No. 49: 事業とは、顧客の創造である。(March 23, 2010)
韓国のサムソン電子が、グアテマラやアンゴラなどで、市場開拓に本腰を入れ始めた。有能な社員を新興市場に送り込み、現地に即したマーケティング戦略を構築し、世界中にサムソン製品を浸透させている。サムソン電子の大躍進は、経営陣の戦略の正しさと、それをバックアップする韓国の現政権の素晴らしいリーダーシップにある。アウトプットをインプットで割ると、生産性が計算できる。つまり、アウトプットを増やすか、インプットを減らせば、ただちに生産性を上げることは可能である。前者を選んだのが対外指向の韓国政府なら、後者を選んだのが内向指向の日本政府といえる。ドラッカーが言うように「事業とは、顧客の創造」である。新興国という市場を、さらに細分化して奥地に橋頭堡を築くサムソンの戦略は、まったく理にかなっている。インプットの削減では、大きな成果を上げることは難しいが、アウトプットは無限に増加させることが可能である。
No. 49: Business is to create and keep a customer. (March 23, 2010)
Samsung Electronics of Korea has started to make genuine efforts to develop the market in such less-developed countries as Guatemala and Angola. The company is increasing its presence in the global market by stationing competent staffs in emerging markets worldwide. The dispatched staffs are required to be at home in the local culture and devise a business strategy suitable most to the local market. The great development that Samsung is scoring can be attributed to its right management strategy as well as to the wonderful leadership of the current Korean resume. You can get productivity by dividing output by input. That is, you can improve productivity in a short period of time by increasing output or by decreasing input. The outward-looking Korean government selected the first alternative, while the inward-looking Japanese government picked the second alternative. As Peter Drucker said, “The objective of business is to create and keep a customer.” Samsung segments the emerging market and builds a bridgehead in the less-developed market. This is totally an intelligent and reasonable strategy. It is very important to know that you cannot improve productivity drastically by decreasing input, but you can improve it infinitely by increasing output.
No. 49: Business is to create and keep a customer. (March 23, 2010)
Samsung Electronics of Korea has started to make genuine efforts to develop the market in such less-developed countries as Guatemala and Angola. The company is increasing its presence in the global market by stationing competent staffs in emerging markets worldwide. The dispatched staffs are required to be at home in the local culture and devise a business strategy suitable most to the local market. The great development that Samsung is scoring can be attributed to its right management strategy as well as to the wonderful leadership of the current Korean resume. You can get productivity by dividing output by input. That is, you can improve productivity in a short period of time by increasing output or by decreasing input. The outward-looking Korean government selected the first alternative, while the inward-looking Japanese government picked the second alternative. As Peter Drucker said, “The objective of business is to create and keep a customer.” Samsung segments the emerging market and builds a bridgehead in the less-developed market. This is totally an intelligent and reasonable strategy. It is very important to know that you cannot improve productivity drastically by decreasing input, but you can improve it infinitely by increasing output.
