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Samsung - The TOP Brand in the World

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Samsung - The TOP Brand in the World


According to the global brand scoreboard of 2004 from Interbrand,
Samsung, the Korean based electronics brand, has boosted its profile
and being listed as 21st valuable brands in the world. Its brand value
surged by 16% to 12.5 billion US dollars compared to the figure in
2003 which is 10.8 billion US dollar. (Simon, 2004) It becomes the
world’s leading brand in electronics and digital industry. This
achievement is closely related to its sponsorship strategies. Samsung
associate its name to the “TOP” plan, which is “The Olympic Partner”
plan. It is a plan which leads Samsung to be the top brand in the
world. However, there are many other programs to support Samsung’s
sponsorship strategy. Without these strategies the “TOP” plan will not
have such effectiveness and efficiency.

Samsung’s philosophy is “devote our human resources and technology to
create superior products and services, thereby contributing to a
better global society”. (www.samsung.com) Under this philosophy
Samsung has adopted a sport-based strategy in building its brand. The
multinational consumer electronics firm acknowledges the fundamental
role played by sport and by the Olympic Games as a promoter of its
brand. Vice president of corporate communication at Samsung, Il-Hyung
Chang, rationalizes the important role of sport sponsorship by stating
"sports sponsorship is a strategy that fits well within our operations
at Samsung….it’s an integral part of our company’s philosophy". Philip
and David, 2003 Entering into the “TOP” plan propels Samsung’s
sponsorship to a new era. It has an opportunity to act on the same
stage with the world top brand such as Coca Cola, IBM, and Visa, which
greatly enhanced its brand image. The company’s active and established
role in the heart of the Olympic Movement has contributed to its brand
value surge in recent years.

Samsung’s involvement with the Olympic movement began as a local
sponsor for the Seoul 1988 Olympic Games. Then it became the TOP
sponsor in the wireless telecommunications equipment category for the
Nagano 1998 Olympic Winter Games, Sydney 2000 Olympic Games, Salt Lake
2002 Olympic Winter Games and Athens 2004 Olympic Games. This status
as a global partner in the wireless telecommunications equipment
category will be continuing in the Torino 2006 Olympic Winter Games
and Beijing 2008 Olympic Games. Samsung have agreed to pay the huge
amount for corporate sponsorship because they recognize the vital
importance of sports marketing on their bottom line. The TOP plan
helped Samsung increase its brand awareness and enhance market
position considerably. Compared to the results of the survey held
before the Sydney Olympic Games, the amount of consumers that became
aware that Samsung Electronics was one of the 9 sponsors of the Games
approximately tripled. Unaided awareness of Samsung’s “Olympic
sponsorship” was 6.0%, it placed 2nd after Coca Cola.
(www.samsung.com)

Samsung want to accomplish two goals with all its sponsorship efforts.
The first goal is to build brand awareness especially create higher
level of awareness than its rival Sony. The effectiveness of Samsung’s
Sponsorship was shown at the ATHENS 2004 Olympic Games which had a
positive impact on brand awareness, with an increase from 57% to 62%.
(Samsung steps up Olympics marketing campaign, 2004) The second goal
is to enhance the worldwide imagery and attitudes towards its brand.
Samsung considered its commitment to the Olympic Movement is a key
element in positioning and strategy. It contributes to the success of
the Olympic Games and at the same time enhances Samsung brand image
and its market position.

Samsung built its brand through sponsor Olympic Games in the following
ways.

Samsung mobilized the organization for brand building. Both the
process and the result of a brand-building effort often have a key
payoff internally to employees, as well as externally to consumers.
Samsung sponsored ATHENS 2004 Olympic Torch Relay, which was the first
truly journey of Olympic flame. 1,900 torchbearers were selected from
over 40 countries including SamsungÂ’s employees. (www.sumsung.com)
They received emotional benefits from pride in being associated with
the sponsorship and have a direct link to the Olympic activities.

Samsung provided an experience to the consumers. For example as a part
of Samsung’s brand presence program it set up Olympic Rendezvous @
Samsung, a 1,064 square meter entertainment complex, located within
the Athens Olympic Sports Complex, which was a central gathering place
for athletes, their families, and the spectators coming to the Games.
The OR@S provided a wide range of activities. For instance consumers
were provided with the opportunity to try out Samsung’s revolutionary
products for themselves. Fans are able to meet their national heroes,
enjoy musical performances and special laser shows. During the Games
Samsung has hosted a series of "National Days", which celebrate the
many cultures of Olympic nations. In addition, OR@S provided free
telephone and on-line services. Over 6,000 athletes from a huge number
of the 202 competing countries have based themselves here and taken
time out from the pressure of the Games to make contact with home.
(Over 6,000 Olympic competitors make use of special facilities to
contact loved ones, 2004). At the same time they are experiencing the
convenience Samsung brought to them.

