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6 Cards in this Set
- Front
- Back
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The other influencing factors from the Porter’s diagram are strategy, structure and rivalry, as well as the related supporting industry. Philips & Panasonic used strategies to engage in the markets or products for their increase in growth.
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For example, Philips has a key factor, which is Innovation that allows the company to meet industry demands and consumer needs. The use of research and development allows Philips to offer top quality products. |
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Also in the process of developing brand awareness, Philips came to a barrier, which was that, each market and company had a different approach and strategies in the ways in which they branded their products, this led to Philips using a different strategy, which focused mainly on individual market needs. |
On the other hand, Panasonic’s internationalization strategy was mainly focused on the globalization of the production, rather than markets. They are already the leading company in the Asian market and wish to expand more, aiming to be the number one market share globally. |
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Therefore, Panasonic’s strategy is to have a Green Innovated mindset that will put them on top of the market for Green Electronic Industries.
Introducing another factor from the Porter’s diagram is the Structure and Rivalry. |
Philips has been created in a centralized location, founded in the Netherlands. But as Philips heads into the global expansion phase its main achievement is to lower production costs, and in order to so, that they would have to expand to less developed countries to save (production) costs and resources. |
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Since Philips is centralized, this means that they would have to outsource and manufacture.
With Philips being based in multiple industries, such as consumer lifestyle, lighting and health care, this greatly challenges other companies and it also creates competition |
from other electronic companies including Sony, General Electric, Siemens AG and Panasonic. |
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For Panasonic, based in Japan where innovation of technology is high. They have an advantage over the laws of ethics. It’s more centralized from the acquisition of many electronic companies, which gives Panasonic the ability to innovate more in industries such as energy, mining and maritime markets. |
From the acquiring of these industries, competition grows similar like Philips. Panasonic also has competing companies, which includes Philips, Sony, Samsung and LG. |
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Lastly, I will highlight the related supporting industry of both companies Philips and Panasonic. For Philips, with no subsidiaries help, in order to keep up with demand and fight away competitors they begin selling their own natural resources, which results in a slow, rebuild in Philips infrastructure.
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As for Panasonic, acquiring small companies was a good idea as it led to faster innovation. Since Japan is very innovative since the beginning of the automotive industry, it essentially gave Panasonic that boost that they needed in the electronic industry. To conclude the presentation, I would like to hand it back to Stephen.
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