Proton Was Incorporated In May Marketing Essay

Proton Was Incorporated In May Marketing Essay Introduction Proton was incorporated in May 7, 1983. Proton is Malaysias first national car maker company. Proton is a Malaysian automobile manufacturer headquartered in Subang Jaya and Shah Alam, Selangor, Malaysia, with a manufacturing plant in Tanjung Malim, Perak. It all began in 1979, Malaysias Father of Modernization, Tun Mahathir Mohamad, (the Deputy Prime Minister of Malaysia), mooted the idea of establishing an automotive assembling and manufacturing industry in our country. Proton successfully produced its Malaysias first car, the Proton Saga, which is commercially launched on July 9, 1985 by our prime minister who had originally conceived the idea of a Malaysian car (History of Proton Malaysia, 2010). Protons objectives include the development of indigenous research and development capabilities, world class manufacturing and production standards, design capabilities as well as a presence in the global market. To further cement their successes, they come out with the new model such as Persona, Exora, New Saga and Preve. According to Prime Minister Datuk Seri Najib Tun Razak, Proton Preve has been developed accordance with global standards of quality and safety (Proton unveils latest car model the Preve, 2012). Today, they are constantly seeking progress that drives PROTON as a brand that encompasses not only making the best cars, but embracing the values that comes with it. Currently, export is one of the mode entries that Proton is using to expand its market. For instance, Proton cars are making their mark internationally as competitive and innovative automobiles. They are now being exported to 50 countries including the highly competitive United Kingdom and continental European markets. In order to reach the commitment from customers, business associates, shareholders, government agencies, and employees, Proton is realizing its goal of being an internationally successful Malaysian automotive manufacturer. It is achieving this by being customer oriented and by producing competitively priced and innovative products. Besides that, Proton has agreed with Chinas carmaker company, Hawtai Motor Group Ltd on Memorandum of Understanding (MoU to gain collaboration in product development and give licensing on its current models to Hawtai Motor Group to be manufactured by Hawtai in China (Proton signs MoU with Chinas Hawtai Motor, 2011). Main purpose for this collaboration is to develop the new models by sharing the cost and joint design. This enables Proton to lower down their cost and discover the potential cross-supplying of components from local Malaysian vendors to China. Proton also has relationship with the Youngman Automobile Group located in China. Youngman Automobile Group has been buying the Gen2 model from Proton since 2007 and selling the model under its own brand name. Proton is an automobile technology that is the pride and symbol of Malaysian innovation and dedication. Proton is preparing ahead now, with a view to globalize throughout the world. They will be breaking new grounds, opening n ew markets, and delighting new customers. Current Expansions Joint Venture Proton Holdings Berhad has a joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. They had come out with an agreement of Memorandum of Understanding (MoU) with Chinas Hawtai Motor Group Ltd to explore collaboration in their product development that allow Malaysian car manufacturer to expand their business to China (Zaharin, 2011). Besides, Proton will also license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group. These two models will only sell in Chinese domestic market and there are under Hawtai brand and maybe with co-naming with Proton because they had joint venture to extend their brand to worldwide so that everyone in different country will know their brand (Zaharin, 2011). According to Proton Group Managing Director, Dato Sri Haji Syed Zainal Abidin, Proton are now concerning into new models that manufactured by Hawtai Motor Group and it is suitable to redevelop to act as the substitut e for existing Proton models so that the development and tooling costs will be shared by both companies (Proton signs MoU with Chinas Hawtai Motor, 2011). Partnership Proton-Lotus engineering is also having partnership with Youngman. Youngman is a family-owned company which is located in Jinhua, Zhejiang and now it has renamed itself as Engineered by Lotus. The car with the brand name of T5 SUV is the production of car upon the partnership between them. T5 SUV is the extended form of Gen-2 platform and it will use engines from Protons CPS upwards and will be priced in the range of RM 50,000 to RM 75,000. In order to going global, they also designed right-hand drive version and also left-hand version so that the model can be acceptable by all the nations and sold worldwide (Vong, 2012). Proton Holding Berhad is also carry out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was found to be failing due to the lack of technology transfer in year 2005. Proton has established a 20 years old relationship with Mitsubishi, but in the end it still broke down (Tan, 2005). However, Proton and Mitsubishi still wish to extend their partnership option in year 2008. Upon the partnership, Mitsubishi will be able to deal with the development and production of all vehicles which is under Proton brand and Proton also allows building new Mitsubishi-based vehicles (Klose, 2008). Export    Since 1983, Proton has established its automotive position consistently in producing and exporting cars. Currently, Proton has risen to a level where it has exported to more than fifty countries which include traditional export markets such as United Kingdom, Asia and South America including Australia, Turkey, Russia, India, Laos, Egypt and Argentina. Other than that, Proton is also aggressively expanding their business in other countries including Middle East and South Africa (Gabilaia, 2001).  