DOCSLIB.ORG

THE NEXT PHASE the NEXT PHASE Samsung Annual Report 2003

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
THE NEXT PHASE the NEXT PHASE Samsung Annual Report 2003 Samsung Annual Report 2003 THE NEXT PHASE THE NEXT PHASE Samsung Annual Report 2003 THE NEXT PHASE MOTIVATION To understand where we’re going, it helps to take a look at what’s driving us there. 9 COLLABORATION Successful companies no longer always go it alone. 23 EXPECTATION Customers are all about expectations. 35 DEMONSTRATION It is important to demonstrate that our standards, values and goals are indeed real. 44 COMPUTATION 61 All Samsung products and services mentioned in this publication are the property of Samsung. ORGANIZATION Published by Samsung in coordination with Cheil Communications Inc. The power of Samsung as a brand is tied Printed by Samsung Moonwha Printing Co., Seoul, Korea to the strength of its organizations. Written by Denis Jakuc 65 Principal Photography by Ashton Worthington Created by The Corporate Agenda: www.corporateagenda.com TEN YEARS AGO, Samsung launched its New Management initiative, with the ultimate goal of becoming one of the world’s premier companies. 1993 June Samsung adopts New Management initiative 1994 1995 1996 February January January January July Chairman Kun-Hee Lee holds Japanese headquarters opens Samsung opens headquarters Samsung Electronics begins Samsung Everland opens Carribean electronics products comparison in USA, Europe and China mass production of 64Mb DRAMs Bay, world’s first indoor and outdoor and evaluation conference July water park in Los Angeles, California, USA Samsung Corporation is the February March first Korean company to reach Samsung Electronics completes Samsung Electronics completes Chairman Kun-Hee Lee is March $10 billion in exports TFT-LCD manufacturing lines construction of manufacturing appointed a member of the Second phase of Second complex in Tijuana, Mexico International Olympic Committee Foundation campaign August April introduces new unified corporate Samsung Electronics becomes Samsung Corning Precision November identity program world’s first developer of 256Mb Glass is established Samsung Electronics develops DRAM chip world’s first 1Gb DRAMs August June Samsung Global Environment September Samsung Hall of Fame is opened Ho-Am Foundation is established Research Center is opened Samsung Electronics completes color television factory October November in Tianjin, China Samsung Press Foundation Samsung Electronics is established independently develops ultra-light October 100g mobile phone (SH-700) Samsung Community Service Samsung Internet homepage Team is founded is launched SINCE THEN, we’ve worked hard to change our thinking, our processes and our strategies, all while keeping an eye on achieving our goal. 1997 1998 1999 2000 February June February January January The largest manufacturing complex Samsung Electronics enters Chinese Samsung Electronics develops samples Samsung General Store building, Chairman Kun-Hee Lee is conferred in Southeast Asia, in Seremban, CDMA market (agrees to provide trial of world’s first 128Mb SDRAM the birthplace of Samsung, is restored an honorary doctoral degree Malaysia, is completed broadband CDMA WLL network with from Seoul National University China United Telecom) March May April Samsung publishes Samsung Group Samsung Foundation of Culture March Small Business Training Center September Timeline & History book to celebrate opens Rodin Gallery Samsung Cancer Research is opened Samsung Global Strategy Group its 60th anniversary Institute in Seoul National University is founded June College of Medicine is completed May Samsung Electronics begins full-scale Samsung Electronics commercializes Samsung Electronics signs up as operation of new semiconductor world’s first 1Gb DRAM Samsung begins collaboration Worldwide Olympic Partner in factories in Austin, Texas, USA with Chosun Computer Center the wireless communications equip- September of North Korea ment category April Samsung Electronics’ Kiheung complex Samsung Electronics produces enters Guinness Book of World Records world’s first 256Mb DRAM as world’s safest workplace July October Samsung Electronics develops Samsung Venture Investment Corp. world’s first 128Mb SDRAM is established TODAY, Samsung stands ready to take its place among the top-tier global brands. 2001 2002 April January August February September Samsung SDI produces world’s Samsung Electronics achieves Samsung Electronics develops Samsung Electronics opens The Samsung Lee Kun-Hee first 63-inch plasma display cellular phone production volume world’s largest 40-inch TFT-LCD Samsung pavilion Olympic Scholarship Foundation is established of 50 million handsets Rendezvous @ Samsung for the July October Salt Lake Winter Olympic Games November South-North Unification February Samsung Electronics begins Cheil Industries develops Table Tennis Games is held Samsung Electronics is the mass production of 300mm wafer May world’s first fabric with first Korean company given Samsung issues a new universal 170 yarn count November an award by ISS (Institutional November identification card to all Samsung Samsung Electronics achieves