Challenge ASN NULREPORT ANNUAL SAMSUNG 1995
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The Changing Structure of the Global Large Civil Aircraft Industry and Market: Implications for the Competitiveness of the U.S
ABSTRACT On September 23, 1997, at the request of the House Committee on Ways and Means (Committee),1 the United States International Trade Commission (Commission) instituted investigation No. 332-384, The Changing Structure of the Global Large Civil Aircraft Industry and Market: Implications for the Competitiveness of the U.S. Industry, under section 332(g) of the Tariff Act of 1930, for the purpose of exploring recent developments in the global large civil aircraft (LCA) industry and market. As requested by the Committee, the Commission’s report on the investigation is similar in scope to the report submitted to the Senate Committee on Finance by the Commission in August 1993, initiated under section 332(g) of the Tariff Act of 1930 (USITC inv. No. 332-332, Global Competitiveness of U.S. Advanced-Technology Manufacturing Industries: Large Civil Aircraft, Publication 2667) and includes the following information: C A description of changes in the structure of the global LCA industry, including the Boeing-McDonnell Douglas merger, the restructuring of Airbus Industrie, the emergence of Russian producers, and the possibility of Asian parts suppliers forming consortia to manufacture complete airframes; C A description of developments in the global market for aircraft, including the emergence of regional jet aircraft and proposed jumbo jets, and issues involving Open Skies and free flight; C A description of the implementation and status of the 1992 U.S.-EU Large Civil Aircraft Agreement; C A description of other significant developments that affect the competitiveness of the U.S. LCA industry; and C An analysis of the aforementioned structural changes in the LCA industry and market to assess the impact of these changes on the competitiveness of the U.S. -
The Korean Financial Crisis of 1997: Onset, Turnaround, and Thereafter, Which I Originally Authored in Korean in 2006
The Korean Financial Crisis of 1997 Onset, Turnaround, and Thereafter Public Disclosure Authorized Kyu-Sung LEE Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized The Korean Financial Crisis of 1997 The Korean Financial Crisis of 1997 ONSET, TURNAROUND, AND THEREAFTER Kyu-Sung LEE © 2011 The International Bank for Reconstruction and Development / The World Bank and the Korea Development Institute 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org All rights reserved 1 2 3 4 14 13 12 11 The findings, interpretations, and conclusions herein are those of the author and do not reflect the views of the World Bank, its Board of Executive Directors or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorse- ment or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development / The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center Inc., 222 Rosewood Drive, Danvers, MA 01923, USA; telephone: 978-750-8400; fax: 978-750-4470; Internet: www.copyright.com. -
THE STRATEGIC MANAGEMENT of KOREAN and JAPANESE BIG BUSINESS GROUPS: a Comparison Study Between Korean General Trading Companies and Japanese Sogo Shoshas
THE STRATEGIC MANAGEMENT OF KOREAN AND JAPANESE BIG BUSINESS GROUPS: A Comparison Study between Korean General Trading Companies and Japanese Sogo Shoshas by IN WOO JUN A thesis submitted to The University of Birmingham for the degree of DOCTOR OF PHILOSOPHY Department of Management The Birmingham Business School The University of Birmingham August, 2009 University of Birmingham Research Archive e-theses repository This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder. ABSTRACT This research is an in-depth study of Korean GTCs (General Trading Companies) and Japanese Sogo Shoshas (the Japanese version of General Trading Companies), which are unique big business conglomerates but not well-known in Western countries. It investigates and compares several of their features, such as their history, characteristics, functions, organisational structure, corporate culture, human resource management, their impact on national economic development, strategic management and decision-making process. First, it examines a wide range of literature to show the functions of Korean GTCs and Japanese Sogo Shoshas as transaction intermediaries, information gatherers, project organisers, international marketers, financial providers, etc. With these varied functions, they have played significant roles not only from the macro aspect, but also the micro aspect. -
