STRATEGIC MANAGEMENT ASSIGNMENT

SUBMITTED BY : PRIYANKA GIRI ENROLLMENT NO :04315603911 MBA IV SEM

IDENTIFY TWO FIRMS OF YOUR CHOICE. ONE THAT IS A SINGLE BUSINESS UNIT AND THE OTHER WHICH HAS SEVERAL RELATED BUSINESSES. 1. Read the published material on these firms & analyze the corporate profile of each company. 2. In each organization, identify the relevance of 5 strategic job positions, their roles & responsibilities & their relevance to the overall strategic management of the organization.

SINGLE UNIT BUSINES FIRM ( SAMSUNG)

Samsung Electronics is an electronics Samson. One of the world's largest semiconductor manufacturers, Samsung Electronics is also South Korea's top electronics company. It makes many kinds of consumer devices, including DVD players, digital TVs, and digital still cameras; computers, color monitors, LCD panels, and printers; semiconductors such as DRAMs, static RAMs, flash memory, and display drivers; and communications devices ranging from wireless handsets and smartphones to networking gear. The company, which is the flagship member of Samsung Group, also makes microwave ovens, refrigerators, air conditioners, and washing machines. Nearly half of sales come from the Asia/Pacific region. Samsung Electronics Co., Ltd. is a Korea-based company principally engaged in the provision of consumer electronic products. STRATEGIES OF SAMSUNG The Company operates its business under two divisions. The End Product division manufactures and sells digital media products such as digital televisions (TVs), monitors, printers, air conditioners, refrigerators and others, as well as information and communication products such as third-generation (3G) phones, smart phones, communication systems and others. The Component division manufactures and sells semiconductors such as memory chips, system large scale integrated circuit (LSI) products, storages and others, as well as liquid crystal display (LCD) products such as LCD displays used for TVs, monitors, notebook personal computers (PCs) and others. The Company is also engaged in solar cell business. In January 2011, it acquired a display technology firm, Liquavista BV. On July 1, 2011, it sold its solar cell business to SAMSUNG SDI CO.,LTD pricing In relation to the prices the company adheres the average prices. The prices above that level were set only by Nokia. Other competitors have lower prices. Samsung Incorporation uses the market-

based method (the leader + psychological pricing), settling up the prices. Until recently, the market leader in touch devises was Nokia. The prices for all models with the odd numbers are a little less than a round ones (Park, 2009).

Promotion The company has three types of promotion (Yu, 1998): 1. Selective. The company provides distribution of its products only through intermediaries, who own special skills that allow them to offer these products to market more effectively; 2. Intensive. The priority is to achieve the largest possible presence of the products in retail outlets, so the company tries to sell the largest possible number of outlets. This is how they sell to the mass markets. 3. Exclusive. The company sells its products through a limited number of intermediaries. The most commonly used in the luxury segment, to emphasize the exclusivity of these products. The higher priced phones and other electronics are sold through this. Placement The company has been founded in South Korea; however it earns the majority of the profit in the China and India markets. In addition, due to the marketing strategy, Samsung releases the new types of phones into those markets, where the competitors haven`t any.

STRATEGIC JOB POSITIONS

1.NARAYAN SINHA (CHAIRMAN OF AUDITING COMMITTEE) ROLES AND RESPONSIBILITIES Reviewing, with the management, the quarterly financial statements before submission to the Board for approval. Reviewing, with the management, performance of statutory and internal auditors, adequacy of the internal control systems. Reviewing the adequacy of internal audit function including the structure of the internal audit department, staffing and seniority of the official heading the department, availability and deployment of resources to complete their responsibilities and the performance of the out-sourced audit activity.

1. MAHESH KUMAR (DIRECTOR OF HR COMMITTEE) ROLES AND RESPONSIBILITIES

Attraction and Retention strategies for employees. Employees Development Strategies. Compensation (including salaries and salary adjustments, incentives/benefits bonuses, stock options) and performance targets for the Chairman and Managing Director (CMD) and Joint Managing Directors (JMDs) Executive Directors. All Human Resources related issue. Other key issues / matters as may be referred by the Board or as may be necessary in view of Clause 49 of the Listing Agreement or any statutory provisions.

