final strategic plan

Samsung Mobile Devices:

Running head: FINAL STRATEGIC PLAN

Samsung Mobile Devices: Final Strategic Plan

Darryn Urueta

University of Phoenix

BUS 475

Patricia Hudson

March 22, 2011

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Samsung Mobile Devices: Final Strategic Plan

This paper will reflect a descriptive strategic plan for Samsung Mobile Services, which

will include implementation of strategies and tactics that will assist the company in attaining its

business goals and objectives. Additionally, this paper will explain three methods to monitor and

control the proposed strategic plan and recommend actions necessary to address ethical, legal

and regulatory issues faced by the Samsung Corporation.

Business Structure of Samsung Mobile Services:

Industry: Digital Mobile Communication --- Specialization: Consumer

Electronics

Product: A myriad of mobile phones to include Smartphones and touch screen

input devices

Customers: Tech savvy and not so tech savvy consumers who are active and need

the means to communicate while on the go.

The creation of mission and vision statements is key elements that comprise the strategic

planning model for any business. Strategic management is defined as the set of decisions and

actions that result in the formulation and implementation of plans designed to achieve a

company’s objectives (Pearce & Robinson, 2009). Whether the endeavor is to establish a new

business or re-engineering the direction for an existing company, the basic goals and

fundamental philosophies must be developed in order to assume a strategic bearing.

Subsequently, the issues at hand must be clearly defined as strategic matters so as not to expend

energy on the wrong path. This paper will further discuss the guiding principles by which the

mission and vision statements work congruently to unify the values and objectives of the

company.

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Mission Statement

The purpose of a mission statement for a business is to endorse the principle of

the company by articulating the objectives of the business that corresponds with the product or

service offered in the market place and the ultimate characteristics of the company that

distinguishes it from the competition. The mission statement classifies what type of marketplace

a company will enter. This encompasses a study of buyer requirements and consumer desires. A

mission statement, while broad in scope, enjoins all stakeholders towards the pursuit of profit,

success and longevity. It should state the social and or political requirements that are needed to

exist and identify how the organization will recognize, foresee, and react to those needs. The

Samsung Corporation will become a global leader in the digital age. Offering multifaceted

products that span ethnic and social boundaries, Samsung provides products to enrich lives.

Contributing to society at large by being a responsible global citizen, Samsung will create

products and approach business that effectively contributes to a better world. At Samsung, it’s all

about knowing who the customers are, what they want and earning their trust. Samsung will do

this by tireless devotion to customer support; before, during and after the sale.

Samsung mobiles devices combine cutting edge technology with innovative features to

help customers do much more than simply talk on the phone. From smartphones with the all new

Android 2.2 operating system, to the Galaxy Tab™, a multi-media powerhouse, Samsung gives

you options for today’s fast paced lifestyle. SWYPE® technology allows the user to quickly

compose text messages while on the go. The Galaxy Tab features two web cameras, enabling

video chat coupled with the ability to capture and share photos simultaneously. Samsung mobile

devices are designed to adapt to the consumer, affording a rich media experience while

remaining easy to use.

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Vision Statement

The vision statement of a business is just that; where the company sees itself in

the future. It details how the company plans to grow and expand. The vision statement should be

dynamically worded to engage and motivate the employees of an organization to be a part of

something bigger than themselves. An effective vision statement is one that broadens an

organization’s image of itself. The Samsung vision is “Inspire the World, Create the Future.”

The vision promotes the leveraging of three key elements, “New Technology,” “Innovative

Products,” and “Creative Solutions.” Samsung’s plan is to reach $400 billion in revenue and

become one of the world’s top five brands by 2020 (Samsung, 2011). To assist in this goal, the

company has established three strategic approaches: “Creativity,” “Partnership,” and “Talent.”

Additionally, Samsung looks to expand beyond the consumer electronics market and into the

fields of medicine and biotechnology.

Guiding Principles

The guiding principles of an organization are deeply held beliefs which serve to

help the company persevere regardless of changing circumstances, goals, management or basic

work function. In a sense they are norms integral to defining what is most desirable in the course

of daily work. The Samsung Corporation believes that rigorous adherence to values are at the

core of every decision that is made. The company holds true that:

1. There will be equality in the workplace. Although different jobs require equally

different descriptions, everyone will be challenged to add value to the work they perform.

2. Each person operates from a unique set of core values and as such the company

strives to ensure these values are understood and respected to the fullest extent.

