...Phacharakamol Kumpinyo ID: 5529161 Case NO.1: Matsushita 1. Triggers of cultural change in Japan during the 1990s were traditional ways of doing business. In 1990s, Japan was encounter with bubble burst of financial crisis (economic slump) then every business unit which were get the problem with crisis must change their business ways as fast as they can to make their business moving on with not crush. Businesses start to lay off worker and reduce business size to smaller and change in many internal process such as company benefit, company housing, etc. Then it makes cultural change on working attitude of worker to have less loyalty and focus on higher salary instead. 2. Japan change culture influence the way Japanese business operate in the future is decentralize the power and profit to split the risk that can crush the company. The potential implications of such changes for the Japanese economy. 3. The traditional Japanese culture benefit Matsushita during the 1950s-1980s is cradle to the grave employee. At Matsushita, employees were good taken care from the company. The firm provided them with a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority based pay systems and generous retirement bonuses. The Matsushita was got loyalty and hard work from its employees. Did traditional values become more of a liability during the 1990s and early 2000s? Yes it is. The Matsushita spend a lot of money for take care their employees as cheap...
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...Philips vs Matsushita Susan Cumpton PHL-3100 International Management April 11, 2015 Professor Ismail Throughout History Philips and Matsushita have charted different strategies as well as different organizational structures, and the outcome has been the same; success. With success comes adversity and both companies’ experienced major challenges in the beginning of the 21st century. Both CEO’s were forced to implement organizational restructurings as well as new strategies. How they would come out of was unknown as well as if their competitive nature with each other would continue. In 1892 Gerard Philips and his father founded a small light bulb company in Eindhoven Holland, at firs the ventured failed and they were forced to recruit Gerard’s brother Anton an excellent salesman. Philips focused on a singled product while larger electrical production companies raced to diversify. Innovation was a priority and Philips company policy was to keep up with modern technology and advancement in research. Philips labs developed a tungsten metal filament bulb that gave them finical strength to compete against it rivals.. In 1899 Anton hired the companies first export manager and the company was sell into markets in Japan, Australia, Canada, Brazil, and Russia. By 1900 Philips was the third largest light-bulb producer in Europe. By 1912 the lamp industry stated showing an overcapacity of companies so Philips started building sales organizations in the United States, Canada...
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...For the exclusive use of C. Fang, 2015. 9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product...
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...Westminster International University in Tashkent Certificate of Foundation Studies Business and its Environment 2010 - 2011 To be completed by the student Student’s ID number | 00001693 | Module name | Business and its Environment | Module code | BUZF320 | Tutor | | Individual assignment | | Group assignment | | Submission deadline | 23.12.2010 | I certify that all material in this coursework which is not my own work has been acknowledged and I am fully aware of the consequences of plagiarism. Signed | For Academic Registrar use only | Company Profile It is incontestable that demand for high-technology increased sharply in last two decades. As the proof of this fact I intend to provide brief information about Panasonic Corporation which is specialized to produce different type of electronics. Product. In XXI century electronics has assumed a dominating role in every field, therefore Panasonic Corporation provides 3 categories of products such as consumer, business and professional, also industrial solution products. Consumer goods include electronics such as mobile phone, home communication, home appliances and batteries. Business and professional products contain office communication, notebook PC, professional AV etc. And the last category, industrial...
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...1. Introduction Company background and Competitive Advantages The history of Panasonic Corporation starts when Konosuke Matsushita founded Matsushita Electric Devices Manufacturing Works in 1918 with his wife and his brother-in-law. This was held on the first floor of a two story house. Of course, the first product was insulating plates and electric lamp sockets, followed by a bicycle lamp in 1927, which was the first product to carry the National brand. They also started to make radios in 1931, still under the National brand. And the brand name Panasonic is actually came along in 1955, when the company expanded its activities continuously into international markets, like in Japan and also overseas to China and America. The Panasonic brand was created from the elements “pan” meaning all and “sonic” meaning sound, so Panasonic simply means all sound. And the Panasonic brand has its own slogan “Panasonic ideas for life” represents the advanced technology and the wide range of products which they cover. This brand slogan is their commitment in providing products and services based on ideas that will enrich people’s lives around the world through innovative thinking. The company isn’t just focus on products, it’s also on ideas. Ideas that will enhance human’s life and broaden human’s horizons. Today, Panasonic Corporation globally comprises of over 680 companies and almost 390,000 employees in manufacturing and marketing with over 15,000 products supplying customer needs. The...
