...Qwertyuinmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz...
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...Philips vs. Matsushita: The Competitive Battle Continues 1. Philips and Matsushita are two very large consumer electronic companies. Philips success over the years can be largely contributed to the company’s adaptive and innovative product marketing and its expansive portfolio based on the responsive needs of national organizations. However, Phillips, has faced extreme volatility over the past 50 years due to a lack of innovation, low employee morale, loss of focus of core competencies, and a global recession. On the other hand, Matsushita success can be largely contributed to the company’s efficient and low cost production, synergy, and competitive divisions that encourage innovation. However, Matsushita also experienced volatility due to a lack of innovation, a global recession, and the addition of a major supply glut and price collapse. 2. The concepts from the assigned chapter can help us understand how Philips and Matsushita might develop a strategy that will focus on long term success. The concepts from the chapter discuss terms such as “administrative heritage” or the idea that a company’s existing configuration cannot be changed overnight. And one of the most important lessons for management is to build and leverage their company’s existing capabilities rather than emulating another company’s strategic capabilities in order to be more responsive in a constantly changing world. 3. My strategic recommendation for Philips is to maintain its strong international...
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...Philips vs. Matsushita Case Greg Tensa 1. How did Philips become the leading consumer electronics company in the world post war era? What distinctive competencies did they build? What incompetancies did they build? Prior to World War II, Philips had created a culture of embracing technical innovation. On the production side, Philips was a leader in industrial research, and scrapped old plants in favor of new machines or factories whenever advances were made. On the product side, strong research enabled the company to broaden its product line, starting with light bulbs but growing into vacuum tubes, radios and X-ray tubes by the 1930s. Because Holland was such a small country, Philips was forced to start exporting in the early 1900s in order to have enough sales volume for its mass-production facilities. Philips evolved into a highly centralized company with decentralized sales and autonomous marketing in 17 countries. Political events in the world during the 1930s forced Philips to change into a truly multi-national company. First, the depression caused countries to erect trade barriers and enact high tariffs, forcing Philips to build local production facilities in the foreign markets they served. Second, in anticipation of World War II, Philips transferred its overseas assets into trusts in Great Britain and the U.S. They moved the bulk of their research staffs to England, and their top managers to the United States. With these assets, the national organizations (NOs) became...
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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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...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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...<Philips vs Matsushita> 1. How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetencies? ->The way that Philips became the leading consumer electronics company is thanks to focus on one product rather than diversifying in early days. So it became the leader in industrial research. And it had independent national organizations. It is because they fit the country-specific market conditions. And they built their own technical capabilities to address local market conditions. And related with prior efforts, it enforced market specific research by enhancing the R&D budget. But Philips had the incompetence, too. Its product division had no real power. NO ignored main company’s welfare and focused on local profit only. And too many factories over the world caused the problem, too. Because of that, the cost became higher than other ways, such as outsourcing. 2. How did Matsushita succeed in displacing Philips as No.1? What were its distinctive competencies and incompetencies? ->Matsushita focused on VCR production. So it can have high volume allowed it to slash price quickly. And Matsushita had huge number of retail outlets. It assured sales volume and direct access to market trends and consumer reaction. And finally, one-product-one-division system caused internal competition. But the problem of over-management had to send managers throughout foreign...
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...Philips Vs Matsushita Scm 1. A New Century, a New Round Scott Campbell - Christina Connolly - Maureen Stafford MBAM 619.11 March 30, 2009 versus 2. Foundation Founded in 1892 by Gerard Philips in Eindhoven, Holland Tradition of caring for its workers Innovation as a core strength One product focus on light-bulbs (initially) + Gerard’s technological prowess enable significant innovations Strong research vital to company’s survival Philips built its success on a worldwide portfolio of responsive national organizations 3. Foundation Founded in 1918 by Konosuke Matsushita in Osaka, Japan “ Seven Spirits of Matushita” and cultural and spiritual training are key First Japanese company to adopt the divisional structure “ One-product-one-division” Internal competition fostered among divisions Matsushita built its success on its centralized, highly efficient operations in Japan 4. Tangible and Intangible Assets Physical Assets: new labs Regulators: Common Market erodes trade barriers External Assets Financial Assets Suppliers Customers Employees: competitive/loyal Owners Brand Capital, Relationship Capital, Knowledge Capital Individual Capital, Team Capital Human Capital: strong experts Intellectual Capital Society Competitors: Sony, Matsushita, General Electric Organizational Fiscal Responsibility Boundaries Market Boundaries Society Boundaries Intangible Assets Supply Chain Boundaries Organizational Boundaries Tangible Assets 5. Tangible and Intangible Assets Physical Assets External...
