Date post: | 28-Nov-2014 |
Category: |
Documents |
Upload: | darryn-urueta |
View: | 257 times |
Download: | 0 times |
Samsung Mobile Devices:
Running head: FINAL STRATEGIC PLAN
Samsung Mobile Devices: Final Strategic Plan
Darryn Urueta
University of Phoenix
BUS 475
Patricia Hudson
March 22, 2011
1
Samsung Mobile Devices:
Samsung Mobile Devices: Final Strategic Plan
This paper will reflect a descriptive strategic plan for Samsung Mobile Services, which
will include implementation of strategies and tactics that will assist the company in attaining its
business goals and objectives. Additionally, this paper will explain three methods to monitor and
control the proposed strategic plan and recommend actions necessary to address ethical, legal
and regulatory issues faced by the Samsung Corporation.
Business Structure of Samsung Mobile Services:
Industry: Digital Mobile Communication --- Specialization: Consumer
Electronics
Product: A myriad of mobile phones to include Smartphones and touch screen
input devices
Customers: Tech savvy and not so tech savvy consumers who are active and need
the means to communicate while on the go.
The creation of mission and vision statements is key elements that comprise the strategic
planning model for any business. Strategic management is defined as the set of decisions and
actions that result in the formulation and implementation of plans designed to achieve a
company’s objectives (Pearce & Robinson, 2009). Whether the endeavor is to establish a new
business or re-engineering the direction for an existing company, the basic goals and
fundamental philosophies must be developed in order to assume a strategic bearing.
Subsequently, the issues at hand must be clearly defined as strategic matters so as not to expend
energy on the wrong path. This paper will further discuss the guiding principles by which the
mission and vision statements work congruently to unify the values and objectives of the
company.
2
Samsung Mobile Devices:
Mission Statement
The purpose of a mission statement for a business is to endorse the principle of
the company by articulating the objectives of the business that corresponds with the product or
service offered in the market place and the ultimate characteristics of the company that
distinguishes it from the competition. The mission statement classifies what type of marketplace
a company will enter. This encompasses a study of buyer requirements and consumer desires. A
mission statement, while broad in scope, enjoins all stakeholders towards the pursuit of profit,
success and longevity. It should state the social and or political requirements that are needed to
exist and identify how the organization will recognize, foresee, and react to those needs. The
Samsung Corporation will become a global leader in the digital age. Offering multifaceted
products that span ethnic and social boundaries, Samsung provides products to enrich lives.
Contributing to society at large by being a responsible global citizen, Samsung will create
products and approach business that effectively contributes to a better world. At Samsung, it’s all
about knowing who the customers are, what they want and earning their trust. Samsung will do
this by tireless devotion to customer support; before, during and after the sale.
Samsung mobiles devices combine cutting edge technology with innovative features to
help customers do much more than simply talk on the phone. From smartphones with the all new
Android 2.2 operating system, to the Galaxy Tab™, a multi-media powerhouse, Samsung gives
you options for today’s fast paced lifestyle. SWYPE® technology allows the user to quickly
compose text messages while on the go. The Galaxy Tab features two web cameras, enabling
video chat coupled with the ability to capture and share photos simultaneously. Samsung mobile
devices are designed to adapt to the consumer, affording a rich media experience while
remaining easy to use.
3
Samsung Mobile Devices:
Vision Statement
The vision statement of a business is just that; where the company sees itself in
the future. It details how the company plans to grow and expand. The vision statement should be
dynamically worded to engage and motivate the employees of an organization to be a part of
something bigger than themselves. An effective vision statement is one that broadens an
organization’s image of itself. The Samsung vision is “Inspire the World, Create the Future.”
The vision promotes the leveraging of three key elements, “New Technology,” “Innovative
Products,” and “Creative Solutions.” Samsung’s plan is to reach $400 billion in revenue and
become one of the world’s top five brands by 2020 (Samsung, 2011). To assist in this goal, the
company has established three strategic approaches: “Creativity,” “Partnership,” and “Talent.”
