Samsung Quotes

You may have an iPhone, for example, but its microchips are made by Apple’s biggest competitor—the Korean electronics company Samsung.

Undoubtedly, the best way for a consumer to have a good time in the 2010s was to turn to Korean products: for a car, Kia and Hyundai; for electronics, LG and Samsung.

Bludgeoning, but the puppy is only to be hit exactly 7 times, and once this is completed, exactly 33.55 kg of Kingsford brand charcoal is to be placed on the puppy. 3 Samsung Galaxy s6 mobile phones are to placed around the puppy in a triangular formation, and each phone is to have both "Premium Tetris" and "Dog Barking Translator" installed on them. Once this is done, put a thermonuclear bomb inside the machine that is exactly 3 cm in width and 10 cm in height, and it is to be placed on the second Samsung Galaxy s6 placed in there. It is to be detonated using a functioning remote control made entirely out of sausages.

Once upon a simpler time, before apps, iPads, Samsung Galaxies, and the world of blazing-fast 4G, weekends were the busiest days of the week at Discount Electronix. Now the kids who used to come in to buy CDs are downloading Vampire Weekend from iTunes, while their elders are surfing eBay or watching the TV shows they missed on Hulu.

Jenny, I just signed an endorsement deal with Samsung.” He grins. “Let me spoil you with popcorn.

Never mind Communist solidarity, China and the Soviet Union wanted to do business with the likes of Hyundai and Samsung, not with state-owned enterprises in the North that didn’t pay their bills on time.

Shortly after getting on the bus, Coach Butler pinchered her head with her headphones and hit PLAY on her Walkman knockoff. It was a Samsung, some cheap Korean brand that would probably bust by the end of the year.

This process of innovation is made possible by economic institutions that encourage private property, uphold contracts, create a level playing field, and encourage and allow the entry of new businesses that can bring new technologies to life. It should therefore be no surprise that it was U.S. society, not Mexico or Peru, that produced Thomas Edison, and that it was South Korea, not North Korea, that today produces technologically innovative companies such as Samsung and Hyundai.

What created the Canons, the Samsungs, the Acers and so on in Japan, Korea and Taiwan was the marriage of infant industry protection and market forces, involving (initially) subsidised exports and competition between manufacturers that vied for state support.

From now on I want you to carry an Android phone with you, a Samsung or something. You must have one at the office?” “Yes, I think there are a couple.” “Good. So go straight into Google Play and download the RedPhone app and also the Threema app for text messaging. We need a secure line of communication.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

Fittingly, Harald's name today is ubiquitous as a technology that unites disparate devices. Begun in 1994 by the Swedish company Ericsson, Bluetooth passes information wirelessly between phones and computers regardless of operating system or manufacturer. Just as the tenth century Viking king united fierce rivals, a Samsung phone will now communicate with an Apple computer. The two runes that make up the modern symbol for Bluetooth technology are the king's initials. 176.

In early 2014, the global economy’s top five companies’ gross cash holdings—those of Apple, Google, Microsoft, as well as the US telecom giant Verizon and the Korean electronics conglomerate Samsung—came to $387 billion, the equivalent of the 2013 GDP of the United Arab Emirates.78 This capital imbalance puts the fate of the world economy in the hands of the few cash hoarders like Apple and Google, whose profits are mostly kept offshore to avoid paying US tax. “Apple, Google and Facebook are latter-day scrooges,” worries the Financial Times columnist John Plender about a corporate miserliness that is undermining the growth of the world economy.

In early 2014, the global economy’s top five companies’ gross cash holdings—those of Apple, Google, Microsoft, as well as the US telecom giant Verizon and the Korean electronics conglomerate Samsung—came to $387 billion, the equivalent of the 2013 GDP of the United Arab Emirates.78 This capital imbalance puts the fate of the world economy in the hands of the few cash hoarders like Apple and Google, whose profits are mostly kept offshore to avoid paying US tax. “Apple, Google and Facebook are latter-day scrooges,” worries the Financial Times columnist John Plender about a corporate miserliness that is undermining the growth of the world economy.79 “So what does it all mean?” Michael Moritz rhetorically asks about a data factory economy that is immensely profitable for a tiny handful of Silicon Valley companies. What does the personal revolution mean for everyone else, to those who aren’t part of what he calls the “extreme minority” inside the Silicon Valley bubble? “It means that life is very tough for almost everyone in America,” the chairman of Sequoia Capital, whom even Tom Perkins couldn’t accuse of being a progressive radical, says. “It means life is very tough if you’re poor. It means life is very tough if you’re middle class. It means you have to have the right education to go and work at Google or Apple.

