Plz read the below or attached assignments & only write EXECUTIVE SUMMARY of 150 words plzzz1. Business-level strategy Business-level strategy is an integrated and coordinated set of commitments and actions used by the company through exploiting core competencies, as a result making a competitive advantage (Hitt, Ireland & Hoskisson, 2017). Seidel (2018) asserts that business-level strategy refers the way that organization perform to respond and satisfy their customers through providing products and services that the customers need in order to increasing operating profits. Hitt, Ireland and Hoskisson (2017) claim that customer is the foundation of business level strategy, hence when the organizations select their business-level strategy, they need to identify who is their customer, what their customer needs and how they satisfy their customers. The aim of the business-level strategy is making differences and competitive advantages in comparison with rivals by using the value chain and assistant actions that creates unique value (Hitt, Ireland & Hoskisson, 2017). According to Hitt, Ireland and Hoskisson (2017), there are five main types of business-level strategy selected by the organizations in order to establishing and defending their desired strategic position against rivals which is cost leadership, differentiation, focused cost leadership, focused differentiation and integrated cost leadership with differentiation (see appendix A) 2. Samsung’s business- level strategy Samsung has experienced of using both Cost leadership and product Differentiation strategy during its lifetime (Gelder, 2017. Before the Asian Financial Cristic of 1997, Samsung pursued the Cost leadership strategy through using experience, capacities, linkages, degree of integration in order to reducing cost (Gelder, 2017). The aim of the strategy is making products and services which is accepted about the features and at the lowest cost in comparison with competitors (Hitt, Ireland & Hoskisson, 2017). When Eric Kim become chief marketing officer, Samsung decided to select Differentiation as the business-level strategy of the company (Gelder, 2017). With this significant change, Samsung revived strongly and became the big power in the electronic industry today, please see Appendix B to more information about the success of Samsung. Since then, Differentiation strategy has become the guideline for Samsung’s business activities (Gelder, 2017). However, by using “vertical integration”, Samsung also applies the Cost leadership strategy on its business-level (Gelder, 2017). By this way, Samsung reduces significantly bargaining of its suppliers (Pratap,2017), as a result decreasing its products. This combination strategy makes Samsung become an attractive provider in the electronic industry with the high quality of products and economical price (Gelder, 2017) An explanation of these strategies of Samsung will be showed in Appendix C. 3. Value chain of Samsung. Please see Appendix D for the overview of value chain of Samsung. Value chain of Samsung is illustrated in the chart below by Dudovskiy (2017) 3.1. Support activities. 3.1.1. Firm infrastructure. 3.1.2. Human resource management 3.1.3. Technology development 3.1.4. Procurement 3.2. Primary activities. 3.2.1. Inbound logistics According to the provided figure on the sustainability report 2018 of Samsung, the company has approximately 2.436 suppliers around the world (Samsung,2019), most of them locates at Asian and America. With the aim of controlling effectively inbound logistics, Samsung owns some of logistics firms as its subsidiaries, noted is Samsung Electronics Logitec, which was established in 1998 as an integrated enterprise logistics management agent (Dudovskiy, 2017). 3.2.2. Operations Samsung Electronics is a global company that operates 39 production bases in 17 countries around the world (Samsung,2017). At the end of 2017, Samsung Electronics had 199 worldwide operation hubs, including our HQ in Suwon, South Korea, manufacturing subsidiaries, sales subsidiaries, design centers and research centers, while operating 15 Regional Offices in Korea, North America, Europe, Southeast Asia, Africa and other regions of the world. 3.2.3. Outbound logistic 3.2.4. Marketing and Sales 3.2.5. Service 4. The risks for the Samsung’s business-level strategy. It could be concluded that Samsung is pursuing both Differentiation and Cost leadership strategy which makes Samsung become a major player in Electronics market nowadays. However, Hiit, Ireland and Hoskisson (2017) claim that the combination is risky for some main reasons. First, it is quite difficult for the company to perform and maintain primary and support activities to respond the requirements of both differentiation and cost leadership strategy (Hitt, Ireland & Hoskisson, 2017). Second, the potential risk that the company can face is “stuck in the middle” which happens when the company cannot make the products that does not has low the price enough to attract the customers and also are not significantly differentiated to create values for the customers (Hitt, Ireland & Hoskisson,2017). Appendix: Appendix A: Five types of business-level strategy. Appendix B: The value brand and the reputation of Samsung: The company is ranked at 6th position among top 100 big brands in the world (Samsung, 2019). The figure for value brand of Samsung is approximately USD 59.980 billion in 2018 (Samsung, 2019). The company is also considered as the leader in all of the industries what it participates such as semiconductor, OLEDs, smartphone and digital TV (Song & Lee, 2014). Appendix C: Key drivers for Samsung Electronics strategy (Razdan,2017). Samsung Electronics Competitive advantage In-sync with Mission Value chain element Business divisions Factors Key drivers Design Manufacturing Distribution Sales Retail Consumer Electronics (CE) IT and Mobile (IM) . Deliciated production facilities . R&D . Talents