Additionally, Samsung looks to expand beyond the consumer electronics market and into the
fields of medicine and biotechnology.
Guiding Principles
The guiding principles of an organization are deeply held beliefs which serve to
help the company persevere regardless of changing circumstances, goals, management or basic
work function. In a sense they are norms integral to defining what is most desirable in the course
of daily work. The Samsung Corporation believes that rigorous adherence to values are at the
core of every decision that is made. The company holds true that:
1. There will be equality in the workplace. Although different jobs require equally
different descriptions, everyone will be challenged to add value to the work they perform.
2. Each person operates from a unique set of core values and as such the company
strives to ensure these values are understood and respected to the fullest extent.
3. Employees are the most important asset of the company. While balance sheets
4
Samsung Mobile Devices:
and annual reports reflect an organization’s health, so too do its employees. The human capital of
a company is the driving force behind success or failure.
4. Diversity is not only welcomed, but encouraged. Through multiple viewpoints
and personal experiences an organization endeavors to achieve the richest potential. Samsung
advocates genuine appreciation for and integration of the vast variety of skills, backgrounds,
experiences, generational differences, and beliefs that diverse employees bring to the workplace.
5. Company operations are to be shared with employees. In this way, Samsung
employees will be able to contribute and make appropriate decisions having been given the
relevant operational information.
6. Our management is the most powerful agent for good in the organization. Our
managers will empower the employees and positive reinforcement when applicable. The job of
managers is to develop and coach all employees without regard to skill level or competence.
The mission, vision and values of the Samsung Corporation influence the strategic
planning that affects innovative thinking and collaboration among all levels. The devotion to
talent and technology is exemplified by creating superior products and services that contribute to
a better global society. To further guide the company, Samsung utilizes the tenets of compliance
with ethical standards, respect for customer, shareholders and employees, maintaining a clean
organizational culture, caring for the environment and acting as socially responsible corporate
citizens.
Samsung values the employees that make up the company by recognizing them as
the most important asset. However, the other facet of the equation is the customer. Samsung has
created a Quality Charter that exhibits the commitment to world class customer care. The charter
comprises a pledge to do five things; be customer centric, stay true to the basics, demonstrate
5
Samsung Mobile Devices:
professionalism, provide quality workmanship and create customers for life. Samsung has
invested in quality management system upgrades, strengthening specialized skills at contact
points and standardizing a global customer response system. These help to give Samsung a
competitive advantage in the mobile device industry.
An effective strategic planning model encompasses many unique tools. In an effort to
capture all of the pertinent data necessary to make informed and educated choices in a business
environment, a SWOTT analysis is a vital piece of the puzzle. This tool provides a cogent
evaluation of a company’s strengths, weaknesses, opportunities, threats and trends. Another
feature of this tool is the ability to give a business the 30,000 foot view of the current operation
in order to generate strategic alternatives. Samsung uses this analysis with the express purpose of
identifying the internal and external variables within the existing business as well as the outside
competition. It is important to acknowledge and understand these variables as they can have a
significant effect on how the company competes in their chosen market. In short, the SWOTT
gives an enhanced perspective on how to approach and develop the future strategic planning
focus.
The external factors that Samsung must take into account in terms of trends are legal and
regulatory issues, economic environment, the competition and technological advances. All of
these factors serve to either guide or derail the business depending on how they are examined
and positioned. Business taxation is important in that a business must keep abreast of legal and
regulatory laws. The Internal Revenue Service (IRS) will gladly remind individuals and
businesses of their fiscal obligations; however it is the responsibility of the business stakeholders
to ensure they are in compliance with all applicable federal regulations. This can become
increasing difficult if they business is of foreign origin operating on U.S. soil. The business
6
Samsung Mobile Devices:
needs to be authorized as a licensed entity in order to process the required tax documentation. In
addition, Samsung requires different forms of licensing to ensure operations will not be
interrupted or disallowed altogether. These include the proper requirements from the Federal
Communications Commission (FCC) and the intricate area involving state and local government
to allow the shared use of mobile device transmission towers.
