Matsushita Strength Building Process

Panasonic's power generation process In the late 1980s, Panasonic seized opportunities for market changes, exceeding Phillips. As mentioned earlier, the era of globalization shifted the competition of electronic markets from domestic to global price competition. Compared to Philips' distributed structure, Panasonic's centralized structure can deal with market opportunities, making Panasonic a world leader in this era. The first is that Panasonic 's innovative features with centralized structural support, despite slowing response speed by Philips Autonomous subsidiaries, greatly improves productivity.

Prior to the Second World War, Philips had developed that NO, but Panasonic was in the field. Philips focuses on light bulbs, but in contrast, Panasonic has a wide variety of products. Panasonic sold 5,000 different products to 25,000 retailers through a parallel merger. These retail stores will offer Panasonic the opportunity to link marketing solutions to customer reactions to market trends. Panasonic centrally manages the research and development department, but most of the products are made of PD.

Panasonic introduced the first products in the US market in 1961. Matsushitagawa Assistant Founder of Matsushita Electric Industrial Co., Ltd., our parent company, believes that "Panasonic allows people to become people before manufacturing their products." First of all, it will bring better products. As Panasonic continues to sell high quality products in the USA and abroad, his successor seems to have achieved his vision. Divx is the latest technology to revolutionize DVD players. Divx movies are synonymous with rental movies because they can be played for a certain period of time (48 hours from the first playback). Unlike traditional movie rental, Divx has no delay. Also, there is no late night trip to the video store to get back to the movies.

However, Panasonic has a better global strategy, but its overseas subsidiaries are not fully innovative. Its strength is also known as "camouflage", so we are in rapid technology introduction to the market. By standardization, Panasonic can produce high quality products at low price. As a result, Philips is trying to compete on a country by country basis with all the additional costs related to distributed operation, but they have a great cost advantage in that they can be supplied from the domestic plant to the global market I will. However, Panasonic has organizational responsibility for its culturally constrained management system and its expensive management system.