THE SPIRIT of COMPETITION Ú´`‚‚ ” 03.1.2 4:24 PM Ù ` 3
˙¥`‚‚ ” 03.1.2 4:24 PM ˘ ` 2 ANNUAL REPORT 1996 THE SPIRIT of COMPETITION ˙¥`‚‚ ” 03.1.2 4:24 PM ˘ ` 3 Contents 4 8 28 The Strategy The Arena The Challenge Chairman Kun-Hee Lee’s To succeed in the Through creative product message: “Samsung is global arena, companies development and marketing, still a relatively new player must understand the we are making Samsung in many parts of the world. needs of local markets one of the best known and And we must push far and customers. most respected brands beyond our established in the world. skills to become a leader in the global marketplace.” 44 68 74 The Team The Results The Rewards In-depth profiles on each Samsung is one of The rewards of our of Samsung’s six business the largest and fastest- activities are not ours subgroups and 35 global growing companies to keep; they must be companies. in the world. reinvested continuously in the people and the A complete listing of communities we serve. Samsung offices and locations around the world. Page 65 1-7 03.1.2 4:25 PM ˘`1 1 The rules of the world are changing. Bigger is not better. Only better is better. Quality over quantity. Innovation over imitation. Passion over pride. The goal is not to beat one’s opponent. But to win customers’ hearts. And to contribute to a better global society. This is the true spirit of competition. This is the true spirit of Samsung. 1-7 03.1.16 4:6 PM 페이지2 Electronics Samsung Electronics Subgroup produces video and audio products, appliances, information systems, computers, semiconductors and entertainment products. -
Christian Service University College School of Business
CHRISTIAN SERVICE UNIVERSITY COLLEGE SCHOOL OF BUSINESS DEPARTMENT OF MARKETING, LOGISTICS AND CORPORATE STRATEGY ASSESSING STUDENTS PERCEPTION ON SAMSUNG MOBILE PHONE ATTRIBUTES IN CSUC OBOUR RUTH AMPONG YAW GEORGE DUAH TIWAAH GLORIA FUSEINI MUSTA OPOKU AGYEMANG ISAAC A THESIS SUBMITTED TO THE DEPARTMENT OF MARKETING, LOGISTICS AND CORPORATE STRATEGY OF CHRISTIAN SERVICE UNIVERSITY COLLEGE SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A DEGREE IN BACHELOR OF BUSINESS ADMINISTRATION MAY, 2015 i STATEMENT OF AUTHENTICITY We have read the university regulations relating to plagiarism and certify that this report is all our own work and do not contain any unacknowledged work from any other source. We also declare that we have been under supervision for this report herein submitted. NAMES INDEX NUMBER SIGNATURE DATE OBOUR RUTH 10148465 …………………. ……………… GEORGE YAW AMPONG 10148351 ………………… ……………. DUAH TIWAAH GLORIA 10148406 ………………… ……………… FUSEINI MUSTA 10148421 ………………… ……………... OPOKU A ISSAC 10218583 …………………. ……………… . Supervisor’s Declaration I hereby declare that the preparation and presentation of the dissertation were supervised in accordance with the guidelines on supervision laid down by Christian Service University College. Certified by; Supervisor’s Name Signature Date Banahene Stephen ………………. .……………… (Head of Department) Dean of Business Department KwakuAhenkorah (Dr.) ……………… …………………. ii DECLARATION We hereby declare that this work is our own research towards the award of a degree in bachelor of business administration and contain no material formally published by any other person or any material which has been accepted for the award of any other degree of the universities except where suitable acknowledgement has been made in the text. iii DEDICATION We dedicate this work to all our families for their prayers and support. -
Yp Lee, Mock Partners