Differentiation Quality, Synergies, Internationalization Manufacturing Device Solution (DS) Low cost production Cost leadership Quality, Price. Appendix D: Value chain of Samsung (Samsung, 2018) Vardhan, R. (2016). Business level strategies. Retrieved 9 August 2019, from https://www.slideshare.net/rajvardhan7/business-level-strategies-63667890 Student name: Tran Ba Tuan Student number: 11668038 MGT 510: Assignment 2. Executive: Corporate strategy is concerned with how large organizations such as Disney, Boeing or Samsung create value across a variety of business activities. Although executives aware of the importance of corporate strategy, organizations still struggle with it. In the report, Samsung's corporate strategies will be analyzed. In the first part, the concepts of corporate strategy will be introduced. The second part of the report identifies and evaluate Samsung's corporate strategies which include global, diversification, acquisition and alliance strategy. In the final part, some recommendations for the implementation of corporate strategy will be suggested for Samsung. Table of Contents 1.Introduction.4 2.The concept of corporate strategies.4 3.Samsung's corporate strategy.4 3.1.Samsung’s global strategy.4 3.2.Samsung’s diversification strategy.5 3.3.Samsung’s acquisition strategy.6 3.4.Samsung’s alliance strategy.7 4.Evaluating Samsung's corporate-level strategy.7 4.1.The global strategy.7 4.2.The diversification strategy.8 4.3.The acquisition strategy.8 4.4.The alliance strategy.8 5.Recommendation of alternative strategic initiatives.8 6.Conclusion.9 7.References.10 1. Introduction. In the present ages, organizations are an effort in finding and implement a practical strategy to deal with challenges in the VUCA world. It is clear that in order to be a significant player, companies need to develop and implement proper corporate strategies. Nordmeyer (2017) claims that the corporate level strategy helps the organization to determine the extent of an organization 's activities and the technique and approach in which a company's business activity assist and foster the other activities with the aim of achieving company's objective. Corporate-level strategies are the set of selections and activities that multinational companies such as Apple, Tata Group or Samsung use to make and seize value across their business activities during their lifetime which is considered as an important approach to reach a maximum financial performance for the corporates (Sull, Turconi, Sull & Yoder, 2017). The aim of the report is identifying and evaluating the corporate level strategy that Samsung has implemented, and some recommendations will be proposed for Samsung to increase its effectiveness. 2. The concept of corporate strategies. Hubbard, Rice, and Galvin (2019) suggested that corporate strategy handle matters involved in the portfolio mix of business held by a multi-business organization. Whereas, Leonard (2018) suggested that the aim of corporate strategy is to make value, growing a distinct selling advantage and seize the highest market share. 3. Samsung's corporate strategy. 3.1. Samsung’s global strategy. Firstly, in order to achieve the vision, from 1990 to present, Samsung has implemented Global strategy (Visnji, 2019), which could be illustrated as on the one side global consolidation and expenditure reduction and on the other side quite a low responsiveness and distinction (Hubbard, Rice & Galvin, 2019). According to Leonard (2018), there are three key components of Global strategy include cost leadership, market expansion, and sourcing. To begin with, Samsung creates efficient economies thought location choice. Samsung chooses areas to locate manufacturing and R&D centers in the priority of low local costs (Simonin, 2014). During period of 2 years starting from 2014, Samsung increased focus on manufacturing with low cost strategy, driven by reduction revenue in China (-17.75%) and EU (-18.40%) (Razdan, 2017) and convert Viet Nam into its global production with 4 plants and the total investment around US $20 billion (Linh, 2017). According to Burkhart (2019), the main reason for Samsung's decision to invest manufacturing in Viet Nam is reducing cost, this is because that the cost labor, the cost to rent industrial land, imported material and component cost in Viet Nam is much cheaper than China. For the European market, Samsung chooses Poland as a destination to manufacture its electronic devices where the response to the requirements both of criterion include costs and qualified labor (Simonin, 2014). For R&D centers, Samsung appreciates regions where brings to it the advantage of tax (Simonin, 2014). For instance, in order to attract Samsung, in 2013, the government of San Jose and California established the Memorandum of Understanding to give economic development incentives for Samsung which include hastening license, decreasing tax and reducing traffic effect fee (Walesh, 2013). Furthermore, Samsung releases its devices which are produced massively and standardized (Simonin, 2014). Simonin (2014) suggested that the “Chaebol” emphasis on selling its devices in every market with no or little modifications. For instance, Samsung Electronics has dominated in making highly standardized memory chips into a leading global provider of LCD flat-screen television sets and advanced home appliances (Lei & Slocum, 2013). According to Simonin (2014), Samsung standardizes major of its end customer products to suit most countries with a slightest of local differentiation with the aim of reaching local customer needs with the smallest adjustment and lowest costs. For example, Samsung provides smartphones with several screen sizes, features and prices, when they release the Galaxy S5, they also develop five other versions include the Galaxy S5 Active and Sport; the mini version with smaller screen and cheaper; the version K with the higher quality of camera which is