among others. Ultimately, we predict that investing in the new project should be a strategic priority, as it will allow your company to remain a strong competitor in the electronic memory industry. Company Background Flash Memory Inc. operates in the computer and electronic device memory market. Founded during a high tech boom, the company has historically experienced higher returns as a pioneer in the market. Flash specializes in designing and manufacturing solid state drives and memory modules. These products are then sold to original equipment manufacturers, distributors, and retailers to be used in the end products such as computers and other electronic devices. As a small firm competing for market share against industry giants…
The for-profit organization of interest we selected is Samsung electronics co., ltd. and its subsidiaries. We researched the unusual or conflicting accounting principle that has impacted Samsung electronics co, Included in this research we present, a review and analyze the organizations published accounting statements of the last two years. Specifically, our research paper will: Identify the core functions of each department, their strengths and weaknesses, and make recommendations for improvement, as appropriate. This paper Identifies and describe the underlying problems, Compares the alternative courses of action, Explain the effects at issues, Recommend options that would be consistent with the organization’s accounting practices, accounting processes, and accounting-related departments. Last includes the last two years of published accounting statements…
1. Does Samsung have a competitive advantage? If so, how are they creating added-value compared to industry competitors? Make sure to quantify your claims. (In answering this question, you will find helpful information in exhibits 6-7k (but not only there)).…
The five dimensions of Entrepreneurial Orientation are key factors that firm’s practice in order to be successful in an industry. These five factors consist of autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk taking. The first dimension, autonomy, describes how an independent action by a person or a team working on project has a vision or concept for a business and develops the plan and carries it out, onto completion. The second dimension is innovativeness in which a firm or business must be willing to bring a new product into a market through such means as experimentation and imaginative processes; thereby creating these new products or services and laying a new production line process on how these products are entered into the market. This process is the most difficult to achieve due to the fact that creativity and technology must work together in order to be successful. The third factor is proactiveness, where firms capitalize on new opportunities by monitoring trends of their current customers and anticipated the needs and wants of their customer in order to catch the market at the right time. This is only done when a company is proactive and is adaptive to changes in markets. The fourth dimension is competitive aggressiveness; a firm has an concentrated attempt to oust other companies in their own industry by using tactics such as combative posture or an aggressive response to improve one’s own companies position in a market. This can be also used to overcome a threat in one’s marketplace. The fifth and last factor is risk taking, which involves a firm taking a chance on a project or venture without knowing the probable outcomes of their action. These risks may require substantial resource and capital to move forward with a venture and can lead to loosing the firm large amounts of capital if it fails. Jong Yong Yun incorporated all five dimensions of entrepreneurial orientation when he…
The first major course correction that is relevant to this discussion is Intel's transition from being a supplier of memory chips to designing and manufacturing microprocessors. Though Intel's exit from the low margin highly competitive memory chip market was evolutionary, it was nevertheless perhaps the most critical "added value" preserving action the company has taken. Cross licensing patents in the memory chip business made it very difficult for Intel to control its pricing. There were many other suppliers in the DRAM market with lower cost structures, suppressing margins in the industry. Intel's ability to add value was being inhibited by this abundance of competitors with an aggregate production capacity greater than the market was demanding.…
This performance has been a result of a worldwide developpment with the biggest success in North America where more than 730 000 units sold.…
Until 1979, Intel‘s strategy appeared to work well. Across four generations of DRAMS, Intel succeeded in introducing devices and process technologies that were ahead of the competition and in commanding significant price premiums. But then Japanese competitors began to introduce new products more rapidly:…
Under Kun Hee Lee’s leadership Samsung has risen to become the world’s leading memory producer for all types of PCs, game players, digital cameras and other electronic equipments. In 1987, Samsung was a “bit player”, years behind its key Japanese rivals. In 2003 Samsung’s memory division is bigger than that of Japanese rivals in both size & profits. The memory chip industry was expected to face cyclical downturn in 2005 and Samsung survived two previous downturns still some outside believers believed that the Chinese entry would fundamentally change industry conditions in the years ahead.…
If we analyze the table with the DRAM Production volume by product line in 2003 (Exhibit 5), we can see that Samsung is the only company with a significant volume in all the products categories, while the competitors are more focused on only two or three product lines.…
Global and China Dynamic Random Access Memory(DRAM) Industry Research Report 2013 also focuses on development policies and plans for the industry as well as a consideration of a cost structure analysis. Capacity production, market share analysis, import and export consumption and gross margins are discussed.…
In 2003, Samsung posted net profits of 6 trillion won ($5 billion) on annual sales of 43.6 trillion won ($37.9 billion). As of April 2004, its market capitalization stood at around 100 trillion won ($87.4 billion). It had also surpassed Sony, which had been a benchmark for Samsung, in terms of revenues and market capitalization. (Exhibit 1)…
It's been a long while since H B Lee really relaxed. Since last February, when he took over in New Delhi as President and CEO of Samsung, South West Asia, the 58-year-old Lee has been busy turning all Samsung strategies on their heads.…
This is a great case dealing with the “big picture/helicopter vision”. It is an ideal case to get us started. Below are the main learning points. There may also be other things you learnt from the class, that are not listed here. Think about how you can take some of these learning points back to your own companies and context, and apply them.…