Shareholder Service) Cheil Industries develops employees The first Samsung Fellowship color TV production volume of Lansmere 210, the premium is awarded 100 million sets April fabric with a yarn count of 150 Samsung Electronics enters December China’s CDMA market Samsung Electronics is awarded Samsung records its largest “20 Billion Dollar Export Tower” profit ever – KRW 8.3 trillion May Samsung Life Public Welfare Foundation opens Noble County Retirement Community June Samsung Everland sets record of 100 million visitors THE NEXT PHASE 5 A MESSAGE from THE CHAIRMAN Kun-Hee Lee Samsung is now crossing the threshold from aspiration to attainment. Each and every day, we are committed to expressing – in all our products, services and activities – why we should be recognized as one of the world’s premier companies. We will demonstrate these top-level qualities to everyone whose lives we touch – to our customers, partners, co-workers, shareholders and, most importantly, to the people in our communities. As we enter this final phase in our journey to becoming a top global competitor, we must be aware of developments in the world business environment. Europe’s economic integration continues to expand, and the North American Free Trade Agreement is creating another growing economic bloc. As trade barriers disappear, the world is evolving into one massive economic entity. In business, the rule of “survival of the fittest” will be played out on a global stage: the world’s top companies will flourish and grow, while second- and third-tier players will fall behind. A Year of Impressive Accomplishments In 2003, Samsung performed as a strong and steady pillar of the Korean economy and is poised for the future. Thanks to the commitment and enthusiasm of our em- ployees, we increased both overall exports and the number of product categories in which we rank first in world market share. In our listed companies, we consistently increased shareholder value across the board. Equally important, a leading brand consultant rated Samsung the world’s fastest-growing brand for the second year in a row, assigning us a total brand value over $10 billion. This year, we begin the Next Phase by focusing on our core strengths – innovation and quality. In every product area, from our largest drill ships to our tiniest flash memory chips, we will continue to give customers value and services that exceed 7 their expectations. Above all, we will deliver a level of quality no other brand can surpass. With this kind of success as background, we must not be tempted to become complacent. We need to persevere, to stay focused on the long term, to pay attention to the smallest details and to avoid being overconfident. These are the key qualities that have brought us to where we are today. Delivering Success The Next Phase will see Samsung concentrating its resources on global leadership. Our key efforts center on improving our knowledge, our brands and our design capabilities. We are raising the added value our businesses provide to customers and increasing the number of our world market-leading products. We can become the top brand in regional markets by being best at responding to local needs. Samsung is also at the forefront in the development of next-generation technologies. Our long-term vision is digital convergence, and in this arena we’re firmly com- mitted to taking a leading role. TVs, DVDs, CDs, MP3s, PDAs and PCs can be efficiently connected and controlled in the home through cellular phones. Even home appliances can be integrated into digital data networks. All that is needed is greater audio, data and imaging connectivity – and these three areas are among our core strengths. A significant part of our technological leadership will be based in providing top-quality employee training, so that the highest level of technical support can be provided for these advanced products. Partnerships and alliances are also key to our success. Companies we compete with in one area can work with us in other areas to our mutual benefit. We believe that in markets driven by common standards, alliances are an important way to spur consumer acceptance and overall success. A Commitment to the Global Community Samsung has a corporate responsibility to society, and we must demonstrate in all ways that we are a company that truly cares about people. In our local communities, we will continue to lend our hands and hearts to those in need. In all countries and in the world at large, our goal is to set the example of what it means to be a good corporate citizen. 8 As a company, we are learning that we can remain vital only as long as we pursue our goal of becoming one of the world’s most admired brands. This pursuit creates unmatched opportunities for our employees to fulfill their own personal visions and ambitions as well. The forces driving Samsung to become a top global brand are already in place: the people, processes, partners and products. We will let nothing stand in the way of our willingness to take on new challenges. Let us bring together our passion and our capabilities, and let us exhibit a spirit of creativity, challenge and cooperation as we stride confidently into the Next Phase.