www.leemock.com Y. P. LEE, MOCK PARTNERS Intellectual Property Law & SEOUL, KOREA About our Firm 04 Biotechnology, Pharmaceutical, 10 Electrical & 24 Overseas Supporting Group 38 Materials & Chemistry Group Electronics Group Contents History 06 Administration Group 40 Managing Partner 07 Mechanical & 16 Trademark & 36 Mechatronics Group Copyright Group Contact 42 Senior Partners 08 www.leemock.com About our Firm LEADING IP LAW FIRM IN KOREA UNDERSTANDING CLIENTS FULL COVERAGE OF IP MATTERS STRENTH IN IP DISPUTES Y.P. Lee, Mock & Partners is an IP law firm providing a full Y.P. Lee, Mock & Partners is dedicated to fully understanding The spectrum of our service covers all aspects of intellectual Y.P. Lee, Mock & Partners provides well reputed service in range of services in all fields related to intellectual property. the needs and concerns of our foreign clients, many being property and technology. Our professionals’ knowledge IP dispute matters. In collaboration with Yulchon, a top- The firm consists of around 340 employees, including Fortune 500 companies. Providing a high quality prosecution and experience cover a wide range of technologies, tier litigation firm that we formed a strategic alliance with more than 170 IP attorneys and attorneys-at-law, working service in order to obtain strong and effective IP protection such as biotechnology, pharmaceuticals, materials, in 2008, our litigation team has handled a number of high together to provide the firm’s full range of services to the full for our foreign clients requires much more than simply chemistry, electrical engineering, mobile communications, profile IP dispute cases, including Apple Inc. v. Samsung satisfaction of both domestic and overseas clients. -
Performance Record Performance Record [ ~ 2012.06] [ ~ 2012.06 ] 01 Overview
www.samsungengineering.com 500 Samsung GEC, Sangil-dong, Gangdong-gu, Seoul, 134-090, Korea Tel. 82.2.2053.3000 Samsung Engineering Performance Record Performance Record Performance Record [ ~ 2012.06] [ ~ 2012.06 ] 01 Overview 08 International Project Experience Samsung Engineering Major Overseas Track Record 10 Hydrocarbon Plants in the World 12 Performance List - Refinery - Gas Processing - Upstream - Ethylene/Propylene Samsung Engineering has been recognized for over - EO/EG - Polymers-PP/PE - PDH 40 years of excellence in engineering, and construction - Fertilizers - Others (EPC) of hydrocarbon, industrial, environmental 18 Industrial & Infrastructure 20 Performance List - Power/Energy and infrastructure plants in global markets. With an - Metallurgy - Display - Semi Conductor IT impressive track record in the Middle East, Asia, - Precision Glass - Electric Parts - Tire Europe and the Americas, Samsung Engineering is an - Food/Beverages - Water and Wastewater Treatment - Ultrapure Water/Desalination internationally recognized leader in the global plant - Air Pollution Prevention - Waste Disposal - Soil Remediation market, with over 1,700 projects completed worldwide. - Operation & Maintenance - Others Samsung Engineering is dedicated to delivery 34 Global Network projects on-time and safely, while seeking engineering innovations to maximize value for clients. Received the PMI Distinguished Award for the GSP-6 Project 2011.12 MA’ADEN Ammonia Location Ras Az Zawr, Saudi Arabia Client Saudi Arabian Mining Company (MA’ADEN) Capacity 3,300 -
Technological Capabilities and Samsung Electronics' International Production Network in Asia
Technological Capabilities and Samsung Electronics' International Production Network in Asia Youngsoo Kim Working Paper 106 November 1997 ©Copyright 1997, BRIE Youngsoo Kim is a Visiting Fellow at Australia Japan Research Centre of Research School of Pacific and Asian Studies at the Australian National University and a Director at Australia - Korea Research Association. Support for this BRIE Working Paper is provided by the Alfred. P. Sloan foundation The author would like to thank Dieter Ernst (University of California – Berkeley), Sung-Tack, Park (Korea Institute for Industrial Economics & Trade), Mark Hobday and Keith Pavitt (University of Sussex), S. J. Nicholas (University of Melbourne), Ken Ijjima and Dennis Tachiki (Sakura Institute of Research), Ian Vertinsky (University of British Columbia), C. A. Bartlett and D. J. Collis (Harvard Business School), John Cantwell (University of Reading) and Tetsuo Abo (University of Tokyo) for their helpful assistance and