Oldest Business Problem: Expanded
E A Harvey up there almost nailed it, and he is certainly correct in what he says, but he's looking at it from a consumer perspective, not from a business vantage.
If you're in manufacturing it is absolutely, 100% impossible, cannot be done, ever; to have your sales and production units in sync on purpose. It happens sometimes by accident, or colossal fuckup, but anyone who tells you it happened as a result of their foresight and deft planning is lying their ass off, or insane. I couldn't recommend buying any cold fusion or perpetual motion technology from such people either.
Spend enough time in business and you'll hear everyone from analysts to middle management, general staff and those grundle scraping CEO's who write their own biographies, tell you all sorts of shit about what the 'mark of good corporate leadership' is. They're nearly always wrong. There is only one universal business trait which can truly be said to be shared across any and all successful manufacturing businesses.
That trait is the ability to deal with the train wreck that occurs when sales and manufacturing operations don't jive. It's not a question of when that imbalance will occur, it's absolutely guaranteed to occur. Everybody in manufacturing knows this and if you're any good at the game, you know whatever plans/predictions the CEO/COO have are only there in case somebody asks to see 'the plan'.
The actual plans involve things like special financing/subsidies to Channel partners for next quarter's orders, insanely complex reverse logistics schemes, crazy low pricing for educational customers as well as 'charitable' donations. The details don't matter, there are zillions of ways to deal with the problem, it's how you deal that problem that matters.
My point in all of that, is that absolutely nothing can reliably be assessed about Samsung's company performance from a simple event like saturation of the Channel with some products. If this kind of thing didn't occur something would be terribly, terribly wrong.