In essence, a smart TV is more like a smartphone and a great deal superior to the “idiot box” it used to be called (Sinclair 2011a, 3; Sinclair 2011c, 3).
This strategic marketing plan is prepared for Samsung TV, which is particularly geared toward the Australian market. Before this report proceeds to Samsung TV, it will discuss the SBU in general first. Samsung (2011) aims to position itself as a leader in “innovative technology, distinctive designs, and a dual focus on convenience and value.” From 2007 to 2010, Samsung Electronics experienced continued revenue growth (Businessweek, 2011). The company posted 2007 revenues of $84.49 billion, which increased by $48.14 billion by 2010. In 2010, Samsung made $132.626 billion in revenues (Businessweek, 2011). Gross profit also jumped from $23.695 billion in 2007 to $44.569 billion in 2010 (Businessweek, 2011). Samsung also enjoyed profitability ratios that are part of the top ones in the industry. Return on Assets is 6.83%, Return on Capital is 9.11%, and Return on Equity is 16.07% (Businessweek, 2011). Gross margin is 31.86% and EBITDA Margin is 16.81% (Businessweek, 2011).
Samsung Electronics Australia was created in1987 as a sales and marketing auxiliary of Samsung Electronics (AO3 2011). Samsung Electronics Australia is composed of three divisions: “Consumer Electronics, Information Technology, and Telecommunications” (AO3 2011). Furthermore, Samsung Australia’s TV business unit is considered as a “key driver in the Samsung Set Business portfolio, along with the Mobile phone business” (Samsung 2011). The TV business has held a strong top position in the market share (Samsung 2011). LED TVs have led the growth in the TV business, while Samsung’s LCD and Plasma TVs are also industry leaders (Samsung 2011). This indicates that for Samsung Australia, Samsung TV is a strategic fit within the corporate structure, because it sustains the marketing of innovation and ...