The economic factor is critically important to Samsung during these times of personal
and governmental financial insecurity. Although consumers need to have the ability to stay in
touch with one another, Samsung recognizes the sacrifices that families must consider and strive
to make their mobile devices affordable even under the most trying circumstances. It requires an
enormous budget to operate its mobile communication division, $2,846,955 million in Korean
Won (Samsung, 2009). This earmark is offset to the positive by Samsung’s strong sales in the
telecommunications segment $139,000,000 million in Korean Won (Samsung, 2009). Even in
times of economic uncertainty, Samsung continues to keep a firm grip on the mobile device
market by offering versatile and feature rich devices at affordable prices.
Competitively, Samsung remains one of the top manufacturers of mobile entertainment
devices. The world we live in is ever changing. Samsung understands that to remain in the
market and thrive, the status quo must be challenged. Samsung has established an Open
Innovation system in their research and development hubs with the objective being to expand
strategic partnerships with the research communities in Korea, North America and the United
Kingdom. Samsung’s is in the process of restructuring the business to focus on life solutions.
These solutions enjoin the medical and biotechnology fields, renewable energy sources and
consumer conveniences. The design efforts employed by Samsung endeavor to incorporate
personality into the product which in turn embodies the image of the brand. To confirm
7
Samsung Mobile Devices:
Samsung’s commitment to the consumer they have set up a network for design centers around
the globe to encourage strategic design-oriented management principles. Samsung’s competitive
edge will be strengthened by consumer centric designs that combine technology and enjoyment.
The technology factor cannot be emphasized enough within the Samsung SWOTT model.
After all, it’s through technology that Samsung has positioned itself as a world leader in mobile
device deployment. The very basis for Samsung’s appeal is that the products touch the hearts of
consumers. From mobile phones with touchscreen capability to cutting edge 3D televisions,
Samsung delivers intuitive user inputs to yield personalized user experiences. The key to
Samsung’s success lies in the core belief that building products from the consumer point of view
is inherent to brand value and loyalty. Technology changes rapidly; in some cases overnight.
Samsung understands this obstacle and meets this challenge head on by lowering the learning
curve in new product design without compromising on style and function. Samsung leads the
way with the philosophy of the 4C’s: content and services, connectivity, creativity and
component capability. As Seungho Lee, manager at the Affiliated Company Sales Branch in
Korea so eloquently puts it, “We make a habit of listening to the voices of our customers, drilling
down to analyze every minor detail. If we learn what customers want from our products, we can
more quickly develop next generation innovations that they hadn’t even thought possible. We
want to guarantee that our customers remain satisfied.”
The internal factors that Samsung includes in the SWOTT analysis are those of strategy,
culture and the process and system. The strategy factor is the most important as this forms the
framework for the analysis as a whole. The development of company expansion and success
depend on how well the strategy function of the exercise is handled. The strategy vision takes
into account where the business currently is and where they want it to be. To strategize means to
8
Samsung Mobile Devices:
plan careful, measured steps that ensure success. They are not to be rushed into execution
without thoughtful input from all relevant members; otherwise the plan is to fail.
The internal factor of culture is inclusive of all walks of life; from the early adopters of
technology to the busy housewife who has limited time to learn complicated features of a new
phone. Culturally speaking, Samsung has worked tirelessly to become a company that people
respect – not only for their products, but because of what the company gives back to the global
community. In countries around the globe Samsung has committed both educational resources
and human capital in the form of electronic devices for disadvantaged schools to participating in
charity events and philanthropic actions in the spirit of hope.