comments. Special thanks go to Peter Drysdale, Hal Hill and Mark Dodgson (the Australian National University) for their special guidance and support. I am also grateful to Tack-Myong Kim and Chang-Sik Yoon for their assistance. The author is indebted to Samsung Economic Research Institute and Samsung managers with whom I interviewed in China, Korea and Southeast Asia. The views expressed, and any remaining errors, are solely the responsibility of the author. - 1 - Korean electronics firms have been aggressively involved in learning and knowledge accumulation over the past two decades. Their consumer products, including color television sets (CTVs), video cassette recorders (VCRs), and microwave ovens, were able to remain competitive in the low-end segment of world markets until the late 1980s, generating the cash flow needed to support development of more advanced technologies. -
Business Groups Looted by Controlling Families, and the Asian Crisis
A A SIAN SIAN ADB INSTITUTE RESEARCH PAPER 27 D D EVELOPMENT EVELOPMENT Business Groups Looted by B Controlling Families, and the B ANK Asian Crisis ANK I I NSTITUTE NSTITUTE Sang-Woo Nam November 2001 Why do the founding families of many East Asian companies hold on to day-to-day management? Is there more going on than meets the eye? This paper uncovers the disturbing patterns of unfair internal transactions among subsidiaries to maximize the wealth of controlling families at the expense of individual corporate or group profits and minority shareholders. The author recommends that concerned governments should adopt as their primary policy focus the strengthening of corporate governance mechanisms and transparency so as to counter this abusive behavior by some controlling owners. ADB INSTITUTE TOKYO ADB Institute Research Paper Series No. 27 November 2001 Business Groups Looted by Controlling Families, and the Asian Crisis Sang-Woo Nam ADB INSTITUTE RESEARCH PAPER 27 ABOUT THE AUTHOR Sang-Woo Nam is a Senior Research Fellow at the ADB Institute, on leave from the School of Public Policy and Management, Korea Development Institute (KDI). Since graduating from Sloan School of Management, M.I.T. with a doctorate in 1978, he has mainly been associated with KDI working in the fields of money and banking, finance, macroeconomic analysis and development economics. Dr. Nam has also served as a Counselor to the Deputy Prime Minister and Minister of Economic Planning, as the Vice President and Director of the International Development Exchange Program at KDI, and an Economist at the World Bank. Additional copies of the paper are available free from the Asian Development Bank Institute, 8th Floor, Kasumigaseki Building, 3-2-5 Kasumigaseki, Chiyoda-ku, Tokyo 100-6008, Japan. -
Restructuring of Korea's Defense Aerospace Industry
paper 28 Restructuring of Korea’s Defense Aerospace Industry Challenges and opportunities? Restructuring of Korea’s Defense Aerospace Industry Challenges and opportunities? by Myeong-Chin Cho Published by ©BICC, Bonn 2003 Bonn International Center for Conversion Director: Peter J. Croll An der Elisabethkirche 25 D-53113 Bonn Germany Phone: +49-228-911960 Fax: +49-228-241215 E-mail: [email protected] Internet: www.bicc.de Table of contents Table of contents Acronyms and Abbreviations 5 Acknowledgements 6 1. Introduction 7 2. Security Environment in Terms of Air Power Context 9 2.1 The Context of Air Power 10 2.2 Reshaping ROK’s Air Power 12 2.3 Air Power of North Korea 13 2.4 Balance of Air Power in East Asia 14 3. Period before Korea Aerospace Industries, Ltd. 16 3.1 Korea Air’s Dominance Period (1976–1983) 19 3.2 Rivalry and Competition Period (1984–1993) 20 3.3 Samsung’s Emergence and Consolidation Period (1992–1999) 22 3.4 Comparative Analysis on Corporate Strategies of Four Aircraft Firms 25 3.4.1 Korean Air 25 3.4.2 Daewoo Heavy Industries 27 3.4.3 Samsung Aerospace Industries 32 3.4.4 Hyundai Space & Aircraft 40 4. KAI’s Establishment 42 4.1 Background of KAI’s Birth 43 4.2 KAI’s Challenges 44 Table of contents 4.3 KAI’s Businesses 45 4.3.1 T-50 Golden Eagle (previously KTX-2) 45 4.3.2 The KT-1 basic trainer 47 4.3.3 Others 49 5. Analysis of Next-generation Fighter (F-X) Selection Process 51 5.1 Background 51 5.2 A Comparative Analysis on Marketing Strategies of Four Bidders 53 5.2.1 Boeing 53 5.2.2 Dassault 56 5.2.3 Rosoboronexport 56 5.2.4 European Consortium 56 5.3 Final Decision 59 5.3.1 Offset Package 59 5.3.2 Announcement of the FX winner 60 5.3.3 Price Re-negotiation 62 5.3.4 Concluding Remarks 63 6. -