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...selected organisation…………………………………..………….3 2.0 Comparing and contrasting the QMT used in the selected organisation…………….4 3.0 Analysis of findings……………………………………………………………………....8 4.0 Recommendations on quality management and conclusion…….……………….........8 Usamah Bin Zaid Total Quality Management 2|Page SCHOOL OF GRADUATE STUDIES MANAGEMENT AND SCIENCE UNIVERSITY, SHAH ALAM Brief Introduction to selected organisations: Panasonic Corporation formerly known as Matsushita Electric Industrial Co., Ltd. is a Japanese multinational electronics corporation headquartered in Kadoma, Osaka, Japan. The company was founded in 1918, and has grown to become one of the largest Japanese electronics producers alongside Sony, Hitachi, Toshiba and Canon Inc. In addition to electronics, it offers non-electronic products and services such as home renovation services. Panasonic is the world's fourth-largest television manufacturer by 2012 market share. Panasonic was founded in 1918 by Konosuke Matsushita as a vendor of duplex lamp sockets. In 1927, it began producing bicycle lamps, the first product which it marketed under the brand name National. During World War II the company operated factories in Japan and other parts of Asia...
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...9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled...
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...Philips vs. Matsushita Two major competitors in the global consumer electronics industry, Philips of the Netherlands and Matsushita of Japan, both have extensive histories that can be traced back more than a century. They have each followed different strategies and have had significant capabilities and downfalls along the way. In general, Philips built its tenured success on a portfolio of responsive national organizations. On the other hand, Matsushita based its global strategy on a centralized and efficient operation through Japan. As they developed and reorganized their international strategies, each company was forced to undertake its strategic posture and restructuring as its competition position fell. During the 1990s, each company experienced specific difficulties to their market share. Both companies struggled to reestablish themselves in the global consumer electronics world. As the year 2000 came around, new CEOs at both companies came up with even more complicated initiatives and reorganizations. Philips attempts at Reorganization Below is a brief description of some of the CEOs and what they tried to accomplish as Philips strived to make a profit. The information gathered was derived from (www.slideshare.net). Gerard Philips – 1892 Philips objective was to have a one-product focus using new factories and machines for production efficiencies. The goal was to have employees focused and develop a tradition for caring. The actions taken were transferring assets...
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...Artif Life Robotics (2010) 15:395–399 DOI 10.1007/s10015-010-0825-4 © ISAROB 2010 ORIGINAL ARTICLE Yousin Park · Yunju Chen A centrality analysis of the transaction relationships in Panasonic Received: April 16, 2010 / Accepted: April 30, 2010 Abstract Panasonic initiated a reform strategy called “Value Creation 21” in 2001. This strategy had a strong impact on its transaction relationships. This research covers one of the important issues in analyzing how the transaction network in Panasonic has changed during the period of “Value Creation 21.” In order to make Panasonic’s transaction relationships visible and countable, we have introduced graph theory and a measure centrality index from the viewpoints of degree, closeness, and betweenness by using data collected in 2002 and 2005. Our findings are reported here. First, the number of firms in Panasonic’s transaction network in 2005 was smaller than in 2002. Second, not only the degree, but also the closeness and betweenness, of the main firms in the Panasonic Group and their suppliers decreased a little more in 2005. Third, the number of in-degree firms declined, whereas the relative importance of Panasonic in the transaction network was more significant. Fourth, Panasonic’s affiliated firms in components & devices and the digital AVC network domain ranked higher than other firms in the transaction network. Last, its out-degree suppliers dropped more in 2005 than in 2002. With these findings, we finally concluded how Panasonic...
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...mentioned two philosophers who spoke about change. ‘In 513 B.C., Heraclitus of Greece observed, “There is nothing permanent except change.” And in the 16th century, Niccolo Machiavelli stated in his political treatise, The Prince, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.”‘ Change is inevitable, but it can also be uncomfortable. Because it is uncomfortable, most people tend to resist change. One of the most important responsibilities of an effective leader is to reduce people’s resistance to change in order to promote growth in the organization. According to John P. Kotter, retired Konosuke Matsushita Professor of Leadership at Harvard Business School in Boston, most organizations do a poor job of implementing large-scale change because of resistance within the organization (Fandray 2003). In a study of 288 companies who shared lessons and best practices in change management (Creasey 2003), Tim Creasey found that the top obstacle to change was employee resistance at all levels. In this report, “participants indicated that there is a natural human resistance to change that impacted project success.” According to William Bridges and Susan Mitchell (Bridges & Mitchell, 2000), change is difficult because of the uncomfortable, internal process of transition through which people must move. Bridges and Mitchell point out that “change...
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...Multinational companies tend to insulate their headquarters from operations in emerging markets. Sure, they welcome the opportunity to save money by manufacturing in China or managing customer service out of India, and they’re especially pleased when they make profits selling to customers in such markets. But regardless of their global footprints, American, European, and Japanese companies remain fundamentally American, European, and Japanese. The home country’s executive offices too often have an “us” and “them” mind-set and encourage a one-way flow of ideas and directives—from us in the home country to them in emerging markets. Local initiatives are expected to stay local. Companies do this to minimize cost and risk, and because they believe that their brands already hold enough cachet to woo emerging-market consumers. Multinationals may bein global markets, but they’re often not of them; therefore, they’re unable to expand their products’ appeal to broader audiences around the world. It’s surprising, then, when an established giant goes to an emerging market seeking the usual benefits of cheap labor and low manufacturing costs and comes back a changed company. That’s what has happened to Panasonic in China over the past decade. After the Japanese company’s leaders saw growth slow in China, they realized that they needed to engage more deeply with customers there. Panasonic’s desire to do that was rather remarkable because of the historical animosity between Japan and China...