Process and systems comprise a concentrated focus on the supply chain. To remain
competitive, Samsung engages in active collaboration with suppliers. Through this effort they
have created the Partner Collaboration & Enhancement Office. This group acts to support the
suppliers by offering technical and financial support. A core emphasis is on training and
guidance for both Samsung and its partners in developing technology jointly, rather than singly.
The goal of this process is to augment supplier competitiveness that result in operational
improvements, cost savings and inventory reductions.
To provide a snapshot view of how the Samsung Corporation envisions the strategic
planning process, the SWOTT chart below is provided.
9
Samsung Mobile Devices:
STRENGTHS
Commitment to training and developmentContinued strong sales even in a downeconomyInnovative products with a limited learningcurveAbility to offer competitive products ataffordable pricesPopular, well respected brand nameMergers and acquisitions
WEAKNESSES
Uncertain economic environmentInnovation stagnationMergers and acquisitionsChange in ownership
OPPORTUNITIES
Enhanced supply chain relationshipsEntry into the medical and biotech industryAbility to provide needed technology todisadvantaged nations and/or economicsegmentsBecoming a green and sustainablebusiness
THREATS
Rising cost of raw materialsPartners choosing to work with competitorsBeing locked out of government contractseither due to unwillingness to capitulate orfearing a compromise to integrityNatural disastersOver saturation of the mobile devicemarket
10
Samsung Mobile Devices:
Trends
Strengths
WeaknessesThreats
Opportunities
Quicklyemerging
technology focusStricter
governmentcompliance rules
Move towardsleaner
manufacturingsectors
The first issue that can be observed from the analysis is that although Samsung retains a
robust product line, there exists the possibility of the mobile device market becoming over
saturated to the point where the competitive advantage is nullified. This can be overcome by
Samsung’s commitment to creating a user intuitive experience that enriches the lives of the
consumer rather than providing just another electronic device.
A second issue that arises is that the all too prevalent economic downturn. As political
unrest continues to be at large, prices for commodities will rise. This will result in price increases
for raw materials. To combat this challenge, Samsung reinforces the company’s pledge to
support and foster growth with its supply partners.
11
Samsung Mobile Devices:
The biggest opportunity to be had is that of entry into the medical and biotechnology
field. As Samsung found its roots in the electronic entertainment arena, this will pose a challenge
with regard to design and engineering of products out of the niche market that the company has
enjoyed. To address this issue, Samsung takes bold steps to create think tank groups and
committees that seek to utilize creativity and connectivity as stated in the 4C philosophy to
deliver devices designed to give the user the same intuitive experience as with the mobile device
line.
Communication Plan
Written Communication: Written communication is the easiest form to review for clarity.
The ability to reference material makes it a valuable asset for large audience communication.
This method also allows for the reader to review at convenient times, but still be held
accountable for the contents. Methods used can include email, memos and newsletters.
Oral Communication: The use of oral communication, while quicker than the written
word can pose obstacles if not utilized in the correct fashion. The target audience must be taken
into consideration. The expectations of the stakeholders should be analyzed when choosing to
use this method. To effectively communicate a strategic plan requires the use of good
vocabulary, active listening skills and the use of nonverbal tools such as body language. The
overall success of oral communication lies in the nurturing of two way dialogue between
members of the organization and affected stakeholders. Only in this manner can an environment
of mutual respect and trust be developed towards accomplishment of company objectives.
Balanced Scorecard
The balanced scorecard is a strategic planning instrument that plots an organization's
strategic goals into performance metrics in four perspectives: financial, internal processes,
12
Samsung Mobile Devices:
customers, and learning and growth. These perspectives provide advice as to how well the
strategic plan is formulated so that changes can be made as required. The balance scorecard
structure is represented as a grouping of four intrinsic elements that in turn encompass the
relevant objectives, measures, targets and initiatives that determine the effectiveness of the
strategic plan.
