SI
SI
discoversearch

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor.  We ask that you disable ad blocking while on Silicon Investor in the best interests of our community.  If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.
Technology Stocks : Rambus (RMBS) - Eagle or Penguin -- Ignore unavailable to you. Want to Upgrade?


To: Don Green who wrote (36289)1/6/2000 2:08:00 AM
From: Don Green  Read Replies (1) | Respond to of 93625
 
O.T.

But something to keep in the back of your mind??

Business Week's latest Issue

The 25 Top Managers of the Year

Overhauling Samsung

KEY ACCOMPLISHMENTS

Profits up tenfold in '99, to $2.4 billion, on sales up 24%, to $22 billion

Share price up more than 200% in 1999

These have not been easy times for South Korean executives. Two years after the worst economic meltdown of the post World War II era, many are still struggling to get their companies back in gear. Few have succeeded in as dramatic a fashion as YUN JONG YONG, CEO of Samsung Electronics. His secret? A willingness to jettison decades-old ways of doing things in favor of basic business common sense and Western management ideas. By doing so, he is spearheading a revolution in Korean industry.

Yun, 55, had been CEO less than a year when the Asian financial crisis hit in the fall of 1997. With Korea's currency trading at depressed levels, many of its giant corporate chaebol were cranking up production in an attempt to flood foreign markets. After all, the mantra in South Korea had long been to build market share, no matter what.

But Yun, a 30-year Samsung veteran, broke with tradition. He slashed production of TVs and other appliances, cut a third of Samsung's workforce, and streamlined inventories, shaving $3 billion in costs and accounts-receivable. Next came a restructuring. Samsung sold or spun off dozens of companies unrelated to its core businesses and wrote off investments in such money losers as Samsung Motor and computer maker AST. Most important, Yun has diversified into new high-margin businesses. Back in 1995, the company had been dependent on memory chips for 50% of sales. That's now down to 20%, with the rest spread over telecom equipment, liquid-crystal displays for computers, and other high-technology gear.

Today, Samsung is stronger than ever. Sales and profits are soaring. Well positioned for the digital revolution, Samsung may soon rank alongside the likes of electronics star Sony. As for Yun, he has emerged as a model executive for a still struggling Korea.

businessweek.com