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1. Table of Contents
2 | Introduction | 4 | | Company descriptions | 4 | 3 | Strategy | 6 | 3.1 | Types of televisions | 6 | 3.2 | Brand promise | 7 | 3.3 | Mission | 7 | 3.4 | Sustainability strategy | 8 | 3.4.1 | Sharp | 8 | 3.4.2 | Panasonic | 8 | 3.4.3 | Toshiba | 8 | 3.4.4 | Sony | 8 | 3.4.5 | Philips | 9 | 3.4.6 | Conclusion sustainability strategy | 9 | 3.5 | Objectives & Strategies TV segment | 9 | 3.5.1 | Sharp | 9 | 3.5.2 | Panasonic | 10 | 3.5.3 | Toshiba | 10 | 3.5.4 | Sony | 10 | 3.5.5 | Philips | 10 | 3.5.6 | Conclusion objectives &strategies | 10 | 3.6 | Ansoff Matrix | 11 | 3.6.1 | Market penetration | 11 | 3.6.2 | Product development | 11 | 3.6.3 | Market development | 11 | 3.6.4 | Diversification | 11 | 3.6.5 | Conclusion Ansoff matrix | 12 | 3.7 | Porter`s five forces model | 12 | 3.7.1 | Threat of new entrant | 12 | 3.7.2 | Threat of substitute product | 12 | 3.7.3 | Bargaining power of customers | 13 | 3.7.4 | Bargaining power of suppliers | 13 | 3.7.5 | Current rivalry within the industry | 13 | 3.7.6 | Conclusion | 13 | 4 | Leadership | 14 | 4.1 | Organizational structure | 14 | 4.1.1 | Sharp | 14 | 4.1.2 | Panasonic | 14 | 4.1.3 | Toshiba | 14 | 4.1.4 | Sony | 14 | 4.2 | Decision making | 15 | 4.2.1 | Sharp | 15 | 4.2.2 | Panasonic | 15 | 4.2.3 | Toshiba | 15 | 4.2.4 | Sony | 15 | 4.3 | Organizational structure TV segment | 15 | 4.3.1 | Sharp | 15 | 4.3.2 | Panasonic | 16 | 4.3.3 | Toshiba | 16 | 4.3.4 | Sony | 16 | 4.4 | Conclusion | 16 | 4.5 | Style | 17 | 4.5.1 | Sharp | 17 | 4.5.2 | Panasonic | 17 | 4.5.3 | Toshiba | 17 | 4.5.4 | Sony | 18 | 4.6 | Conclusion | 18 | 4.7 | Shared Values | 18 | 4.7.1 | Sharp | 18 | 4.7.2 | Panasonic | 18 | 4.7.3 | Toshiba | 19 | 4.7.4 | Sony | 19 | 4.8 | Conclusion | 19 | 5 | People Management | 20 | 5.1 | Skills of employees |
2 | Introduction | 4 | | Company descriptions | 4 | 3 | Strategy | 6 | 3.1 | Types of televisions | 6 | 3.2 | Brand promise | 7 | 3.3 | Mission | 7 | 3.4 | Sustainability strategy | 8 | 3.4.1 | Sharp | 8 | 3.4.2 | Panasonic | 8 | 3.4.3 | Toshiba | 8 | 3.4.4 | Sony | 8 | 3.4.5 | Philips | 9 | 3.4.6 | Conclusion sustainability strategy | 9 | 3.5 | Objectives & Strategies TV segment | 9 | 3.5.1 | Sharp | 9 | 3.5.2 | Panasonic | 10 | 3.5.3 | Toshiba | 10 | 3.5.4 | Sony | 10 | 3.5.5 | Philips | 10 | 3.5.6 | Conclusion objectives &strategies | 10 | 3.6 | Ansoff Matrix | 11 | 3.6.1 | Market penetration | 11 | 3.6.2 | Product development | 11 | 3.6.3 | Market development | 11 | 3.6.4 | Diversification | 11 | 3.6.5 | Conclusion Ansoff matrix | 12 | 3.7 | Porter`s five forces model | 12 | 3.7.1 | Threat of new entrant | 12 | 3.7.2 | Threat of substitute product | 12 | 3.7.3 | Bargaining power of customers | 13 | 3.7.4 | Bargaining power of suppliers | 13 | 3.7.5 | Current rivalry within the industry | 13 | 3.7.6 | Conclusion | 13 | 4 | Leadership | 14 | 4.1 | Organizational structure | 14 | 4.1.1 | Sharp | 14 | 4.1.2 | Panasonic | 14 | 4.1.3 | Toshiba | 14 | 4.1.4 | Sony | 14 | 4.2 | Decision making | 15 | 4.2.1 | Sharp | 15 | 4.2.2 | Panasonic | 15 | 4.2.3 | Toshiba | 15 | 4.2.4 | Sony | 15 | 4.3 | Organizational structure TV segment | 15 | 4.3.1 | Sharp | 15 | 4.3.2 | Panasonic | 16 | 4.3.3 | Toshiba | 16 | 4.3.4 | Sony | 16 | 4.4 | Conclusion | 16 | 4.5 | Style | 17 | 4.5.1 | Sharp | 17 | 4.5.2 | Panasonic | 17 | 4.5.3 | Toshiba | 17 | 4.5.4 | Sony | 18 | 4.6 | Conclusion | 18 | 4.7 | Shared Values | 18 | 4.7.1 | Sharp | 18 | 4.7.2 | Panasonic | 18 | 4.7.3 | Toshiba | 19 | 4.7.4 | Sony | 19 | 4.8 | Conclusion | 19 | 5 | People Management | 20 | 5.1 | Skills of employees |
References: SHARP | (As of April 1, 2011) | | PANASONIC As of April 1, 2011