Philips Versus Matsushita: Competing Strategic and Organizational Choices
Autor: Ted8111 • June 19, 2012 • Essay • 728 Words (3 Pages) • 2,702 Views
Philips versus Matsushita: Competing Strategic and Organizational Choices
Philips major issues:
Philips’ competitors were moving their production of electronics to low-wage areas in Asia and America, making them to offer their products at low costs. Also Japanese competitors capture the mass market as a consequence of the slow ability to bring new products to the market. These factors contribute on diminishing the global competitiveness of Philips and a poor financial performance by 2009.
In order to respond and make Philips more profitable, there were a series of projects form different CEO’s that try to solve but instead of helping, things got worse. To get things clear, we explain the CEO’s projects in order as follows:
Hendrick van Reimsdijk His report the “Yellow Booklet” in which described the disadvantages of the Philips’ matrix organization in 1971.
He proposed to close the least efficient local plantas of their plants letting the best ones being International Production Centers (IPC) and function as suppliers for the National Organizations (NO).
The process was too slow due to the complexity of the organization.
Dr. Rodenburg He continued with Reimsdijk’s project of developing the IPC’s.
On the process of developing these IPC’s he noticed that the NO’s hasn’t have the effect desired and seem to be as powerful and independent as ever.
In order to solve this situation, he decided to simplify the dual commercial and technical leadership with a single management at the corporate and national organizational levels.
Despite the efforts of Dr. Rodenburg, sales and profits continued to decline.
Van der Klug By 1987 Philips has lost its consumer electronics leadership position.
Klug improved the idea by restructuring Philips into four core global division instead of 14 PD’s.
By doing such moves on the organization, Klug gained control over the NO’s, especially over the north American Philips Corp.
Unanticipated loses provoked a law suit by angy American investors.
Jan Timmer Although Timmer strategy was to sold various Philips’ business, the profitability still below of the 4% on sales.
After cutting off cost, Timmer presented a new strategy that focused on the software, services and multimedia market in order to obtain revenues.
By focusing on the cost cutting and the standardizations, he ignored the new market demands, which could help Philips.
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