Samsung Electronics became the world’s largest memory chip manufacturer within 10 years. The case (A) is the first in a two-part case series focused on “why” and “how” it started the DRAM and memory chip businesses in 1983. This case covers the events from 1982 and 1983 and explains why Byung-Chull Lee, late-chairman of the Samsung Group, South Korea, decided to launch the memory business, in particular, DRAM business. This case is written from Samsung’s point of view and raises issues regarding Samsung’s entering the DRAM chip market.
Samsung Electronics Co., Ltd. (A): Radical innovation for the DRAM business
Summary
Samsung Electronics became the world's largest memory chip manufacturer within 10 years. The case (A) is the first in a two-part case series focuse...
Reference
IMD-3-0841
Copyright
©2000
Copyright owner
IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd. (B): World's pacesetter in the DRAM business
Summary
The case (B) is the continuation of the case (A), GM 841. Samsung Electronics started implementing its business plan in 1983. This case is written ...
Reference
IMD-3-0842
Copyright
©2000
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IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd. in the 1990s: Sustaining competitiveness
Summary
This case is to be used either with or after the cases GM 841, GM 842, and GM 843. The case consists of a collection of quotes from various sources...
Reference
IMD-3-0844
Copyright
©2000
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IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd.: Managing knowledge and quality
Summary
This case focuses on "what" Samsung Electronics did to build its technological capabilities and achieve outstanding quality of products. This case ...
Reference
IMD-3-0843
Copyright
©2000
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IMD Copyright
Available Languages
English
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Navigating Luxury’s New Reality - Krug - Manuel Reman
Summary
Manuel Reman combines Krug’s tradition with innovation, prioritizing authenticity and sustainability to keep the champagne house relevant in evolving times.
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Do you know the four As of cultivating strategic thinking?
Summary
Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
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China Resources Beer: Becoming future ready
Summary
The China Resources Beer (CR Beer) case study is a compelling narrative of the world’s largest beer producer by volume under the leadership of CEO Hou Xiaohai. In 2016 CR Beer embarked on a pivotal transformation journey. This case study offers critical insights that particularly resonate with Chinese corporations navigating similar challenges in an era marking the end of China’s rapid economic growth. Faced with industry saturation, changing consumer behaviors, the rise of digital technology and the imperative shift from expansive to high-quality growth, CR Beer’s story mirrors the predicament in which many Chinese companies find themselves today. The case delves into CR Beer’s strategic overhaul, how it optimized its vast 60,000-employee structure, streamlined operations and embraced digital transformation to remain competitive. CR Beer’s transformation was characterized by tackling “three mountains” – operational inefficiency due to numerous small factories with high costs and low-capacity utilization, weak brand presence in the high-end beer market and an underutilized and mismatched workforce. The study also highlights the company’s innovative approach to rebranding for younger consumers, integrating consumer insights into product development and exploring new business models. It underscores the importance of internal cultural shifts to support these external changes and the role of leadership in guiding transformation. CR Beer’s journey from traditional efficiency to future-readiness offers valuable lessons in managing large-scale organizational change, strategic management and business innovation. It provides essential insights for understanding the complexities of transformation in a rapidly evolving industry, making it a crucial read for those interested in organizational change, particularly in the context of the Chinese market and its unique challenges and opportunities.
Reference
IMD-7-2538
Copyright
©2024
Copyright owner
IMD Copyright
Organization
China Resources Beer
Industry
Consumer Goods, Food and Beverage
Available Languages
English
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DIDA: Becoming a world leader in IT infrastructure
Summary
Five friends created DIDA in 1983 and turned it into a global provider of IT infrastructure and services. Riding the wave of rapid growth of communication networks and increasingly global business relationships of corporations, DIDA established its brand through its strong alignment with dominant infrastructure companies such as Cisco and Microsoft. Navigating the end of the internet bubble, DIDA served as a major reseller of these companies’ products, adding value with its integration services by increasing its clients’ efficiency and enabling collaboration within corporate networks. By 2005 DIDA had resumed rapid growth through partnerships, equity-based alliances and, most prominently, acquisitions, which led to a network of subsidiaries in more than 50 countries and six continents. By the end of 2009, DIDA had shown its critics that it could grow and integrate. However, its revenue was growing faster than its profits and it was not poised to help corporations move to the next generation of internet technology which would require new capabilities for installing and managing large data centers for computing as a service (CaaS) and cloud computing. The case ends with DIDA’s CEO reviewing the prospects of shrinking core markets and displacement by technological disruption. He acknowledges the need to make choices and get ahead of technological trends again in a changing IT infrastructure landscape. DIDA could seek to further grow its core business or internalize new capabilities to get ready for a CaaS future. Should DIDA seek more profitable growth organically or through acquisitions?
Reference
IMD-7-2547
Copyright
©2024
Copyright owner
IMD Copyright
Organization
DIDA (Disguised)
Industry
Services, Telecommunications
Available Languages
English
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Honda and Nissan need more than a $58bn merger to compete with Chinese EVs
Summary
Honda and Nissan's $58bn merger aims to compete with China's EV dominance, but risks include cultural clashes, overlapping markets, and uncertain innovation outcomes.
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Trump Policy - Navigating The Fog - A Near Term Guide
Summary
Navigate Trump's policy shifts with a clear framework to assess business risks, plan contingencies, and stay ahead in uncertain times. Prepare for what’s next.
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Strategies for negotiating cross-sector alliances
Summary
Given the world’s many challenges, the ability to forge effective alliances across business, government, the non-profit sector, and academia has become essential to building durable solutions. Here are eight steps to guide you through the process.
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Navigating Geopolitical Rivalry - Geopolitical Radar
Summary
Without a robust geopolitical radar, successfully navigating geopolitics is more luck than judgment.
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What tramp shipping can teach strategic management
Summary
Here are three strategic lessons from the tramp shipping industry.
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Annual prognoses and corporate strategy - 2025 Trends
Summary
Why the market for new year predictions is broken and how executives can better use forecasts to discern the implications for their companies.
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