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Prepared by: Driton Lokaj MBA 631 V01 Emerging Markets and Globalization
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Set an early goal to build a strong brand and be ready for a long campaign Follow a strategy of brand leadership in growing emerging markets and brand recognition in first-world markets Use the success of a breakthrough product to enhance overall brand recognition
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Samsung - exported fish, and fruit Samsung Electronics – established in 1969 and merged with Samsung Semiconductors in 1988 Before the Asian crisis - electronics, brokerage, insurance, shipbuilding and petrochemicals. Gaining market share – even market domination.
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Samsung during the 1997 Asian financial The premium brand strategy "to build a brand, not just a product” – current chairman Kun-Hee Lee The power of brand people buy brands not products. Emotional connection to a firm
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While the Asian crisis was the catalyst for Samsung’s brand success, its global brand campaign efforts actually started much earlier. Samsung was the first Korean conglomerate to grasp the fundamental fact that low-cost products would not sustain their competitive edge indefinitely. By the 1990s, the Samsung name slowly began to catch the eye of consumers who had earlier passed it by as “yet another cheap brand from Korea”
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“change everything except wives and children”. 1988 merger with Samsung Semiconductor
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Senior executives on visits to major U.S retailers - to turn their embarrassment at finding Samsung products tucked away on the bottom shelves $10 billion on building a corporate brand nineteen different items that enjoy the world’s #1 market share Become BMW
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BMW – “everybody would love to have”. “bringing coolness into the category”. Design “it’s the color, the feel, the sound”.
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1) Has an obsession for quality in execution 2) Spends heavily on R&D
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Samsung Electronics spent over $5billion (more than Intel) on R&D in 2005, or 9% of its revenue. It spent over $35 billion over the past decade and plans to spend $45 billion over the next five years alone. R&D spending has been a critical component in Samsung’s phenomenal success.
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Defects - cancers that must be completely eradicated Defective products be crushed and burned.
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Concha y Toro’s roots dated back to 1875 Don Melchor Concha y Toro, a distinguished Chilean lawyer, entrepreneur and politician acquired a substantial estate in the Maipo Valley.
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Demand for the Chilean wine skyrocketed after the dreaded phyloxera fungus put a number of French vineyards out of commission just as Concha u Toro was being planted. At first, low quantity but high quality First exported crates arrived on the Rotterdam docks in 1933, but exports remained a small fraction of the firms revenues until after World War II. Socialist regime of President Salvador Allende seized many vineyards from their landowners, sending the industry into a tailspin. Concha y Toro fell into the hands of a group of Chilean entrepreneurs.
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Began to aggressively target export market in the mid-1980s First vineyard in the world to obtain listing in New York Stock Exchange (1994) Chile has the #5 position in the world Chilean wineries export 30 million cases
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“silver bullet” brand strategy “From Rothschild we learned how to ‘coddle’ our wines – everything from grapes to irrigation – and constantly aim for the high end of the market so that we could move our portfolio up, but to keep growing, we need to have a strong presence in all price segments.” – Rafael Guilsasti, Vice Chairman
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CARMIN DE PEUMO DON MELCHOR AMELIA TERRUNYO MARUES DE CASA CONCHA GRAN RESERVA – RIBERAS TRIO CASILLERO DEL DIABLO SENDERO SUNRISE FRONTERA
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Recognition in leading industry publications. Most important vineyard in Chile and Argentina in 19999 – Wine Spectator magazine Best selling Chilean wine in leading American restaurants – Wine & Spirit 95 points out of 100 - Wine Spectator Highest score – super premium and ultra premium
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“demand for our better wines is greater than our capacity to produce hem” – Guilisasti Invited to join the Club de Marques – Baron Philippe de Rothschild, Laurent Perrier, Barton & Guestier, and Robert Mondavi. (first and only Latin American winery to achieve this distinction)
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Today the company is the world’s most widely recognized Chilean winery, and Casillero del Diablo its best-selling wine. The year 2008 marks the largest investment program undertaken by the Company in its history, which totals $74 million. In 2010 Concha y Toro become the official wine partner of Manchester United Gootball Club.
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