The driver, whose name was Chase, pulled up in a silver Honda. He was cute, with a gap in his front two teeth—maybe age twenty-six at most. He looked like he was trying to grow a mustache, and his brown hair was past his ears under a baseball cap that read FML. He babbled that he was an actor, or was trying to become one. His favorite philosophy about acting was Uta Hagen’s, something about being a student of humanity. Well, for a student of humanity he was shitty at reading people. In my head I just kept saying, Shut up, shut up! I wanted to say, Don’t you know I am dying? But even in my dying I couldn’t be mean to him for fear that he would think I was a bitch. Why did I even care what he thought? Was my death unimportant? How could I prioritize the feelings of this vacant, mustached kid over my own—me, who was probably dying? I repeated, “That’s nice” and “Oh, interesting,” and lay down in the backseat. I didn’t announce that I would be laying down, I just did it. He wasn’t paying any attention to what I was doing, instead going on about an upcoming audition for a prescription allergy medication where he would play the son-in-law of a woman with adult allergies. He said he had mixed feelings about it, because he didn’t want to limit his range to pharmaceuticals. The part he really wanted was an audition for Samsung next week. He was trying out to play the phone. “It’s not easy to make it in this town. I’m going up against two hundred other potential phones, at least,” he said, looking in the mirror at the traffic behind him. I noticed he had green eyes. He really was cute. I waited for him to comment on me lying supine in his backseat, but he didn’t ask if I was okay. I suppose this was normal behavior in California. I closed my eyes and concentrated on my breathing. I wasn’t dead. I was breathing in the back of this cute idiot’s car. When we pulled up at Annika’s house, he stopped and said, “Okay, we’re here. Wish me luck at Samsung!” I opened my eyes and squinted at him. I wanted to tell him that I hoped he never got a part.

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

Samsung, “They did market research and came up with good news: nobody had heard of Samsung.” So the name stayed, even as they reinvented themselves, in what has become a textbook case of successful rebranding strategy. Samsung (which means “three stars”) began in 1938 as a Korean-owned fruit and fish company, during the period of Japanese rule.

Lee Kun-hee, the third son of Samsung founder Lee Byung-chull, took over as chairman of Samsung in 1987. In 1993, he held a conference for hundreds of Samsung executives at a hotel in Frankfurt, Germany, where he delivered a three-day speech, which became known as the Frankfurt Declaration of 1993. There he famously told his staff, “Change everything but your wife and kids.

Samsung digital TVs depended on countries making the switch from analog to digital television, which is why Samsung TVs did not take over world market share until this century.

Samsung still needed to refashion its brand image. There was a worrisome phrase floating around the business world in the 1990s, the “Korea discount.” This term, more politely called the “emerging market discount,” meant either that Korean companies were undervalued on the stock exchange or that Korean commercial goods had to be sold at a cut rate in order to be competitive on the global market.

July 1998, CEO Yun and nine other Samsung executives locked themselves up in a hotel and wrote their resignation letters. They made a pact that they would put the letters away for five months, at the end of which they would actually resign if they didn’t cut company costs by 30 percent.

2002, three years ahead of schedule and just one year after Forbes called the idea “off the wall,” Samsung’s market capitalization exceeded Sony’s. By 2005, its market cap of $75 billion was twice that of Sony’s.

culture critic Lee Moon-won opined, “Hallyu started with Samsung.” In other words, the popularity of Korean music and movies is hard to separate from the confidence that Samsung created in Korea the Brand.

In the days when the Galaxy S II was fighting it out against the HTC Sensation, Samsung could tout the fastest processor, nicest display, and best camera around, but now all of those specifications have generally plateaued.

apple brand is the school ,Samsung is a brilliant student

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The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

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people are replacing Samsung devices with cheaper alternatives.

Samsung Display depends on assured demand from Samsung Mobile, and when one falters, the other feels the pain too.

SmartThings said in a blog post this week that it would operate as an independent business within Samsung's Open Innovation Center and would relocate to a headquarters in Palo Alto. Joining forces with Samsung will enable SmartThings to support leading smartphone vendors, devices and applications, according to the blog post.

