SAMSUNG ELECTRONICS CO., LTD.

Anh V. Nguyen, Quoc N. Tu, Chau K. B. Nguyen, Quyen N. Nguyen,

Nhi T. H. Truong, Han H. Nguyen

BUS302- International Business

Western Sydney University of Vietnam

IB-T323WSB-3

Raul Moretti PhD

December 2, 2023
 Table of Contents

I. Executive summary 1

II. Brief Samsung Electronics’ background and organization structure 1

1. Samsung Electronics’ background and organization structure 1

2. Samsung Electronics in Vietnam during the COVID-19 pandemic 2

III. South Korea’s political, economic, legal and cultural factors 3

IV. Samsung Electronics’ international business strategy and operations 4

1. Transnational business strategy 4

2. International activities and operations 6

V. Advantages and drawbacks for implementing business across markets in the global

economy 7

1. Advantages 7

2. Drawbacks 8

VII. Reference list 11

VIII. Peer evaluation and agreement 15

IX. Appendix 16

1. Appendix 1. The mobile phone market share from 2009-2023 16

2. Appendix 2. Marketing campaigns of Samsung 16

3. Appendix 3. Content marketing of Samsung 17

4. Appendix 4. Different prices of Samsung Galaxy A05 in Vietnam, Malaysia and Thailand

markets 18

5. Appendix 5. Prices of Samsung Galaxy A series in US markets 19

 I. Executive summary

Samsung Electronics Co., Ltd. (Samsung Electronics or Samsung), a subsidiary of the Samsung

Group, is regarded as one of the biggest multinational companies in the world. This research aims to

provide in-depth insights into the international business activities of this company. In particular, it

will address the company's basic information, followed by the political, economic, legal, and

cultural aspects of South Korea - the country where Samsung was established. It will also show

readers Samsung Electronics' international business strategies and operations. Furthermore, several

advantages and disadvantages when operating globally will be discussed. In addition,

recommendations will be generated to help the organization improve its business performance.

II. Brief Samsung Electronics’ background and organization structure

1. Samsung Electronics’ background and organization structure

Samsung Electronics was established by Lee Byung-Chull in 1969 in South Korea, with four

business areas, consisting of “consumer electronics”, “IT and mobile communications”, “device

solutions”, and “R&D centers”. Samsung’s primary objective is to lead the electronics industry

globally by offering its customers innovative products, services, and technologies. According to

Samsung Newsroom (2022), Samsung Electronics' brand value increased for two consecutive years,

contributing to Samsung being recognized as the top five Best Global Brands 2022 by a global

brand consultancy named Interbrand.

The organizational structure of Samsung is a product-based divisional organizational structure -

allocating and concentrating human resources for the full development of a particular product type

(Evans, 2023). The organization is headed by the president, followed by CEOs belonging to three

main divisions: “consumer electronics”, “IT and mobile communications”, and “device solutions”.

Consumer electronics division creates and markets consumer electronics products with user-friendly

designs and innovative features in their products. IT and mobile communications focus on

IB-T323WSB-3_Report_Group 2_Samsung Electronics 1

providing products and services through electronic devices such as smartwatches, smartphones, and

TVs. In the device solutions division, IT solutions for customers are guaranteed to operate

efficiently and electronic devices' internal components are optimized for longevity, performance,

and dependability (Samsung, n.d.). Samsung's organizational structure facilitates the division of

departments and operations, expertise promotion, specific to the task focus, and rapid

decision-making to achieve company goals.

Figure 1. Samsung Electronics’s organizational structure.

2. Samsung Electronics in Vietnam during the COVID-19 pandemic

In 2020, Samsung Electronics decided to move its manufacturing operation from China to Vietnam

during the COVID-19. Due to the tense epidemic situation worldwide, the prime minister expected

Samsung to help Vietnam implement the vaccine policy to prevent the disease from spreading. In

addition, Vietnam was running extensive COVID-19 preventative campaigns, supporting

investigation, and domestic vaccine production. Mr. Choi Joo Ho, General Director of Samsung

Vietnam Complex, appreciated Vietnam's strong disease control, which contributed to Samsung's

successful implementation of this decision.