Load more

Recommended publications
  • No 44 Fixed Income Strategies of Insurance Companies and Pension Funds
    Committee on the Global Financial System CGFS Papers No 44 Fixed income strategies of insurance companies and pension funds Report submitted by a Working Group established by the Committee on the Global Financial System This Working Group was chaired by Peter Praet, Member of the European Central Bank’s Executive Board July 2011 JEL Classification: G22, G23, G28, M4 Copies of publications are available from: Bank for International Settlements Communications CH-4002 Basel, Switzerland E-mail: [email protected] Fax: +41 61 280 9100 and +41 61 280 8100 This publication is available on the BIS website (www.bis.org). © Bank for International Settlements 2011. All rights reserved. Brief excerpts may be reproduced or translated provided the source is cited. ISBN 92-9131-880-9 (print) ISBN 92-9197-880-9 (online) Preface In November 2010, the Committee on the Global Financial System (CGFS) established a Working Group to examine how insurance companies and pension funds are being affected by forthcoming accounting and regulatory changes in the current low-interest rate environment, and to investigate possible implications of changes in their investment strategies for the financial system. Over the coming years, accounting and regulatory changes could lead to reallocations of funding across financial instruments and sectors and encourage greater use of derivatives. The changes could also make it more difficult for insurance companies and pension funds to play their traditional role as global providers of long-term risk capital and accelerate the shifting of risks to households. The Working Group was chaired by Peter Praet of the National Bank of Belgium, now a Member of the European Central Bank’s Executive Board.
    [Show full text]
  • Ironshore Inc
    IRONSHORE INC. Editorial Contact: FOR IMMEDIATE RELEASE L. Gaye Torrance TorranceCo New York, New York (212) 691-5810 cell: (862) 215-7631 [email protected] IRONSHORE APPOINTS DENNIS MAHONEY AND ERIC SIMONSON TO SERVE ON ITS BOARD OF DIRECTORS Hamilton, Bermuda, February 2, 2012 – Ironshore Inc. announced that Dennis L. Mahoney and Eric A. Simonson have been appointed to its Board of Directors. Mr. Mahoney is the former Chairman and Chief Executive Officer of Aon Global in London. Mr. Simonson most recently was Senior Vice President and Chief Investment Officer of Allstate Insurance Company and served as Chairman and President of Allstate Investments, LLC, based in Northbrook, Illinois. “We are pleased to welcome Dennis and Ric as the newest directors to join the Ironshore Board,” said Kevin H. Kelley, Chief Executive Officer of Ironshore Inc. “Both are seasoned insurance industry leaders that will bring a depth of experience and wealth of insight to Ironshore as it builds upon its growing global platform.” Mr. Mahoney is a forty-two year veteran of the broking industry and past President of the Insurance Institute of London. During his years with Aon and its predecessor company, he served in a number of senior leadership roles in retail, wholesale and reinsurance. Prior to his retirement from Aon in 2010, Mr. Mahoney served as Chairman of Aon Global. He also serves as a Director of ACORD the global insurance standards organization. Mr. Simonson’s thirty-five year insurance industry career includes his most recent position as executive and member of the Allstate Corporation’s senior management team at the company’s U.S.- based headquarters.