Samsung used Olympic Games as a platform to demonstrate new products
and technology. The most powerful way to introduce a new product and
technology is by publicity. It is not only cost-effective but also
more credible. Samsung provided its latest wireless communications
technology during the Sydney 2000 Olympic Game. Focusing on the future
of wireless communications, Samsung launched futuristic products such
as the mobile phone watch, the PDA-phone, the digital camera cum
mobile phone, the MP3 mobile phone and the its latest model of 3G
mobile phone. In addition, visitors are able to experience the future
by experimenting with the various digital knick-knacks developed and
on display by Samsung Electronics.

Samsung boost its brand awareness at Olympic Games. Samsung’s
dedication in Olympic Games brings great success in elevating its
brand awareness. Samsung's sponsorship of the Sydney Olympic Game in
2000 raised awareness of the brand by 5% to 16.2 %. The awareness rise
leaded to the sales surge. The first year after the Sydney 2000
Olympic Games, sales of the telecommunications products have increased
by 44%. Four years later in Athens, its brand awareness was raised to
62%. (Coca-cola and Samsung present the first international Athens
2004 Olympic Torch Relay, 2003)

Develop brand association. The Olympic Games as the world’s biggest
sports event requires enormous and sophisticated communication system.
Samsung, an official sponsor in wireless communication equipment
presented the Wireless Olympic Works (WOW), a communications system to
support and guarantee the smooth and efficient running of the event.
It also provided wireless communication devices to athletes,
officials, media, staff and volunteers. Samsung’s expertise in digital
wireless communications equipment played a vital role in contributing
to the successful operation of the Games. Besides the functional
association, it enhanced its market leader image and revealed its
status of a global organization through the prestigious Olympic Games.

There is no doubt that Olympic sponsorship played an important role in
Samsung’s brand building. However Samsung can not merely depend on
sponsoring Olympic Games to enhance its brand equity. It adopted many
associated programs to support TOP plan.

Reposition of its products. In early 1990th Samsung was still
perceived as a conservative manufacturer and always associated its
brand with bargains. Samsung realized that low price is just a major
means to compete in the lower-market whereas in upscale market
technology and brand are competitive means. Samsung decided to
penetrate the upscale market and gave up lower-market in order to
exalt its brand image. It repositioned all series of its products such
as mobile phone, consumer electronics and memory flash to upscale
market. Correspond to Samsung’s new position in the market it has
relatively higher price in it category. To Samsung higher price would
bring more profit and at the same time it is the better imply of good
quality. The strategy of reposition helps Samsung starting to build
its noblest image.

Technology innovation. Samsung recognized that digital is the future
developing aspect of consumer electronics. They regard the digital age
as having both incalculable potential and risks. It's a time of
intense competition-fortunes can be made or lost in the blink of an
eye. (Samsung group timeline and history, 2005) Samsung took this
challenge as an opportunity. They switched their core competitive
power from mass manufacture to its own brand which based on digital
technology. It is well positioned as one of the world's recognized
leaders in digital technology and eventually become the worldÂ’ top
innovative company in technology. It starts to provide consumers with
innovative and cutting edge products and rapidly become a huge player
in electronics field competing toe to toe with another magnate Sony.
Samsung launched an industry design revolution in order to get rid of
its image of imitator. It employed world top designers to expand their
thought and keep track on the world highest level. It achieved most of
the Award of American Industry Design which is the most important
award in industry design area on the global basis. Its brand was
recognized by the consumers and specialists. The technology
breakthroughs enhanced Samsung’s brand image of young, fashionable and
strong function.

Demonstration of US market. Us market has a strong demonstration
effect on the global market due to its leading status. To some extent,
the brands should succeed in US market in order to become the top
brand worldwide. Therefore Samsung regarded US market as it’s most
important market and put great efforts on marketing in US market.
SAMSUNG took part in the Salt Lake 2002 Olympic Winter Games in USA as
the worldwide partner in the wireless telecommunications equipment
category. Samsung carried out various advance public relation
activities and programs centered on the PR pavilion to promote its
image of a fist-class corporation. During the game consumers were
provided with the opportunity to try out SamsungÂ’s revolutionary
products for themselves. Samsung spent considerable funds to sponsor
this winter game in USA. After few yearsÂ’ management, Samsung’s brand
disengaged bargains and was regarded as high-class products by the
American consumers. Samsung’s success in US market plays an important
role in its success in other markets.

