2.2 INTERNAL ANALYSIS - Corporate Value-Chain (primary activitiesPrimary Activities)
2.2.1 INBOUND LOGISTICS
Rigorous Suppliers Selecting And Local Purchasing
In purchasing aspect, Nokia completely controls the quality through rigorous suppliers selecting. All of Nokia mobile phone manufacturing bases in worldwide use of Nokia’s global purchasing system and CQTM, which is global organizat
LGElectronics tremendous money due to their outstanding design.
This failure of LGElectronics happened because their mistake in future prediction and the influence of cooperative wire service companies. LG U+ , cooperating CYON which is the SBU of LGElectronics, has been skeptical about launching Smart Phone to avoid their rapid change of profit structure. Launching of Smart Phone leads to
electroniccommerce.The Board also exercises broad supervisory control over the financial services industry, administers certain consumer protection regulations, and oversees the nation's payments system. The Board oversees the activities of Reserve Banks, approving the appointments of their presidents and some members of their boards of directors.
The Board's most important responsibility is pa
LGLG Corporation is the second largest corporation in South Korea after Samsung Corporation. LGElectronics was founded in 1958 at Seoul, South Korea. LG Group was a merger of two Korean companies; Lucky and GoldStar.
LG Company’s strategy for gaining market share is two-fold: fast innovation and fast growth. The company’s core competencies of product leadership, market leadership and peo
handset unit. LGElectronics has yet to show the potential of producing smartphones that could challenge Apple and Samsung’s lead in consumer smartphones,
``LGElectronics’ home entertainment division, which handles the television business, may also see some changes soon. It’s apparent that the company can’t compete with its rivals under its current structure.’’
Sales from LG’
leadership. In fact, the two CEO affected the establishment of early CJ’s organizational structure and culture. First, the vice president of CJ, Son Gyeong-sik, is a person who always supports workers. His leadershipstyle may be compared to iron hand in a velvet glove. This kind of leadershipstyle played a role in making internal cohesion. For example, although he does not order his employees
LG for about 5.7%, KT has 18times more market share. This huge market share enables KT to have lots of revenue.
Using the market leader’s position, they could suggest new service much easily. As they have enormous customers, they could save money to attract new customer. Moreover, KT could take consumer satisfaction. The large market share enables the company to provide product or service when
나타난다. 이에 반해 LG.Philips LCD는 50대50의 지분참여율로 출범하였으며, 예상되는 여러 가지 어려움에 불구하고 뛰어난 성과를 보여 2002년 말 TFT-LCD시장에서 세계 1위의 자리에 올랐다. 따라서 이 사례는 합작투자에 따르는 문제점 해결과 그 올바른 방향에 대한 시사점을 줄 수 있을 것으로 생각한다.
LG 전자는 비전을 달성하기 위하여 강한 회사가 강한 인재를 만들고 강한 인재가 강한 회사를 만든다는 'Great Company Great People' 철학을 기반으로 하여 Fast Innovation과 Fast Growth의 두 가지 성장전략을 추구하고 있다. 또한 Product Leadership, Market Leadership, People Leadership의 세 가지 핵심역량을 확보해 나갈 것이다.
4. PROMOTION
▶홍보
디지털 TV자체에 대한 홍보와 LG라는 브랜드자체의 기업이미지 PR이 함께 이루어지고 있다. LG브랜드 자체의 디지털 이미지의 각인을 위해 디지털 엘지 선포식을 갖고 기업문화와 경영전략의 혁신을 뜻하는 `디지털 경영'을 선언했으며 이름을 아예 `디지털 엘지'로 부르고 있다. 이와