Introduction
The article “The Paradox of Samsung´s Rise“ written by Tarun Khanna, Jaeyong Song and Kyungmook Lee, was published by Harvard Business Review in the July-August 2011 edition on pages 142-147. Tarun Khanna is Jorge Paulo Lemann Professor at the Harvard Business School and the Director of Harvard’s South Asia Institute. Jaeyong Song and Kyungmook Lee are professors at the Seoul National University in South Korea.
The intention of the article is to describe Samsung´s crucial approach of moving away from their previous business practices and how they transferred Western business practices into their stable host strategies.
The body text
The Samsung Group’s success started in 1987, by being a domestic market leader in South Korea, due …show more content…
The main aspect we have learned from this article is that companies, who successfully adapt best-practices gathered from abroad and manage fitting those in their own structure, are mainly global market leaders. Using efficient strategies, outside the company and internally declare the key in order to strengthen its globally seen competitiveness and success.
Nevertheless, we think that only comparing Japanese companies with Samsung as a highly thriving globalizer is not convincing enough. Being a global market leader means to compete with all companies over the world and not only the markets nearby the domestic environment.
According to that, we have 3 remaining questions we would like to ask the authors:
- Is the rise of Samsung as explained in the article applicable to western companies?
- What influence do Samsung´s shareholders have, according to the described successes mentioned in the article?
- Samsung is a lot influenced by the Korean culture. Does the problem of intergrading newcomers into the company only appear in companies with a Korean culture or does the western culture cause the same
The article “The Paradox of Samsung´s Rise“ written by Tarun Khanna, Jaeyong Song and Kyungmook Lee, was published by Harvard Business Review in the July-August 2011 edition on pages 142-147. Tarun Khanna is Jorge Paulo Lemann Professor at the Harvard Business School and the Director of Harvard’s South Asia Institute. Jaeyong Song and Kyungmook Lee are professors at the Seoul National University in South Korea.
The intention of the article is to describe Samsung´s crucial approach of moving away from their previous business practices and how they transferred Western business practices into their stable host strategies.
The body text
The Samsung Group’s success started in 1987, by being a domestic market leader in South Korea, due …show more content…
The main aspect we have learned from this article is that companies, who successfully adapt best-practices gathered from abroad and manage fitting those in their own structure, are mainly global market leaders. Using efficient strategies, outside the company and internally declare the key in order to strengthen its globally seen competitiveness and success.
Nevertheless, we think that only comparing Japanese companies with Samsung as a highly thriving globalizer is not convincing enough. Being a global market leader means to compete with all companies over the world and not only the markets nearby the domestic environment.
According to that, we have 3 remaining questions we would like to ask the authors:
- Is the rise of Samsung as explained in the article applicable to western companies?
- What influence do Samsung´s shareholders have, according to the described successes mentioned in the article?
- Samsung is a lot influenced by the Korean culture. Does the problem of intergrading newcomers into the company only appear in companies with a Korean culture or does the western culture cause the same