文档介绍：Optimal Marketing
Marcel Corstjens; Jeffrey Merrihue
Insead; Accenture
3,769 words
1 October 2003
Harvard Business Review
114
0017-8012
English
Copyright (c) 2003 by the President and Fellows of Harvard College. All rights reserved.
When Eric Kim, executive vice president of global marketing operations for Samsung Electronics,
joined pany in 1999, he accepted a daunting challenge: build the Korean manufacturer’s
brand into a force that would rival industry leader Sony in revenue, profit, and prestige—within
five years.
It wasn’t going to be easy. At that point, Samsung was arguably the biggest consumer electronics
maker that consumers had never heard about. pany peted for three decades mainly as
a behind-the-scenes supplier puter monitors and semiconductors to more powerful
multinationals. Even as it increasingly went to market with its own branded PDAs, mobile phones,
and DVD players, Samsung was considered a low-cost provider, with low visibility to match. Kim
needed to make Samsung a household word, and one synonymous with innovation and quality.
He was given a marketing budget of a billion dollars—a great deal of money but, considering how
many regions and product categories that sum had to support, not an endless supply. Kim and his
team would have to ensure that pany’s budget allocation would reap maximum returns on