3. Employees are the most important asset of the company. While balance sheets

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and annual reports reflect an organization’s health, so too do its employees. The human capital of

a company is the driving force behind success or failure.

4. Diversity is not only welcomed, but encouraged. Through multiple viewpoints

and personal experiences an organization endeavors to achieve the richest potential. Samsung

advocates genuine appreciation for and integration of the vast variety of skills, backgrounds,

experiences, generational differences, and beliefs that diverse employees bring to the workplace.

5. Company operations are to be shared with employees. In this way, Samsung

employees will be able to contribute and make appropriate decisions having been given the

relevant operational information.

6. Our management is the most powerful agent for good in the organization. Our

managers will empower the employees and positive reinforcement when applicable. The job of

managers is to develop and coach all employees without regard to skill level or competence.

The mission, vision and values of the Samsung Corporation influence the strategic

planning that affects innovative thinking and collaboration among all levels. The devotion to

talent and technology is exemplified by creating superior products and services that contribute to

a better global society. To further guide the company, Samsung utilizes the tenets of compliance

with ethical standards, respect for customer, shareholders and employees, maintaining a clean

organizational culture, caring for the environment and acting as socially responsible corporate

citizens.

Samsung values the employees that make up the company by recognizing them as

the most important asset. However, the other facet of the equation is the customer. Samsung has

created a Quality Charter that exhibits the commitment to world class customer care. The charter

comprises a pledge to do five things; be customer centric, stay true to the basics, demonstrate

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professionalism, provide quality workmanship and create customers for life. Samsung has

invested in quality management system upgrades, strengthening specialized skills at contact

points and standardizing a global customer response system. These help to give Samsung a

competitive advantage in the mobile device industry.

An effective strategic planning model encompasses many unique tools. In an effort to

capture all of the pertinent data necessary to make informed and educated choices in a business

environment, a SWOTT analysis is a vital piece of the puzzle. This tool provides a cogent

evaluation of a company’s strengths, weaknesses, opportunities, threats and trends. Another

feature of this tool is the ability to give a business the 30,000 foot view of the current operation

in order to generate strategic alternatives. Samsung uses this analysis with the express purpose of

identifying the internal and external variables within the existing business as well as the outside

competition. It is important to acknowledge and understand these variables as they can have a

significant effect on how the company competes in their chosen market. In short, the SWOTT

gives an enhanced perspective on how to approach and develop the future strategic planning

focus.

The external factors that Samsung must take into account in terms of trends are legal and

regulatory issues, economic environment, the competition and technological advances. All of

these factors serve to either guide or derail the business depending on how they are examined

and positioned. Business taxation is important in that a business must keep abreast of legal and

regulatory laws. The Internal Revenue Service (IRS) will gladly remind individuals and

businesses of their fiscal obligations; however it is the responsibility of the business stakeholders

to ensure they are in compliance with all applicable federal regulations. This can become

increasing difficult if they business is of foreign origin operating on U.S. soil. The business

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needs to be authorized as a licensed entity in order to process the required tax documentation. In

addition, Samsung requires different forms of licensing to ensure operations will not be

interrupted or disallowed altogether. These include the proper requirements from the Federal

Communications Commission (FCC) and the intricate area involving state and local government

to allow the shared use of mobile device transmission towers.

The economic factor is critically important to Samsung during these times of personal

and governmental financial insecurity. Although consumers need to have the ability to stay in

touch with one another, Samsung recognizes the sacrifices that families must consider and strive

to make their mobile devices affordable even under the most trying circumstances. It requires an

enormous budget to operate its mobile communication division, $2,846,955 million in Korean

Won (Samsung, 2009). This earmark is offset to the positive by Samsung’s strong sales in the

telecommunications segment $139,000,000 million in Korean Won (Samsung, 2009). Even in

times of economic uncertainty, Samsung continues to keep a firm grip on the mobile device

market by offering versatile and feature rich devices at affordable prices.

Competitively, Samsung remains one of the top manufacturers of mobile entertainment

devices. The world we live in is ever changing. Samsung understands that to remain in the

market and thrive, the status quo must be challenged. Samsung has established an Open

Innovation system in their research and development hubs with the objective being to expand

strategic partnerships with the research communities in Korea, North America and the United

Kingdom. Samsung’s is in the process of restructuring the business to focus on life solutions.