However, Proton  does not export cars in the United States because of strict American regulations (Aero, 2012  ). Proton started its international exporting in the late 1980 which exports from Malaysia to other right hand drive markets like New Zealand. However, it was not as success as compared to the United Kingdom so Proton had withdrawn from the New Zealand market in 1990 (Mandalina landy, 2009). When Proton first export of cars in Europe was started in 1988 where it exported to Republic of Ireland and a year later, they expand their export market to United Kingdom. There was a large unit of cars being exported to United Kingdom and Ireland in 1989 since the United Kingdom is the largest export market of Proton. They export the cars through its distributor in UK which is its subsidiary, Proton Cars (UK) Ltd. When Proton decided to export their car in UK, it shows a significantly improvement on the overall sales performance and increase in production units. According to Mandalina landy, Proton somewhat suffered poor quality product has made Protons image in UK being affected included the sale s of the car dropped 14 900 units in  1993  to 4 600 in  1998. In addition, Proton also has suffered for intensive competition from other countries in automotive industry such as Japanese and South Korean carmakers. Therefore, Proton is too rely on its major export market in United Kingdom, Proton can export to other European countries since the company has not much expansion towards European countries. Even though ASEAN Free Trade Area (AFTA) agreements has been reduced the trade of entry to ASEAN country makes Proton decided to make further expansion to ASEAN country (Mandalina landy, 2009) but it just with a small units of car exports to Singapore, Indonesia, Thailand, Brunei, Nepal, Pakistan, Philippines, Bangladesh, and Sri Lanka. Thus, it contributed to lower in term of Protons production and profitability. There are six original members of AFTA: Brunei Darussalam, Indonesia, Malaysia,  Philippines, Singapore and Thailand. Now AFTA has included 4 members which are Vietnam, Laos, Myammar and Cambodia (Gabilaia, 2001). According to Aero, Proton does not officially exported their car to Vietnam. Besides, South Africa is the second country after Singapore where Proton has exported Satria Neo (Thestar, 2006). Proton would still retain its status as a national carmaker, but they will be focusing on its export markets (Choong, 2012). This can help Proton to offset the poor sales pe rformance on other export markets such as european market. Generally, Proton enters into some other countrys market via signing a distributor agreement with local based distributor such as Indonesia, Thailand and Australia. Forward  integration  is one of the strategies in order for Proton to gain the ownership control of its distributor. Thus, through signing distributor agreement that Proton as owner and controller of the distributorship of Proton cars can increases its control over its distributor. Besides, countries with left hand driving culture such as Singapore and Australia, Proton are producing and exporting left-hand car models to enter the market whereas neighboring market such as Thailand and Indonesia, Proton are serving them with right hand drive model of cars. Since car exports  are contributing substantial revenues for Proton. Therefore,  from 2008 onwards, Proton plans to push for annual car exports to 100,000 within the next few years (Neil McDonald, 2006). Acquisition Due to a lack of technology transfer, Proton has ended partnership with its major supplier Mitsubishi Motor in 2004 (Alborz Fallah, 2007). However, it does not affect Proton much regarding the supply of component part since they had been acquired Lotus Cars Company in 1996. Through acquisition, Proton able to obtain an additional source of engineering and automotive expertise since Lotus is well known with its engineering design and technology knowhow. According to Gabilaia, Proton is doing research and development with Lotus engineering and Petronas Formula1 team in order to build their own national car with their own engine without relies on the some component part supplied by Mitsubishi. As Proton was lacking of competitiveness in domestic and international markets, several measures were taken to upgrade the company over the years. The turnaround point was through acquisition of Lotus by Proton, Proton  is gaining the advantages from lotus in term of a major RD house through the well regarded  Lotus  Engineering as well as enter into European market which have been traditionally less responsive to Proton. Since Proton did the usual mistake among late coming automakers exporting from the very start to expand to the most competitive markets in the global North, it had made Proton suffered poor image quality. Thus, Proton regain the opportunity to go after a completely different customer segment without eroding the Proton brand in European market through acquired Lotus (Abdur-Rahman Syed, 2011). Future Expansions Partnership Proton has expanded over 50 countries in the world but they have yet to capture a big presence in Asia nations. As we know, India has the worlds second largest population in nations after China. Proton should target