Showing posts with label LG. Show all posts
Showing posts with label LG. Show all posts

Monday, February 4, 2013

The Chuckling Chaebol cheats!

They ignored the potential of ‘Clean capitalism’ ; they were wrong...

Capitalists often wonder why South Korea was nicknamed the ‘Land of the Morning Calm’; there’ve been wars, invasions & power conflicts over decades… So what exactly defines ‘calm’? Alright, for being the capitalists that we are, let us overwrite the follies of the South Korean nicknamers, and move ahead… calling South Korea, the ‘Land of Chaebols’. Yes, we’re talking about those capitalist armies, represented by names like Samsung, Hyundai, LG, Daewoo, SK Corp et al, which are neck-deep into making money, but totally submerged when it comes to attaining power. Now that admixture often leads to one final potion – corruption! And that’s what this tale is all about; about their ride down the path of ‘crony capitalism’... Over the past five decades, as the South Korean economy grew like wildfire, the Chaebols too expanded, gaining great control over almost all the sectors in world economy and today, are proud about being names that control codes to many treasure boxes [or Pandora’s boxes?]. Of course, diversification was most definitely the ‘magic’ key for the Chaebols, with all the big names enjoying multiple feathers in their caps: Samsung, has 63 companies under its umbrella; LG has 51; SK Group has 62 and Hyundai Group has 9. So how did these conglomerates dare to launch a full-fledged attack on Global Inc.? The answer is simple – under the garb of ‘crony capitalism’.

This confluence of capitalism and policies became the breeding ground for ‘dark secrets and financial manipulations’ by the Chaebols. Dr. Van Jackson of the University of Maryland, who is also the global authority on East Asian History explains how Chaebols should rather be blamed for holding back the South Korean economy, and eroding away fairplay by posing two grave dangers – unstable concentration of capital & corruption. “Both these dangers scare-off risk-averse international investors, which naturally limits FDI. In this sense, it is reasonable to blame the Chaebols for ‘holding back’ the Korean economy,” he asserts.

And so were the thieves caught, one after another. In 2000, the much discussed multi-billion Chaebol-cheat Daewoo, collapsed! Getting cheap credits from banks was never an issue, and Daewoo used this to snap up companies… [It’s not very known that founder & former CEO of Daewoo, Kim Woo-choong’s father had been dictator Park Chung Hee’s teacher.] The company cut several secret deals with the government to bail out his shipbuilding unit and it is also believed that during 1997-98, Kim masterminded Asia’s biggest accounting fraud that inflated Daewoo’s stock by $32 billion! Ultimately, post-Daewoo, he fled...


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Thursday, October 25, 2012

“Honest pricing policy”

B&E: What were the vision and mission for the Indian market when LG started off its operations in India?

MBS: The company pursued the vision of becoming a true leader, attracting customers worldwide through its innovative products and design. In the first few years after its entry, LG did not get into price wars. Unlike other players, it did not offer any exchange schemes or discounts. We believed in an ‘honest pricing policy’ and our message to customers read ‘No scheme, no gimmick, great products and honest prices.’

B&E: What understanding of the Indian market did LG had then and what strategies did LG as a company formalise for penetration at that time?

MBS: Since its initial years in India, LG has focused on bringing out new models regularly in its product range. In its first year of operation in India, LG launched 70 models across a range of products. In 1997, it introduced its Golden Eye Technology TV, which had a light sensitive natural algorithm ‘eye. Thus, LG showed that it cared for customers’ health through its products. LG’s concern for health of customers was its Unique Selling Proposition (USP) in the Indian consumer durables market. Similarly, LG positioned its refrigerators as the ‘preserve nutrition system’ refrigerators.

B&E: What were the key challenges that LG as a company had to face at that time?

MBS: When LG started its operations in 1997, it sold products that were imported. Hence, its products were priced high and were equivalent to other foreign (Japanese) products. However, in 1998, LG launched ‘Sampoorna’, its first low priced TV for rural consumers, and followed it with ‘Cineplus.’ The Indian customers wanted the best products at reasonable prices; LG started introducing quality products in the economy range.


Source : IIPM Editorial, 2012.

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IIPM : The B-School with a Human Face
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“No schemes! No gimmicks!!”

LG finally had it right the third time in india. now it is decisively upping the stakes

“Our determination for walking the full distance is unwavering. We would like to move faster but we won’t be impatient. A broad consensus in favour of industrialisation (in India) is gradually emerging and we trust that the respective Governments are doing their best...”

Yes, this is a comment from a Korean company on its commitment towards India. But while you may be tempted to think this is LG, it is actually a comment from Posco, when we asked them how, despite the problems with the steel plant, the company continues to stubbornly invest time and money in its India plans. While making steel and making consumer durables are like chalk and cheese, Posco’s determination may be due in part, to the inspiring forays of other Korean MNCs in India; LG in particular.

LG had earlier tested the waters with two unsuccessful attempts (in the form of JVs with Bestavision and Birla group). In March 1997, K. R. Kim (who was then working in Panama) was bought on board to spearhead the Indian subsidiary of the Korean consumer durable giant. Moreover, the market, which was led by the likes of BPL, Onida, Videocon, Weston, Philips, et al, was now changing. LG, along with the other Korean giant Samsung, proved more than a handful for the incumbents, with their aggressive pricing, promotion and distribution strategies.

Cut to 2009, the company has not only clocked a mind boggling turnover of Rs.107.93 billion in 2008 (with a growth rate of 18%) but is also aiming high for its next big fix – the $6-billion revenue target by 2010. But the initial experience of LG in India has not been a cakewalk as the key challenge for the company at the time was not of growth but of survival. From cultural conundrums to corruption, from office space hiccups to high attrition rates, the company had it all. In fact, there was a time when the durable giant had to bear the wrath of the local land mafia and criminal elements at its manufacturing base at Greater Noida in Uttar Pradesh.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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