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RPX's current members include such giants as Apple, Amazon, Cisco, Dell, eBay, Google, Hewlett-Packard, HTC, IBM, Intel, LG, Microsoft, Oracle, Samsung, Sony, T-Mobile, and Verizon.

In a strange way, Samsung was legitimized by Apple’s attacks. The iPhone maker deemed the competition from the Galaxy to be serious enough to challenge.

It was the design of Angelo Ricci and Joe Czanek and Manuel Silva to call on the Terrible Old Man.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

mobile communications service providers to create a convergent app store. The 3 mobile communications service providers, Samsung

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But the rules for success in the twenty-first century are emerging, and they are radically different from the rules in the nineteenth and twentieth centuries. You can make art, you can create, and you can sell those creations—or at least make them well enough that you or your loved ones would be thrilled to own the things you have made, be they chairs, desks, plates, cups, clothing, lamps, computer accessories, or whatever. If you are willing to climb the knowledge ladder needed, maybe you, too, could become the next Elon Musk, Jack Dorsey, Jim McKelvey, or even Jazz Tigan. Here is the thing: You must learn to learn. We must learn to learn. We must develop our skills at creating, developing, and nurturing things and services that others value. The age of being a cog in a big machine and marching one’s way to a defined benefit plan retirement is over. In its place is a global talent pool with access to the same tools, knowledge, and equipment as everyone else and with competition coming from every angle inside and outside of the industry. Nokia and Motorola owned the cell phone industry top to bottom, and then BlackBerry came in to mess it up. But BlackBerry was just a harbinger of the change coming. Apple, at the time just a computer company, assaulted the cell phone cartel and won. It won big. And then Google—how crazy that is in retrospect—jumped in and changed it all up again. Now Samsung is making a good run at both of them.

Le “Smart Tv” ascoltano e diffondono ciò che sentono in casa 308 parole Il Grande fratello, ipotizzato da George Orwell in «1984», è tra noi e può spiare le nostre conversazioni casalinghe. Lo strumento che usa sono le «Smart Tv» e l’attivazione delle funzioni vocali dei telecomandi. Questo perché il televisore ascolta quello che si dice davanti a lui e può condividere quello che sente sia con il produttore del televisore sia con i proprietari delle applicazioni installate sul televisore. Quello che poteva sembrare una battaglia contro il mondo globalizzazato diventa un pericolo reale se a dirlo è la Samsung, uno dei principali produttori mondiali di televisioni «intelligenti». Il «warning customers» avverte che il microfono del telecomando può catturare le conversazioni e trasmetterle attraverso la Rete a «terze parti» non bene identificate e dà dei consigli sulla privacy. Ma questo non è il primo allarme, un altro produttore di tv, Lg, era finito sotto accusa perché raccoglieva dati del proprietario del televisore anche se questi, dal menu, ne negava espressamente il consenso. Ogni volta che una chiavetta usb veniva inserita tutte le informazione dei file venivano trasmesse sui loro server. In questo modo le aziende riescono a sapere quali sono i nostri gusti, le nostre abitudini, anche in termini di orari e così ci «offrono» pubblicità mirata. Una volta scoperta Lg si è giustificata così: «Offriamo moltissimi modelli di Smart Tv e di tipo differente per ciascun mercato, quindi chiediamo pazienza e comprensione durante lo svolgimento degli accertamenti». Nell’attesa, togliete i televisori dalla camera da letto, non si sa mai.

Yet although Sony believed that the transition from CRTs to flat panels was inevitable, it did not invest in production facilities for PDPs or LCDs because it believed such an investment was strategically unwise. In other words, it was a deliberate strategic choice—not a legacy problem—not to invest in flat panel displays.

Somewhere I read, if Apple is an school then Samsung is the brilliant student. In Indian market I can say that Micromax is the smartest student

There’s the potential that Tesla is setting itself up to capitalize on a situation like the one Apple found itself in when it first introduced the iPhone. Apple’s rivals spent the initial year after the iPhone’s release dismissing the product. Once it became clear Apple had a hit, the competitors had to catch up. Even with the device right in their hands, it took companies like HTC and Samsung years to produce anything comparable. Other once-great companies like Nokia and BlackBerry didn’t withstand the shock. If, and it’s a big if, Tesla’s Model 3 turned into a massive hit—the thing that everyone with enough money wanted because buying something else would just be paying for the past—then the rival automakers would be in a terrible bind. Most of the car companies dabbling in electric vehicles continue to buy bulky, off-the-shelf batteries rather than developing their own technology. No matter how much they wanted to respond to the Model 3, the automakers would need years to come up with a real challenger and even then they might not have a ready supply of batteries for their vehicles. “I think it is going to be a bit like that,” Musk said. “When will the first non-Tesla Gigafactory get built? Probably no sooner than six years from now. The big car companies are so derivative. They want to see it work somewhere else before they will approve the project and move forward. They’re probably more like seven years away. But I hope I’m wrong.” Musk