India to expand their operations since Indias market is not as compact as China yet which is still very prospective. As the failure of developing a concrete partnership agreement between German automaker Volkswagen and Proton (Paul Tan, 2006), Proton should gain another partner to broaden their market. Thus, we suggest Proton to pursue a partnership with the Japanese car-maker, Maruti Suzuki, a subsidiary company of Suzuki Motor Corporations which is a carmaker leader in India. Maruti Suzuki is a leading automobile manufacturer and the market leader in India car segment. By having a partnership relationship with Maruti Suzuki, Proton can easily capture the Indian market by the existence of well brand reputation of Maruti Suzuki in India. Maruti Suzuki has established a highly profitable joint venture with the India government that creates nearly monopolistic trade in the Indian automobile market. This is also one of the reason why Maruti Suzuki able to become Indias largest passenger car company. Through this joint venture, Proton can avoid many complex regulatory procedures from government department while entering India market. On the other hand, in order to continually dominate India domestic car market opportunities, Proton can propose to Maruti Suzuki with its multi-purpose vehicle (MPV), Proton Exora to be launched to the India domestic market. Although Maruti Suzuki has its own MPV in India but the price is much higher than Proton Exora. Indias car market does not have much (MPV) with a lower price. Proton Exora can offer a lower price than other MPV cars currently existing in the market. The proposal is likely to be successful because the MPV cars price is much higher than Proton Exora. Besides, Proton can collaborate with Maruti Suzuki in making diesel-powered car. The demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. (Maruti Suzuki may not meet 10% sales growth target in FY13, 2012) The gap between prices of petrol and diesel widening from Rs9.83 to Rs25 now, obviously there has been a shift in demand towards diesel. Proton can support the manufacturing process of diesel car by exporting their technology from Malaysia to India. For example, Lotus Omnivore engine which offers a 10% increase in fuel efficiency compared to stratified direct injection engines. Based on Protons current practices, we know that Proton is exporting their cars to its major countries like United Kingdom. This practice indicates that their exporting strategy is too narrow because they just focus on exporting large units in one country. Proton should focus more in exporting large units of cars to ASEAN country like Indonesia, Thailand, Vietnam, Pakistan and so on. It is because these countries have the lower-cost based locations where it can provide low-rate of warehouse to put their cars (Hills, 2011). Moreover, it can also lower the paid for substantial costs of establishing manufacturing operation compared to United Kingdom (Hills, 2011). Another issue of exporting cars is the transportation costs; in which it requires high exporting cost to export car units to other countries (Hills, 2011). This will lead to low profitability and high expenses. Proton should try another mode entry instead of exporting, they can choose manufacture their car units regionally like wholly owned subsidiaries (Hills, 2011). Recently, Proton has selected a new entry mode like joint ventures with Chinas Hawtai Motor Group Ltd in China (Zaharin, 2011). The disadvantage of this practice is risky because it will reduce Protons controlling power to its partner (Hills, 2011). For example, Proton Exora and P3-21A only can sell in China and it is under Hawtai brand. It shows that Proton has no power to make any decision in China market. In addition, Proton would not have the full control over their partners. A good example, all models will be manufactured by Hawtai Motor Group for redeveloping to substitute Proton models in China (Zaharin, 2011). Furthermore, this practice would lead to battles and conflicts for control between the firms if their main objectives and goals are different and it may arise different point of views. For example, Proton Holding Berhad and Mitsubishi Motors Corporation where the partner give a slow pace of technology transfer and lead to end up their partnership in 2005 (Tan, 2005). This kind of problems would be serious if both of the firms are from different country due to the different views and perceptions. In order to prevent this problem arise, one of their partner must have a full controlling interest (Hills, 2011). Acquisition Acquisition is a good expansion strategy to be implemented but a suitable acquisition is vital in order to make profit. Acoording to Proton Cars Berhad managing director, Dato Syed Zainel, Proton is looking forward to be more export oriented in the future. Protons strategies dovetail particularly in the areas of quality enhancement and improvement, cost improvement and enhancement of production efficiency (Future plan- Proton, 2008). In my opinion, Proton should acquire carmaker which has more similarity of car category as Proton such as Mitsubishi. Instead of partnering with Mitsubishi, Proton should acquire their company since Proton is funded by government and has higher capital compared to Mitsubishi, a fully private owned company. Mitsubishi is also a well recognized carmaker company globally which can help Proton to boost up its brand name. Currently, Proton is already the partner of Mitsubishi Corporation under the partnership with EON Berhad since 2005 (Mitsubishi Motors, 2012). Mitsubishi is making losses in the European countries