These solutions enjoin the medical and biotechnology fields, renewable energy sources and

consumer conveniences. The design efforts employed by Samsung endeavor to incorporate

personality into the product which in turn embodies the image of the brand. To confirm

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Samsung’s commitment to the consumer they have set up a network for design centers around

the globe to encourage strategic design-oriented management principles. Samsung’s competitive

edge will be strengthened by consumer centric designs that combine technology and enjoyment.

The technology factor cannot be emphasized enough within the Samsung SWOTT model.

After all, it’s through technology that Samsung has positioned itself as a world leader in mobile

device deployment. The very basis for Samsung’s appeal is that the products touch the hearts of

consumers. From mobile phones with touchscreen capability to cutting edge 3D televisions,

Samsung delivers intuitive user inputs to yield personalized user experiences. The key to

Samsung’s success lies in the core belief that building products from the consumer point of view

is inherent to brand value and loyalty. Technology changes rapidly; in some cases overnight.

Samsung understands this obstacle and meets this challenge head on by lowering the learning

curve in new product design without compromising on style and function. Samsung leads the

way with the philosophy of the 4C’s: content and services, connectivity, creativity and

component capability. As Seungho Lee, manager at the Affiliated Company Sales Branch in

Korea so eloquently puts it, “We make a habit of listening to the voices of our customers, drilling

down to analyze every minor detail. If we learn what customers want from our products, we can

more quickly develop next generation innovations that they hadn’t even thought possible. We

want to guarantee that our customers remain satisfied.”

The internal factors that Samsung includes in the SWOTT analysis are those of strategy,

culture and the process and system. The strategy factor is the most important as this forms the

framework for the analysis as a whole. The development of company expansion and success

depend on how well the strategy function of the exercise is handled. The strategy vision takes

into account where the business currently is and where they want it to be. To strategize means to

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plan careful, measured steps that ensure success. They are not to be rushed into execution

without thoughtful input from all relevant members; otherwise the plan is to fail.

The internal factor of culture is inclusive of all walks of life; from the early adopters of

technology to the busy housewife who has limited time to learn complicated features of a new

phone. Culturally speaking, Samsung has worked tirelessly to become a company that people

respect – not only for their products, but because of what the company gives back to the global

community. In countries around the globe Samsung has committed both educational resources

and human capital in the form of electronic devices for disadvantaged schools to participating in

charity events and philanthropic actions in the spirit of hope.

Process and systems comprise a concentrated focus on the supply chain. To remain

competitive, Samsung engages in active collaboration with suppliers. Through this effort they

have created the Partner Collaboration & Enhancement Office. This group acts to support the

suppliers by offering technical and financial support. A core emphasis is on training and

guidance for both Samsung and its partners in developing technology jointly, rather than singly.

The goal of this process is to augment supplier competitiveness that result in operational

improvements, cost savings and inventory reductions.

To provide a snapshot view of how the Samsung Corporation envisions the strategic

planning process, the SWOTT chart below is provided.

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STRENGTHS

Commitment to training and developmentContinued strong sales even in a downeconomyInnovative products with a limited learningcurveAbility to offer competitive products ataffordable pricesPopular, well respected brand nameMergers and acquisitions

WEAKNESSES

Uncertain economic environmentInnovation stagnationMergers and acquisitionsChange in ownership

OPPORTUNITIES

Enhanced supply chain relationshipsEntry into the medical and biotech industryAbility to provide needed technology todisadvantaged nations and/or economicsegmentsBecoming a green and sustainablebusiness

THREATS

Rising cost of raw materialsPartners choosing to work with competitorsBeing locked out of government contractseither due to unwillingness to capitulate orfearing a compromise to integrityNatural disastersOver saturation of the mobile devicemarket

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Trends

Strengths

WeaknessesThreats

Opportunities

Quicklyemerging

technology focusStricter

governmentcompliance rules

Move towardsleaner

manufacturingsectors

The first issue that can be observed from the analysis is that although Samsung retains a

robust product line, there exists the possibility of the mobile device market becoming over

saturated to the point where the competitive advantage is nullified. This can be overcome by

Samsung’s commitment to creating a user intuitive experience that enriches the lives of the

consumer rather than providing just another electronic device.

A second issue that arises is that the all too prevalent economic downturn. As political

unrest continues to be at large, prices for commodities will rise. This will result in price increases

for raw materials. To combat this challenge, Samsung reinforces the company’s pledge to

support and foster growth with its supply partners.