2. DINESH GUPTA (CHAIRMAN OF ESOP Compensation Committee) ROLES AND RESPONSIBILITIES

To formulate ESOP plans and decide on future grants. To formulate terms and conditions on followings under the present two Employee Stock Option Schemes of the Company the quantum of option to be granted under ESOP Scheme(s) per employee and in aggregate; the conditions under which option vested in employees may lapse in case of termination of employment for misconduct; the exercise period within which the employee should exercise the option and that option would lapse on failure to exercise the option within the exercise period; the specified time period within which the employee shall exercise the vested options in the event of termination or resignation of an employee; the right of an employee to exercise all the options vested in him at one time or at various points of time within the exercise period; the procedure for making a fair and reasonable adjustment to the number of options and to the exercise price in case of rights issues, bonus issues and other corporate actions; the grant, vest and exercise of option in case of employees who are on long leave; and the procedure for cashless exercise of options. Any other matter, which may be relevant for administration of ESOP Schemes from time to time To frame suitable policies and systems to ensure that there is no violation of Securities and Exchange Board of India (Insider Trading) Regulations, 1992 and Securities and Exchange Board of India (Prohibition of Fraudulent and Unfair Trade Practices relating to the Securities Market) Regulations, 1995. Other key issues as may be referred by the board.

3. AJAY LAL ( CHAIRMAN OF INVESTOR GRIVIENCES COMMMITTE ROLES AND RESPONSIBILITIES

Formulation of procedures in line with the statutory guidelines to ensure speedy disposal of various requests received from shareholders from time to time; Redressal of shareholders and investor complaints/ grievances e.g. transfer of shares, non receipt of balance sheet, non receipt of declared dividend etc.; To approve, register, refuse to register transfer / transmission of shares and other securities ; To sub-divide, consolidate and / or replace any share or other securities certificate(s) of the Company; To authorise affixation of common seal of the Company; To issue duplicate share other security(ies) certificate(s) in lieu of the original

share/security(ies) certificate(s) of the Company; To approve the transmission of shares or other securities arising as a result of death of the sole/any joint shareholder; To dematerialize or rematerialize the issued shares; To further delegate all or any of the power to any other employee(s), officer(s), representative(s), consultant(s), professional(s), or agent(s).

4. ASHOK WALIA ( DIRECTOR OF NOMINATION COMMITTEE) ROLES AND RESPONSIBILITIES Review and recommend the structure, size and composition (including the skills, knowledge, experience and diversity) of the Board and board committees. Evaluate the balance of skills, knowledge, experience and diversity on the Board for description of the role and capabilities required for a particular appointment. Identify and nominate for the approval of the board, candidates to fill board vacancies as and when they arise. Review succession planning for executive and non-executive directors and other senior executives particularly the Chairman and CEO's. Recommend suitable candidate for the role of lead independent director. Recommend the appointment of any director or his relative to executive or other employment/place of profit in the Company. Conduct an annual evaluation of the overall effectiveness of the Board and the committees of the Board.

MULIPLE BUSINESS UNIT( RELIANCE INDUSTRIES)

Reliance Group

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 66 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company in India. Backward vertical integration has been the cornerstone of the evolution and growth of Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration and production - to be fully integrated along the materials and energy value chain. The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles, retail, infotel and special economic zones. Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre producer in the world and among the top five to ten producers in the world in major petrochemical products. Reliance believes that any business conduct can be ethical only when it rests on the nine core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and Caring. The essence of these commitments is that each employee conducts the company's business with integrity, in compliance with applicable laws, and in a manner that excludes considerations of personal advantage. We do not lose sight of these values under any circumstances, regardless of the goals we have to achieve. To us, the means are as important as the ends.

