Lee Kun-Hee, the man responsible for transforming Samsung into one of the world’s biggest TV and phone brands, believes a sense of “perpetual crisis” is vital when it comes to beating and staying ahead of rivals. What Lee probably means is that a healthy sense of insecurity keeps a company hungry and on its toes; being too comfortable leads to complacency.
What he definitely didn’t mean was for Samsung to be at the center of a slew of negative headlines: there were the faulty batteries that led to an expensive recall of the Galaxy Note7 smartphone; Lee’s son and anointed heir, Jae-Yong, is on trial for bribery in a case that’s linked to the downfall of South Korea’s president; and business may also be hit by a growing diplomatic spat with China, after Korea decided to install a U.S.-made missile defense system.
Samsung is best known for manufacturing phones, TVs and a variety of home appliances under its own brand, but a big part of its business comes from making components such as computer chips, displays and flash memory for other companies. For example, the firm will supply the bulk of the organic light-emitting diode screens to be used in Apple’s new iPhone due later this year.
It’s this mixture of own-brand consumer gadgets and high-end components manufacturing that makes Samsung Electronics unique and very profitable. It made a gross profit of 81.6 trillion won (US$72.1 billion) last year, the highest since 2013. As a rough comparison, Apple, the world’s most valuable brand from 2012 to 2016, reported gross profit of US$83.7 billion in its latest full-year results.
The mixture of own-brand consumer gadgets and high-end components manufacturing makes Samsung Electronics unique and very profitable.
The business generated the local currency equivalent of US$20.5 billion in free cash flow in 2016. Meanwhile, the balance sheet shows cash and cash equivalents worth some US$83.9 billion, in various currencies, against total debt that’s equivalent to around US$13.5 billion.
The company has consistently demonstrated an ability to break into new product areas and build superior competitiveness through accelerated research and development and good execution. A net cash balance sheet, strong cash flow and big profits provide financial buffers in tough times.
But what has gotten investors really excited is the company’s pledge to return around 50% of free cash flow to shareholders via dividends and share buybacks. It paid out the equivalent of US$3.5 billion in dividends last year, an increase of 30% compared to the previous 12 months, and a further US$8.2 billion has been set aside for buying back its own shares from the market.
That’s why (as of April 11) Samsung’s share price has gained more than 15% since the start of the year, and is up the best part of 10% since the younger Lee was arrested on 17 February.
However, the company does face big tests this year. Not so much from a revenue perspective – the firm said earlier this month it expects first-quarter operating profit to be almost 50% more than the same period last year. Forecasts of surging memory prices (Samsung is the world’s biggest manufacturer) are a boon.
But the pressure is on for a successful rollout of the new Galaxy S8 smartphone that was launched at the end of March. The faulty battery episode was out of character and did not damage sales of Samsung’s other phones, but any problems with this new model will be a serious blot on the company’s reputation for quality. Happily, the initial reviews have been largely positive.
The bribery trial is a setback for corporate governance. Over the years, we have seen the company become more open to investor feedback and financial transparency has improved. But this could also provide an impetus for further change as public perception starts to play a bigger role in shaping corporate behavior. Samsung has denied any suggestions of wrongdoing and we’re inclined to reserve judgement until more details emerge.
Over the years, Samsung has become more open to investor feedback and financial transparency has improved.
Meanwhile, a deep pool of capable senior executives ensures there is minimum disruption to the business; a search for a high-profile foreigner to sit on the board – almost unheard of in corporate Korea – continues; and a shareholder suggestion to simplify the Samsung group’s complicated corporate structure is being studied.
South Koreans go to the polls in early May to elect a new president. All the candidates have expressed a desire to ease tensions with North Korea, and there are hopes that a new leader will offer an opportunity to reset relations with China, a market which accounted for just over 15% of Samsung Electronics’ revenues in 2015. History has shown that, despite the rhetoric, China has never allowed politics to get in the way of business for too long.
Crisis, regardless of how it’s defined, often leads to change. A higher level of scrutiny will ultimately benefit corporate Korea and the country’s financial markets, as well as Samsung.
Foreign securities are more volatile, harder to price and less liquid than U.S. securities. They are subject to different accounting and regulatory standards, and political and economic risks. These risks are enhanced in emerging markets countries.
Companies mentioned are for illustrative purposes only and are not intended to be a recommendation to buy or sell any security.
This article originally appeared in Fund Strategy on April 21, 2017.
Image Credit: REUTERS / Alamy Stock Photo