More than 600 million Samsung mobile devices including the Galaxy S6 are vulnerable to a security breach that could allow hackers to take control of the devices, according to a report by mobile security firm NowSecure.

The Global Texan Being a Texan today is about driving your Japanese Toyota Tacoma pickup truck to an Irish bar to have a Mexican Corona and snort a line Colombian coke. Then grab some some Italian pizza for the kids after getting a call from your wife on your Swedish Nokia phone. You pull into the garage next to your daughter's German Mini Cooper, kick back on pleather Chinese recliner and watch a soccer match match between Brazil and Argentina on your 65 inch Korean Samsung TV.

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engineer, along with a hundred others, began his hike that night near Samsung’s Everland theme park, traversing the mountains around Yongin—a distance of sixty-four kilometers (about forty miles)—through the day and overnight. The hike was designed to test the team’s mental toughness as they prepared to race forward making a 64K DRAM chipset, an early semiconductor used in calculators.

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Samsung incorpora de nuevo la ranura de tarjetas microSD para que puedas incluir hasta 200GB de memoria. Por fin podrás guardar tantas fotos, vídeos y aplicaciones como quieras.

Here’s another fascinating example of Amazon enabling and anticipating customer needs despite traditional views of competition. As this book was going to press, Amazon announced on September 24, 2019 that it was joining 30 different companies in the “Voice Interoperability Initiative” to ensure as many devices as possible will work with digital assistants from different companies. Amazon is pulling together with its competitors to create an industry standard for voice assistant software and hardware. Notably, Google, Apple, and Samsung are so far sitting out the initiative. “As much as people would like the headline that there’s going to be one voice assistant that rules them all, we don’t agree,” says Amazon’s SVP of devices and services Dave Limp in The Verge. “This isn’t a sporting event. There’s not going to be one winner.” “The

If you have an iPhone, Apple could have your address book, your calendar, your photos, your texts, all the music you listen to, all the places you go—and even how many steps it took to get there, since phones have a little gyroscope in them. Don’t have an iPhone? Then replace “Apple” with Google or Samsung or Verizon. Wear a FuelBand? Nike knows how well you sleep. An Xbox One? Microsoft knows your heart rate.1 A credit card? Buy something at a retailer, and your PII (personally identifiable information) attaches the UPC to your Guest ID in the CRM (customer relations management) software, which then starts working on what you’ll want next.

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Virtual reality is finally, well, reality—and it’s getting a lot of buzz, thanks to platforms like the Oculus, HTC Vive, Samsung Gear and the Microsoft HoloLens. But a lot of the talk about VR focuses on video games. While exciting, we believe this technology is capable of doing a lot more, including applications that literally save lives.

What happened to Samsung, as well as to HTC and Motorola before it, is illustrative. The evolution of the smartphone industry is a microcosm of what’s happening to the broader economic landscape. In this new world, platforms sit at the top of the economy. They have the most market power, the highest profits, and the most sustainable competitive advantage. As Samsung showed, it’s still possible to build a valuable linear business, but its competitive advantage often evaporates quickly as products get commoditized and competitors copy features—leaving the originator continually scrambling to replace those strengths. Features are easy to emulate; networks aren’t. Products get commoditized; platforms don’t.

I was satisfied that it would be virtually impossible for Loving to find any connection. “Call him.” I handed Ryan a mobile, a flip phone, black, a little larger than your standard Nokia or Samsung. “What’s this?” “A cold phone. Encrypted and routed through proxies. From now on, until I tell you otherwise, use only this phone.” I collected theirs and took out the batteries. Ryan

Groups like Samsung, Hyundai, Lotte, and LG have so much money, political influence, and sway over the media that their power is still overwhelming

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La forma académica de decir esto es que las cadenas de suministro mundial están «libres de escala» y pueden servir lo pequeño así como lo grande, al inventor de garaje y también a Samsung. La forma no académica de decirlo es ésta: nada le impide a usted hacer lo que sea. La gente controla ahora los medios de producción. O como dice Eric Reis, autor de El método Lean Startup, Marx no lo entendió bien: «Ya no se trata de poseer los medios de producción. Se trata de arrendar los medios de producción».

