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Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li1 Lecture #5: Class Discussion of Samsung and Theme Park Industry Case Reading: Case: Samsung Case. Key activities.

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Presentation on theme: "Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li1 Lecture #5: Class Discussion of Samsung and Theme Park Industry Case Reading: Case: Samsung Case. Key activities."— Presentation transcript:

1 Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li1 Lecture #5: Class Discussion of Samsung and Theme Park Industry Case Reading: Case: Samsung Case. Key activities of the class: 1. Group presentations of the industry analysis (3 minutes per group; use the worksheet) 2. Class discussion of the Case: Key issue: As the chairperson of the Samsung Group, would you approve the master plan proposed? (Please refer to Case Summary on Web). 3. Video: Samsung Everland

2 Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li2 Outline of Class Discussion: Samsung Case 1. Global Context: Is this theme park industry a profitable one to be in? 2. Country Context: Will this idea work in Korea? 3. Corporate Context: Should Samsung invest in this? 4. Key Success Factors How do we do this? 5. Implications for Disneyland in Hong Kong

3 Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li3 Outline of Class Discussion: Samsung Case What happened? 1.Master plan approved: $3.5 billion –$1 billion was to be spent on theme park alone –$2.5 billion for hotels and residential accommodations around Yongin. 2.Build quality service philosophy as a core competence 3.Name changed to Everland in March Corporate image ad to position Everland as a world class resort complex.

4 Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li4 Key Issues: Samsung and Theme Park Industry Future Profitability of the Industry Key Success Factors Core competence / Resources / Competitive advantage Project Financial Returns

5 Fall 2000MGTO321 (L1 & L2) -- Dr. JT Li5 Lessons Learned: Samsung Case Industry analysis: Porters Five Forces Model provides a useful framework Resource analysis: Should also examine resources / core competence; not just opportunity Managerial Preferences: Corporate strategy is complex with large companies


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