To summarize, the key to a successful sponsorship depends not only on
the creative and crucial sponsorship itself but also rely on the
supporting strategies. Samsung successfully integrated its product
strategy, technology strategy and branding strategy into the TOP plan.
The TOP plan provides Samsung a road to be the top brands in the
world. Without the supporting strategies the TOP plan can not endow
Samsung’s brand with internal and rich meaning. The plan comprises
huge risk because if the consumers attracted by the TOP plan perceive
it as an ordinary product Samsung’s brand would be damaged. Samsung
has successfully and fully utilize the benefits of the Sponsorship and
was rewarded for its commitment to Olympic Games and other sports
activities.

The web’s role in building brand

With the prevalence and development of internet, the Web reveals its
important role in marketing communication. According to a global
web-based survey by Interbrand, the Google brand had the most impact
on people's lives in 2002. It beat established brands such as Coke and
Apple. (Gerry McGovern, 2003) This reveals how Web builds you brands
differently. In the coming digital age, the strong brands in this era
will be those that utilize web as a building tool.

Web became a new communication channel between brands and consumers.
It has unique characteristics compared to the most traditional media
advertising.

The web is interactive and involving. It provides an innovative way to
build brand awareness. For example, when Visa organization plan to set
up their long term branding tactic of focusing on young people, they
chose MSN Site which is the world's most popular destination on the
Web with enormous young users, as the hub of its promotional contest.
It chose MSN to build and host the online hub for the promotional
competition designed to build brand awareness of Ideas Happen among
young consumers. The Ideas Happen campaign allows consumers ages 18 to
29 to submit ideas for businesses and other ventures and vote on the
best submissions via a custom-designed site created by MSN. Over three
months, more than 5 million unique users visited the site MSN created
for the contest. The Ideas Happen campaign is an incredible example of
how immediate and interactive of the online medium to make big results
happen online. (MSN Again to Make Ideas Happen With Young Consumers,
2004) The campaign boosts Visa's image with target market. In addition
to the increase in Visa's brand awareness among the 5 million unique
users who visited the contest site, the heavy traffic helped build
Visa's image among young adults who are still forging lifelong
allegiances to consumer brands. According to polling conducted by
market research agency Millward Brown, perceptions of Visa improved
markedly after the Ideas Happen campaign. The number who deem Visa the
best credit card overall increased by 13 percent, while those who
agreed that Visa offers unique and different features jumped by 9
percent. In addition, 8 percent more of those polled said they
consider Visa the most innovative and forward-thinking credit card
company. (MSN Again to Make Ideas Happen With Young Consumers, 2004)
Ideas Happen is more effective in reaching our target audience due to
MSN. Teaming up with MSN has allowed us to realize the potential of
online marketing and allowed MSN to stretch its own limits in terms of
interactivity and engaging young consumers

The web offers current, rich information. On Visa’s website customers
can manage their Visa card account online. The links on its page can
take customers directly to their Visa card issuer, which maintains
their personal, secure account information. By providing the current
information of account, websites can let consumers to track their
transactions on the spot. In addition, Visa introduces its various
cards in detail on the website.

Personalization. When customers enter Visa’s website they can select
relevant content by choosing from the menu. There are three categories
on Visa website which is personal, small business and merchants,
corporate and government. People coming to it website with different
purposes can simply choose corresponding category and go directly into
that area to get the information their need. There is a calculator
program in the website to help customers to plan their personal budget
on Visa’s website. Moreover customers can order different information
of discounts and financial tips through email on the personal basis.

With these distinctive characteristics website can be a key part of a
brand building program. It serves as a fantastic vehicle for
distributing information, providing experiences, leveraging other
brand building programs. It affects brand building from the following
three aspects.

