![[경영전략] Philips versus Matsushita 사례 분석(영문)-1](http://images.happyhaksul.com/thumb/583/582654-0001.gif)
![[경영전략] Philips versus Matsushita 사례 분석(영문)-2](http://images.happyhaksul.com/thumb/583/582654-0002.gif)
![[경영전략] Philips versus Matsushita 사례 분석(영문)-3](http://images.happyhaksul.com/thumb/583/582654-0003.gif)
![[경영전략] Philips versus Matsushita 사례 분석(영문)-4](http://images.happyhaksul.com/thumb/583/582654-0004.gif)
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![[경영전략] Philips versus Matsushita 사례 분석(영문)-6](http://images.happyhaksul.com/thumb/583/582654-0006.gif)
분야
docxMatsushita’s organizational structure: global strategy
Matsushita’s organizational restructuring
Suggestion for Philips and Matsushita
Philips and Matsushita have experienced hard challenges to get competitive position in consumer electronic markets. However, two companies approach different way to enter international business interestingly. Since now, we are going to analysis how and why they pursue different directions.
Philips’s organizational structure: multi-domestic strategy
Philips, a Holland company, was successful in small light-bulb industry during the pre-war. Also, it had strength technology competence by focusing on R&D activities like opening labs. The company tried to abroad to extend market size for economies of scale. And Philips chose a localization strategy to overcome strong trade barriers and high tariffs compelling local production.
In the post-war, as individual country became more independent, satisfying specific market conditions was critical to survive global market. It led Philips established geographic/product matrix; the independent national organizations (NOs) responding each local market and product divisions (PDs) responsible for development, production in Holland. In the relationship between NOs and PDs, NOs had more real power. It means that Philips emphasized on country-oriented views to run global business.
