Sony vs samsung : the inside story of the electronics' giants battle for global supremacy

Title:

Personal Author:

Chang, Sea Jin. 1960-

Publication Information:

New York : John Wiley, 2008

Physical Description:

xi, 200 p. : ill. ; 23 cm.

ISBN:

9780470823712

Subject Term:

Electronic industries -- Japan -- History

Electronic industries -- Korea (South) -- History

Industrial management -- Japan -- History

Industrial management -- Korea (South) -- History

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" Sony vs. Samsung is business history at its best! It explores the divergent fortunes of these two electronics giants in the last decade and identifies the true reasons behind Sony's decline and Samsung's rise. Contrary to popular belief, Chang shows that success (or failure) does not simply arise from different strategies. Rather, it emerges from major decisions that are deeply rooted in the companies' organizational processes and their executives' political behavior. This book is a must-read for any senior executive."
-- Constantinos Markides, Robert P. Bauman Professor of Strategic Leadership and Chairman, Strategy Department, London Business School

"Sea-Jin Chang has produced that rarity in a business book--one that is as valuable to practicing managers as it is insightful to academic researchers. In this fascinating comparison of two modern global giants, he applies his high resolution research microscope to their changing fortunes by dissecting their contrasting strategies, and providing interesting insights into their divergent organizational processes and management practices. This is a very valuable contribution to the international business literature. It will end up in as many corporate boardrooms as faculty seminars."
-- Christopher A. Bartlett , Thomas D. Casserly Professor Emeritus, Harvard Business School

"Sea-Jin Chang has written a fascinating comparison of Sony and Samsung that will be valuable to anyone interested in strategy, organizations or international business. The interwoven and very detailed case studies of two very different companies in overlapping industries illuminate problems such as adaptation to technological change (analog to digital), organizational flexibility and globalization. His attempt to analyze both strategic development and implementation is successful and very useful. Both academics and practitioners will learn a lot from this book."
-- Stephen J. Kobrin , William Wurster Professor of Multinational Management, The Wharton School, University of Pennsylvania

"Refreshingly original and entertaining, this book analyzes major strategic decisions of Samsung and Sony and highlights organizational processes and top management leadership that have shaped their performances. This is a must-read for all executives who want to understand the strengths and weaknesses of Asian competitors. It also provides penetrating insights to other Asian companies with global ambitions."
-- Myoung Woo Lee , President and CEO, iriver

Author Notes

Sea-Jin Chang is a Kumho Asiana Group Endowed Chair Professor of Business Administration at Korea University. He received his BA and MA in economics from Seoul National University, and Ph.D. in strategic management from the Wharton School of the University of Pennsylvania, where he was a Dean's Fellow.
Prior to his return to Korea, he was a professor at the Stern School of Business of the New York University. He also had visiting appointments at Stanford Business School, INSEAD, London Business School, Hitotsubashi University, and the Wharton School of the University of Pennsylvania. He is a leading researcher on the management of diversified multinational firms. His current research includes strategies for corporate growth through joint ventures and acquisitions, foreign direct investment, and comparative management studies of Japan, Korea and China. He serves on the editorial boards of several prestigious publications and has extensive consulting experience.