For Reliance Growth is care for good health Reliance's occupational health centers carry out pre-employment and periodic medical checkups as well as other routine preventive services. Specialised tests like biological monitoring, health risk assessment studies and audits for exposure to various materials are also performed. Health education and awareness form an integral part of the healthcare programme at Reliance Growth is care for safety We believe that the safety of each employee is the responsibility of the individual as well as of the whole community of employees Growth is care for the environment Reliance believes that a clean environment in and around the workplace fosters health and prosperity for the individual, the group and the larger community to which they belong. Environmental protection is an integral part of the planning, design, construction, operation and maintenance of all our projects. Growth is betting on our people Reliance builds with care a workplace that proactively fosters professional as well as personal growth. There is freedom to explore and learn; and there are opportunities that inspire initiative and intrinsic motivation. We believe that people must dream to achieve, that these dreams will drive the company's excellence in all its businesses. Reliance thinks, behaves, lives and thrives with a global mindset, encouraging every employee to reach his / her full potential by availing opportunities that arise across the group. Growth is thinking beyond business As corporate citizens, we invest in social infrastructure, believing strongly that our business strength fuels our social contributions. To this end, Reliance encourages, funds and develops

numerous education, health, human capital and infrastructure initiatives. These initiatives are undertaken through partnerships with non-governmental organizations, corporates and trusts.

STRATEGIC JOB POSITIONS

1 ARUN WALIA (VICE CHANCELLOR) ROLES AND RESPONSIBILITIES Sets, in consultation with the Chief Executive and Company Secretary, the Board meeting schedule and agenda to take full account of the important issues facing the Group and the concerns of all Directors, and ensures that adequate time is available for thorough discussion of critical and strategic issues. Ensures that the Board is properly briefed on issues arising at Board meetings and receives, in a timely manner, adequate information which must be accurate, clear, complete and reliable, to fulfill its duties, such as reports on the Groups performance, the issues, challenges and opportunities facing the Group, and matters reserved to it for decision. Arranges informal meetings of the Directors at least annually, including meetings of the Non-executive Directors at which the Chief Executive is not present, and ensures that sufficient time and consideration is given to complex, contentious or sensitive issues. Ensures that there is effective communication with shareholders, and that each Director develops and maintains an understanding of the stakeholders views .

2. MUKESH AMBANI (Chief Executive Officer & Managing Director) ROLES AND RESPONSIBILITIES To initiate to the board on all items on the agenda, with the additional capacity of initiating issues outside the agenda for decision making, in accordance to the ordinances of the law and the Company's statutes. To monitor the Company's daily operations, as well as to supervise the undertakings of each of its operational units and organizational sectors, as well as the discharge of duties of the Company's employees in all areas. The CEO may transfer a part of his/her competences stipulated by the law and the Company's Articles of Association to other members of the board, the executive directors, managers or other company employees. The CEO drafts a contract of employment with the Company. The duration of the contract, the remuneration, as well as the general employment terms of the CEO are determined upon the decision of the Company's Board of Directors .

3) KUNALK SHARMA (Whole-time Director & President) (HEAVY ENGINEERING) ROLES AND RESPONSIBILITIES

The Heavy Engineering Operating Company comprises different Strategic Business Units

dealing with Domestic as well as International business covering Equipment & Systems for Refineries, Fertilizer & Chemical Process plants, Power Plants, Nuclear Power, Defense and Aerospace industries. The Shipbuilding Operating Company caters to shipbuilding in commercial and defense sectors. Currently, in addition to Mumbai & Hazira, he is responsible for facilities located at 5 other work centres in India andTATA Heavy Engineering LLC in Oman. He is also responsible for two new facilities now nearing completion: one for Special Steels & Heavy Forgings (a JV with NPCIL) 4) P S SUBRAHMANYAN (Whole-time Director & Sr. EVP) (Construction & Infrastructure) ROLES AND RESPONSIBILITIES Mr. S.N. Subrahmanyan is a Civil Engineer with post graduation in Management. Since passing out in 1984, he has been working with RELIANCE. He started off as project planning engineer involving costing and job planning, and was soon handpicked and was instrumental in developing the MIS, Budgets and Strategic Planning for ECC Division of RELIANCE

5) NIRANJANA RAI (Whole-time Director & Chief Financial Officer) ROLES AND RESPONSIBILITIES As a Chief Financial Officer his is responsible for financial planning and record-keeping, as well as financial reporting to higher management. He is also responsible for analysis of data.