The word scorecard reflects quantifiable performance and balanced denotes that the
system is balanced between:
- Short and long term objectives
- Financial and non-financial measures
- Lagging and leading indicators
- Internal and external performance perspectives
Additionally, the balanced scorecard hones in on the performance using metrics within
the four elements. These metrics should be limited in number so as to avoid an inordinate
amount of data and dilute the intent of the measures with irrelevant data. The measures should be
limited to ensure that parameters can be efficiently measured for each included perspective. The
balanced scorecard essentially forms a cause and effect relationship among the performance
indicators. To develop the scorecard from a practical standpoint, the business must define:
- Strategic objectives - what is the goal?
- Measures - how progress will be measured.
- Targets - the target value sought for each measure.
- Initiatives - how the target will be achieved.
13
Samsung Mobile Devices:
CUSTOMER
How should we appear to ourcustomers?
Service ExcellenceTrusted Business PartnerEmpathyLearn what our customers wantand deliver on that request
BUSINESS PROCESSES
What business Process must weexcel at?
Develop New ProductsUnderstanding CustomerSegmentsReduce Cycle TimeProvide Rapid ResponseCross-Sell the product LineShift to Appropriate Channel
FINANCIAL
How Should we appear to ourshareholders?
Broaden Revenue MixImprove Operating EfficiencyImprove Enterprise FinancialHealth
LEARNING & GROWTH
How will we sustain our ability to changeand improve?
Hire Key Technical TalentImplement Cross-TrainingProvide Access to TransactionInformationAlign Personal GoalsIncrease Employee Productivity
STRATEGY
The development process helps organizations clarify its purpose by first reviewing and
expounding the business strategy and then selecting measures based on that strategy. The goal of
making measurements is to permit stakeholders to see their company more clearly, from many
perspectives in order to make better, long-term decisions. These measurements must be
interrelated; the scorecard approach helps stakeholders understand how measures influence one
other. By having four different perspectives the scorecard promotes an overall balanced view of
any organization. To support the business strategy, metrics must be created to measure the
14
Samsung Mobile Devices:
effectiveness of the scorecard elements (Kaplan & Norton, pp1-30, 369-80).
Financial perspective –
Samsung mobile services seek to increase the return on equity by 12 per cent. Further,
realize a 15 per cent growth in revenue, a 6 per cent decrease in production costs and a 4 per cent
decrease in capital expenditures.
Customer perspective –
Samsung mobile services seek to enhance market share by 5 per cent, increase export
sales by 10 per cent, increase sales kiosks by 8 per cent and obtain competitive pricing.
Internal process perspective –
Improve production standards by incorporating enhanced quality check procedures that
capture 25 percent more line produced phones. Eliminate defects in workmanship by an
additional 10 percent. Provide technical awareness and skill for multi-tiered levels of employees.
Learning and Growth perspective –
Involve the employees in corporate affairs. Instill leadership aptitudes at all levels.
Become a customer centric culture (Punniyamoorthy, M., & Murali, R., 2011).
Once the scorecard model has been developed with appropriate metrics in place, the
model needs to be monitored over time. In some cases the measures set are achieved and in other
cases, not. For some factors, actual performance is greater than targeted performance, for some it
is less. Therefore, for the decision makers there may be uncertainty regarding the direction in
which the organization is going (Punniyamoorthy, M., & Murali, R., 2011). To meet this
challenge, specific weight should be given to the parameters set in the scorecard model. In other
words, benchmarks can be constructed that will serve to deduce a distinct value for comparing
the target performance and the actual performance of the organization by taking into account the
15
Samsung Mobile Devices:
weight assigned to each factor by considering the users frame of reference. A good balanced
scorecard must contain a mix of both lag and lead indicators. A leading indicator can be
considered a driver of lagging indicators. There is an anticipated relationship between the two
indicators which suggests that improved performance in a leading indicator will drive better
performance in the lagging indicator (Niven, Paul, 2006).
Cash – This is a lagging indicator, it is a historical measure and represents previous
results of operations.