Preface	p. ix
Chapter 1 Sony and Samsung: Portraits of Two Global Competitors	p. 1
The Fall of Sony and the Rise of Samsung Electronics	p. 1
A Turning Point	p. 1
The Media Hype	p. 4
Comparison of Sony and Samsung Electronics: Motivations and Limitations	p. 7
The History and Business Areas of Sony and Samsung Electronics	p. 9
Sony	p. 9
Samsung Electronics	p. 14
Sony and Samsung Electronics' Performance	p. 16
Sony's Stagnation	p. 16
The Rise of Samsung Electronics	p. 19
Strategy Content and Strategy Process	p. 22
Part 1 Strategic Analysis
Chapter 2 Prince and Pauper in the Analog World	p. 25
Sony, the Prince of Analog	p. 26
Founding Principles and New Product Development	p. 26
Relying on Internal Research and Development	p. 28
A Wide Range of Products	p. 30
Obsession with Its Own Standards	p. 32
The Late-Starter, Samsung Electronics	p. 33
Relying on Borrowed Technologies	p. 33
Success in the DRAM Business	p. 33
Production Process Technology	p. 37
Focus on Technologies with Clear Trajectories	p. 37
Chapter 3 Digital Dream Kids and the Digital Sashimi Shop	p. 41
Digital Revolution	p. 42
Shifts in Competitive Advantages	p. 42
Two Different Approaches	p. 45
Sony's Digital Dream Kids	p. 46
Idei's Network Strategy	p. 46
Flat Panel Displays: Investment Decision	p. 48
Confusions around Digital Music Players	p. 51
The Heterogeneous PlayStation Business	p. 53
Samsung Electronics' Digital Sashimi Shop	p. 54
Daring Investment, High Speed Battle	p. 54
Vertical Integration	p. 57
Lack of Creativity and Originality in New Product Development	p. 58
Apple's iPod	p. 61
Chapter 4 New Kids on the Block	p. 65
Sony's Marketing Strategy: Focusing on New Products	p. 67
New Product Development and Brand	p. 67
Product Design and Advertisement	p. 69
Distribution and Price Policies	p. 70
The Marketing Strategy of the Latecomer, Samsung Electronics	p. 71
Marketing Strategy in Transition	p. 71
Advertising and Brand Strategies	p. 72
Distribution Channels and Pricing Strategies	p. 75
New Product Development Strategy	p. 77
Increasing Bargaining Power of Retailers	p. 80
Consolidation of Distribution	p. 80
The Responses of Sony and Samsung Electronics	p. 81
Samsung's New Management Movement	p. 82
Chapter 5 Wannabe Globals	p. 87
Sony's Global Strategy	p. 88
Global Localization Strategy	p. 88
Losing Control over Overseas Subsidiaries	p. 90
Excessive Investment in the Bubble Period	p. 93
Samsung's Globalization Strategy	p. 94
Electronics Complex and Local HQ System	p. 94
Problems of Excessive Localization	p. 95
Return to a Global Organization	p. 97
Problems with External Globalization	p. 98
External Globalization	p. 98
Securing Global Managers	p. 99
Part 2 Organizational Process and Leadership
Chapter 6 Same Silos but Different Outcomes	p. 105
Sony's Company Structure	p. 106
The Culture of Freedom and Openness	p. 106
The Introduction of a Company System	p. 108
Changes in the Company Organization	p. 110
Problem with Sony's Organizational Structure	p. 114
Short-Term Performance and Legacy	p. 114
Conflicts among Companies	p. 118
Separate Content Business	p. 120
Absence of HQ's Control Function	p. 123
Corporate Culture and Organizational Structure of Samsung Electronics	p. 126
Corporate Culture of Samsung Electronics	p. 126
GBM Structure	p. 128
Office of Secretaries	p. 131
The Problem of Samsung Electronics' Organizational Structure	p. 134
Severe Internal Competition	p. 134
Organizational Fatigue	p. 135
Chapter 7 From Founders to Professional Managers	p. 137
Sony's CEO and Governing Structure	p. 138
Founders and the Inner Circle	p. 138
Idei and Board Reform	p. 140
Problems with Sony's Governing Structure	p. 141
Succession and Leadership	p. 141
Internal Politics	p. 144
Applicability of a Western-Style Governance Structure	p. 147
Samsung's Powerful Owner-Centered Structure	p. 149
Emperor Management	p. 149
The Problems with Samsung's Governing Structure	p. 151
One Man Decision-Making Structure	p. 151
Sustainability of Family Control	p. 153
The Inner Circle within Samsung	p. 159
Leadership of Professional Managers	p. 160
Chapter 8 The Future of Sony and Samsung Electronics	p. 163
Superficial Crisis and Internal Crisis	p. 164
The Internal Crisis of Samsung Electronics	p. 164
Sony's Ordeals and Potentials	p. 166
Lessons Learned by Sony and Samsung Electronics	p. 168
The Focusing Strategy of a Latecomer	p. 168
Core Competences and the Competence Trap	p. 169
Fit of Corporate Culture, Organization, and Leadership	p. 170
Conversion from a Family-Owned Company to a Professional Management System	p. 171
Challenges in Becoming a Global Enterprise	p. 172
Endnotes	p. 175
Glossary	p. 187
Index	p. 189

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Author Notes

Table of Contents