due to difficult operating environment and in debt-hit continent and is expecting to end manufacturing automobiles in Europe by end of 2012 (Loss-making Mitsubishi, 2012). This condition would be a favorable opportunity for Proton to acquire Mitsubishi. By acquiring Mitsubishi, Proton can gain benefit by sharing Mitsubishis global network to make exportation to uncovered regions such as North and South America, Africa and Oceania which are already the global network of Mitsubishi (Global Network Mitsubishi, 2012). In North America, Proton can export its car to countries like United States, Canada and Mexico which made up of high income (U.S.A), middle income (Canada) and lower income (Mexico) customers. With these varieties of income level, Proton should export cars of different price ranges to fulfill the American requirements. Currently, Proton does not export their cars to United States of America due to strict regulation of their government. By acquiring Mitsubishi, Proton can gain benefit by indirectly scheming into the American market. In Africa, Proton can export its car to countries like Zimbabwe, Nigeria and Kenya which mostly are made up of low income citizens which cannot afford expensive cars. Proton can produce cars which are of lower prices compared to prices of other carmaker companies offering them in the market to capture the African market. Meanwhile, Proton can scheme into customers that are not so fussy in countries like New Zealand and Palau in Oceania. Oceania societies are not very fussy in picking up car brand like Proton may be new to them but able to prosper at the same time. Other than using Mitsubishis global network to do exportation, Proton can get benefit by adopting Mitsubishis Japanese technology which is very innovative, effective and efficient. As we know, Proton often criticized for not being innovative enough in designing their car models. By acquiring Mitsubishi, Proton can gain full ownership of Mitsubishis Research and Development centre. Thus, Proton can send its local engineer to learn the Japanese innovation and technology. Mitsubishis technology also can benefits Proton by enhancing the quality and production efficiency of Protons car and making cost improvement As mentioned in the current expansion, Proton had acquired Lotus which has a strong market branding in the European continent (Lotus Purchased by Proton, 1996). Proton can use Mitsubishi technology to manufacture their cars and at the same time uses the Lotus branding to market their cars to the European continent to reposition both Mitsubishi and Proton among the European countries. By acquiring Mitsubishi in the future not only Proton can improve the production of their car in terms of quality but can also globalize our local brand across all continents. Conclusion In conclusion, Proton is an example of successful national car maker. Due to strong government support, Proton car became an icon of both personal and national success in Malaysia. Proton provides good quality and affordable car in order to encourage local residents to purchase and promote patriotism. There are plenty of ways of expanding a business. Proton has been expanding their business in other countries to fit the customers changing needs and also competing in this highly competitive market. The first current expansion strategy used by Proton is by exporting their product to other countries. Proton had successfully penetrated into United Kingdom, South America as well as Asian countries after meeting a number of challenges in terms of quality problems and regulations of other countries. Subsequently, acquisition is also one of the expansion strategies. Proton had acquired Lotus after ended its partnership with Mitsubishi. Proton is gaining the advantages from Lotus in term of a major RD and expertise to develop its own engine without relies on Mitsubishi. In 2011, proton has joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. Proton will license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group to extend their brand to worldwide so that everyone in different country can recognize their brand. Proton Holding Berhad was carrying out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was a failure due to the lack of technology transfer in year 2005. On the other hand, we recommend Proton to pursue a potential collaboration with the Japanese car maker which is also the car maker leader in India, Maruti Suzuki. Maruti Suzuki is a leading automobile manufacturer, therefore it can easily capture the Indian market by the existence of well brand reputation in India. We also recommend Proton to collaborate with Maruti Suzuki in making diesel-powered car due to the reason of demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. Proton can also use acquisition for their future expansion. We recommend Proton to acquire Mitsubishi and use the Mitsubishi technology which can help in enhancing quality and productivity as well as cost improvement of Protons cars and at the same time uses the Lotus branding to market their cars to around the world. Mitsubishi also has a wide global network which they had already expended to all regions in the world. By acquiring Mitsubishi, Proton can benefit from using their global network to do exportation. To achieve an excellent result, Proton will have to constantly strive to be at the forefront of the industry. Proton also has to persistently improve its products and services in the wake of increasing competition in this market. Their mission is to dominate the pursuit of being the first choice of car making company for Automotive Products Services.

