Marketing Samsung Case

267 Words2 Pages
In the year of 1999, Vice president Yun recruited Eric Kim as executive vice president of global marketing. Kim’s role was to build the corporate brand image across 200 country markets and Samsung’s seventeen business units worldwide. Kim believed in the importance of creating the brand as strategy assets and his mission is to create positive image both in internal and external. Kim faced a big external challenger since Samsung brand was not widely know outside of Korea at that time, and was considered a low-cost provider, with low-visibility to match. Kim needed to create Samsung’s new brand image with innovation and quality. On the other hand, Kim also faced relevant internal challenger, mainly because many regional managers contend good products will attract customer and marketing is not necessary. Kim realized that an internal education about marketing is fundamental to achieve change, everyone inside the company should understand and believe that branding is just important as quality of product. In addition, Kim took responsibility for developing the company’s marketing team, set up a career path to attract, train and retain professional marketing employees. In the past, Samsung’s marketing budgets were set as a percentage of current sales rather than related to growth potential, Kim and his team needed to re-allocate marketing resource, ensure that the company’s budget allocation would reap maximum return on each dollar spend. To understand where it’s wasting marketing money and where it’s resource could be put to be better use, Kim and his team deployed a computer program M-net, to help determine where funds could generate higher
Open Document