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PV became the first Indian prime minister to travel to the Republic of Korea. In Seoul, he urged Korean chaebol to invest in India in a big way. In 1991, there was no major Korean brand available in the Indian market. A decade later, Samsung and Hyundai had become household names across

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The slim, refined design of Samsung’s 46-inch UDE-C video wall showcases the image quality and clarity needed to effectively share promotional and informational content with target audiences. Featuring a super-narrow 5.5mm bezel-to-bezel design (3.8mm bezel on the left and top sides and 1.7mm bezel on the right and bottom sides), the UDE-C keeps viewer attention focused on the display’s visual message rather than the display itself. As multiple screens converge, users and audiences benefit from the seamless viewing experience and vibrant picture quality of the UDE-C video wall.

Why Should You Buy Luxury AirPods Covers? These days, most people possess AirPods, but they often come with white Airpods Covers that seem boring. So, why not add some fun element to your favorite companion, who is always ready to lighten up your mood with the best music. Having designer covers not only enhances the look of your wireless Bluetooth earbuds but also makes them look classy and stylish at the same time. So, we must add fun and style to our tiniest tech accessory. So, let's look at some of the reasons that make purchasing AirPods covers a must for your tiniest tech companion: Ultimate Protection The first and foremost use of an AirPod cover is to protect them from scratches and dings. These cases are mostly white and shiny, which we hope to maintain till the very last, which is possible with the help of a cover for the AirPods. Most often, the original cases of the wireless Bluetooth earbuds get damaged due to friction when kept in our bags. So, the cases aid those situations and protect your companion from scratches and dings. Waterproof Most often, the AirPod covers are waterproof, which saves your case from water splashes when you accidentally drop your AirPods cases in water. These cases have charging ports that easily get damaged when contacting water. So, we must protect them from water by using waterproof Airpods covers. There are very much similar to the iPhone covers. Safety From Mixing Up Several people near us might have the same wireless Bluetooth earbuds, which increases the chances of mixing up the AirPods. So, in those cases, the covers come to the rescue as they help you distinguish your one from the others of your friends. These covers can also be customized with your initials or name to make them look more personalized. Loss Prevention In most cases, we lose our Airpods while traveling. However, this can be avoided with the help of the cover. In most cases, we all leave behind our AirPods which leads to a great loss. So, the cases come with attachable key rings that can be attached to the bag's hook or with the belt loop to keep it safe from being lost. What Is The Need For Luxury AirPods Covers? A luxury case for your pricey wireless Bluetooth earbuds helps you add value to the look of the Airpods and make them stand out among all the white covers available on the market. The luxury AirPods covers come in various options. They can be used as a statement necklace or as a monogram. Luxury covers can also be looped around a tote bag to keep them safe and also helps in enhancing the look of your bag. Some of the prominent brands offering luxurious Airpods Covers include Louis Vuitton, Fendi, Gucci, Dior, Bottega Veneta, Kate Spade, Tory Burch, Dolce, and Gabbana, Saint Laurent, Chanel, Burberry tartan, etc. These brands also manufacture luxury iPhone covers and Samsung Z Fold 3 Cover to help you enhance the look of your smartphones. These luxurious cases can be worn in multiple ways. Most often, the luxurious cases. They are convertible as well to help you use them at your convenience. Conclusion So, the next time you purchase pricey wireless Bluetooth earbuds, also plan to purchase a luxury Airpods cover for your tiniest tech companion to make it more stylish and luxurious. As the luxurious covers enhance the overlook look of your Airpods and help you keep them safe from any kind of scratches and dings. Do your research wisely and invest accordingly in a luxurious cover for the ultimate protection of your Airpods.

It’s hard to imagine Tim Cook blurbing a Samsung phone. That’s because Apple seeks to corner the market, not to spread an idea or create a positive change. They’re in the business of raising their stock price, and everything else is merely a tactic.