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^&&&&&&&&&&&&&&&&&& In today’s â€Å"tech† and competitive world, businesses are in transformation from manual inventory system to automated inventory system, including small businesses. Automated Inventory systems can reduce costs, retain the existing customers and gain profits. It can replace the time consuming manual process by providing more accurate data. Every business should have a proper inventory system in order to track whether the store is running out of the stock of an important item or there are some items that are obsolete.Nowadays, automated system is used almost by all the retailers, grocery stores and manufacturing companies. A good inventory control system will alert the retailer when it is time to reorder (www. barcodesinc. com). Automated inventory system will keep the competitive advantage of your company and increase the value of your business. This plan will describe all the necessary equipment required for a low-cost automated inventory system fo r a small clothing store.It will also explain the costs involved in creation of the system and describe the ongoing maintenance that will be required for the smooth running of the system and provide a workflow diagram of how the system will work. The equipments required to install a low-cost automated inventory system in small clothing store consists of a computer- desktop or laptop whichever is more cheaper, system requirements that can handle and store the inventory system, backup/recovery/portable hard disk and archive device, wireless router, inventory software, mobile scanning device like RF gun or any other device, barcode printer and barcode labels.The system will be user-friendly and provide reliability and versatility in performance of application. It will make tracking inventory simple and flexible. It will allow tracking and scanning inventory away from the physical computer. The automated system will update the inventory records and perform transactions on an instant bas is. The system will make it simple to

Growth Strategy Analysis Of Samsung Essay

INTRODUCTION The Samsung Group is a multinational conglomerate corporation headquartered in Samsung Town, Seoul, South Korea. It is the world’s largest conglomerate by revenue with annual revenue of US$173.4 billion in 2008 and is South Korea’s largest chaebol. The meaning of the Korean word Samsung is â€Å"TriStar† or â€Å"three stars†. As stated in its new motto, Samsung Electronics’ vision for the new decade is, â€Å"Inspire the World, Create the Future.† This new vision reflects Samsung Electronics’ commitment to inspiring its communities by leveraging Samsung’s three key strengths: â€Å"New Technology,† â€Å"Innovative Products,† and â€Å"Creative Solutions.† — and to promoting new value for Samsung’s core networks — Industry, Partners, and Employees. Through these efforts, Samsung hopes to contribute to a better world and a richer experience for all. Samsung Group formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung Electro-Mechanics Co., Samsung Corning Co., and Samsung Semiconductor & Telecommunications Co., and grouped them together under Samsung Electronics Co., Ltd. in 1980s. SAMSUNG’s aim is to develop innovative technologies and efficient processes that create new markets, enrich people’s lives and continue to make Samsung a trusted market leader. Today, Samsung Electronics global presence includes a total of 111 subsidiaries in the form of production subsidiaries, sales subsidiaries, distribution subsidiaries, research laboratories and eight overseas business divisions representing North America, Europe, China, Southeast Asia, Southwest Asia, Central and South America, CIS, the Middle East and Africa. Porter’s Diamond Analysis for Korea/Samsung Product Dimension To build a unique competitive advantage, Samsung followed a well laid out product growth strategy. These strategies can be examined under (a) product life cycle (b) product price level and (c) product diversification. Samsung followed a reverse order if we look from the product life cycle perspective. It started its operation in 1971 with manufacturing monochrome televisions which were in the declining stage in  the advanced market. It then went on to manufacture colored televisions in 1977 which had already reached the mature stage in the PLC in other markets. It tapped the videocassette recorder (VCR) and microwave ovens (MWO) in its growth stage in the market by bridging the technology gap and reaped revenues. In early 1990’s SEC manufactured niche products such as DRAMs and digital videodisk (DVD) and entered this market in its introductory stage through agility, innovativeness and creativity. In 1992, Samsung became the market firm to many companies by being the largest producer of memory chips and second largest chip maker in the world only after Intel. Through innovation Samsung manufactured its first liquid screen display in 1995 and within ten years became the world’s largest liquid-crystal display panel. Tapping the smart phone market in the growth stage, Samsung became the world’s