one conservati surge from ah senting a $3 tril 3. What chall product po 4. Is Samsun Why or w 5. Will Sams ing a lead 100 percent of the Samsung could hay from a low-cost innovator of stylis through savvy strated has done. And not so thar Samsung would be ing a world tha remains to be see servative estimate, the number of networked devices will com about a billion today to 26 billion by 2020, repre- S3 trillion market. By that time, Samsung claims that ont of the products it makes will be Internet-connected. 10 wenty years ago, few people would have predicted that ould have transformed itself so quickly and completely ow-cost copycat manufacturer into a world-leading of stylish, high-performing, premium products. But avvy strategic planning, that's exactly what Samsung And not so long ago, few if any would have predicted ng would be one of the driving forces behind creat- world that is entirely interconnected. Yet, while that much s to be seen, Samsung certainly seems to have all the right ents. And, based on it record of success, Yoon may have rophetic as he unveiled Samsung's new strategic direc- We have to show consumers what's in it for them and what temet of Things can achieve-to transform our economy, society, and how we live our lives." Sources: Jared Bet Is Even 2015, www.f million-intern Olson, "Sam Things," For 2015/05/12 Brian X. Ch New York TE Courts Cor He-suk, "S 8, 2010, w Chafkin, Company, Artik Chi .cnet.com and infor Questions for Discussion 1. How was Samsung able to go from a copycat brand to an innovation leader? 2. In recent years, how has Samsung achieved its goals in markets where it had little presence, such as smartphones? Company Case 3 in i and Sony: Battling the Marketing Environment's "Perfect Storm" With all the huna