Silicon Investor (SI) -- The First Internet Community

STOCKTALK

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 : Zenith - One and Only -- Ignore unavailable to you. Want to Upgrade?

To: Robert Utne who wrote (4552)	3/4/1998 12:47:00 AM
From: Robert Utne	Read Replies (1) \| Respond to of 6570

More South of the Border with LGE... "LGEPS-Advance Bases for Covering 22 Central and South American Countries. Since its foundation in 1980, LGEPS (LGE's subsidiary in Panama) has grown rapidly, with sales topping the $100 million mark in 1994 and the $200 million mark in November 1997. LGEPS has somewhat of a unique structure, using the Free Zones of Miami, U.S.A., and Colon, Panama for intermediary trade and handling 22 countries (6 Central American, 6 South American, and 10 Caribbean) through direct distribution and co-marketing. To manage such a diverse region, it became clear that a market diversification strategy is the only way. Direct marketing to various countries is strengthened and the industry's first international warranty system was introduced in 1994 as well as a 24-hour service system, all in an effort to raise LGE's brand recognition and satisfaction. In 1994, LGEPS chose Ecuador as its model and initiated a 24-hour service system for Super A activities this year. As a result, sales jumped by more than 40%, and LGE surpassed Sony in the TV market to grab the No. 1 share. Based on this success, the 24-hour service system was expanded to Panama, Paraguay, and the Dominican Republic in 1995, and to Costa Rica, Venezuela, and Guatemala in 1996. LGEPS is focusing not only on external growth but also on maintenance of its internal management system and human resource development. In 1996, a section-based budgeting system was adopted, and to help foster local employees, 15 of them were sent to the LGE headquarters for long-term training in 1997. In 1998, about 20 more will be sent to Korea for business training, which will mean that almost 60% of the total employees will have gotten the opportunity to visit Korea. In 1997, LGEPS made the challenge of changing the brand from GoldStar to LG. Now it is striving to boost sales above the $300 million level and establish itself as a company close to its customers. Source: LGE -------------------------------------------------------- Where does Zenith fit concerning LGE's Latin America and Caribbean marketing and distribution strategies? ZE shareholders need to be kept informed.