    [Show full text]
  • FTSE Korea 30/18 Capped
    2 FTSE Russell Publications 19 August 2021 FTSE Korea 30/18 Capped Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) Alteogen 0.19 KOREA Hyundai Engineering & Construction 0.35 KOREA NH Investment & Securities 0.14 KOREA AmoreG 0.15 KOREA Hyundai Glovis 0.32 KOREA NHN 0.07 KOREA Amorepacific Corp 0.65 KOREA Hyundai Heavy Industries 0.29 KOREA Nong Shim 0.08 KOREA Amorepacific Pfd. 0.08 KOREA Hyundai Marine & Fire Insurance 0.13 KOREA OCI 0.17 KOREA BGF Retail 0.09 KOREA Hyundai Merchant Marine 1.02 KOREA Orion 0.21 KOREA BNK Financial Group 0.18 KOREA Hyundai Mipo Dockyard 0.15 KOREA Ottogi 0.06 KOREA Celltrion Healthcare 0.68 KOREA Hyundai Mobis 1.53 KOREA Paradise 0.07 KOREA Celltrion Inc 2.29 KOREA Hyundai Motor 2.74 KOREA Posco 1.85 KOREA Celltrion Pharm 0.24 KOREA Hyundai Motor 2nd Pfd. 0.33 KOREA Posco Chemical 0.32 KOREA Cheil Worldwide 0.14 KOREA Hyundai Motor Pfd. 0.21 KOREA Posco International 0.09 KOREA CJ Cheiljedang 0.3 KOREA Hyundai Steel 0.33 KOREA S1 Corporation 0.13 KOREA CJ CheilJedang Pfd. 0.02 KOREA Hyundai Wia 0.13 KOREA Samsung Biologics 0.92 KOREA CJ Corp 0.11 KOREA Industrial Bank of Korea 0.22 KOREA Samsung C&T 0.94 KOREA CJ ENM 0.15 KOREA Kakao 3.65 KOREA Samsung Card 0.08 KOREA CJ Logistics 0.12 KOREA Kangwon Land 0.23 KOREA Samsung Electro-Mechanics 0.81 KOREA Coway 0.36 KOREA KB Financial Group 1.78 KOREA Samsung Electronics 25.36 KOREA Daewoo Engineering & Construction 0.12 KOREA KCC Corp 0.12 KOREA Samsung Electronics Pfd.
    [Show full text]
  • Effectiveness of Smartwatch Guidance for High-Quality Infant Cardiopulmonary Resuscitation: a Simulation Study
    medicina Article Effectiveness of Smartwatch Guidance for High-Quality Infant Cardiopulmonary Resuscitation: A Simulation Study Seong A Jeon 1, Hansol Chang 1,2, Sun Young Yoon 2, Nayeong Hwang 3, Kyunga Kim 3, Hee Yoon 1, Sung Yeon Hwang 1 , Tae Gun Shin 1 , Won Chul Cha 1,2,4 and Taerim Kim 1,* 1 Department of Emergency Medicine, Samsung Medical Center, Sungkyunkwan University School of Medicine, Seoul 06351, Korea; [email protected] (S.A.J.); [email protected] (H.C.); [email protected] (H.Y.); [email protected] (S.Y.H.); [email protected] (T.G.S.); [email protected] (W.C.C.) 2 Department of Digital Health, Samsung Advanced Institute for Health Sciences and Technology, Sungkyunkwan University, Seoul 06355, Korea; [email protected] 3 Biostatistics and Clinical Epidemiology Center, Samsung Medical Center, Seoul 06351, Korea; [email protected] (N.H.); [email protected] (K.K.) 4 Health Information and Strategy Center, Samsung Medical Center, 81 Irwon-ro Gangnam-gu, Seoul 06351, Korea * Correspondence: [email protected]; Tel.: +82-2-3410-2053; Fax: +82-2-3410-0049 Abstract: Background and objectives: As in adults, the survival rates and neurological outcomes after infant Cardiopulmonary resuscitation (CPR) are closely related to the quality of resuscitation. This study aimed to demonstrate that using a smartwatch as a haptic feedback device increases the quality of infant CPR performed by medical professionals. Materials and methods: We designed a prospective, randomized, case-crossover simulation study. The participants (n = 36) were randomly allocated to Citation: Jeon, S.A.; Chang, H.; Yoon, two groups: control first group and smartwatch first group.
