Market Innovative Strategy: A Case of LG Electronics

Bhatt, P.R.

dc.contributor.author	Bhatt, P.R.
dc.date.accessioned	2015-04-28T08:48:15Z
dc.date.available	2015-04-28T08:48:15Z
dc.date.issued	2003-12
dc.identifier.uri	http://hdl.handle.net/2259/564
dc.description	VISION: The Journal of Business Perspectives, July-December 2003, pp, 87-96	en_US
dc.description.abstract	LG Electronics (LGE) is the third in the rank of three largest chaebols after Hyndai and Samsung in South Korea. LGE has got more than 70 subsidiaries in 40 countries. The thrust of LGE was on home appliances. PC related multimedia products, electronic products and telecommunication products such as handsets, mobile systems and network system. LGE aimed at attaining top position in digital TV and telecommunication equipments in the world. It also aimed at strengthening its core competency as 'Digital Leader' in electronic products and equipment in the digital era. Bon Moo Koo, after taking over as Chairman of LG Group in 1995, has adopted " Leap 2005" as the basic philosophy of LGE Group. According to the principle of "Leap 2005", LG Group was to grow from around US$38 billion in 1994 to US$380 billion by 2005 with 50% coming from international sales. LGE has adopted a diffentiation strategy to concentrate on the high end of the entire products segment it enters. It cultivated as imag...	en_US
dc.language.iso	en	en_US
dc.publisher	Vision: The Journal of Business Perspective	en_US
dc.subject	Marketing	en_US
dc.subject	Marketing Innovative Strategy	en_US
dc.subject	LG Electronics	en_US
dc.title	Market Innovative Strategy: A Case of LG Electronics	en_US
dc.type	Article	en_US