Web can stretch the continuity and depth of the single sale channel,
consequently expanding existing customers and increasing potential
customers. Furthermore it can be taken as a market attempt, helping
marketers to leverage marketing promotion programs in other medium. If
use properly, website could effectively impel its offline products.
For example there was a successful cooperation between Pepsi and
Yahoo. Consumers could collect the number on the caps of Pepsi and
Mountain Dew and change to credits on the websites of the two drinks.
The credit can be used to exchange prizes or as cash for purchase and
auction on Yahoo website. This campaign attracted 350 million people
to anticipate. Pepsi increased it sale by 5% while the industry has
little growth. (Lili, 2003) Pepsi did one similar attempt before
without the help of web but failed eventually. Moreover, Pepsi can
interpret the consumer behaviors through analysis of the data
collected in the campaign and work out the relevant strategy.

Website can improve the shopping experiences accordingly enhance the
brand equity. On the website of Co-op bookstore, consumers can search
the books they want, preview the abstracts and check whether they are
available. Other information is provided to the consumers like
breakdown of every shop throughout Australia. In the Co-op shop or at
home consumers can order or reserve a book through the on-line
bookstore. The interaction between online and offline greatly enrich
the shopping experiences.

Web helps to differentiate brand. Product differentiation was regarded
as a magic weapon of powerful brand. Without the differentiation brand
will be reduced to product, consumers can only choose products from
the prices. New brand with high differentiation are usually popular
although they do not have high brand prestige. On the contrast high
prestige brand with little differentiation will be forgotten gradually
by consumers. When product or services enter into the maturity stage,
they will reveal commonness and hard to be differentiated. The typical
way to be differentiated at that stage is adding new products or
services. For example, the customers of FedEx can accurately locate
their parcels via its website. This service was even extended to the
PDA users. The additional and distinctive service help FedEx enhanced
the service quality and relationship between brand and customers.

Web provides a platform for the communication of programs in the
company’s overall brand-building strategy. Web could improve companyÂ’s
brand marketing and sales efforts from internal as well as external.
Internally, web offer a special site that every brand-building efforts
emerge there. It will help the management to leverage each
brand-building project to fit the overall strategy and redress the
deviation in time. Externally, a well-designed website could connect
every distinct part of business. The website will integrate them to be
a continued and correlative means of brand description.

There are several factors will contribute to the success of the web
brand-building.

A clear brand concept and position in the market. A clear brand
concept and position will impel company’s brand-building process.
Companies should make sure to bring their brand identity or core brand
elements onto the Web. The integral part of their offline brand
identities need to be delivered to the online brand.

Integration of web in whole brand-building strategy. The growing
importance of web in building brand attracts more and more attention
of company’s management. To use web more effectively company should
integrate web into its whole strategy and make sure it is in
conformity with other brand-building strategies. CompaniesÂ’ which
leverage their resources between brand-building strategies will
achieve greater success.

Strategic alliance with other website or brand. Sometimes web allies
can give your brand extraordinary success. Especially the alliance
between powerful brands will make the cooperation more effective and
cost-efficient. In the previous example Pepsi achieve great growth of
sales in its cooperation with Yahoo. Yahoo brought Pepsi’s brand in
front of large numbers of people which Pepsi can not access and the
hit rate of Yahoo also surged during that period. Visa card attracted
its target market of young people by allying MSN to offer MSN Titanium
Visa Card. More and more brands become eager to develop alliances
through which they benefit mutually and beat their competitors.

Loyalty .On the Web, brand loyalty is rooted in providing customers
with an outstanding experience. (Gerry McGovern, 2003) To encourage
customers visiting website regularly, websites are trying to build
their loyalty through different ways. For example, commerce sites can
offer a great selection, good prices, and a simple purchasing process
while information sites can offer rich, relevant information in a
format that is easy to read. With the help of outstanding experience
provided by the websites companies draw their customers back again and
again. In additional, companies can use email to offer their customers
with opportunities or information which is tailored to their needs.
For example a membership registration is provided on most websites.
Then you can get more customized services by becoming a member of
websites. Websites are building long-term relationship between
customers and themselves. This relationship is essentially the
loyalty. Websites will benefit from the loyalty their customers have,
at the same time customers get their distinct needs and interests more
satisfied by showing their loyalty.

The important role of web in building brands suggests that companies
that had successfully built their brand offline should make sure to
leverage their resources to build their brands on Web. Retail stores
should think of building their web-based shopping to provide a
convenient alternative to consumers. Magazines should start to device
their online editions in order to attract more readers. Web is
providing huge exposure for brands. The brands which use them wisely
will achieve tremendous advantage.