Product appeal - This is a lagging indicator that provides past performance data on how
satisfied customers are with the product.
Power features index – This is both a leading and lagging indicator. It is a leading
indicator of market share and product appeal and can impact revenues by indicating when sales
prices can be increased. This metric is a lagging indicator in that it provides past data on how
Samsung’s product compares to competitors.
The world of business process management is ever changing and evolving. To provide a
roadmap for success and measurement of performance, a balanced scorecard is a vital tool to
assist managers and decision makers in the course of developing operational strategies. The
balanced scorecard usually includes both company targets and business entity aims, which are
then honed into individual measures and targets. It's a very adaptable model, designed to be
accommodating towards many organization requirements.
Strategic Direction
Samsung Mobile Devices caters to a widespread market. The users of mobile technology
are vast and growing each day. Innovation is a crucial element to the company. New
technologies are being introduced almost daily, so speed is of the utmost importance in order to
16
Samsung Mobile Devices:
remain competitive. Samsung will use a collaborative mix of people, global research and
development and a strong commitment to ongoing investment. The company’s strongest asset is
its people. They collaborate on strategic technologies for the future advances designed to forge
new market trends and set new standards for excellence.
Samsung's R&D organization has three layers. The Samsung Advanced Institute of
Technology (SAIT), Samsung's technology competitiveness in core business areas, identifies
growth engines for the future, and oversees the securing and management of technology
(Samsung, 2011). The company will demonstrate its commitment to investment in the research
and development by investing 9% of the sales revenue to this end. The company incorporates a
closely linked network of global research and development facilities in nine countries around the
globe. These centers are tasked with recruiting and hiring top notch talent who share in the vision
of the company and strive to develop technologies that inspire the world.
Samsung Mobile Services enjoys a distinct advantage by offering the latest mobile
technology at an affordable price. The devices provide interactivity on an unprecedented scale.
Samsung’s functional experts encourage customer interaction to voice comments, complaints
and of course, kudos. Samsung Mobile is managed by a team of highly technical qualified
individuals whose skills and experience afford the company the capacity to think beyond the
norm and produce products that truly make a difference in people’s lives.
In the future, Samsung looks to expand into newer markets such as the medical and
biotechnology industries. The company will accomplish this by leveraging the already strong
global partnerships with suppliers, but also by associating the familiar and trusted Samsung name
to new technologies. Samsung strives to enter the emerging field of nanotechnology whereby
hospitals and laboratories can benefit from highly advanced products that are significantly
17
Samsung Mobile Devices:
smaller in scale, but by no means less powerful than their counterparts who feature bulkier
footprints. Medical practitioners will be able to enjoy a more user friendly experience while in
the office by utilizing front and rear cameras on all tablet based computers in addition to the
robust display screen that feature MagicSuite technology that is easy on the eyes, can be
comfortably viewed from any angle and has the potential to double energy savings.
The corporate and business strategies of the company are directly influenced by its
mission, vision and value statements. The core belief in these statements is to offer a feature rich,
value added experience to every customer. The strength of the company exists in the possibility
of aligning individual employee goals with overall organizational goals. The aim is to make
efficient use of all available resources, effectively using marketing strategies, relying on a strong
research and development team and the tireless commitment to investing back into the company.
Of course there is always risk involved with any ambitious endeavor. For Samsung Mobile, the
cost of doing business on a global scale can become tenuous by way of increasing tensions in oil
producing countries that may result in the loss of international trade agreements. Natural
disasters such as the recent events on Japan can have a devastating effect on the company’s
ability to remain competitive.
Evaluation and Control of Samsung Mobile Services
The management will collect data from sales, profit, expenses and liabilities for the
express purpose of assessing the effectiveness of the strategic plan and its continued direction.