largest phone maker by unit sales in the 2012. From the price perspective Samsung started manufacturing products that were low end of the price range and then gradually moved up to the niche end products using innovation and high end technology. Starting from low end products was a strategic choice as there was low national income and the market had limited purchasing power, the JV partners were unwilling to share their technology and the availability of a niche market in US for the low end models. Samsung product path choice has moved from commodity product to high end niche product market as it now captures the global market. Samsung has strategically limited its diversification in the electronics-related area only. It follows a related product diversification strategy. It started with consumer electronics and home appliances, and then moved to personal computers and peripherals, communication equipment, semi-conductor and then mobiles. With the aim of capturing the strategic fit by sharing technology and management, in 1998, SEC merged with Samsung Semiconductor & Communications. In 2006, Sony & Samsung formed a JV S-LCD Corporation to co-operate and provide a stable LCD supply to both the manufacturers. These diversifications have helped Samsung get a balanced revenue structure from its products. Phase 5: Attaining technological competence whereby product and process innovation start to appear throughout the company. During this process Samsung made serious efforts to develop its own product design competence. It started to increase in-house R&D budgets and stepped up its efforts to assimilate advanced foreign technologies and to develop new product. Having successfully caught up with foreign technologies for most conventional consumer-electronics products, SEC’s management accelerated its technological capability from reverse engineering to innovations in advanced consumer electronics, PCs and peripherals, semiconductors and communications equipment. To support this strategy, Samsung increased its R&D budgets. There was an accelerated gap reduction from the other major competitors of the world. The accelerated gap reduction may be attributed to the synergy effect of three factors: In-house R&D capability with a critical mass of more than 7,300 researchers. Availability of multiple technology sources, such as licensing. Technology alliances with advanced companies, overseas research centers in advanced countries, and foreign high-tech companies owned by Samsung. Intensity of effort by management and personnel in research and product development. Samsung is one of the leaders in OLED display research and the clear leader in AMOLED production. OLED Displays are thinner, more efficient and offer better picture quality than LCD or Plasma displays. A lot of research is being done on Innovative WLAN technology from Samsung Electronics for the wireless business environment to remove the issues with have with the existing WLAN. Manufacturing Dimension Manufacturing system was the third dimension that the Samsung controlled. Samsung always wanted to benefit from the economies of  scale and scope. They had two strategies that is to either get vertically integrated to support the mass production of television or alternatively, depend on CKD’s from joint partnership and other suppliers from Japan. The main reason for this strategy was because of the lack of capability to produce the parts locally. However, Samsung soon realized that the foreign tie ups involved huge risk and transaction costs and hence decided to go with the minimally integrated manufacturing system locally. Hence Samsung built a cathode ray plant, a parts and components plant and CRT glass plant. In 1980’s, a large number of independent small and medium sizes businesses mushroomed due to technology assimilation in Korea. Now, Samsung was so good in technology and quality that they could start outsourcing anywhere and anytime. The Samsung started its overseas production base. The first  location was the Portugal and by 1995 they had twenty bases globally which accounted to a huge economies of scale and scope. The Samsung was sensitive to the changing needs of customers and hence moved from mass production to flexible manufacturing system to accommodate a new product strategy by late 1980’s. Samsung introduced in multiple product models to meet the fast changing demand of the people thereby man aging shorter product life cycles and competition. In early 1990th Samsung was still perceived as a conservative manufacturer and always associated with bargains. Samsung realized that with its low  pricing strategy it can only compete in the lower market segment whereas in upscale market technology and brand are competitive means. Samsung then onwards decided to penetrate the upscale market and gave up lower-market in order to exalt its brand image. It repositioned all series of its products such as mobile phone, consumer electronics and memory flash to upscale market. Corresponding to Samsung’s new position in the market it has relatively higher price in its category. Higher pricing