Throughout the challenge of COVID-19, Samsung Vietnam has made several attempts to assist

supplier enterprises and overcome problems. Several steps have been taken, such as following the

IB-T323WSB-3_Report_Group 2_Samsung Electronics 2

5K principle, testing COVID-19 for each employee, and registering for vaccinations. During this

time, the corporation also planned frequent visits and motivation for its staff. Furthermore, the

Ministry of Industry and Trade has committed to keep helping companies, particularly about

production by increasing the number of production workers, allowing domestic trade, enacting

vaccines, and providing tax benefits to assist companies—Samsung Electronics Vietnam in

particular—in overcoming challenges by the pandemic, which might protect worker health and

safety, and efficiently carry on with production.

III. South Korea’s political, economic, legal and cultural factors

Tensions between the Koreas have existed for a long time and have gradually increased as defense

cooperation between the US and South Korea becomes stronger. This creates an unstable

environment for businesses, hindering their development. Therefore, the relationship between the

US and Korea can be considered extremely important for businesses operating in Korea.

Additionally, businesses are also affected by the domestic political context and stability in Korea.

South Korea has transitioned to a vibrant democracy, but there can be political and policy changes

depending on the ruling party. The level of domestic political support for major foreign policy

changes can impact businesses' long-term planning and investment decisions.

The driving force behind South Korea's success today is the country's main export orientation.

Therefore, Korea has focused on expanding to foreign markets and becoming one of the world's

exporters. The evidence is that GDP, thanks to exports, has increased significantly in recent years,

showing the importance of international trade to the Korean economy is enormous. Not only does it

provide exports, but the government also steps up to improve the business environment to attract

foreign investment and foster entrepreneurship. These reforms include measures to streamline

regulations, strengthen intellectual property protection, and provide support for startups and small

businesses. Ultimately, Korea's continued emphasis on industrialization, coupled with a skilled

IB-T323WSB-3_Report_Group 2_Samsung Electronics 3

workforce and technological advancements, has made it a global leader in various fields, including

electronics, automobiles, shipbuilding, and petrochemicals. This growth contributes to increasing

GDP, increasing productivity, creating more jobs for people, and bringing prosperity to this country.

Furthermore, protecting innovation and creativity and providing legal recourse in case of violation

is the main goal of regulations and laws in Korea. In particular, businesses are protected by

intellectual property rights including patents, trademarks, and copyrights. Therefore, businesses

must understand and comply with the laws to protect their rights. In addition, Korean workers are

fully protected in many aspects of the workplace such as working hours, salaries, contract

termination procedures, etc. Therefore, to create a fair and legal working environment, businesses

need to strictly comply with labor laws.

In addition, because of the profound influence of Confucianism, Korean business culture

emphasizes respect for education, authority, and age. In other words, the higher the seniority, the

more respect and influence one receives. Furthermore, having many social connections plays a

crucial role because business decisions are often made through personal networks. Business

meetings also often include socializing activities such as meals and drinks to further strengthen

partner relationships.

IV. Samsung Electronics’ international business strategy and operations

1. Transnational business strategy

Samsung Electronics recognized that to succeed globally and focus on low prices and

differentiation, they decided on a transnational strategy, which allowed them to cut costs and adapt

their products to local market needs. It would be difficult to lower costs while still satisfying unique

consumers, but competing with rivals was also crucial. Samsung has specifically oriented its

strategies when choosing any market. For example, it realized that developing high-tech

IB-T323WSB-3_Report_Group 2_Samsung Electronics 4

manufacturing could significantly reduce production costs when investing in Vietnam. Considered

as an important national project, Samsung has gained significant support from the Vietnamese

government. The government supports it with tax breaks when importing components for assembly

in Vietnam. Samsung chose a technology hub near Bac Ninh city to access talent, aiming to bring

high production efficiency with low labor costs.

Figure 2. Samsung Electronics Vietnam (SEV) in Bac Ninh province.

Samsung has shown its attention to local needs by introducing the Galaxy A smartphone series.

This line of more affordable devices was noticeably absent from the United States market

(Appendix 4). This could be because Samsung realized Americans generally have higher incomes

compared to other regions, and carrier policies in the US also focus more on discounts for high-end

phones than subsidizing lower-cost options. Thus, the Galaxy A series targeted markets with low

average incomes instead of the US (Appendix 5). By pricing these phones extremely affordably in

other countries, Samsung was willing to adapt some components to suit the economies of the

countries in which they operate. This helped them better serve price-conscious customers globally

while respecting each local market's dynamics.

