Samsung's Display Strategy: Solving Problems Over Selling Specs

Dr. Niklas Richter · 2026-02-19

I recently had a fascinating conversation with Evert Van Camp, who's been leading Samsung's Display division for the Benelux region for over a decade. He's had a front-row seat to a massive shift in how we think about technology. It's not about the product anymore—it's about the solution. We talked about why a display, or any piece of tech really, only becomes relevant when it solves a real problem. It's a simple idea, but it changes everything. The context, the application, and the underlying business logic are now far more important than just the resolution on the spec sheet. ### Why a Screen Alone Has Little Value Think about it. A screen sitting in a box is just... a screen. It's inert. Its value is zero until it's placed somewhere with a purpose. Is it in a retail store, driving sales by showing dynamic promotions? Is it in a corporate lobby, streamlining visitor check-in? That's where the magic happens. The hardware is just the vessel; the value is in the job it does. Evert put it perfectly: > "Technology only counts when it works, in the right environment, for the right people." That's the core of it. We're moving from selling a thing to enabling an outcome.  ### The Partner-First Philosophy Here's something that surprised me. Samsung doesn't sell directly to B2B clients. They go all-in on their partner network. Why? Because partners understand the local context. They know the specific challenges a business in, say, Chicago faces versus one in Miami. They can tailor the solution. Samsung provides the technology platform, and the partners build the custom bridge to the client's need. It's a recognition that they can't be experts in every single vertical market—and they don't try to be. ### From Cost Center to Revenue Generator This is a huge mindset shift for businesses. Displays are evolving from being a simple cost on a budget sheet—"We need to buy monitors"—to becoming a tool for generating revenue. A digital menu board that increases average order value. A wayfinding screen that improves patient flow in a hospital and satisfaction scores. Suddenly, that screen isn't an expense; it's an investment with a measurable return. We also touched on some exciting future tech, like e-paper. It could be the beginning of truly paperless communication—think dynamic pricing tags in a grocery store that update instantly, or maintenance manuals in a factory that are always current. It's innovation that reduces complexity, not adds to it. ### Leadership and Lasting Relevance Our conversation wasn't just about screens. We delved into leadership, the importance of listening within teams, and rethinking performance reviews. The most resonant point for me was about innovation itself. The goal isn't to constantly add "more" technology. The goal is to stay relevant. Sometimes, the most innovative thing you can do is simplify. Adding features for the sake of features just creates clutter. It's about finding the core problem and applying the right technology, elegantly, to solve it. That's how you build things that last and truly serve people. This wasn't a product pitch. It was a deeper discussion about the philosophy of business technology. It's a reminder that in a world obsessed with specs and speeds, the human element—the problem needing a solution—is what truly matters. It's about building tools that fit seamlessly into the workflow, that feel intuitive, and that ultimately make someone's day a little bit easier or a business a little bit more effective. That's the real shift. And it's one every business leader should be thinking about.