Plz read the below or attached assignments & only write EXECUTIVE SUMMARY of 150 words plzzz 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) Samsungs 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 Samsungs 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. 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) Support activities. Firm infrastructure. Human resource management Technology development Procurement Primary activities. 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). 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. Outbound logistic Marketing and Sales Service The risks for the Samsungs 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

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