IB-T323WSB-3_Report_Group 2_Samsung Electronics 5

 2. International activities and operations

Samsung Electronics is one of the major electronics brands in the world, accounting for 20% of the

mobile phone market share from 2011-2023 (Appendix 1). Through direct export, concentrated

export, and manufacturing in foreign markets, Samsung has successfully broken into global

markets. This means that the company has been selling its products on the international market

without going through any intermediary marketplaces. In this form of export, the corporation

makes use of channels including direct sales, agents and distributors, subsidiaries, and commercial

sales. The coordinated export is based on the commercialization of items on the international

market with the help of a third party. Contracts such as “piggyback”, “export consortium”, “joint

ventures”, “European Economic Interest Grouping”, “franchises”, and “strategic alliances” can be

awarded in this case (AlMutairi et.al,. 2019).

Moreover, marketing is essential for Samsung to effectively contend with other prominent

smartphone manufacturers such as Apple. Samsung employs a variety of marketing campaigns in

its integrated marketing model, including search engine marketing, influencer marketing

(Appendix 2) and content marketing (Appendix 3). To better understand its customers and how they

engage with Samsung products and the brand as a whole, Samsung actively searches out social

media platforms where mentions of the firm are occurring.

When it comes to global human resource management, Samsung Electronics employs a

comprehensive approach that emphasizes diversity, the use of local talents, and constant education

and development for all workers. Samsung prioritizes hiring locals in its overseas areas because it

understands it will offer the firm an advantage in knowing local markets and cultures. The firm's

strong corporate culture and shared values mitigate the consequences of growing localization.

Furthermore, Samsung makes significant contributions to employee development efforts, giving

opportunities for training and growth to employees worldwide. This strategy not only promotes

IB-T323WSB-3_Report_Group 2_Samsung Electronics 6

talent development but also ensures that employees globally are in sync with Samsung's creative

and dynamic company culture.

V. Advantages and drawbacks for implementing business across markets in the global

economy

1. Advantages

The advantage of Samsung when conducting business in the global economy is related to supply

chain flexibility and expanding the market.

Firstly, it allows the company to establish a strong network across nations, reducing dependence on

specific areas and mitigating risks during uncertain events such as COVID-19 pandemic. The

lockdown of China in 2020 had postponed the production activities, reducing GDP in relevant

countries. Including Vietnam, Malaysia, and Nigeria, experienced declines in GDP of 5.2%, 3.6%,

and 3.1%, respectively (Guan et al., 2020). By having factories in various locations, Samsung was

able to continue production activities and minimize the impact of China's lockdown (Donthu &

Gustafsson, 2020). Secondly, the flexible supply chain enabled Samsung Electronics to quickly

adapt the demand for electronic devices during work-from-home scenarios. According to News 18

(2020), Samsung’s memory chip demand soared during the work-from-home trend, benefiting

laptop manufacturers and data centers. To make Samsung Electronics maintain their position in the

global memory chip manufacturer.

Implementing the international business strategy helps Samsung Electronics to expand the

consumption market on a global scale. Instead of selling products in local areas solely, the company

opening more retailing stores around the world to reach customers globally. Having more retailing

stores in the world helps Samsung to interact with foreign consumers easily. As a result, when

products are reached to targeted consumers, people may want to purchase it, contributing to the

IB-T323WSB-3_Report_Group 2_Samsung Electronics 7

increasing sales of Samsung. According to Statista, the annual revenue of Samsung in North and

South America in 2022 was nearly 40%, while the sales in Korea was around a half with 16%.

Therefore, the annual sales of products of Samsung in other countries were considered to be higher

than the sales of it in Korea. With thousands of retailing stores in different countries, Samsung

Electronics has attracted more customers internationally, helping it to increase the revenue

effectively.

2. Drawbacks

Besides benefits from operating globally, Samsung Electronics has faced numerous difficulties,

including economic instability and supply chain disruptions.

Samsung has experienced periods of economic instability. Firstly, the COVID-19 pandemic made

the global economy unstable, leading to bankruptcy and layoffs of many companies on a large scale.

A drop in the purchase demand of customers was witnessed, leading to a sharp decline in sales and

profits of Samsung. According to Kollewe (2023), Samsung reduced its chip production due to a

decrease of 96% in profits. Secondly, currency fluctuations also make the economic situation more

volatile. Due to transactions in different types of currency when working on a global scale, currency

fluctuations bring impacts on exchange rates, resulting in difficulties in budgeting and financial

planning as well as effects on the company's revenue and profits. For instance, the falling won-USD

exchange rate in 2020 made Samsung face a foreign exchange loss of 5.38 trillion won (Jung,

2021).

