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建立人际资源圈Matsushita_Electronics_Inc._European
2013-11-13 来源: 类别: 更多范文
Matsushita Electronics Inc. European
TABLE OF CONTENTS
INTRODUCTION 3
CHAPTER 1 MATSUSHITA ELECTRONIC LTD. 4
1.1 COMPANY OVERVIEW 4
1.2 COMPANY VISION AND BUSINESS PHILOSOPHY 4
1.3 BUSINESS POLICY IN EUROPE 5
1.3.1 Manufacturing 5
1.3.2 Sales and Marketing 5
1.3.3 Human resource 6
1.3.4 Organizational structure 6
CHAPTER 2 IMPLICATION ON MEIS BUSINESS POLICY 7
2.1. ENVIRONMENTAL ANALYSIS OF SEM AND ELECTRONIC INDUSTRY 7
2.1.1. PEST Analysis of Europe 7
2.1.2 Yips Globalization Drivers 8
2.2. IMPLICATION OF FORMING SEM ON MEIS BUSINESS POLICY 9
CHAPTER 3 RECOMMENDATIONS 11
3.1 VISION 35 11
3.2 ACTION SUGGESTED 11
3.2.1 Organizational Structure 11
3.2.2 Product Innovation 12
3.2.3 Cost Reduction 13
3.2.4 Price Uniform 14
3.2.5 European Brand Image 14
CONCLUSION 15
BIBLIOGRAPHY 16
Introduction
Matsushita Electrical Industrial Co. Ltd. (MEI) was one of the leading electronics firms in the world, well known for its Panasonic, National, Technics and Quasar brands. The company had grown rapidly in the 1980s; however, in the early 1990s, a combination of factors led to a dip in revenues and profits. Moreover, that period witnessed a significant change of the business environment of companies operating in Europe: the formation of Single European Market (SEM). Facing such problems, MEI launched Vision 35 in the framework of a three year Revitalization Plan to recommend better ways for MEIs approach to European sales and marketing.
The objectives of this assignment are to discuss the strategic implications of the formation of the SEM on the business policy of MEI and to suggest necessary actions that should have been implemented under Vision 35 to improve the performance of MEI.
In Chapter 1, an overview of Matsushita
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