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...INNOVATION THROUGH RESEARCH The Panasonic Group of Companies has Usability Centers throughout the world. In 1990, the scope of the Usability Centers was expanded to include accessibility concerns. In addition, multinational Task Forces empowered to work throughout the Panasonic Group of Companies were established in 1998 to ensure that accessible features and services continue to be developed and implemented worldwide. Synergy between the Usability Centers and Task Forces keeps our Accessibility goals sharply in focus. The other key to successfully achieving our goals is the strength of our research and development (R&D) capabilities. Having helped lead the way in the development of DVD, SD Memory Cards, DTV and other important technology, the R&D centers of the Panasonic Group of Companies are working to make emerging technologies accessible, and to develop new technologies that aim to further enable and encourage employment, independence, and enhanced entertainment experiences for people with disabilities. Here are a few examples of activity at our labs: [pic]Panasonic AVC American Laboratories are working to make sure that Digital TV will have enhanced captioning display capabilities. [pic]Panasonic Information and Networking Technologies Laboratory is working on advanced applications to enable the remote control and interface of everyday devices and appliances. [pic]Panasonic Speech Technology Laboratory has developed text to speech and speech recognition technology...
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...Summary Matsushita, as known as Panasonic, and Philips both are giant corporations that dominate electronic industry. Their products cover all aspects in our daily life for instance electronic toothbrush, irons, TV set and communication devices. The cultural differences between these two companies have being influencing the development and performance significantly when Philips focus on decentralization and Panasonic prefer centralization. Our group analyze the difference between the strategies of two companies and find out how culture or oriental philosophy influences the performance of companies. Both of these two companies are outstanding in their competitors, however, problems existing in the organizations’ structure hindered the further development. Philips, although has a strong ability in innovation and industrial research, had not been profitable in a long period of time because of its imbalanced relationship between technical and commercial, parent company and national operations. Mastushita, although has advanced corporation’s culture and once took over the market with its outstanding VCR products, was tracked by the highly-centralized operation. The two companies had to seek a balance between global expansion and core competencies. The organizational foundation of Matsushita was divisional structure emphasizing one-product- one-division. This kind of structure gave each division clear targets and responsibilities and encouraged people in the division to dedicate only...
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...With these developments, it is obvious that conflicts between parties of different nationalities occur and liability to tax on income of foreigners especially among those engaging in trading venture. Whilst the laws affecting domicile and residence may be sufficiently settled, it is paramount for courts to pursue a detailed analysis to ascertain specific preliminary issues so as to avoid controversial rulings. Courts often handle numerous financial cases that involve what can be best described as foreign or international elements. In such cases, court must decide whether it has the jurisdiction under the Family Law Act 1975 to make a decision on such cases. In the event that it is determined that the court is invested with the jurisdiction to determine the case, the court has to consider whether there is a system of law in foreign country that also has the jurisdiction to handle the case. As it was addressed in the case Attorney General of New Zealand v Ortiz [1984] AC 1, these benefits and costs to either party if the case resolution is made in foreign country as compared with the apparent country should also be a subject of concern. [1] Legal systems in most countries around the world adopt community property regime, which takes effect at the inception of marriage or at the time of divorce. For instance, California and Massachusetts in the United States have adopted community property regimes that support equal division of assets upon divorce. However, this provision...
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...Adapted from Bernhardt & Kinnear (1988). Cases in marketing management, pp. 6-16. Plano, TX: Business Publications, Inc. Pay careful attention to the following points. They are often used by instructors to evaluate either a written or oral analysis. 1. Be complete. Each area of the situation analysis must be discussed, problems and opportunities identified, alternative presented and evaluated using the situation analysis and relevant financial analysis, and a decision must be made. An analysis that omits part of the situation analysis or only recognizes one alternative is not a good analysis. Second, each area must be covered in-depth and within insight. 2. Avoid rehashing case facts. Every case has a lot of factual information. A good analysis uses facts that are relevant to the situation at hand to make summary points of analysis. A poor analysis just restates or rehashes theses facts without making relevant summary comments. 3. Make reasonable assumptions. Every case is incomplete in terms of some piece of information that you would like to have. A good case analysis must make realistic assumptions to fill in the gaps of information in the case. For example, the case may not describe the purchase decision process for the product of interest. A poor analysis would either omit mentioning this or just state that no information is available. A good analysis would attempt to present this purchase decision process by classifying the product and drawing upon real life...
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