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Samsung

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“Samsung and the theme park industry in Korea”

“ SAMSUNG AND THE THEME PARK INDUSTRY IN KOREA”

La disyuntiva de Yongin Farmland de expandirse o no, a nuestro parecer se ve influenciada por diversos factores. Uno de ellos es la Industria en crecimiento, donde la gran inversión que se debe hacer al momento de establecer un parque de diversiones, y que podría considerarse como una barrera a la entrada, no esta actuando como tal completamente, lo que provoca que las empresas estén obligadas a un constante proceso de renovación para poder mantenerse competitivas en el mercado.

Dentro de los factores externos se encuentran los proveedores, y hablando específicamente de los proveedores de hardware, consideramos que el hecho de que más empresas entren a este negocio, aumentará el poder de negociación de dichos proveedores, los cuales son limitados en número, y poseen el know-how y expertise único que los hace tremendamente indispensables (considerar que el gasto en maquinaria constituye aproximadamente el 20% o 30% de la inversión). También se encuentran las dificultades presentadas por la poca disponibilidad del software, aspecto muy importante que logra entregar diferencias con respecto a los competidores.

Por otra parte, el hecho de que la industria coreana de parques de diversiones sea relativamente nueva, permite que las empresas que ya están establecidas como lo son Farmland, Lotte World y Seoul Land, aprovechen las oportunidades de crecimiento que se presentan para fortalecerse, expandirse y posicionarse como líderes del mercado, a diferencia de lo que sucede en otros mercados como por ejemplo en Estados Unidos donde el mercado se encuentra maduro y la competencia es mayor. Este crecimiento se ve reflejado, en el caso de Yongin por el aumento de la asistencia en 1991 de 13.6% en 1992 de 11.8% y en 1993 de un 6.3%. Sin embargo, se debe tener en cuenta que ante la eventualidad de que ocurra un receso económico en el país, esto influirá negativa y potentemente en el comportamiento de la industria de entretención, por lo cual la empresa debe estar preparada en estos casos

En cuanto a las amenazas de la empresa, la estacionalidad es una de ellas debido a que en época alta genera cuellos de botellas y en la época de baja afluencia de público existe capacidad ociosa lo cual genera costos para la empresa, por lo que puede afectar las economías de escala que ha desarrollado. Otra amenaza son los productos sustitutos, como las películas vistas en casa, las playas para visitar, entre otros, que no están incorporados en el parque, por lo cual pueden disminuir la afluencia de público, pues se deja de ser muy atractivos para ellos. Esto se da principalmente a que cada vez más existen muchas formas de recrearse por lo cual si el parque logra diversificarse más, tendrá más oportunidad de captar o retener a los consumidores. Además aparte de estos sustitutos, se presentan competidores entrantes como los parques de realidad virtual los cuales pueden lograr una ventaja competitiva gracias al software diferenciado que poseerán, pudiendo disminuir la participación de mercado de farmland.

Un punto a considerar, en cuanto al desarrollo de la industria específicamente en Asia, es el hecho de que en este país no existe la obligación de contar con el seguro premium de cobertura ante accidentes, el cual era muy costoso y hacía salir a muchos competidores en otros países. Esto repercute en Farmland, ya que dichos competidores pueden ver el mercado asiático como una oportunidad para desarrollar su negocio (no se da esta barrera a la entrada), y de esta forma significaría desarrollar de manera más eficiente y efectiva ventajas competitivas para diferenciarse.

Analizando al entorno local de la empresa, al considerar una expansión, se debe tomar en cuenta las consecuencias que esto trae consigo, posibles protestas podrían manifestarse por parte de los granjeros vecinos al parque, Ya que una expansión significaría daños en las tierras y cosechas aledañas debido a inundaciones por la nivelación de los suelos, con los consecuentes costos sociales que podrían afectar la imagen de la empresa.

Dentro de los factores internos de la empresa, una debilidad de ésta era la manera en la cual se hacían los esfuerzos para satisfacer las necesidades de los consumidores, ya que en un principio se observa una mayor preocupación por los servicios ofrecidos que por la manera de entregarlos. Con esto nos referimos a que Farmland no contaba por ejemplo con el personal adecuado para entregar una “experiencia” a los clientes, como lo hace Disney.

Otra debilidad de la empresa es la organización vertical y centralizada que posee, esto puede afectar pues es un rubro con continuos cambios en el mercado y en preferencias de consumidores por lo cual si no se adapta fácilmente, o logra ir renovándose y teniendo nuevas ideas podría ser superado no sólo por sus competidores directos sino también por los productos sustitutos que se ofrecen en el mercado. En éste caso la organización debía ser más descentralizada para poder mantenerse como vanguardista en el mercado, logrando diferenciarse de sus competidores con mayor facilidad.

De acuerdo a las oportunidades que la empresa presenta puede observarse que debido a la experiencia que tiene en el mercado, logrando ser el parque más visitado en Korea, (lo cual se observa por el aumento de los ingresos de 22% en 1992 y de un 17% en 1993, a pesar de las pérdidas que hubieron en 1993 por la creación de motor park lo cual aumento los costos por la inversión que se realizó), esta tiene facilidades de expandir su negocio en cuanto a los conocimientos en la industria de entretención. Asimismo, puede realizar distintas acciones como disminuir la estacionalidad invirtiendo en entretención con diferentes sistemas de tecnología, o juegos para que las personas vayan en la época de invierno.

Como el plan de expansión contempla el redireccionamiento de la empresa, es imprescindible que se preocupen del tema "servicio orientado al cliente" e incorporar una mayor cantidad de atracciones, más aun si la empresa finalmente quiere reposicionarse como un resort con atracciones para sus visitantes, más que un parque de diversiones propiamente tal, realizando cambios en sus estrategias.

En el fondo, Farmland ha replanteado su estrategia con el fin de diferenciarse de sus competidores. Esta diferenciación nace producto de la influencia de Her, dados sus conocimientos sobre la industria hotelera, y las condiciones que se dan en mercado. Importante es recordar que uno de los factores claves de éxito en este negocio, es que los clientes tengan el suficiente tiempo para vivir la experiencia ofrecida en el parque.

A diferencia de su competidor Lotte World, el cual trabaja con clientes que desean ir a pasar un rato a alguna de sus instalaciones (lo cual representa un determinado “tipo de parque de diversiones”), Farmland pretende posicionarse como un resort; es decir, un lugar donde la gente pueda ir a vivir unas mini vacaciones, disfrutar del aire libre, y realizar actividades relacionadas con la naturaleza. Esto también está influenciado porque la ubicación más alejada de Farmland no le permitiría competir con Lotte Wolrd, en ese tipo de estrategia. De esta forma, podemos observar una clara diferenciación en el posicionamiento de Farmland, pasando de ser un parque de diversiones como cualquier otro, a ser un resort con todas las características de un parque de diversiones.

Debido a que el reposicionamiento de la empresa cambió la misión, se han abierto otras posibilidades de aumentar la rentabilidad y liderar la industria, además se logra una convergencia con la misión de Samsung y se puede sacar partido a sus ventajas competitivas ya que se puede compatibilizar la idea de resort - parque de diversiones, con entretenciones tanto al aire libre, como de alta tecnología.

De esta manera realizar la inversión pensamos que sería una decisión óptima y necesaria para la empresa en las condiciones de la industria en las que se encuentra, con el objetivo de diferenciarse y lograr obtener ventajas competitivas.…...

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