Brand architecture art of L'Oreal

With the growing globalization of markets and competition, the brand
architecture became a key component in international firms’ brand
building strategy. It provides a framework to leverage strong brands
into other markets, assimilate acquired brands, and rationalize the
firm's international branding strategy. The key element contributes to
a successful brand-building strategy is a harmonious and consistent
brand architecture across countries and product lines. (Susan, Samuel
and Edwin, 1999)

L'Oreal, the world's leading cosmetics companies is an apotheosis in
brand architecture. It managed very well of its wide range of products
and many of them are the world's biggest beauty products. L'Oreal was
the only company in its industry continually achieves a double-digit
profit for 18 years. Moreover, it is a genuine international company
which has operations in more than 130 countries in the world and over
80% of group sales are generated outside France. www.adbrands.net. The
L’Oreal is known for its diverse brand house which includes brands
like L'Or©al Paris, Maybelline, Garnier, Soft Sheen Carson, Matrix,
Redken, L'Or©al Professional, Vichy, Lanc´me, Helena Rubinstein,
Biotherm, Shu Uemura, Armani, Cacharel, Ralph Lauren and so on.
L’Oreal’s brand architecture is like a brand pyramid which is used to
target different group or level of people.

The luxury products division offers consumers top range of products
like Lanc´me, Helena Rubinstein, Biotherm, Shu Uemura and Kiehl’s.
These are premium products known for their innovation, performance and
quality. Some of the world’s top perfume brand like Giorgio Armani,
Ralph Lauren was also included in this division. The distribution
channel of these brands mainly through department stores, perfumeries,
travel retail outlets, and the brands own boutiques. Customers will
receive personalized advice at the point of sale, enabling them to
choose the products best suited to their needs. (www.loreal.com)

The professional products division is designed to serve hairdressers
worldwide. They provide products to meet the requirements of salon
professionals salon customers with a wide range of innovative,
high-performance products. The professional products division of
L’Oreal is made up of four different brands: L'Oreal Professionnel,
Krastase, Redken 5th Avenue NYC and Matrix.

The consumer products division is dedicated to offering consumers its
high technology products at competitive prices. The brands in this
division covered haircare, skincare, make-up and perfume products. The
five major international brands are L'Oreal Paris, Garnier, Maybelline
New York, Softsheen.Carson and Le Club des Créateurs de Beauté. They
are distributed through mass-market retailing channels.

In addition, L’Oreal has the active cosmetics department offering skin
care, sun care, hair care and make-up products. The departmentÂ’s
includes three brands Vichy, La Roche Posay and innov. They are sold
in pharmacies and specialist retailers. These products offer consumers
proven safety and effectiveness supported by advice from pharmacists
and dermatologists.

L'Oreal used different product division to help it segment the market
and form its band house. Brand architecture is the vehicle by which
the brand team functions as a unit to create synergy, clarity and
leverage. (Aaker and Joachimsthaler, 2002) We can start to learn the
important role of brand architecture in companiesÂ’ brand building from
the following aspects in L'Oreal’s example.

Implement differentia of product and strengthen brand
recognition. The consequence of differentia strategy of L'Oreal is
that consumers from different income level or education background can
find the product which is suitable to their own culture and taste.
L'Oreal also focuses on continually strengthening the meanings of its
brands and fully utilizes the advantages which are rooted from brand
recognition. L'Oreal established very clear identity for each of its
products. Each brand has its own image. For example, customers
associated Lanc´me with the image of stylish combination of elegance,
charm and daring. Helena Rubinstein was perceived as a pioneer in
cosmetic industry which provides cutting-edge science to the art of
femininity and glamour. (www.loreal.com) It associates with
high-performance and luxury as well. Its underlying brand Garnier
represents natural beauty. Each brand has its unique symbol which
creates a close relationship to its target market.

Distribution based on brand differentia. L'Oreal uses different
distribution channels according to the brand position in the market.
The mass brand Maybelline promote its brand mainly through TV
advertising and product prolocutor. La Roche-Posay, a brand positioned
at solving skincare problem, is distributed by dermatologists,
specialists of skincare and professional beauty salon. L'Oreal Paris
relies on the public praise among professional cosmetic consultant.

L'Oreal embodied culture flexibility. Many star brands in L'Oreal’s
brand house are from different culture, but their original culture did
not vanish because of being managed by a French company. When a lot of
companies are trying to integrate different cultures, on the contrary
L'Oreal tends to develop multi-culture in its underlying brands. This
strategy proved to be very successful in reality and even played a key
role in L'Oreal’s success. The most representative example is
Maybelline New York. L'Oreal developed Maybelline’s brand culture
instead of upsetting it after its acquisition of Maybelline. The sales
figure dramatically rose after the acquisition and Maybelline product
enter into more than 90 countries. Maybelline became a stylish global
brand for all women all around the world from a merely regional brand.