The market for NAND, the other main type of memory chip, is also Asia-centric. Samsung, the biggest

Horizontal expertise paints on a far-reaching canvas. Say that you are an expert known worldwide for helping CEOs manage change in disruptive environments. Your expertise doesn’t come from understanding a vertical industry, like mining or media or consumer electronics or transportation. You just need to be sufficiently sharp to learn enough about a given industry to know how to apply your expertise in a given setting. In effect, you can work with any viable CEO candidate who wants to learn — regardless of the industry — as long as the primary challenges are defined horizontally, such as navigating deep change in the middle of disruption. Today you’re working with C-level executives at Samsung after their phones are banned on all airline flights, but next month you might be working with an executive in the hospitality industry facing a hotel worker strike. Or health insurance executives navigating an uncertain landscape that can never really see farther than two years. Each of these engagements is interesting because you have to apply your expertise to a new setting. But as much as you are learning, you’re taking two steps back for every three steps forward because much of what you learn with each new engagement is just the bare necessity in order to even be relevant. It’s interesting but challenging. Thrilling but exhausting. Engaging but distracting. There are cases, of course, where new clients regard your broad expertise as a significant selling point. They like that you can apply consumer insights to a professional B2B setting, or that you can help apply change management to consumer engagement. The first advantage of horizontal expertise, then, is how the application of expertise to many verticals always keeps the expert engaged and learning.

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As expected, larger houses have larger refrigerators and larger TV screens. Right after the Second World War, the average volume of US fridges was just 8 cubic feet; in 2020 the bestselling models made by GE, Maytag, Samsung, and Whirlpool had volumes of 22–25 cubic feet.71

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We were watching videos at night on her Samsung tablet or my company iPad. She showed me the Silvano Agosti 1983 Italian interview with a little Italian boy called “D'Amore si vive, We Live of Love.” The boy was so cute, and his thoughts seemed similar to mine and Martina's. I was so deeply in love with her. The boy on the interview was just like what our own child would be, and we agreed and laughed. “We Live of Love.” What a coincidence! Living. By: Love. I knew the interview from before and she was surprised at how I knew about it. I showed her on my Instagram a picture of the boy I had recently taken a screenshot of and posted. With the subtitle at the right moment under his face: “Descubrir a la vida.” To discover life. Together. With his one and only girlfriend, as the boy explains. I told her multiple times that I was still unsure if she was real, or if it was all a dream; if I had only dreamed of her one night in the dark; if Pinto and I had invented her in my mind. She was a big fan of space, but I thought she liked the mystery behind the endless space with all its questions and secrets for us humans. I thought she liked the sky and space because she recently flew from Argentina to land in my arms. Martina and I were obsessed with Chris Rock and Eddie Murphy; we both knew all their stand-up comedies by heart. We kept replaying the best moments or faces that Chris or Eddie made. We had so much fun watching the same videos over and over that I couldn't believe it. Nobody else ever found the same moments or the same stand-ups as funny as Martina and I did. Nobody before or after found it so amusing. If I showed it to someone, they didn't understand why I was so excited about it or why racist jokes were so funny for an hour from one black comedian to the next. We were obsessed the way Eddie spoke about the „Zebra-Bitch of his dreams, his dream-wife who doesn’t know the concept of money”, saying “she should have an afro, like Angela Davis goes 'God damn it.'“ We were laughing so much. Sometimes I tickled her flat belly or her ribs and she was laughing so sweetly and so much that she couldn't stop. She was begging me to stop tickling her when I barely touched her. She said “No, no, no, no” so many times so quickly and cutely that I had to stop and kiss her; I couldn't resist her lips or her person, I had to kiss and hug her. We laughed so much at particular parts of Chris Rock's stand-up comedies that we could barely stop, almost as if we were tickling each other. We were laughing when Chris Rock was mocking Bone-Thugs-n-Harmony for singing ‘Welfare chariots’ such as „The First of the Month” or when he explained that the government hates rappers, but „only the good rappers get gunned down. They could find Saddam Hussein in a cave in Iraq but couldn't arrest anyone related to Tupac Shakur’s assassination, which didn't happen in a cave in Iraq but in Las Vegas, on the Strip, not one of those side streets, but in front of Circus Circus, after a Mike Tyson fight. Now how many witnesses do you need, to arrest somebody?” We were fascinated with Eddie Murphy, Charlie Murphy, and Chris Rock, but when I showed her Richard Prior, Doug Stanhope, Aries Spears, or George Carlin, she was no longer so impressed for some reason. Her favorite part perhaps was when Chris Rock talked about love and relationships. He said that „you never really been in love unless you have contemplated murder; unless you have practiced your alibi in front of the mirror, staring at a can of rat poison for 45 minutes straight, you haven't been in love. And the only thing preventing you from killing your significant other was an episode of CSI.” He said that relationships are hard and that in order for them to work, both people need to have the same focus, which is all about: her.