    [Show full text]
  • NP Key Contacts.Pdf
    IGP Network Partners: Key Contacts Region: Americas Country / Territory IGP Network Partner IGP Contact Email Type IGP Regional Coordinator Mr. Michael Spincemaille [email protected] Argentina SMG LIFE Mr. Nicolas Passet [email protected] Partner Brazil MAPFRE Vida S.A. Ms. Débora Nunes Santos [email protected] Partner Canada Manulife Financial Corporation Mr. Kajan Ramanathan [email protected] Partner Chile MAPFRE Chile Ms. Nathalie Gonzalez [email protected] Partner Colombia MAPFRE Colombia Ms. Ingrid Olarte Pérez [email protected] Partner Costa Rica MAPFRE Costa Rica Mr. Armando Sevilla [email protected] Partner Dominican Republic (Life) MAPFRE BHD Mrs. Alejandra Quirico [email protected] Partner Dominican Republic (Health) MAPFRE Salud ARS, S. A. Mr. Christian Wazar [email protected] Partner Ecuador MAPFRE Atlas * Mr. Carlos Zambrano [email protected] Correspondent El Salvador MAPFRE Seguros El Salvador S.A. Mr. Daniel Acosta González [email protected] Partner French Guiana Refer to France - - Partner Guadeloupe Refer to France - - Partner Guatemala MAPFRE Guatemala Mr. Luis Pedro Chavarría [email protected] Partner Honduras MAPFRE Honduras Mr. Carlos Ordoñez [email protected] Partner Martinique Refer to France - - Partner Mexico Seguros Monterrey New York Life Ms. Paola De Uriarte [email protected] Partner Nicaragua MAPFRE Nicaragua Mr. Dany Lanuza Flores [email protected] Partner Panama MAPFRE Panama Mr. Manuel Rodriguez [email protected] Partner Paraguay MAPFRE Paraguay Mr. Sergio Alvarenga [email protected] Partner Peru MAPFRE Peru Mr. Ramón Acuña Huerta [email protected] Partner Saint Martin Refer to France - - Partner Saint Barthélemy Refer to France - - Partner Saint Pierre & Miquelon Refer to France - - Partner United States Prudential Insurance Company of America Mr.
    [Show full text]
  • Global Marketing Firm Transitions to Cloud File Services to Reduce Costs, Improve Agility & Boost Collaboration
    Case Study Case Study: Cheil Worldwide Global Marketing Firm Transitions to Cloud File Services to Reduce Costs, Improve Agility & Boost Collaboration Cheil extends the scale and durability of AWS cloud storage to multiple offices worldwide Cheil Worldwide, a marketing company under the Samsung Group, has 53 offices on five continents. Offering a range of advertising, public relations, digital marketing, and other services, Cheil has compiled a long list of brand-name clients, including Absolut, Adidas, Coca-Cola, and Microsoft. The award-winning agency centers its multi-platform campaigns around ideas that move, and as the digital files representing its creative Executive Summary campaigns have grown in size and complexity, Cheil has been forced to rethink how it stores, protects, and shares unstructured data. Industry: Marketing Global File System: Nasuni The firm’s search for a new platform began with a single location, explains Cheil EHQ Object Storage: Amazon Web (European Headquarters) IT Operations Manager Michael Goral. The London office had Services been relying on traditional NAS storage hardware. But after only six years, the Use Cases: NAS Consolidation; maintenance fees on the hardware had climbed so high that it would have been less Cloud First; File Archive; Cloud expensive to buy an entirely new box. Backup; Cloud Disaster Recovery; Multi-Site File As Cheil and other global marketing agencies work with more 4K and 8K videos, Adobe Collaboration; Digital Creative files, and documents, the volume of files stored is growing rapidly. This growth Transformation; ROBO isn’t predictable at Cheil, either: An office’s file storage needs will expand and contract with its work and the nature of its engagements with clients.
    [Show full text]
  • Samsung Heavy Industries
    SHI SUSTAINABILITY REPORT 2015 SAMSUNG HEAVY INDUSTRIES OVERVIEW Message from the CEO Company Profile Management Philosophy Business Introduction Business Operation Process Governance Stakeholder Communication Aspect Boundary Materiality Test 1 Overview Message from the CEO Samsung Heavy Industries, which has shown continuous growth and remarkable development through turning countless adversities into valuable opportunities, now prepares for an even bigger leap forward on the basis of its decisive innovations. Dear Stakeholders, who trust and value Samsung Heavy Industries, Samsung Heavy Industries (hereinafter referred to as SHI), which has successfully executed various projects in shipbuilding and offshore fields since its foundation in 1974, consistently endeavors to reflect the voices of its stakeholders, including clients, subcontractors, employees, and local communities. Moreover, as a global industry leader, SHI is investing much effort in building reliable and eco-friendly ships and offshore production facilities. 2015 has been by far the most difficult business year for SHI due to significant challenges, such as the global economic recession, low oil prices, and a series of trials & errors in executing offshore projects. Despite such difficult conditions, however, SHI employees endeavored to maintain safety and quality as well as comply with delivery schedule by showing concerted commitment and dedication, thereby transforming the crisis into opportunities. th Not only has SHI promoted the importance of safety awareness by announcing January 19 as the official Safety Awareness Day, but it has also received the highest level of recognition in the Safety Assessment Evaluation, conducted by ExxonMobil, for 6 consecutive years. Moreover, SHI significantly improved quality by enforcing its 10 Quality Rule Implementation Check on a weekly basis for flawless delivery.
