Philips Versus Matsushita: the Competitive Battle Continues
1. How did Philips become the leading consumer electronics company in the world
in the post-war era? What distinctive competence did they build? What distinctive
incompetencies?
Philips became the leading consumer electronics in the world in the post-war period by a strong
investment in research and development of their independent national organizations, and good
communication between the organizations. Philips has continued this tradition with fourteen
divisions of product development, production and distribution in the world, which is another factor
in the success of Philips, national organizations. Distinctive competence Philips They had built
national organizations that recognize a great advantage of the situation and respond to differences in
local countries had, and finally product development was based on local market conditions. They also
had to transfer their assets abroad in trusts in the United Kingdom and the United States and they
moved most of its research staff in England, and senior executives in the United States. There were
distinctive in that Philips skills are no longer able to make decisions ad one company's technology is
to put new products on the market, but each had
The national organization tried to take care of their own problems and but they have lost the ability
to manage the company as a whole administration. They tried to establish areas of products, but
they also failed.
2. How did Matsushita succeed in displacing Philips as No. 1? What were its
distinctive competencies and incompetencies?
Matsushita was able to move Philips as Number 1 in consumer electronics with a unified global
strategy, allowing increasing volumes Matsushita to lower the cost of pushing the lowest price, and
they have finally surpassed the strength Philips its related manufacturing. Matsushita basic
in the post-war era? What distinctive competence did they build? What distinctive
incompetencies?
Philips became the leading consumer electronics in the world in the post-war period by a strong
investment in research and development of their independent national organizations, and good
communication between the organizations. Philips has continued this tradition with fourteen
divisions of product development, production and distribution in the world, which is another factor
in the success of Philips, national organizations. Distinctive competence Philips They had built
national organizations that recognize a great advantage of the situation and respond to differences in
local countries had, and finally product development was based on local market conditions. They also
had to transfer their assets abroad in trusts in the United Kingdom and the United States and they
moved most of its research staff in England, and senior executives in the United States. There were
distinctive in that Philips skills are no longer able to make decisions ad one company's technology is
to put new products on the market, but each had
The national organization tried to take care of their own problems and but they have lost the ability
to manage the company as a whole administration. They tried to establish areas of products, but
they also failed.
2. How did Matsushita succeed in displacing Philips as No. 1? What were its
distinctive competencies and incompetencies?
Matsushita was able to move Philips as Number 1 in consumer electronics with a unified global
strategy, allowing increasing volumes Matsushita to lower the cost of pushing the lowest price, and
they have finally surpassed the strength Philips its related manufacturing. Matsushita basic