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We were watching videos at night on her Samsung tablet or my company iPad. She showed me the Silvano Agosti 1983 Italian interview with a little Italian boy called “D'Amore si vive, We Live of Love.” The boy was so cute, and his thoughts seemed similar to mine and Martina's. I was so deeply in love with her. The boy on the interview was just like what our own child would be, and we agreed and laughed. “We Live of Love.” What a coincidence! Living. By: Love. I knew the interview from before and she was surprised at how I knew about it. I showed her on my Instagram a picture of the boy I had recently taken a screenshot of and posted. With the subtitle at the right moment under his face: “Descubrir a la vida.” To discover life. Together. With his one and only girlfriend, as the boy explains. I told her multiple times that I was still unsure if she was real, or if it was all a dream; if I had only dreamed of her one night in the dark; if Pinto and I had invented her in my mind. She was a big fan of space, but I thought she liked the mystery behind the endless space with all its questions and secrets for us humans. I thought she liked the sky and space because she recently flew from Argentina to land in my arms. Martina and I were obsessed with Chris Rock and Eddie Murphy; we both knew all their stand-up comedies by heart. We kept replaying the best moments or faces that Chris or Eddie made. We had so much fun watching the same videos over and over that I couldn't believe it. Nobody else ever found the same moments or the same stand-ups as funny as Martina and I did. Nobody before or after found it so amusing. If I showed it to someone, they didn't understand why I was so excited about it or why racist jokes were so funny for an hour from one black comedian to the next. We were obsessed the way Eddie spoke about the „Zebra-Bitch of her dreams, her dream-wife who doesn’t know the concept of money”, saying “she should have an afro, like Angela Davis goes 'God damn it.'“ We were laughing so much. Sometimes I tickled her flat belly or her ribs and she was laughing so sweetly and so much that she couldn't stop. She was begging me to stop tickling her when I barely touched her. She said “No, no, no, no” so many times so quickly and cutely that I had to stop and kiss her; I couldn't resist her lips or her person, I had to kiss and hug her. We laughed so much at particular parts of Chris Rock's stand-up comedies that we could barely stop, almost as if we were tickling each other. We were laughing when Chris Rock was mocking Bone-Thugs-n-Harmony for singing ‘Welfare chariots’ such as „The First of the Month” or when he explained that the government hates rappers, but „only the good rappers get gunned down. They could find Saddam Hussein in a cave in Iraq but couldn't arrest anyone related to Tupac Shakur’s assassination, which didn't happen in a cave in Iraq but in Las Vegas, on the Strip, not one of those side streets, but in front of Circus Circus, after a Mike Tyson fight. Now how many witnesses do you need, to arrest somebody?” We were fascinated with Eddie Murphy, Charlie Murphy, and Chris Rock, but when I showed her Richard Prior, Doug Stanhope, Aries Spears, or George Carlin, she was no longer so impressed for some reason. Her favorite part perhaps was when Chris Rock talked about love and relationships. He said that „you never really been in love unless you have contemplated murder; unless you have practiced your alibi in front of the mirror, staring at a can of rat poison for 45 minutes straight, you haven't been in love. And the only thing preventing you from killing your significant other was an episode of CSI.” He said that relationships are hard and that in order for them to work, both people need to have the same focus, which is all about: her.

I don’t regret selling Nest to Google. Neither does our executive team. We always revisit this question when our old team meets up. Our only regret is that we didn’t get to finish what we started. But we made the decision to sell together, and we all stand by it today. Given the data we had at the time, we’d do it again. Especially since we were right. As predicted, once Nest brought the idea of the connected home to life, the giants of Apple, Amazon, and Samsung all wanted a piece. They built teams to compete with Google and Nest and created their own home products, platforms, and ecosystems. We dodged a bullet. And Google was and remains an incredible company. It’s filled with brilliant people at every level. It’s changed the world many times over. Google’s culture works for them—there’s a reason a lot of people never leave the mother ship. But that culture is enabled and driven by the fact that Google’s search and advertising business pretty much prints cash. Even Googlers call it the “Money Tree.” It’s turned Google into a place of wild abundance where anyone can more or less do anything—or sometimes nothing at all. They’ve been so profitable for so long and have had so few existential business threats that they’ve never had to cut back or slim down, never had to be scrappy. They haven’t had to really fight for anything in decades. Lucky them! But at Nest, we were fighters. Our culture was born from the Apple way, a culture that survived multiple near-death experiences over its forty-plus years of existence. We were ready to fight for our mission and our place at the table, fight to keep our culture and our way of doing things.

