The document discusses factors that contributed to Philips' success as a leading company after World War 2, including splitting into regional divisions to gain a competitive advantage, unique research and development capabilities connected to product groups, and decentralized structure with local production. It also mentions that employee profit-sharing created financial limitations over many years. The document then contrasts Matsushita's capabilities, characterized by centralized low-cost production and economies of scale, global marketing control, and quickly copying and bringing technology to market through manufacturing and process innovation.
The document discusses factors that contributed to Philips' success as a leading company after World War 2, including splitting into regional divisions to gain a competitive advantage, unique research and development capabilities connected to product groups, and decentralized structure with local production. It also mentions that employee profit-sharing created financial limitations over many years. The document then contrasts Matsushita's capabilities, characterized by centralized low-cost production and economies of scale, global marketing control, and quickly copying and bringing technology to market through manufacturing and process innovation.
The document discusses factors that contributed to Philips' success as a leading company after World War 2, including splitting into regional divisions to gain a competitive advantage, unique research and development capabilities connected to product groups, and decentralized structure with local production. It also mentions that employee profit-sharing created financial limitations over many years. The document then contrasts Matsushita's capabilities, characterized by centralized low-cost production and economies of scale, global marketing control, and quickly copying and bringing technology to market through manufacturing and process innovation.