Subject category:
Strategy and General Management
Originally published in:
2019
Version: 16-Apr-2019
Length: 15 pages
Data source: Generalised experience
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Abstract
The Samsung Galaxy Note 7 was rushed, in August 2016, to market a month ahead of the iPhone 7. Unfortunately, it spontaneously combusted and had to suffer a recall and ultimately Samsung ceased production of the Note 7 in October 2016. Samsung's reputation was damaged and customer loyalty challenged as it suffered its biggest brand crisis. Its sales were down 15% in October 2016 and at a press conference in December it took full responsibility for the crisis. However, Samsung began work to rebuild its image with the new Galaxy S8 claiming that it was the safest and most innovative phone the company had ever built. To achieve this, it had set up a war room to monitor media reports and consumer sentiment online focussing on a bigger purpose that both its employees and consumers could rally around as it sought to break away from its fragmented brand identity which lacked warmth and humanity and instead inspire purpose beyond just its bottom line. It brought all its people, regions and markets together around a common vision where quality and safety was the top priority. The result was a successful turnaround achieving a 6th place ranking for brand value in 2017.
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Time period
The events covered by this case took place in 2007-2017.Geographical setting
Region:
World/global
About
Abstract
The Samsung Galaxy Note 7 was rushed, in August 2016, to market a month ahead of the iPhone 7. Unfortunately, it spontaneously combusted and had to suffer a recall and ultimately Samsung ceased production of the Note 7 in October 2016. Samsung's reputation was damaged and customer loyalty challenged as it suffered its biggest brand crisis. Its sales were down 15% in October 2016 and at a press conference in December it took full responsibility for the crisis. However, Samsung began work to rebuild its image with the new Galaxy S8 claiming that it was the safest and most innovative phone the company had ever built. To achieve this, it had set up a war room to monitor media reports and consumer sentiment online focussing on a bigger purpose that both its employees and consumers could rally around as it sought to break away from its fragmented brand identity which lacked warmth and humanity and instead inspire purpose beyond just its bottom line. It brought all its people, regions and markets together around a common vision where quality and safety was the top priority. The result was a successful turnaround achieving a 6th place ranking for brand value in 2017.
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Settings
Time period
The events covered by this case took place in 2007-2017.Geographical setting
Region:
World/global