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...preassigned (see the list) • Do not prepare any PowerPoint presentation, however, you may want to write up your answers in a form of short paper (1-2 pages) Take-home exam (10 points) Session Date Topics Readings 1 17.03.2016 Thursday Introduction • Globalisation • Competitive advantage of nations Additional readings: Davies, H. & Ellis, P., 2000. Porter’s competitive advantage of nations: time for the final judgement? Journal of management studies, 37(8), pp.1189–1214. Dunning, J.H., 1993. Internationalizing Porter’s diamond. MIR: Management International Review, pp.7–15. Porter, M., 1990. The competitive advantage of nations. Harvard Business Review, 68(2), pp.73–93. 2 31.03.2016 Thursday Global value chain • Outsourcing vs offshoring • Global value chain • offshoring • outsourcing • Resource-based view • Transaction costs • Intellectual property infringement Case: Ecco – Global value chain management 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-a-vis the competitors) to take advantage of changes in the industry. 2. Analyze ECCO's global value chain. How well does this configuration match the drivers in the industry? 3. ECCO has a fully integrated vertical value chain? What are the pros and cons of this strategy? That economic and strategic factors should be analyzed to answer this question?...
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...The Wharton School of the University of Pennsylvania Management 223 - Business Policy & STRATEGY Spring Semester, 1999 Course Description and Syllabus Instructors: Phanish Puranam (PP) & Michael G. Jacobides (MGJ) Office: 2061(PP) /2055(MGJ) SH-DH (Management Dept. Suite) Tel: 898-1231 (PP) / 898-1224 (MGJ) Email: puranam@management.wharton.upenn.edu jacobides@management.wharton.upenn.edu Class Hours: Tuesdays and Thursdays 12:00 to 1:30pm Office Hours: By appointment (PP) Course Overview This course focuses on strategic management and strategic decision making and examines issues central to the long-term and short-term competitive position of the company or division / business unit. Students are placed in the role of key decision-makers or their advisors and asked to solve problems related to the development or maintenance of the competitive advantage of the firm. We start the course by looking at strategy at the level of the business unit, which is the fundamental level for competitive analysis. The perspective taken is of a manager in a given unit with particular assets, capabilities and competitive challenges. We look at industry analysis, examine the sources of competitive advantage, and explore generic strategies: How can we analyze the competitive environment, and what are the basic options for business-unit level strategy? What are the bases of competitive advantage? What is the nature of the value chain? Following...
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...Sony Corporation Introduction In an economy that thrives thoroughly on technology and progression itself, there are many companies that have taken advantage of the opportunities that have been offered to them through science. Due to continuous development in technology, companies are being able to find their path in success through competitive products and service. And one of the Company that would strike on peoples mind in no time while talking about information technological products or be it digital equipments, it would be none other than Sony. Known for the best quality around the world and technological leadership, with its music, pictures, game and online businesses, the company is uniquely positioned to be one of the world’s leading digital entertainment brands, offering an outstanding portfolio of exciting multimedia content. History Established in the wake of Second World War 1946, May 7, as an electronic shop in a bomb damaged electronic department store by Masaru Ibuka. The company had an initial capital of $530 and 8 employees. The following year, he was accompanied by his colleague, Akio Morita and together, they founded a company called Tokyo Tsushin Kogyo (Tokyo Telecommunications Engineering Corporation), and the main objective of the company, was to design and create innovative products which would benefit the people” .The founders were looking for Romanized name, and previously recommended using the initials, TKK as their company’s name...