would bring more profit and at the same time improves the brand image. Samsung is now developing products for the Indian market and tailored to their needs. Samsung has clung to its premium positioning, with products that emphasized design, aesthetics and cutting-edge technology and prices that were commensurately higher. In 2005, Samsung introduced over 100 new products such as flat panel, LCD and plasma TVs, top-end refrigerators, home theatre systems, digital cameras and camcorders, MP3 players, notebook computers and mobile phones which were sold in lifestyle category. It is the market leader in LCD televisions and super-premium, side-by-side refrigerators and claims respectable market share figures in other product categories as well. The  most important strategy for competitive advantage has been the principle of survival inequality, which states that cost should always be lower than price, and price should always be smaller than product value. Apart from price, another important factor which was strategically exploited by SEC was the concept of speed management by emphasizing on good decisions and fast implementation. The company exploited the opportunities arising in the world market by making timely decisions on product development and technology acquisition ahead of its competitors, as well as shortening the time to implement for example: : VCRs, MWOs, and memory chips In 1970s, the most important factor for Samsung’s strategy design was to create a relevant product choice. This decision was important as it would have affected 1. Technology acquisition 2. Marketability 3. Cost competitiveness To reduce its threatening profile to the technology supplier, SEC took products in the declining stage of the product life cycle. Further, to give an incentive to the technology supplier, the Joint venture form was used, whereby parts and components would be imported in the form of CKDs from the joint venture partner. To gain market experience and overseas sales network, OEM was used. To build up its brand image, SEC chose commodity type products in the low-end price range. SEC chose mass  production as its strategy to exploit low-end commodity products in declining stage and Korea’s high quality and low wage labor. This lead to a higher learning rate and steeper decrease in costs which helped reduce the prices further.

What Is Aerospace Engineering Courses, Jobs, Salaries

Aerospace engineering is a STEM field focused on the design, development, testing, and operation of aircraft and spacecraft. The field encompasses the creation of everything from miniaturized drones to heavy-lift interplanetary rockets. All aerospace engineers need to have excellent knowledge of physics since all flying machines are governed by the rules of motion, energy, and force. Key Takeaways: Aerospace Engineering The field deals with things that fly. Aeronautical engineers focus on aircraft while astronautical engineers focus on spacecraft.Aerospace engineering draws heavily upon physics and math; even tiny miscalculations can be fatal when working with aircraft and spacecraft.Aerospace engineering is a highly specialized field, and the major is not offered by all schools with engineering programs. What Do Aerospace Engineers Do? In the simplest terms, aerospace engineers work on anything that flies. They design, test, produce, and maintain a wide range of piloted and autonomous aircraft and space vehicles. The field is often broken down into two sub-specialties: Aeronautical engineers work on aircraft; that is, they design and test vehicles that fly within the earths atmosphere. Drones, helicopters, commercial aircraft, fighter jets, and cruise missiles all fall within the purview of an aeronautical engineer.Astronautical engineers deal with the design, development, and testing of vehicles that leave the earths atmosphere. This includes a wide range of military, government, and private-sector applications such as rockets, missiles, space vehicles, planetary probes, and satellites. The two sub-fields overlap considerably in the skill sets they require, and typically both specialties are housed within the same department at universities. The biggest employers of aerospace engineers tend to have products and research that involve both aeronautics and astronautics. This is true of Boeing, Northrop Grumman, NASA, SpaceX, Lockheed Martin, JPL (Jet Propulsion Laboratory), General Electric, and several other companies. The nature of aerospace engineering jobs varies significantly. Some engineers spend most of their time in front of a computer employing modeling and simulation tools. Others work more in air tunnels and in the field testing scale models and actual aircraft and space vehicles. It is also common for aerospace engineers to be involved in assessing project proposals, calculating safety risks, and developing manufacturing processes. What Do Aerospace Engineers Study in College? Flying machines are governed by the laws of physics, so all aerospace engineers have significant grounding in physics and related fields. Aircraft and spacecraft also need to withstand