Galaxy Gear販売実績公表に感じるサムスンの焦り

サムスン絶好調といえる業績だったにもかかわらず、株価がもとに戻っていません。幹部総出で大規模IR説明会を8年ぶりに開催し、サムスンの未来戦略をアピールし、株価対策を行ったにもかかわらず、それでも市場が反応しなかったのです。
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サムスンが、9月から販売を開始したGalaxy Gearのこれまでの販売実績が80万台強であることを発表しました。9月に発売して80万台強とということは、業界にいる方なら滑り出しはいまひとつだったと評価される方がきっと多いと思います。しかも、最初に売ったGalaxy Gearの返品率が30%を超えていたことが米国の大手家電のベストバイとサムスンの内部メモの漏洩で発覚するというおまけ付きです。

しかし、あえて異例の発表を行ったことは、おそらく韓国で、5万台しか売れていないと米アップルに関する情報を扱うブログ、アップルインサイダーが明らかにしたものを複数の韓国のメディアが報じたことが引き金になったのだと思われます。

サムスンの焦りとも感じられるのですが、もうひとつの背景に、サムスン株価の低迷があることは言わずもがなです。2013年6月に「サムスン・ショック」と呼ばれた株価の下落がありましたが、その後の2013年7~9月期は、売上高が前年同期比13%増の59兆800億ウォン、営業利益が同26%増の10兆1600億ウォンと、2四半期連続で過去最高益を更新し、サムスン絶好調といえる業績だったにもかかわらず、株価がもとに戻っていません。幹部総出で大規模IR説明会を8年ぶりに開催し、サムスンの未来戦略をアピールし、株価対策を行ったにもかかわらず、それでも市場が反応しなかったのです。

業績がいいのに、なぜ株価があがらないのかですが、市場関係者は現在がサムスンのピークだろうと思っているからでしょう。しかもすでにスマートフォンの出荷台数の対前年伸び率は低下してきています。スマートフォンもあと何年か先には先進国では普及期を終え、市場が成熟していきます。期待される途上国市場では、台湾や中国企業がひたひたとサムスンの背中を追いかけてきており、熾烈な価格競争が待ち構えているのです。

自ずとポスト・スマートフォン時代を制するのはどこかに関心が移ってきています。しかし、サムスンには、他社が切り開いた市場を、追いつき、追い越せで成功する力はあっても、新しいコンセプトを生み出し、新しい市場を切り開く能力は疑問符がつくということだと思います。半導体、液晶テレビ、スマートフォンすべてがそうでした。しかしまだ新しい市場を切り開くイノベーションを起こした実績がありません。

日本の家電の戦略を学び、それを凌駕したサムスンには、日本の家電メーカーの惨憺たる敗北の歴史を重ねあわせて見ているのだと思います。

「週刊ダイヤモンド」(ダイヤモンド社/11月16日号)が『サムスン 日本を追いつめた"二番手商法"の限界』という特集を組んでいますが、ビジネスジャーナルの記事を参照してください。

Galaxy Gearは、サムスンがはじめてアップルに先行して開発し、発売したスマートウォッチです。おそらくサムスンとしては、そういった「二番手商法」のイメージを払拭する非常に重要な役割をもった製品のはずです。しかし、それも限界を感じるのは、「ウェアラブル・コンピュータ」も、「スマートウォッチ」もすでに発想としてはもう珍しいものではありません。

それらの限界を超えるような、こんな新しい目的、生活シーンが生まれる、新しい価値をもたらすというには、Galaxy Gearは役不足のコンセプトしか打ち出せておらず、ただスマートフォンを補完して、より便利になるというものに過ぎません。それでは市場の広がりには限界があります。

サムスンも自らの弱点であるソフトウェアの開発力を高めるために企業買収を重ねてきていたり、開発体制をソフトウェアにシフトしはじめているようですが、果たして日本の家電が乗り越えられなかった限界を克服できるかどうかはまだ未知数です。

「ものづくり」とは違う企業体質、企業文化を生みだすことは決して簡単なことではありません。なぜなら「モノづくり」で出来上がった体質や文化はやがて革新的なコンセプトを否定するベクトルともなりかねません。それはサムスンだけでなく、そっくり日本の家電メーカーにもあてはまることだと思います。

「ライバルを倒すこと」をひたすら追いかける体質や文化と、「生活者にとっての夢や希望を生み出す」創造者としての体質や文化の違いやその間の溝は想像以上に深いのです。

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