Chapter 6. Conclusion
6.2 Conclusion and Suggestion
6.2 Conclusion and Suggestion
The corporate branding methods of Samsung Electronics have display that it requires enterprise-wide efforts, as well as constant evolution and development. Samsung Electronics top management personnel were continually focused on the brand’s future; therefore they guided the company and facilitated its employees staying on track.
Concurrently, its branding process indicates that the corporate branding demands continuous realignment of vision, culture, and images; and hence taking corporate brand initiative requires extensive organizational change and requires constant attention. The executives and employees of Samsung Electronics have learned over time how to simultaneously adjust the VCI elements (refer to figure 6.1 and 6.2). Samsung Electronics is expected to keep working on aligning vision, corporate culture and shareholder’s image of company.
Recently, Samsung Electronics has been experiencing some changes and are facing both internal and external challenges. As the company continues to face difficult circumstance, Samsung Electronics will be forced to tweak their corporate brand management methods as well as their VCI elements.
Chairman Lee Kun-hee, demonstrated strategic insight and strong leadership skills.
Consequently, Samsung Electronics have become one of the premier global Electronics company and it has achieved this through a corporate system based on a transformational vision and a stakeholders and must find ways to overcome the negative image of its corporation.
Furthermore, Samsung Electronics is presently entering an era of stakeholder capitalism.
There are new business rules being written by suppliers, investors, employees, communities, and
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therefore the company can’t ignore their influence on corporate businesses. Stakeholders make stronger claims on the company than ever before, and their influence affects the identities of the corporation. Only through mutual communication among executives, employees, and all other stakeholders, can the elements of VCI align to give corporate brand the foundation of sustainable development. Still, some stakeholders complain about Samsung Electronics’ insufficient communication, which means that executives of the company will need to pay more attention to ideas and comments from stakeholders and try to implement the full range of suggestions into their corporate branding.
Samsung Electronics’ provides a valuable example of how a corporation needs to constantly keep their VCI alignment, so that the task of managing a corporate brand will always be a work in progress. If companies can properly keep their VCI array in line within a challenging business environment, it is expected to have a very successful corporate brand for many years to come.
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Appendix
Figures 1.1 the List of the Best Global Brands of 2016, Interbrand Source: Interbrand, accessed April 16th, http://interbrand.com/
Figures 1.2 the List of the Global Top Growing Brands of 2016, Interbrand Source: http://interbrand.com/
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Figure 1.3 Historical Trend of Brand value of Samsung Electronics Source: http://bestglobalbrands.com
Figures 2.1 the Stengel 50 VS S&P 500
Source:http://www.sustainablebrands.com/news_and_views/articles/50-fastest-growing-brands-serve-%E 2%80%98higher-purpose%E2%80%99
Notes: The Standard & Poor's 500, often abbreviated as the S&P 500, is an American stock market index based on the market
capitalizations of 500 large companies having common stock listed on the NYSE or NASDAQ. The National Bureau of
Economic Research has classified common stocks as a leading indicator of business cycles.
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Company Brand contribution in 2001
Brand contribution in 2010
Samsung Electronics 12% 42%
Figure 2.2 Stangel 50 Corporate’s Brand Contribution 2001~2010 Source: Jim Stengel,” op. cit., p. 293.
Figure 3.1 Organizational Chart of Samsung Electronics Source: Samsung Sustainability Report 2016, op. cit.
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Source: IR Samsung website, accessed May 5th, http://www.samsung.com
Figure 3.3 Income Statement Source: IR Samsung website, op. cit.
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Source: IR Samsung website, op. cit.
Figure 5.4 the Structure of Business Conduct Guideline Source: Samsung Sustainability Report 2016, op. cit.
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Source: http://www.businessinsider.com/samsung-issues-galaxy-note-7-battery-report-2017-1
Figure 5.13 structure of Future Strategy Department
Source: Zhang Yejin reporter. Yonhap News, Dec 7th, 2016, http://www.yonhapnews.co.kr/
Vice-chairman
Strategy Team
HR Support Team
Legal Team
Communication Team
Management Assessment
Team
Planning
Team first-class finance promotion Team President