    [Show full text]
  • Interbrand-Best-Korean-Brands-2015
    Contents 02 Introduction 04 The future of business is personal 06 The Age of You: key questions answered 10 Best Korea Brands 2015 Top50 46 Best Korea Brands 2015 Analysis 54 Authors & Contributors 1 engage customers and generate genuine result, each of us will become our own 2015 will provide the insights you need value for the business. marketplace or “Mecosystem.” to drive your organization forward—and Introduction new inspiration to push creative thought The need to create brand experiences In our report, Jez Frampton, Global CEO Jihun Moon and innovation in these changing times. that are seamless and more holistic has of Interbrand, will elaborate on this new been precipitated by sector convergence era, which we at Interbrand refer to as Congratulations to all of Korea’s Best The origin of the term “branding” was and the rise of Big Data. Harnessing the the “Age of You”—the move from brand Global Brands—in particular those whose lit¬erally to burn one’s name onto prop- potential of Big Data isn’t just for tech as monologue, to brand as dialogue, leadership skills have earned them a erty as a crude mark of ownership. But companies anymore—it offers huge to brand as a communal experience, to place among the nation’s top brands. it’s only in our relatively recent history opportunities for all brands. By collecting brand as a truly personal and curated ex- that branding has become recognized as To your continued success, and analyzing customer data and honing perience created around each and every a business discipline.
    [Show full text]
  • Hospital Map ※ As of June 1St 2019 Samsung Medical Center
    Internatioanl Healthcare Center Hospital Map ※ As of June 1st 2019 Samsung Medical Center Cancer Center Annex Main Building Febrile respiratory infectious disease unit 2F 1F 1F GATE 2 Ward E/V : to rehabilitation center(B4) Transparent E/V : to health promotion center(4F,5F), Parking lot(B5,B6) and lockers Emergengy Endocrinology Dialysis unit Ophthalmology department (Diabetes center/ Thyroid center) Diabetes Lab. GATE 4 Communicable diseases Outpatient isolation unit payment (CDIU) ATM Ambulatory SMC Ward E/V Cardiac/ Stem cell Outpatient Partners treatment Pulmonary transplantation Dentistry Ophthalmology accounts/ cashier Center center function Lab. Clinic [SPC] E/V to MRI(B3) Cafe Outpatient injection & Ward E/V Prescription pharmacy (Antiemeticum) Shinhan Bank ATM GATE 1 Outpatient Cancer Center Annex Annex Main Building accounts/ Main/Annex Building Passageways Passageways Pedestrian crossing Hematology- Cashier 2F 1F 1F 1F oncology Outpatient E/V to Proton therapy Customer GATE 5 center service to trail Samsung Mobile Store Breast Imaging Radiology(Ultrasound) Lung and GATE 11 Esophageal Breast cancer cancer Breast Transparent feeding Spine center Center (Department center E/V room Children's of orthopedics) Radiology laboratory Play room Proton Laboratory Day treatment unit therapy Info. (Injection room) center medicine Laboratory Children's Division of outpatients pediatric Restroom Stairway Pharmacy surgery Pathology and Elevator Registration Laboratory Children's day treatment unit Main Building translational genomics Parking
    [Show full text]
  • November 27, 2012
    November 27, 2012 KOREA Morning Company News & Analysis Major Indices Close Chg Chg (%) Hansol Chemical (Buy/TP: W35,000) Initiate coverage KOSPI 1,908.51 -2.82 -0.15 A rising star to be reckoned with KOSPI 200 250.73 -0.71 -0.28 KOSDAQ 496.24 -2.58 -0.52 Economy & Strategy Update Turnover ('000 shares, Wbn) Fixed income weekly Volume Value KOSPI 273,780 3,178 Remains too early to unload positions KOSPI 200 52,232 2,422 KOSDAQ 498,576 1,751 Market Cap (Wbn) Value KOSPI 1,103,306 KOSDAQ 109,156 KOSPI Turnover (Wbn) Buy Sell Net Foreign 755 732 23 Institutional 850 778 71 Retail 1,547 1,641 -94 KOSDAQ Turnover (Wbn) Buy Sell Net Foreign 67 60 7 Institutional 71 85 -14 Retail 1,610 1,604 6 Program