Prepared by: Driton Lokaj MBA 631 V01 Emerging Markets and Globalization

 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

 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.

 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

 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”

 “change everything except wives and children”.  1988 merger with Samsung Semiconductor

 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

 BMW – “everybody would love to have”.  “bringing coolness into the category”.  Design “it’s the color, the feel, the sound”.

1) Has an obsession for quality in execution 2) Spends heavily on R&D

 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.

 Defects - cancers that must be completely eradicated  Defective products be crushed and burned.

 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.

 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.

 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

 “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

 CARMIN DE PEUMO  DON MELCHOR  AMELIA  TERRUNYO  MARUES DE CASA CONCHA  GRAN RESERVA – RIBERAS  TRIO  CASILLERO DEL DIABLO  SENDERO  SUNRISE  FRONTERA

 Recognition in leading industry publications.  Most important vineyard in Chile and Argentina in – Wine Spectator magazine  Best selling Chilean wine in leading American restaurants – Wine & Spirit  95 points out of Wine Spectator  Highest score – super premium and ultra premium

 “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)

 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.