CATL and BYD in China; LG Energy Solution, Samsung SDI, and SK Innovation in South Korea; and Panasonic in Japan. In 2021, these six companies produced 86 percent of the world’s lithium-ion rechargeable batteries, with CATL alone holding a one-third global share.

What do you call Samsung's security guards? Guardians of the Galaxy.

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After the blaze burned out, John called Samsung to report the incident. He estimated that the destruction to the nightstand, hardwood floor, and carpets totaled $9,000. The company said it would call him back within twenty-four hours. It never did.

I was going to fund my daughters wedding in Hawaii, but I figured this Samsung TV would last much longer.

Samsung watches gives orders to GmbH battery. In Time.

The choice we face isn't between digital and analog . That simplistic duality is actually the language that digital has conditioned us too : A false binary choice between 1 and 0 , black and white , Samsung and Apple . The real world isn't black or white . It isn't even gray . Reality is multicolored , infinitely textured , and emotionally layered . It smells funky and tastes weird , and revels in human imperfection . The best ideas emerge from that complexity , which remains beyond the capability of digital technology to fully appreciate . The real world matters , now more than ever . " The Revenge Of Analog by David Sax

Samsung builds tanks and artillery for South Korea.

As Hönig and Zorkendorfer flipped through the papers, they were surprised to find a detailed proposal to reduce costs by using a less expensive manufacturing technique for the watch crown. The design team wanted to cut each crown with a computer-controlled machine, a CNC tool, that would have unrivaled precision resulting in a more beautiful and realistic crown. Yet, the operations staff proposed a low-priced laser-cutting process that would save millions of dollars. “That’s not Apple,” Zorkendorfer said. “That’s something Samsung would do,” Hönig added.

The first thing companies did with computer technology back in the 1980s was to multiply the number of choices for their customers. More colors, more styles, more features, more models, more messages, more channels, more services, more brand extensions, more SKUs. The siren call of “consumer choice” proved impossible for companies to resist. If a little choice was good, they reasoned, more choice was better. Customers loved it. For about 15 minutes. Today their lives are so cluttered by choice that they can barely breathe. Americans now see that a little choice increases their freedom, but too much takes it away. Do you really want to spend three hours learning how to use the features on your new Samsung TV? Or sort through 17 varieties each time you buy Crest toothpaste at the supermarket? Or deal with the 3,000 pages of items shown in Restoration Hardware’s 15-pound set of catalogs? Not if you have a life. Of course, none of us wants to give up this lavish banquet of choice. We just want it off the floor and out of the way. “It’s not information over-load,” media consultant Clay Shirky famously said. “It’s filter failure.” Our brains can’t handle the deluge. We’re desperate for a way to organize, access, and make use of so many options. Amazon founder Jeff Bezos called it “cognitive overhead.

(Micromax just unseated Samsung as India’s number one phone vendor, another page from Xiaomi’s book.)

Hallyu started with Samsung.” In other words, the popularity of Korean music and movies is hard to separate from the confidence that Samsung created in Korea the Brand.

Onerously, Korea still has not managed to wean itself off its reliance on the chaebols—the mega conglomerates like Samsung and Hyundai. True, these companies have clothed and fed the nation since the 1960s, but they are far too powerful, now more than ever: in 2012, the top ten companies in Korea generated over 75 percent of the nation’s GDP.2 If one of these companies fails, the whole nation

That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics

Koreans are better at packaging and marketing. Look at Samsung, for example. With K-pop, the songwriters are not Korean. They’re European. The people who do the editing studied in the United States; they’re multinational. The dance choreographers are from everywhere. It’s really a factory.” Many

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It felt like going commando in a miniskirt on a Saturday night in town, even after Jim sent an email to ensure that there’d be a shiny new Samsung waiting for me in DC. Not knowing I could check my team’s timesheets on my phone at 3 a.m. felt profoundly wrong.