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The biggest opportunity to be had is that of entry into the medical and biotechnology

field. As Samsung found its roots in the electronic entertainment arena, this will pose a challenge

with regard to design and engineering of products out of the niche market that the company has

enjoyed. To address this issue, Samsung takes bold steps to create think tank groups and

committees that seek to utilize creativity and connectivity as stated in the 4C philosophy to

deliver devices designed to give the user the same intuitive experience as with the mobile device

line.

Communication Plan

Written Communication: Written communication is the easiest form to review for clarity.

The ability to reference material makes it a valuable asset for large audience communication.

This method also allows for the reader to review at convenient times, but still be held

accountable for the contents. Methods used can include email, memos and newsletters.

Oral Communication: The use of oral communication, while quicker than the written

word can pose obstacles if not utilized in the correct fashion. The target audience must be taken

into consideration. The expectations of the stakeholders should be analyzed when choosing to

use this method. To effectively communicate a strategic plan requires the use of good

vocabulary, active listening skills and the use of nonverbal tools such as body language. The

overall success of oral communication lies in the nurturing of two way dialogue between

members of the organization and affected stakeholders. Only in this manner can an environment

of mutual respect and trust be developed towards accomplishment of company objectives.

Balanced Scorecard

The balanced scorecard is a strategic planning instrument that plots an organization's

strategic goals into performance metrics in four perspectives: financial, internal processes,

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customers, and learning and growth. These perspectives provide advice as to how well the

strategic plan is formulated so that changes can be made as required. The balance scorecard

structure is represented as a grouping of four intrinsic elements that in turn encompass the

relevant objectives, measures, targets and initiatives that determine the effectiveness of the

strategic plan.

The word scorecard reflects quantifiable performance and balanced denotes that the

system is balanced between:

- Short and long term objectives

- Financial and non-financial measures

- Lagging and leading indicators

- Internal and external performance perspectives

Additionally, the balanced scorecard hones in on the performance using metrics within

the four elements. These metrics should be limited in number so as to avoid an inordinate

amount of data and dilute the intent of the measures with irrelevant data. The measures should be

limited to ensure that parameters can be efficiently measured for each included perspective. The

balanced scorecard essentially forms a cause and effect relationship among the performance

indicators. To develop the scorecard from a practical standpoint, the business must define:

- Strategic objectives - what is the goal?

- Measures - how progress will be measured.

- Targets - the target value sought for each measure.

- Initiatives - how the target will be achieved.

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CUSTOMER

How should we appear to ourcustomers?

Service ExcellenceTrusted Business PartnerEmpathyLearn what our customers wantand deliver on that request

BUSINESS PROCESSES

What business Process must weexcel at?

Develop New ProductsUnderstanding CustomerSegmentsReduce Cycle TimeProvide Rapid ResponseCross-Sell the product LineShift to Appropriate Channel

FINANCIAL

How Should we appear to ourshareholders?

Broaden Revenue MixImprove Operating EfficiencyImprove Enterprise FinancialHealth

LEARNING & GROWTH

How will we sustain our ability to changeand improve?

Hire Key Technical TalentImplement Cross-TrainingProvide Access to TransactionInformationAlign Personal GoalsIncrease Employee Productivity

STRATEGY

The development process helps organizations clarify its purpose by first reviewing and

expounding the business strategy and then selecting measures based on that strategy. The goal of

making measurements is to permit stakeholders to see their company more clearly, from many

perspectives in order to make better, long-term decisions. These measurements must be

interrelated; the scorecard approach helps stakeholders understand how measures influence one

other. By having four different perspectives the scorecard promotes an overall balanced view of

any organization. To support the business strategy, metrics must be created to measure the

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effectiveness of the scorecard elements (Kaplan & Norton, pp1-30, 369-80).

Financial perspective –

Samsung mobile services seek to increase the return on equity by 12 per cent. Further,

realize a 15 per cent growth in revenue, a 6 per cent decrease in production costs and a 4 per cent

decrease in capital expenditures.

Customer perspective –

Samsung mobile services seek to enhance market share by 5 per cent, increase export

sales by 10 per cent, increase sales kiosks by 8 per cent and obtain competitive pricing.

Internal process perspective –

Improve production standards by incorporating enhanced quality check procedures that

capture 25 percent more line produced phones. Eliminate defects in workmanship by an

additional 10 percent. Provide technical awareness and skill for multi-tiered levels of employees.

Learning and Growth perspective –

Involve the employees in corporate affairs. Instill leadership aptitudes at all levels.