Supply chain disruption can be considered unavoidable when Samsung operates globally, especially

during the Covid-19 pandemic. Due to the government's lockdown, firstly, Samsung is restricted

from producing and exchanging materials and goods between countries. Additionally, some of its

factories around the world had to temporarily close and narrow the labor force, such as three

IB-T323WSB-3_Report_Group 2_Samsung Electronics 8

factories in Vietnam (Hoang, 2021). That caused stagnation in the production process and increased

work pressure for the remaining workers. Secondly, the company might face a component shortage

due to restrictions on movement between nations. According to Vietnam Plus (2020), Samsung was

interrupted in the process of importing components from China and Korea to Vietnam because

China closed its border gates while Korea had an COVID-19 outbreak. This could be delayed in the

following stages of the production line, which affected sales and profits of Samsung.

VI. Recommendation and conclusion

There are several recommendations for Samsung Electronics to improve its performance. Firstly,

Samsung's localization strategy should be promoted more strongly. Samsung can consider

producing unique features for specific markets. Through marketing campaigns, Samsung can launch

limited editions with images that promote the culture of the operating markets on their great and

special occasions. This can stimulate local people's curiosity and ethnic pride, creating good

impressions on local people (Tsai et al., 2020). Thus, Samsung products can become one of the

choices worth considering for users, which can help the company's market penetration more

effectively and product diversification. However, it is argued that the localization strategy seems to

be more costly than the transnational strategy- the international business strategy of this company.

Samsung Electronics can combine both of these strategies by developing the localization strategy in

several target markets which have its large production facilities. Thus, other costs such as labor

force price, transportation and storage costs decrease, which can partially offset the cost of

localization changes. Combined with the reception of local customers, it is still possible that sales

and profits are likely to not be affected. Secondly, sustainability policy needs to be focused more.

With the flexibility in the supply chain in different locations, environmental issues greatly become

the concentration of Samsung. The company has created a green image globally for a long time but

has made no effort to conduct it. According to IPEN, Samsung's factory intentionally released

chemicals into the air and water by ignoring design flaws in pollution control systems in Vietnam.

IB-T323WSB-3_Report_Group 2_Samsung Electronics 9

Therefore, Samsung has to demonstrate its responsibility towards the environment and society by

focusing more on sustainability policy.

In conclusion, this report provides policies, strategies, and activities, advantages, and challenges of

Samsung Electronics in the international arena to give readers a better understanding of the

company. Nonetheless, there may still be some limitations in this study because of the data

collected from the Internet. Some of them may be insufficient or outdated. Thus, it should be

recommended to conduct this project more thoroughly in the future to get more precise results.

IB-T323WSB-3_Report_Group 2_Samsung Electronics 10

 VII. Reference list

Almutairi, M., Mehta, S., Rashidi, F. A., Villa, M. A., & Anggawinata, F. (2019). Analysis of

Samsung's Internationalization Process and The Strategies Implemented to Generate an

Effective Positioning of Its Brand and Products in Foreign Markets. Journal of The

Community Development in Asia, 2(1), 27-39. https://doi.org/10.32535/jcda.v2i1.340

Business Area. (n.d.). Samsung. https://www.samsung.com/levant/about-us/business-area/

Chính thức ra mắt Galaxy A80 phiên bản đặc biệt BLACKPINK với số lượng giới hạn. (2019, July

25). Samsung Newsroom Vietnam.

https://news.samsung.com/vn/chinh-thuc-ra-mat-galaxy-a80-phien-ban-dac-biet-blackpink-v

oi-so-luong-gioi-han

Company Info. (n.d.). Samsung. https://www.samsung.com/levant/about-us/company-info/

Device Solutions. (n.d.). Samsung.

https://www.samsung.com/us/about-us/our-business/device-solutions/

DFreight. (2023, April 13). An insight into Samsung supply chain strategy. LinkedIn.

https://www.linkedin.com/pulse/insight-samsung-supply-chain-strategy-dfreight/

Điện Thoại Samsung Galaxy A. (n.d.). Samsung.

https://www.samsung.com/vn/smartphones/galaxy-a/

Donthu, N., & Gustafsson, A. (2020, September). Effects of COVID-19 on business and research.

