and structures of Philips and Matsushita? What are their distinctive competencies and incompetencies? 2. What are the key organizational challenges that each company is facing at the end of the case? What recommendations would you give to the respective CEOs? 1. The two companies‚ each from different regions of the world‚ have an extensive history that have caused for different cultures‚ strategies and structures to be implemented (Bartlett & Beamish‚ 2010: 301). Philips‚ as an European
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followed by Philips and Matsushita. How and why do they differ? Philips and Matsushita had followed very different strategies. Philips adopted the localization strategy and built its success on a worldwide portfolio of responsive national organizations. On the other hand‚ Matsushita adopt the strategy of global standardization. The structure of the organization has been matrix based whereas Matsushita followed a more hierarchical structure. The management is more decentralized at Philips; that is
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Philips versus Matsushita Case Analysis Competing Strategic and Organizational Choices Erik F. Spear Lynelle C. Vidale Vannessa. D. Williams IMAN601‚ Section 9040 Dr. Mariana Feld November 2‚ 2010 Philips versus Matsushita Case Analysis Competing Strategic and Organizational Choices Introduction Royal Philips NV and Matsushita (owner of the Panasonic brand among others) are two of the world’s biggest electronics multinationals. After successfully building their global empires in
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Case analysis: Philips versus Matsushita: A New Century‚ a New Round A case analysis comprises four components‚ 1) A specification of the problem being faced 2) The delineation of best alternatives available to solve this problems 3) An identification (and discussion) of each of the issues which bear up on the choice of alternatives 4) A conclusion which deduces the best alternative from facts and discussion • The case as a written report of 1000 words. Possible Structure of
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Case Analysis Philips versus Matsushita: A New Century‚ a New Round Summary This analysis is based on two corporations‚ N.V. Philips (Netherlands) and Matsushita Electric (Japan). The two companies both have experienced big changes and have different strategies and organizational capabilities now. With their distinctive operations and management‚ they got success and continued to compete with each other and occupied the leader position in global markets nowadays. The analysis discusses how
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1) How did Philips become the leading consumer electronics company in the postwar era? What distinctive competence did they build? 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
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Philips and Matsushita are two giants in the global consumer electronics market. Their international strategies and organizations are very different — while the former pursued a localization strategy‚ the latter pursued a global standardization strategy; while the former made use of highly self-sufficient national organizations (NOs) for strong local responsiveness‚ the latter adopted ”one product one division” structure for cost cutting. Nevertheless‚ both companies encountered their difficulties
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Philips VS. Matsushita: Competing Strategic and Organizational choices Case Analysis Background Philips and Matsushita are the biggest international players in the consumer electronic market. They have developed strategies and global organizations that can enhance the firms’ capabilities in the global market. Due to the small size market in their country‚ Philips‚ Netherland based company‚ began to look for the international opportunities by developing their overseas business units and creating
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organizational structure is embedded in its capabilities and competencies. The first obvious example is Matsushita’s highly centralized mode of production which dictates global operations unlike its competitor in the electronics market‚ a conglomerate‚ Philips‚ who has very little centralized mode of coordination. Matsushita’s management style was very traditional‚ since it was established. It is believed that they chose this form of structure and structure because of the nature of the market the organization
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N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips‚ and high centralization and mass production for Matsushita. Royal Philips Electronics of the Netherlands began as a small light-bulb factory in Holland‚ and by the turn of the century‚ was one of the largest producers in Europe. One-product
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