Samsung 2003 Annual Report Download - page 14

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14
customers is both a marathon and a sprint. With
fresh approaches at every level of customer contact,
we continue to build the brand and drive sales.
4. Cost innovation –Even as a premium brand, cost
competitiveness is crucial to profitability. While every
business seeks to control costs, we look to do so in
ways that complement and encourage innovation to
increase market impact worldwide.
5. Global management innovation– Global success
requires strong local insight and presence in key
markets, and the ability to act decisively to seize
opportunities where they arise. We continue to
develop highly localized product strategies to meet
each market’s unique needs, while making changes to
shorten and accelerate the decision making process
worldwide.
6. Organizational culture innovation–As an adaptive,
dynamic organization, we are creating a work
environment where communication is active and
issues and inspirations are raised without hesitation,
and where everyone shares the freedom to learn from
mistakes and succeed.
We will be the best, but we are not there yet. Despite
our success so far, there is no room for complacency.
Becoming a world leader requires a new dimension of
effort, and fundamental changes in how we think, act
and work. With challenging goals and a pioneering
spirit, our people are up to the task.
At Samsung Electronics, we are not content with
current achievements. To drive innovation, we
continue to invest heavily in the future. With a net
debt/equity ratio of negative 23% at year end,