This case is to be used either with or after the cases GM 841, GM 842, and GM 843. The case consists of a collection of quotes from various sources and covers diverse issues occurred between 1994 and early 2000 at Samsung Electronics and in the DRAM industry. The students can address issues like what Samsung Electronics did in the past to sustain its competitiveness and what Samsung should do in the future to maintain its competitiveness to its future success in the semiconductor business.
Samsung Electronics Co., Ltd. (A): Radical innovation for the DRAM business
Summary
Samsung Electronics became the world's largest memory chip manufacturer within 10 years. The case (A) is the first in a two-part case series focuse...
Reference
IMD-3-0841
Copyright
©2000
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IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd. (B): World's pacesetter in the DRAM business
Summary
The case (B) is the continuation of the case (A), GM 841. Samsung Electronics started implementing its business plan in 1983. This case is written ...
Reference
IMD-3-0842
Copyright
©2000
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IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd. in the 1990s: Sustaining competitiveness
Summary
This case is to be used either with or after the cases GM 841, GM 842, and GM 843. The case consists of a collection of quotes from various sources...
Reference
IMD-3-0844
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©2000
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IMD Copyright
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English
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Samsung Electronics Co., Ltd.: Managing knowledge and quality
Summary
This case focuses on "what" Samsung Electronics did to build its technological capabilities and achieve outstanding quality of products. This case ...
Reference
IMD-3-0843
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©2000
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IMD Copyright
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Is sustainability a luxury for listed companies?
Summary
Companies seek to move stock exchange listings to avoid ESG responsibilities.
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Overcoming adversity through innovation – Daikin at 100 (A): Leadership lessons
Summary
This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging market demands, notably during Japan’s post-World War II economic boom. By leveraging R&D in fluorocarbons and innovative cooling technologies, Daikin established itself as a leader in the air conditioning sector. The case highlights key leadership eras, notably the transformative periods under Noriyuki Inoue. Under Inoue’s stewardship, the company emphasized execution capabilities, prioritizing operational excellence alongside technological advancement. His leadership drove Daikin’s globalization strategy, enabling the company to become the second-largest fluorocarbon producer globally and the foremost player in the air conditioning market. As Daikin approaches its 100th anniversary, it faces contemporary challenges such as climate change and increasing consumer demands for energy-efficient products. The company’s commitment to innovation remains pivotal as it seeks to balance profitability with environmental responsibility. This case prompts discussion on Daikin’s strategic responses to evolving market conditions and the importance of leadership in sustaining growth.
Reference
IMD-7-2618
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Daikin Industries
Industry
Consumer Goods, Home Appliances
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Overcoming adversity through innovation – Daikin at 100 (B): Sustainability lessons
Summary
This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging market demands, notably during Japan’s post-World War II economic boom. By leveraging R&D in fluorocarbons and innovative cooling technologies, Daikin established itself as a leader in the air conditioning sector. The case highlights key leadership eras, notably the transformative periods under Noriyuki Inoue. Under Inoue’s stewardship, the company emphasized execution capabilities, prioritizing operational excellence alongside technological advancement. His leadership drove Daikin’s globalization strategy, enabling the company to become the second-largest fluorocarbon producer globally and the foremost player in the air conditioning market. As Daikin approaches its 100th anniversary, it faces contemporary challenges such as climate change and increasing consumer demands for energy-efficient products. The company’s commitment to innovation remains pivotal as it seeks to balance profitability with environmental responsibility. This case prompts discussion on Daikin’s strategic responses to evolving market conditions and the importance of leadership in sustaining growth.
Reference
IMD-7-2619
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Daikin Industries
Industry
Consumer Goods, Home Appliances
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Overcoming adversity through innovation – Daikin at 100 (C): China market lessons
Summary
Daikin’s success in the Chinese air conditioning market serves as a compelling case study in strategic adaptation and collaboration. Following its entry into the market in the 1990s, Daikin faced formidable competition from well-established domestic brands like Gree and Midea. Despite the initial challenges of breaking through in a fragmented and competitive landscape, Daikin’s innovative inverter technology became a distinguishing feature of its product offerings. The watershed moment in Daikin’s trajectory occurred in 2008 when it formed a strategic partnership with Gree, China’s largest air conditioner manufacturer. This collaboration enabled Daikin to tap into Gree’s expansive distribution network and manufacturing expertise, significantly enhancing its own market reach. The partnership proved mutually beneficial; Gree capitalized on Daikin’s advanced inverter technology while Daikin secured a foothold in a market driven by increasing consumer demand for energy-efficient solutions. By 2012, inverter air conditioners claimed over 60% of the Chinese market share, a figure that surged to over 90% by 2024, illustrating the success of their joint efforts. Furthermore, Daikin’s commitment to sustainability was manifested in its pioneering use of HFC-32 refrigerant, known for its low global warming potential. By openly licensing HFC-32 patents globally, Daikin not only positioned itself as an environmental leader but also fostered industry-wide innovation. This case highlights the critical importance of strategic partnerships and innovation in overcoming competitive challenges and underscores Daikin’s role as a transformative force in the global air conditioning market.
Reference
IMD-7-2620
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Daikin Industries
Industry
Consumer Goods, Home Appliances
Available Languages
English
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Busting the myth of flashy innovation
Summary
Learn why flashy innovation often fails and how a strategic, fact-based approach can drive real innovation success in corporate environments. Insights from industry experts.
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Leadership under fire: Inside the decision-making that saved Notre-Dame
Summary
How quick thinking, strategic choices, and trust in the team kept one of the world’s most iconic landmarks from destruction – lessons every leader can apply in times of crisis.
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Break down silos to unlock innovation potential
Summary
Learn how breaking down silos between M&A, in-house innovation, and partnerships can drive corporate innovation, improve resource allocation, and foster collaboration.
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Convenience store takeover: does 7-Eleven bid herald an unprecedented wave of M&A in Japan?
Summary
Bid for iconic Japanese convenience store chain could mean beginning of foreign M&As in Japan
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Entrepreneurship through acquisition: Vanessa Monestel’s search fund
Summary
GENEVA (SWITZERLAND), OCTOBER 2023. Vanessa Monestel was ecstatic. a day earlier, she had just signed the letter of intent (LOI) to acquire an Amsterdam-based fashion company. This was the culmination of her 18-month search for a company to acquir...
Reference
IMD-7-2514
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Novastone Capital Advisors
Industry
Finance and Insurance, Private Equity
Available Languages
English
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The mandate for innovation: Setting the stage for success
Summary
In the first in a series of articles looking at the complexities of corporate innovation, the authors consider why a clear innovation mandate is crucial to create an environment where creativity can flourish, and innovation consistently delivers t...
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