RTORTOI.Outline:ExecutiveSummary______________________________[2]II.IndustryAnalysisa.IndustryCharacteristics___________________________________[3]i.IndustrySizeii.MarketShareofTopCompetitorsiii.CompetitiveDynamicsoftheIndustryb.Porter’sFiveForcesIndustryAnalysis_______________________[9]i.PotentialEntrantsii.Substitutesiii.Buyersiv.RivalryVs.KeithConly10/13/10c.StrategicGroupAnalysis_________________________________[16]i.StrategicMapIII.AnalysisofScaleandScopeStrategicComparisonofTwoFirmsa.Missions,Culture,StrategyandOrganizationalStructure_______[18]i.MissionStatements,Culture,andValuesii.FirmStrategiesiii.OrganizationStructureb.FinancialAnalysis______________________________________[29]i.KeyRatiosii.DriversofCostAdvantages/Disadvantagesiii.FinancialPositioningc.CompetitiveAdvantage__________________________________[37]i.StrategicFitii.ValueChainiii.CompetitiveAdvantageSustainabilityiv.NextFiveYearsExecutiveSummary:Themobilephoneindustryasawholeisaoneofthefastestgrowingindustriesintheworldandexpandinggloballyrapidlyasdevelopingcountriesemerge.Cellphoneshavegonethroughmajorchangessincetheirintroductionin1994,areconstantlyevolvingtomeetcustomerexpectations.InJanuary2009thetotalnumberofmobilephonesubscriptionsintheworldreachedover4billion.Worldwide,salestoendusersinfirstquarterof2010totaledover314millionunitsrecordinga17%surgecomparedtothesameperiodin2009fromarecentGartnerreport.Thisgrowthwasmajorlydrivenbydouble-digitgrowthofsmartphonesalesinmorematuremarkets.Accordingtoarecentanalysis,IDChaspredictedthat“thesalesofcellphonesaregoingtogrowbyanadditional11%–12%inthecomingfewyear(s).”ConcerningPorter’sFiveForces,buyerpowerismoderate/low,supplierpowerismoderate/low,threatofnewentrantsislow,substitutesarelow,andrivalryishigh.Theglobalmobilephoneindustryisbestdefinedbyoverallmarketshareandpricebaseduponproducttype.Theindustrycanbefurtherdefinedintothreedifferentsegments:low-end,middle,andhigh-end.Intheglobalmobileindustry,scaleandmarketshareareeverything.Theabilitytoexpandgloballyiscrucialasemergingmarketsariseandnewpotentialcustomerscomeforth.However,itisstillpossibletobeprofitableinthemarketwithoutexpandingrapidlyagainstfiercecompetitionbycreatingyourniche.Samsunghasuphelditsmissionstatementthatrespondsbothtoitsownchange,andtonewdevelopmentsintheworld.Samsung’smanagementphilosophyrepresentsstrongdeterminationtocontributedirectlytotheprosperityofpeopleallovertheworld.Motorola'shistoryismarredbymarketingmissteps.Motorola'sploddingcultureiscontributedtoitsinabilitytodelivernewphonestomarketasquicklyascompetitorsandfurthermorehinderingitscompetitivestrategy.ReturnonAssets,AgeofInventory,andR&Dasa%ofsaleswerechosenforfinancialanalysis.SamsungisaboveIndustryaveragesinROAandR&Dasa%ofsalesshowingthecompany’scommitmenttoinnovationandtechnologyasacompetitiveadvantagefortheIndustry.Motorola’sAgeofInventoryisaboveindustryaveragereaffirmingthecompany’ssuccessinprocessmethodsanddistributionchannels.FuturestrategiesproposedforSamsung:◙Providelatestintechnology,innovation,andproductdesignconcerningsmartphonesegmentwhileattemptingtobefirsttomarketandpotentiallycreatingadifferentiationadvantagefromaCrossPlatformdevelopmentperspective.◙CompeteformarketshareonagloballevelwhilerecognizingpotentialofemergingmarketsFuturestrategiesproposedforMotorola:◙Utilizedistributionandprocessmet...