Journal of Business Research, 117, 284-289. https://doi.org/10.1016/j.jbusres.2020.06.008

Electronics producers face material shortage amid COVID-19 outbreak. (2020, February 26).

Vietnam Plus.

https://en.vietnamplus.vn/electronics-producers-face-material-shortage-amid-covid19-outbre

ak/169257.vnp

Evans, L. (2023, September 22). Samsung’s Organizational Structure & Its Characteristics (An

Analysis). Panmore Institute.

https://panmore.com/samsung-corporate-organizational-structure-characteristics-analysis#

IB-T323WSB-3_Report_Group 2_Samsung Electronics 11

ใหม่! Galaxy A05 Black 128GB สเปคแรง เต็มท่ีทก
ุ การใช้งาน. (n.d.). Samsung.

https://www.samsung.com/th/smartphones/galaxy-a/galaxy-a05-black-128gb-sm-a055fzkgth

l/

Galaxy A05 Specs (Light Green, 128GB) | Samsung Malaysia. (n.d.). Samsung.

https://www.samsung.com/my/smartphones/galaxy-a/galaxy-a05-light-green-128gb-sm-a05

5flghxme/

Galaxy A Series Smartphones. (n.d.). Samsung.

https://www.samsung.com/us/smartphones/galaxy-a-series/#highlights

Going Global With BTS: Samsung Launches Worldwide Music Video Takeover at Galaxy

Unpacked 2022. (2022, December 8). Samsung Global Newsroom.

https://news.samsung.com/ph/going-global-with-bts-samsung-launches-worldwide-music-vi

deo-takeover-at-galaxy-unpacked-2022

Guan, D., Wang, D., Hallegatte, S., Davis, S. J., Huo, J., Li, S., Bai, Y., Lei, T., Xue, Q., Coffman,

D., Cheng, D., Chen, P., Liang, X., Xu, B., Lu, X., Wang, S., Hubacek, K., & Gong, P.

(2020, June 3). Global supply-chain effects of COVID-19 control measures. Nature Human

Behaviour volume, 4, 577–587. https://doi.org/10.1038/s41562-020-0896-8

Hoang, L. (2021, July 14). Samsung suspends Vietnam factories hit by COVID: health ministry.

Nikkei Asia.

https://asia.nikkei.com/Spotlight/Coronavirus/Samsung-suspends-Vietnam-factories-hit-by-

COVID-health-ministry

Hội nghị trực tuyến giữa Bộ Công Thương và Samsung Việt Nam về những khó khăn, vướng mắc

và các giải pháp khôi phục sản xuất trước diễn biến phức tạp của đại dịch Covid-19. (2021,

October 14). Bộ Công thương Việt Nam.

https://moit.gov.vn/tin-tuc/hoat-dong/hoi-nghi-truc-tuyen-giua-bo-cong-thuong-va-samsung-

viet-nam-ve-nhung-kho-khan-vuong-mac-va-cac-giai-phap-khoi-phuc-san-x.html?fbclid=Iw

AR3ZjJs608zseStYTSGimvXyefWK5Yq8_atnFd19Hp1ID5i4ZVlKBkXsZsI

IB-T323WSB-3_Report_Group 2_Samsung Electronics 12

Increase in Laptop Sales Due to COVID-19 Lockdown Boost Samsung's Memory Chip Profits.

(2020, April 9). News18.

https://www.news18.com/news/tech/increase-in-laptop-sales-due-to-covid-19-lockdown-boo

st-samsungs-memory-chip-profits-2567091.html

Interbrand releases Best Global Brands 2022. (2022, November 3). Interbrand.

https://interbrand.com/newsroom/interbrand-launches-best-global-brands-2022/

Jung, M. (2021, March 2). Samsung Electronics Logs 5 Tril. Won in Exchange Losses in 2020.

BusinessKorea. https://www.businesskorea.co.kr/news/articleView.html?idxno=61431

Khẳng định niềm tin với Chính phủ Việt Nam trong phòng chống dịch. (2021, September 3). Thủ

tướng chính phủ.

https://thutuong.chinhphu.vn/khang-dinh-niem-tin-voi-chinh-phu-viet-nam-trong-phong-cho

ng-dich-10939677.htm

Kollewe, J. (2023, April 7). Samsung to cut chip production as profits plunge by 96%. The

Guardian.

https://www.theguardian.com/technology/2023/apr/07/samsung-to-cut-chip-production-as-pr

ofits-plunge

Laricchia, F. (2023, June 2). Samsung revenue split by region worldwide 2022. Statista.

https://www.statista.com/statistics/237092/share-of-revenue-at-samsung-electronics-by-regi

on/

Luu, Q. (2020, October 31). Nhà máy Việt Nam là 'cứ điểm' của Samsung trong Covid-19.

