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linked domains (consumer electronics, mobile phones, and telecom). I also believe that Matsushita’s rebranding to Panasonic will help its future growth and restore profits. I believe that it is very hard for both businesses to change because they followed a model that worked for them for decades. But as time went on, the markets changed, and the idea of globalization basically gave rise to different powerhouses in the consumer electronics industry. I feel like it was more of a power struggle when it came to Philips, and more of a traditional struggle when it came to Matsushita. Each company were stuck on their “old ways” and didn’t really innovate their businesses until they saw profits being drastically affected.
Overall the new implementations and objectives that both companies set forth seem to be very good plans in helping their long term growth. What recommendations would you make to Gerald Kleisterlee? To Eumio Ohtsubo?There are a few things that I would recommend to both Gerald and Eumio. I would first tell themthat their companies are more similar than different, even though each company was founded on the ideaof decentralization versus centralization, respectively. I would tell them that both need to adopt a happy medium of centralization and decentralization within the company in order to avoid the mistakes that each company experienced in the late 1990’s and early 2000’s. I would then tell them to focus on consumer tastes and be ready to adapt to any market changes. This includes trends, availability, pricing, and marketing. I do not have separate advice for them because like I said, they are more similar than they are different. Another huge thing that both Gerald and Eumio should focus on is brand recognition. With most of the most successful technological companies on the market today focusing on brand recognition such as Apple, Google, and Samsung; they can really follow suit in order to be more recognizable as a global enterprise.