Become a customer centric culture (Punniyamoorthy, M., & Murali, R., 2011).

Once the scorecard model has been developed with appropriate metrics in place, the

model needs to be monitored over time. In some cases the measures set are achieved and in other

cases, not. For some factors, actual performance is greater than targeted performance, for some it

is less. Therefore, for the decision makers there may be uncertainty regarding the direction in

which the organization is going (Punniyamoorthy, M., & Murali, R., 2011). To meet this

challenge, specific weight should be given to the parameters set in the scorecard model. In other

words, benchmarks can be constructed that will serve to deduce a distinct value for comparing

the target performance and the actual performance of the organization by taking into account the

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weight assigned to each factor by considering the users frame of reference. A good balanced

scorecard must contain a mix of both lag and lead indicators. A leading indicator can be

considered a driver of lagging indicators. There is an anticipated relationship between the two

indicators which suggests that improved performance in a leading indicator will drive better

performance in the lagging indicator (Niven, Paul, 2006).

Cash – This is a lagging indicator, it is a historical measure and represents previous

results of operations.

Product appeal - This is a lagging indicator that provides past performance data on how

satisfied customers are with the product.

Power features index – This is both a leading and lagging indicator. It is a leading

indicator of market share and product appeal and can impact revenues by indicating when sales

prices can be increased. This metric is a lagging indicator in that it provides past data on how

Samsung’s product compares to competitors.

The world of business process management is ever changing and evolving. To provide a

roadmap for success and measurement of performance, a balanced scorecard is a vital tool to

assist managers and decision makers in the course of developing operational strategies. The

balanced scorecard usually includes both company targets and business entity aims, which are

then honed into individual measures and targets. It's a very adaptable model, designed to be

accommodating towards many organization requirements.

Strategic Direction

Samsung Mobile Devices caters to a widespread market. The users of mobile technology

are vast and growing each day. Innovation is a crucial element to the company. New

technologies are being introduced almost daily, so speed is of the utmost importance in order to

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remain competitive. Samsung will use a collaborative mix of people, global research and

development and a strong commitment to ongoing investment. The company’s strongest asset is

its people. They collaborate on strategic technologies for the future advances designed to forge

new market trends and set new standards for excellence.

Samsung's R&D organization has three layers. The Samsung Advanced Institute of

Technology (SAIT), Samsung's technology competitiveness in core business areas, identifies

growth engines for the future, and oversees the securing and management of technology

(Samsung, 2011). The company will demonstrate its commitment to investment in the research

and development by investing 9% of the sales revenue to this end. The company incorporates a

closely linked network of global research and development facilities in nine countries around the

globe. These centers are tasked with recruiting and hiring top notch talent who share in the vision

of the company and strive to develop technologies that inspire the world.

Samsung Mobile Services enjoys a distinct advantage by offering the latest mobile

technology at an affordable price. The devices provide interactivity on an unprecedented scale.

Samsung’s functional experts encourage customer interaction to voice comments, complaints

and of course, kudos. Samsung Mobile is managed by a team of highly technical qualified

individuals whose skills and experience afford the company the capacity to think beyond the

norm and produce products that truly make a difference in people’s lives.

In the future, Samsung looks to expand into newer markets such as the medical and

biotechnology industries. The company will accomplish this by leveraging the already strong

global partnerships with suppliers, but also by associating the familiar and trusted Samsung name

to new technologies. Samsung strives to enter the emerging field of nanotechnology whereby

hospitals and laboratories can benefit from highly advanced products that are significantly

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smaller in scale, but by no means less powerful than their counterparts who feature bulkier

footprints. Medical practitioners will be able to enjoy a more user friendly experience while in

the office by utilizing front and rear cameras on all tablet based computers in addition to the

robust display screen that feature MagicSuite technology that is easy on the eyes, can be

comfortably viewed from any angle and has the potential to double energy savings.

The corporate and business strategies of the company are directly influenced by its

mission, vision and value statements. The core belief in these statements is to offer a feature rich,

value added experience to every customer. The strength of the company exists in the possibility

of aligning individual employee goals with overall organizational goals. The aim is to make

efficient use of all available resources, effectively using marketing strategies, relying on a strong

research and development team and the tireless commitment to investing back into the company.

Of course there is always risk involved with any ambitious endeavor. For Samsung Mobile, the

cost of doing business on a global scale can become tenuous by way of increasing tensions in oil

producing countries that may result in the loss of international trade agreements. Natural

disasters such as the recent events on Japan can have a devastating effect on the company’s

ability to remain competitive.