L'Oreal provides a platform for the brands under its brand
architecture. Every brands target at a specific market and keep the
specialty of its own brand. At the same time fit into the overall
brand pyramid.

L'Oreal’s innovations always start from its luxury brands then
penetrate to the brands in different price level and different markets
eventually implemented in its consumer brands. The innovations based
on the same technology platform will reduce the cost. The knack for
L'Oreal to create the advantages is to spread around strategic
investment by sharing the production of innovation between different
product divisions. L'Oreal not only focuses on the single brand but
also pays attention to the technology relevancy in the series of
brands. For example, L'Oreal first introduced a breakthrough
anti-aging composite by using Lanc´me brand. Subsequently, it was
implemented in Vichy brand and brought into the consumer product
division eventually. The broad distribution channel of consumer
products was used to promote this technology at last. In term of same
products in the different market, L'Oreal also exerts the technology
platform to meet the specific needs of consumers. From L'Oreal’s
experiences, the core technology platform is a key component to the
success of an international company with complicated brand house.
Without leveraging the resources between brands, it will cause
increase of operational cost and waste of resources and will be very
hard to manage the L'Oreal’s sophisticated brand architecture.

Other than building the brand structure according to the product
identity, L'Oreal relied on distribution channel to carry out its
strategy of brand structure. There are four product departments in
L'Oreal’s structure. Every department has several brands and each
brand has many names. They are conspicuously different in packages and
with distinct image and advertising. The different brands share the
resources of distribution channel and have high integration effect on
management. The luxury brands of L’Oreal are sold in strictly selected
distribution channel like department store, perfumeries and tax free
shop. Professional products are provided to the hairdressers. Active
cosmetic products are sold in pharmacists. The most important sector
consumer products are distributed through mass consumption channel
like department store and supermarket.

L'Oreal has formed a brand matrix with great power of integration. Any
new brand merged into the relevant channel will fully utilize the
resources in existing channel as well as expand L'Oreal’s whole
distribution channel by integrating its original channel.

The dissemination of brand will improve company’s overall influential
power. L'Oreal recognized the leverage effect of it brand and focus
its propagandas on brand rather than propagandas on particular
product. It is dedicated in building the relationship between its
brand and the market. It aims to enhance brand power by maintaining
the good image in publicities. L'Oreal’s efforts were also embodied on
its marketing strategy. It always concentrates on supporting those
brands which can mostly represent its advantages and leverage
resources to those premium products.

Firms that aim to expand internationally or strengthen market position
tend to acquire new brand into the brand architecture. Acquiring
influential and well positioned brand is an important strategy of
L'Oreal in developing its brand architecture. It achieves rapid growth
by acquiring brand in same or related business and is continually
seeking these opportunities in the worldwide scope. L'Oreal expanded
its brand architecture by acquiring Maybelline brand in 1996, which
was a very successful transaction. The Maybelline’s image was enhanced
by branded L'Oreal while L'Oreal got complementary in its brand
architecture. Recent years in Asia, it acquired the third skincare
brand Mininurse in China and Japanese top luxury brand Shu Uemura.
These acquisitions represent L'Oreal’s ambition to Asian market. They
have the same product business with L'Oreal. In China the acquisition
will enhance L'OrealÂ’s market position in skincare and acquire
distribution channels Mininurse had. It is also a preparation for the
future expansion in the most fast-growing market China. By acquiring
Shu Uemura, L'Oreal want to use this Japanese brand to compete with
SK-…¡which was a competitor in the same level, in order to meet the
trend of prevalence of Japanese cosmetic brand in Asia. This is
considered to be an effective and cost-efficient strategy which is
consistent with L'Oreal’s overall brand architecture.

In summary, companies will be more successful by constructing a
well-designed brand architecture.

References

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Topic Two: Word count 1,563

Aaker A. David, Joachimsthaler Erich (2002), “Brand Leadership”, UK,
No.133.

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Susan P. Douglas, C. Samuel Craig and Edwin J. Nijssen (1999),
“International Brand Architecture: Development, Drivers And Design”,
Retrieved: 6 April 2005, from
http://pages.stern.nyu.edu/~sdouglas/rpubs/intbrand.html

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