Buy / Sell (Wbn) Buy Sell Net KOSPI 598 460 138 KOSDAQ 12 14 -2 Advances & Declines Advances Declines Unchanged KOSPI 403 390 101 KOSDAQ 450 495 53 KOSPI Top 5 Most Active Stocks by Value (Wbn) Price (W) Chg (W) Value Samsung Electronics 1,404,000 -33,000 381 KODEX LEVERAGE 11,585 -55 185 LG Electronics 76,200 -100 130 KODEX INVERSE 7,815 25 100 Hynix 25,800 100 97 KOSDAQ Top 5 Most Active Stocks by Value (Wbn) Price (W) Chg (W) Value Tera Resource Co., Ltd 1,680 65 76 Hicel 3,455 90 30 SM 45,050 -1,350 29 Mobilians 13,000 -650 25 Melfas 27,950 -350 24 Note: As of November 26, 2012 This document is a summary of a report prepared by Daewoo Securities Co., Ltd.
    [Show full text]
  • South Korea Product Profiles Download the Report
    Market opportunities for Queensland agribusiness from FTA with South Korea FINAL REPORT 1 Executive summary Background Australia recently signed Free Trade Agreements (FTAs) with China (June 2015), Japan (July 2014) and South Korea (April 2014). These agreements substantially reduce or remove tariffs on a range of Australian food and agribusiness export products including beef, grains, horticulture, seafood and processed foods, which together represent a large share of Queensland’s total agricultural production and exports. Deloitte Access Economics has been engaged by Trade & Investment Queensland (TIQ) and the Queensland Department of Agriculture and Fisheries (DAF) to identify opportunities and barriers within Queensland agribusiness sectors arising from the FTAs. The project has been undertaken in two stages. Stage 1 highlighted the commodities which showed the most promise for increased trade and investment between China, Japan and South Korea. These commodities were identified through analysis of tariff reductions, Queensland production, exports, consumption trends and major competitors as well as consultation with Queensland agribusiness stakeholders. Stage 2 (this report) profiles these identified commodities in more detail to identify any non-tariff barriers, supply chain constraints, market operation and their Strengths, Weaknesses, Opportunities and Threats (SWOT). This profiling was informed through further consultation with Queensland Government, industry associations, traders and selected in-market contacts in China, Japan
    [Show full text]
  • Part 1 Samsung
    PART 1 SAMSUNG 1 ATNC Monitoring Network 1 2 Asia Monitor Resource Centre CHAPTER 1 SAMSUNG MOVES: A PORTRAIT OF STRUGGLES DAE-OUP CHANG INTRODUCTION The corporation ‘Samsung’ has been engaged in continuous struggles with the market, labour, the state, and society as a whole within which it develops. This article is a portrait of the struggles: the struggles that were made by every step of the movement of Samsung and made Samsung move again. It captures the way in which an individual capital, a very progressive one in many senses of modern management and corporate strategy, absorbs all possible social resources, including human sweat, soul, and lives, and turns them into corporate energy on which a miraculous capital accumulation has been made possible. Each part of its history will describe Samsung’s efforts to move out of old challenges, and new challenges created by its own moves. While it is written as a short corporate history, it is a corporate history written in labour’s language. In other words, it is a corporate history in relation to labour. This article particularly emphasises the other side of a multinational corporation’s history, namely the way in which ‘work’ is recomposed by mobile capital in Asia, tracing the interaction between multinational companies and local labour. The history of Samsung 3 therefore starts with Korean labour in 1938 and ends with Asian labour in 2006. The analysis will show how Samsung gradually grasps its own workers’ soul both by helping the workers to realise their own small dreams with superior economic compensation and by threatening them not to take their soul back.
    [Show full text]