Evaluation and Control of Samsung Mobile Services

The management will collect data from sales, profit, expenses and liabilities for the

express purpose of assessing the effectiveness of the strategic plan and its continued direction.

Performance evaluation system; Samsung will measure the performance of its employees

in conjunction with their peers and immediate customers. The evaluation will be linked to any

and all appropriate salary increases or promotion. If it becomes apparent that the employee does

not meet the expectations of the company, he or she will be re-trained and supported in their

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success.

Code of Conduct; all employees of the company will abide by the global code of conduct

as set forth by the executive team. The code is guided by five distinct principles:

Principle 1. We comply with laws and ethical standards

Principle 2. We maintain a clean organizational culture

Principle 3. We respect customers, shareholders and employees

Principle 4. We care for the environment, health, and safety

Principle 5. We are a socially responsible corporate citizen

Furthermore the company will expect each employee to embrace and exemplify the

following 7 factors of a World Leading Company. Dream, Vision & Goal, Creativity &

Challenge, Insight & Good Sense, Technology & Information, Trust & Credibility, Speed &

Velocity, Change & Innovation.

Ethical Concerns; the company has developed many benchmark achievements to assist in

addressing ethical dilemmas that may arise. They range from recruiting and retaining global

talent to respecting human rights and diversity. With diversity come a slew of challenges that

must be proactively approached. The company will not tolerate nor will it sponsor any entity that

chooses to knowingly engage in child labor. Additionally, the company will pledge to conduct

labor relations in a cooperative format by creating a formal grievance reporting procedure.

Samsung will conduct regular education courses to help employees build a desirable human

network and protect human rights. We have a “Mutual-Respect Corporate Culture” course and

“Workplace Manners” course. The mutual-respect corporate culture course is an annual

mandatory course for all employees to help them protect human rights, prevent sexual

harassment and improve relationships (Samsung Integrity Management, 2011).

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Legal issues; the company will adhere to all government rules and regulations as they

apply to the industry. These include Federal Communication Commission (FCC) standards as

well as specific regulations with regard to operating in a foreign nation. The company will

maintain detailed records of all financial dealings in accordance with Securities and Exchange

Commission (SEC) rules.

Corporate Social Responsibility:

The company strives to promote sustainability thereby contributing to a better global

society. The philosophy for Samsung Mobile Services is “Harmony between Business Vision

and Vision for Society. This means that the company will make every effort to ensure this

philosophy by following the roadmap of talent management, integrity management, green

management, social contribution, partner collaboration and world class products and services.

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References

Pearce, J. A., & Robinson, R. B. (2009). Strategic Management. Formulation, Implementation,

and Control, Eleventh Edition (11th Ed.). New York, NY: McGraw-Hill.

Samsung Electronics Ltd. (2011). Retrieved February 27, 2011, from Samsung Corporation Web

site: http://www.samsung.com/us

Frank Irby, Initials. (2006). Conceptualizing a business. Associated Content, Retrieved

fromhttp://www.associatedcontent.com/article/2133461/conceptualizing_a_business_.html

Samsung 2009 Annual Report. (2009). Retrieved March 10, 2011, from Samsung Corporation

Web site: http://www.samsung.com/us/aboutsamsung/ir/financialinformation/annualreport/

downloads/2009/SECAR2009_Eng_Final.pdf

Kaplan, R.S. and Norton, D.P. (n.d.), The Strategy Focused Organizations, Harvard Business

School Press, Boston, MA, pp. 1-30, 369-80.

(Niven, 2006)

Niven, P. (2006). Balanced Scorecard Step By Step. Hoboken: John Wiley & Sons, Inc.

Punniyamoorthy, M., & Murali, R. (n.d.). Balanced Score for the Balanced Scorecard: A

Benchmarking Tool. Retrieved March 15, 2011, from Emerald Insight Web site:

http://www.iem.unifei.edu.br

Schwartz, K. D. (2007, July 13). Balanced Scorecard Definition and Solution. Retrieved March

15, 2011, from A CXO Media Inc. Web site:

http://www.cio.com/article/123750/balanced_scorecard_definition

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final strategic plan

Documents

samsung mobile devices

samsung corporation

samsung mobiles

descriptive strategic

proposed strategic plan

strategic matters

strategic bearing

strategic management