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
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WAL –MART STORES: “EVERY DAY LOW PRICES” IN CHINA Prepared by Fabula Plancher September 25‚ 2013 Professor Dr. Brenda Richey Summary of the Case The Arkansas based company Wal-Mart had been attempting to gain a foothold in China since 1996 and has encountered a variety of problems in doing so. Initially‚ the company was hindered by Chinese business regulations which were saturated with layers of bureaucracy and forced the US retailer to go slowly. Meanwhile
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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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Philips versus Matsushita: The Competitive Battle Continues 1) The major issues in this case are as follows: * Choosing the best organizational design; restructuration/ reorganization of multinational corporations: Philips and Matsushita. Philips: Problematic relation between product divisions (PD) and national organizations (NO)- responsibility issue‚ lower speed of reaction; NO had the real power and independency (power struggle issue) Matshushita- difficulties with too centralized
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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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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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Case 4: Philips versus Matsushita: A New Century‚ a New Round Steve Kotarski MGT380 – Dr. Tang Case Synopsis 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
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Problem Identification * How can Philips achieve a balance between centralization to achieve global integration and decentralization to achieve national responsiveness while maintaining their competitive advantage in the emerging global market conditions? - Does Philips’ business strategy provide for a global competitive advantaged - Are Philips’ core competencies still advantages? Hypothesis * Philips needs to simplify its structure through consolidation of product divisions and making business
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Philips versus Matsushita: A New Century‚ a New Round Overview of the Case: N.V. Philips (Netherlands) and Matsushita Electronic (Japan) had followed very different strategies and emerged with very new and 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 1990s‚ both company faced major challenge to their
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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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