Performance evaluation system; Samsung will measure the performance of its employees
in conjunction with their peers and immediate customers. The evaluation will be linked to any
and all appropriate salary increases or promotion. If it becomes apparent that the employee does
not meet the expectations of the company, he or she will be re-trained and supported in their
18
Samsung Mobile Devices:
success.
Code of Conduct; all employees of the company will abide by the global code of conduct
as set forth by the executive team. The code is guided by five distinct principles:
Principle 1. We comply with laws and ethical standards
Principle 2. We maintain a clean organizational culture
Principle 3. We respect customers, shareholders and employees
Principle 4. We care for the environment, health, and safety
Principle 5. We are a socially responsible corporate citizen
Furthermore the company will expect each employee to embrace and exemplify the
following 7 factors of a World Leading Company. Dream, Vision & Goal, Creativity &
Challenge, Insight & Good Sense, Technology & Information, Trust & Credibility, Speed &
Velocity, Change & Innovation.
Ethical Concerns; the company has developed many benchmark achievements to assist in
addressing ethical dilemmas that may arise. They range from recruiting and retaining global
talent to respecting human rights and diversity. With diversity come a slew of challenges that
must be proactively approached. The company will not tolerate nor will it sponsor any entity that
chooses to knowingly engage in child labor. Additionally, the company will pledge to conduct
labor relations in a cooperative format by creating a formal grievance reporting procedure.
Samsung will conduct regular education courses to help employees build a desirable human
network and protect human rights. We have a “Mutual-Respect Corporate Culture” course and
“Workplace Manners” course. The mutual-respect corporate culture course is an annual
mandatory course for all employees to help them protect human rights, prevent sexual
harassment and improve relationships (Samsung Integrity Management, 2011).
19
Samsung Mobile Devices:
Legal issues; the company will adhere to all government rules and regulations as they
apply to the industry. These include Federal Communication Commission (FCC) standards as
well as specific regulations with regard to operating in a foreign nation. The company will
maintain detailed records of all financial dealings in accordance with Securities and Exchange
Commission (SEC) rules.
Corporate Social Responsibility:
The company strives to promote sustainability thereby contributing to a better global
society. The philosophy for Samsung Mobile Services is “Harmony between Business Vision
and Vision for Society. This means that the company will make every effort to ensure this
philosophy by following the roadmap of talent management, integrity management, green
management, social contribution, partner collaboration and world class products and services.
20
Samsung Mobile Devices:
References
Pearce, J. A., & Robinson, R. B. (2009). Strategic Management. Formulation, Implementation,
and Control, Eleventh Edition (11th Ed.). New York, NY: McGraw-Hill.
Samsung Electronics Ltd. (2011). Retrieved February 27, 2011, from Samsung Corporation Web
site: http://www.samsung.com/us
Frank Irby, Initials. (2006). Conceptualizing a business. Associated Content, Retrieved
fromhttp://www.associatedcontent.com/article/2133461/conceptualizing_a_business_.html
Samsung 2009 Annual Report. (2009). Retrieved March 10, 2011, from Samsung Corporation
Web site: http://www.samsung.com/us/aboutsamsung/ir/financialinformation/annualreport/
downloads/2009/SECAR2009_Eng_Final.pdf
Kaplan, R.S. and Norton, D.P. (n.d.), The Strategy Focused Organizations, Harvard Business
School Press, Boston, MA, pp. 1-30, 369-80.
(Niven, 2006)
Niven, P. (2006). Balanced Scorecard Step By Step. Hoboken: John Wiley & Sons, Inc.
Punniyamoorthy, M., & Murali, R. (n.d.). Balanced Score for the Balanced Scorecard: A
Benchmarking Tool. Retrieved March 15, 2011, from Emerald Insight Web site:
http://www.iem.unifei.edu.br
Schwartz, K. D. (2007, July 13). Balanced Scorecard Definition and Solution. Retrieved March
15, 2011, from A CXO Media Inc. Web site:
http://www.cio.com/article/123750/balanced_scorecard_definition
21