Project Management & Master of Business Administration
Master of Business Administration - Project Management & Master of Business Administration - General MBAPM/13B/PT, MBAG/14A/PT & MBAG/13B/PT Examinations for Academic Year 2014 – 2015 Semester II / Academic Year 2015 Semester I MODULE: STRATEGIC MANAGEMENT MODULE CODE: MGMT5310 Duration: 3 Hours Instructions to Candidates: 1. This paper consists of both sections A and B. 2. Section A is Compulsory. 3. Section B contains Three Questions. Answer any two questions. 4. Answer four questions in all. 5. Total Marks: 100. This Question Paper is printed on BOTH SIDES. This Question Paper Contains 5 questions and 9 pages. SR STRATEGIC MANAGEMENT-MGMT5310 Page 1 of 9 SECTION A: COMPULSORY SAMSUNG From its inception as a small export business in Taegu, Korea, Samsung has grown to become one of the world's leading electronics companies, specializing in digital appliances and media, semiconductors, memory, and system integration. Today Samsung's innovative and top quality products and processes are world recognized. This timeline captures the major milestones in Samsung's history, showing how the company expanded its product lines and reach, grew its revenue and market share, and has followed its mission of making life better for consumers around the world. On March 1, 1938, founding chairman Byung-Chull Lee started a business in Taegu, Korea, with 30,000 won. At the start, his business focused primarily on trade export, selling dried Korean fish, vegetables, and fruit to Manchuria and Beijing. In little more than a decade, Samsung-which means "three stars" in Korean-would have its own flour mills and confectionery machines, its own manufacturing and sales operations, and ultimately evolve to become the modern global corporation that still bears the same name today. -
Hanwha Systems (272210 KS ) Strong Order Inflow
Hanwha Systems (272210 KS ) Strong order inflow Defense A defense and ICT company Initiation Report Hanwha Systems is mainly engaged in the defense and ICT businesses . The defense May 27, 2020 business boasts competitiveness in surveillance/reconnaissance systems and command/control weapon systems, while the ICT business is supported by stable captive demand. Originally founded in 1977 as Samsung Precision Industries, the company merged with Hanwha S&C in August 2018 to become the current Hanwha Systems. (Hanwha S&C was an ICT company that originated from Hanwha’s IT team, (Initiate) Buy established in 1992.) In 2019, defense accounted for 69% of revenue and 53% of operating profit, while ICT made up 31% of revenue and 47% of operating profit. Target Price (12M, W) 11,000 Defense: 10% CAGR on increased defense capabilities improvement spending Share Price (05/25/20, W) 8,170 We forecast Hanwha Systems’ defense business to grow at a CAGR of 10%, given that the government plans to increase defense spending (especially on improving defense Expected Return 35% capabilities) as part of the Moon Jae-in administration’s “Defense Reform 2.0” program . Under the plan, defense capabilities improvement expenditures are set to grow at 10.3% CAGR over the next five years, higher than the 5.8% CAGR seen over the past OP (20F, Wbn) 90 decade. Hanwha Systems’ defense orders are already increasing. As of end-1Q20, Consensus OP (20F, Wbn) 92 defense order backlog stood at W3.8tr, nearly three times the end-2018 figure of W1.3tr. In particular, the company has won a series of contracts on the back of i ts EPS Growth (20F, %) -9.5 dominant market position in avionics, including the Identification Friend or Foe (IFF) Market EPS Growth (20F, %) 26.7 project (W550bn), the third phase of the Tactical Information Communication Network P/E (20F, x) 12.8 (TICN) project (W470bn), and the long-range surface-to-air missile (L-SAM) multi- Market P/E (20F, x) 13.5 functional radar project (W230bn).