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...Economics of Competitive Strategy Professor R. Preston McAfee Apple Computer Inc.: Digital Connectivity in the Age of the Maturing PC 8 April 2002 Group : Alp Buyukuygur Yuma Maris Amit Bhardwaj Brief Background Apple Computer is a major developer, manufacturer, and marketer of personal computers and peripheral products for sale primarily to the business, creative, education, government, and consumer markets. Apple also sells operating systems, utilities, languages, developer tools, and database software. California-based Apple Computer aims its colorful iMac (desktop) and iBook (laptop) computers at the consumer and education markets. It targets high-end consumers and professionals involved in design and publishing with its more powerful G4 portable and desktop computers. Apple also makes publishing and multimedia software, and offers Internet services such as Web page hosting. The company's FileMaker subsidiary makes database software. Once the world's top PC maker, Apple Computer has been relegated to niche status in a market dominated by "Wintel" machines (computers using Microsoft Windows software and Intel processors). Macintosh computers (Macs) forgo the Intel Pentium for processors made by IBM and Motorola. Apple has offered unique designs such as the colorful iMac that distinguish its computers from their competitors. Looking to attract customers into "the era of the Digital Lifestyle," Apple has conducted a marketing campaign that casts Macs as the centerpiece...
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...Chapter 1 expanding abroad: motivations, means, and mentalities Case 1-1 Cameron Auto Parts * Alex Cameron got the family biz when graduated in 2001, when the American economy fell into a recession * History * Auto Pact, big three ship car parts between Canada & US, with tariff free * Cameron focus on small engine parts and auto accessories * Car Sales dropped in 2000, because declining North America and entry of Japanese * High pressure for modernization and cost reduction * Operational survival: cut workforce, overtime, part-time, subcontracting * Recovery and diversification * The short-term future seemed positive, but the popularity of Japanese car forced it to diversify * Working as an OEM Cameron did little to be innovative * Alex brought in a team of designers, concentrating on developing products with a wider ‘non-automotive’ market appeal * The first year no progress, Alex lured away a key engineer from the Canadian firm, and mid-2003, developed its own line of flexible couplings * Marketing the new product * Hired eight field sales representatives, stress product quality, service and speed of delivery, but not price. * Financing plant capacity * Increasing sales of flexible couplings required a new separate plant, but the financial position is not strong enough to support it * Foreign markets * Took a European Patent * A licensing opportunity ...
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...INTERNATIONAL BUSINESS MIDTERM Question 1: One of the discussed themes is on the institutional environment of international business. In this context, we focused mainly on the evolution of the international monetary system and monetary institutions that facilitate international trade and investment. (1a) Marking the benchmarks along your route (i.e. Bretton Woods, Smithsonian, Jamaica, Plaza, and the Louvre Accords, etc), trace this evolution from its origins in the gold standard, through the fixed and the floating exchange rate systems to the managed float (target zone) system we are living in today. Answer: Since known history of mankind exchange of goods and services of value had been going on between individuals, groups and tribes/nations. By the passage of time it developed through barter system to gold coins etc. In modern times starting from the last century, the evolution of institutional environment of international business and monetary system as well as monitory institutions have been developed to streamline the trade and investment among the nations. Going through the various stages of evolution from the origin in the gold standard and development to present time floating exchange rate system and to explained the workings of the international monetary system and pointed out its implications for international business we make Bretton Woods followed by Jamaica, Plaza, and the Louvre Accords, etc. To further elaborate the topic it is imperative to describe each...
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...INTRODUCTION TO THE THIRD EDITION Since the second edition of this book published in 2007, the globalization of the economy has seen its momentum challenged by two financial crises. Starting in the USA, the so-called ‘subprime’ crisis has obliged governments around the world to engage in Neo-Keynesian policies in order to consolidate the stumbling global financial system. More recently the ‘Eurozone’ crisis has called into question one of the most ambitious international cooperations and has seen populations asking for more protectionism. In the Middle East, dictatorial regimes have been ousted by the revolutionary ‘Arab Spring’ and the newly formed governments are trying to find a way between global exchange and Islamic tradition. During these difficult times, emerging countries from Asia, Latin America and Africa have increasingly asserted their newly found economic and financial power and demanded a bigger participation in world governance. The tsunami that struck Fukushima in Japan in March 2011 creating a nuclear accident has convinced many nations to reconsider their energy policy. Despite all of this, globalization, even though criticized, is still active. Firms are moving to the new emerging economies in order to capture the consumption appetite of the growing middle classes. It is still relevant and important to put together all aspects of global strategic management. This third edition is still about global firms and global management. Its objective remains to help...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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