tremendous forces and temperature extremes while remaining lightweight. For this reason, aerospace engineers often will have solid knowledge of materials science. Aerospace engineers need to have strong skills in math, and required courses will almost always include multi-variable calculus and differential equations. To graduate in four years, students will ideally have completed single-variable calculus in high school. Core courses will also include general chemistry, mechanics, and electromagnetism. Specialized courses in the field are likely to include topics such as these: AerodynamicsSpace Flight DynamicsPropulsionStructural AnalysisControl System Analysis and DesignFluid Dynamics Aerospace engineers who are hoping to advance their careers and earning potential would be wise to supplement their engineering coursework with courses in writing/communication, management, and business. Skills in these areas are essential for high-level engineers who oversee other engineers and technicians. Best Schools for Aerospace Engineering Many small engineering programs simply do not offer aerospace engineering because of the highly specialized nature of the field and the need for access to expensive equipment and facilities. The schools below, listed alphabetically, all have impressive programs. California Institute of Technology: Caltech is an unlikely school to appear on this list, for it offers an Aerospace minor, not a major. Students interested in Aerospace engineering will complete the minor requirements in addition to a major in a specialization such as mechanical engineering. Caltechs 3 to 1 student/faculty ratio and excellent Graduate Aerospace Laboratories make it a place where even an aerospace engineering minor can work closely with faculty and graduate students in the field.Embry-Riddle Aeronautical University: While Embry-Riddle in Daytona Beach doesnt tend to top the rankings of aerospace engineering programs, its laser-focus on aeronautics and a campus with its own airfield can make it an ideal institution for students with interests in the earth-bound side of aerospace engineering. The university is also more accessible than any of the other schools featured here: SAT and ACT scores that are just a little above average will often be adequate.Georgia Tech: Wi th more than 1,200 aerospace engineering majors, Georgia Tech has one of the largest programs in the country. With size comes many resources including over 40-tenure track faculty members, a collaborative learning lab (the Aero Maker Space), and numerous research facilities that can handle combustion processes and high speed aerodynamic testing.Massachusetts Institute of Technology: MIT has been home to a wind tunnel since 1896, and its AeroAstro is the oldest and one of the most prestigious in the country. Graduates have gone on to top positions at NASA, the Air Force, and many private companies. Whether designing drones or microsatellites, students receive plenty of hands-on experience in facilities such as the Space Systems Lab and Gelb Lab.Purdue University: Purdue has graduated 24 astronauts, 15 of them from the School of Aeronautics and Astronautics. The university is home to six Centers of Excellence related to aerospace engineering, and students have plenty of opportunities to get involved with research including through SURF, the Summer Undergraduate Research Fellowship Program.Stanford University: Stanford is one of the most prestigious and selective universities in the country, and its Aeronautics Astronautics program consistently ranks among the best in the country. The undergraduate program is project-based, and all students learn to conceive, design, implement, and operate systems related to aerospace engineering. Stanfords location in the heart of Silicon Valley gives it an edge for engineering research related to automation, embedded programming, and system design.University of Michigan: Founded over 100 years ago, Michigans aerospace program has a long and rich history. The program graduates around 100 undergraduates a year, and they are supported by 27 tenure-track faculty members. The university is home to 17 research facilities that support work in aerospace engineering. These include the Peach Mountain Observatory, a supersonic wind tunne l, and the Propulsion and Combustion Engineering Laboratory. Average Salaries for Aerospace Engineers According to the Bureau of Labor Statistics, the median annual pay for aerospace engineers in the United States was $113,030 in 2017 (mechanics and technicians who work on aircraft and avionics equipment can expect to make half that amount). PayScale presents a typical early career salary for aerospace engineers as $68,700 per year, and the average mid-career pay as $113,900 per year. Salaries can vary considerably depending on whether the employer is a private, government, or educational institution. These pay ranges place aerospace engineers in the middle of all engineering fields. Aerospace experts tend to make a little less than electrical engineers, but a little more than mechanical engineers and materials scientists.