VnExpress.

https://vnexpress.net/nha-may-viet-nam-la-cu-diem-cua-samsung-trong-covid-19-4184794.h

tml

Samsung Electronics' Brand Value Makes Double-Digit Increase, Taking a Spot in the List of Top

Five Best Global Brands 2022. (2022, November 3). Samsung Newsroom.

IB-T323WSB-3_Report_Group 2_Samsung Electronics 13

 https://news.samsung.com/global/samsung-electronics-brand-value-makes-double-digit-incr

ease-taking-a-spot-in-the-list-of-top-five-best-global-brands-2022

Samsung Whistleblower Reveals Toxic Chemical Use and Violations at Samsung Vietnam. (2023,

March 19). IPEN.

https://ipen.org/news/samsung-whistleblower-reveals-toxic-chemical-use-and-violations-sa

msung-vietnam

Santacreu, A. M., & Zhu, H. (2018, March 20). How Did South Korea's Economy Develop So

Quickly? Federal Reserve Bank of St. Louis.

https://www.stlouisfed.org/on-the-economy/2018/march/how-south-korea-economy-develop

-quickly

Tsai, W. S., Tao, W., Liu, Y., & Lee, Y. (2020). Understanding the Interplay between Brand

Globalness and Localness among Homegrown and Foreign Global Brands in South Korea.

Journal of Global Marketing. https://doi.org/10.1080/08911762.2020.1759171

U.S. Relations With the Republic of Korea. (2020, February 8). State Department of State.

https://www.state.gov/u-s-relations-with-the-republic-of-korea/

Zhu, G., Chou, M. C., & Tsai, C. W. (2020, July 21). Lessons Learned from the COVID-19

Pandemic Exposing the Shortcomings of Current Supply Chain Operations: A Long-Term

Prescriptive Offering. Sustainability, 12(14), 5858. https://doi.org/10.3390/su12145858

IB-T323WSB-3_Report_Group 2_Samsung Electronics 14

 VIII. Peer evaluation and agreement

Name ID number Tasks Evaluation

Advantages for implementing business across

Nguyen Van
22002179 markets in the global economy 100%
Anh
Recommendation and Conclusion

Nguyen Kim
22003303 International business strategy 100%
Bao Chau

Executive summary
Nguyen Hong
21001289 Samsung Electronics' background and 100%
Han
organization structure

Drawbacks for implementing business across

Truong Thi
22002228 markets in the global economy 100%
Hien Nhi
Recommendation and Conclusion

Tu Nguyen
22003431 International activities and operations 100%
Quoc

Nguyen Ngoc South Korea’s political, economic, legal and

22002986 100%
Quyen cultural factors

IB-T323WSB-3_Report_Group 2_Samsung Electronics 15

 IX. Appendix

1. Appendix 1. The mobile phone market share from 2009-2023

2. Appendix 2. Marketing campaigns of Samsung

Samsung cooperated with BlackPink to launch Samsung Galaxy A80 special edition in 2019

IB-T323WSB-3_Report_Group 2_Samsung Electronics 16

Samsung and BTS promoted Z Flip4 in 2022

3. Appendix 3. Content marketing of Samsung

Content marketing on Samsung Global's Facebook page

IB-T323WSB-3_Report_Group 2_Samsung Electronics 17

Content marketing of Samsung on Youtube

4. Appendix 4. Different prices of Samsung Galaxy A05 in Vietnam, Malaysia and

Thailand markets

Price in Vietnam: 3,098,900 VND ~ 127,71 USD

Price in Malaysia: 649 MYR ~ 138,68 USD

Price in Thailand: 4,299 BAHT ~ 122,57 USD

IB-T323WSB-3_Report_Group 2_Samsung Electronics 18

 5. Appendix 5. Prices of Samsung Galaxy A series in US markets

Samsung galaxy A series in US ($159.99 - $449.99)

IB-T323WSB-3_Report_Group 2_Samsung Electronics 19