搜尋結果
- Over the decades, Panasonic has changed every aspect of people’s lives with new inventions, from promoting safety with bicycle lamps and eliminating the drudgery of household chores with washing machines to providing entertainment and information through state-of-the-art radios, televisions, and other modern devices.
news.sap.com/2022/11/panasonic-innovation-remain-relevant/Panasonic Innovation: How to Remain Relevant | SAP News Center
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2021年11月5日 · In a world of drastic change, we need to flexibly change the numbers we focus on and our work processes. In this sense, our aim should be to reach the point where we can adapt to changes in the environment and evolve with grace and purpose.
Panasonic was established in 1918 by its founder, Konosuke Matsushita, and has been committed to the progress and development of society and the well-being of people through its business activities, thereby enhancing the quality of life throughout the world.
2018年3月7日 · Panasonic has pivoted regularly, expanded globally and today continues to look toward the future of technology, including teaming up with Tesla. Here is a brief history of the company's first ...
- Lydia Belanger
In addition to consumer electronics, of which it was the world's largest maker in the late 20th century, Panasonic offers a wide range of products and services, including rechargeable batteries, automotive and avionic systems, industrial systems, as well as home renovation and construction.
- Foundation and Early Years
- Rebuilding of The Company
- Stagnation and First Restructuring
- Continuing Reforms
- The Turn-Around
2.1.1 Foundation
Panasonic was founded in 1918 as ‘Matsushita Electric Housewares Manufacturing Works’ in Osaka in Japan by 23 year old Konosuke Matsushita (1894–1989). Initially a tiny three-man workshop producing self-designed electric light sockets and insulator plates, the company quickly earned a reputation for high quality at low prices (Panasonic Company website 2014). The young founder Matsushita, who due to life circumstances was thrown into poverty and lacked any formal education, combined technical...
2.1.2 1920s
By the early twenties, Matsushita was launching new items every month, all of them said to be better and less expensive than the ones from his competitors; in addition, he paid special attention to customer needs and after-sales services (Kotter 1997). In 1923, he came up with a bullet-shaped battery-powered bicycle lamp that would operate reliably much longer than all previous models and which he boldly sold directly to bike stores by circumventing wholesalers. The second generation of batte...
2.1.3 1930s
In the early thirties, the company was manufacturing around 200 products, had grown to more than 100 office staff, and employed more than 1,000 factory workers (Dayao 2000). Matsushita took action to formalize the company's mission and structure: At the first commemoration of the company’s foundation in 1932, he announced that “the mission of a manufacturer is to overcome poverty by producing an abundant supply of goods” (Panasonic Company website 2014). He divided the company into three auto...
2.2.1 Post-war period
During the Japanese post-war boom (Segers and Stam 2013), Matsushita Electric continued their expansion course, founding and acquiring other companies on the way. In 1949 and 1951, the company’s shares were listed at the Tokyo Stock Exchange, the Osaka Securities Exchange, and the Nagoya Stock Exchange, respectively. Realizing that his company needed more specialized knowledge of electronics and Western technologies before entering the international stage, Matsushita set up a technical cooper...
2.2.2 1960s
At the beginning of this new phase of globalization, at the age of 65, Matsushita announced his resignation as president and that he would “support the company from behind the scenes as chairman” (Panasonic Company website 2014). With his son-in law, Masaharu Matsushita, as president, the company entered into a period of seemingly unlimited growth. The implementation of a groundbreaking sales and distribution system and the development of new hit products further accelerated MEI’s rapid expan...
2.2.3 1970s
Economic turbulences in the wake of the oil crisis of the seventies also affected MEI. In order to deal with the constantly changing domestic and international situations and to regain profitability, the company renewed its top management in 1977. The new president Toshihiko Yamashita returned to the foundations of the corporate division system and implement a policy of personnel exchange, which would activate the company’s organizational structure (Panansonic Company website, 2014).
2.3.1 1990s
In the early nineties, after a record-setting period of economic expansion, the Japanese economic bubble burst. Both real estate and stock market indices crashed, and in the aftermath of a credit crunch in the financial markets, the Japanese economy was thrown into a serious prolonged recession (Segers and Stam 2013). MEI registered a steep drop in sales, as a consequence of which Tanii stepped down in 1993. The new president Yoichi Morishita announced a four-point strategy to rebuild the com...
2.3.2 The new century
Despite of all efforts, MEI increasingly suffered from stagnation. At this point, the company was worth 72 billion US$ in sales, employing 293,000 people around the world, and ranked as the tenth largest industrial company not in oil or autos. McInerney’s (2007) analysis of Panasonic’s problems and account of the subsequent 11-year restructuring (1995–2006) poignantly dissects the factors that had contributed to the situation: The, by McInerney’s (2007) account, “largest corporate restructuri...
In 2006, president Fumio Ohtsubo took over from Nakamura, while continuing reforms with his 3-year mid-term business plans GP3 and Green Transformation 12 (see notes). During his tenure, Matsushita Electric Industrial Co. Ltd. officially became Panasonic Corporation Worldwide on the 90th anniversary of the company in 2008. This final step in a mult...
Reacting to the disastrous financial reports, Panasonic decided to remove president Ohtsubo in a Japanese corporate coup d’état-like manner and to install the younger Kazuhiro Tsuga as new CEO (Harner 2013). When Tsuga came into office in June 2012, he described the company as “chaotic” (Harner 2013) and no longer a “normal” company capable of deli...
- Uli Mathies
- u.d.s.mathies@pl.hanze.nl
- 2016
Panasonic’s leaders realized that they needed to engage more deeply with that market and learn to bridge two strategies that are often seen as mutually exclusive: finding competitive advantage...
In order to answer these questions, we will conduct a thorough case study covering Panasonic’s rich history from 1918 onwards, consider recent developments and strategic choices, and examine the national and international context of the company.
