Hitachi Case Analysis

1.3. In order to estimate the peso discount rate, assume that the International Fisher Effect (IFE) holds. Groupe Ariel's Euro hurdle rate for a project of this type was 8%. Assume that inflation rates are expected to be 7% in Mexico and 3% in France.

Faced with major losses from operations, Sharp Corporation’s president, Mikio Katayama, questioned the whether it was necessary to reform the current business operating model. Sharp’s current operating model contained several flaws.  It placed sensitive, high-value-added operations such as research, development, and component manufacturing near its headquarters in Japan. Faced with threats such as intense industry competition, currency risks, very high transportation and utility costs, and extremely high infrastructure costs and high corporate tax rates, Sharp Corporation needs resources in the forms of new methods, technology, and approaches to doing business in the modern world. It is recommended that the company

One of the best solutions for Prada to solve this problem is to raise capital in the stock market, which we could refer as IPO. Given the current market conditions, listing in Hong Kong might appears to be the best choice after

In Japan, for all its business and technological skills, social values take priority over purely economic ones. Reid's interesting description of a new-employee ceremony at a large Japanese corporation, in this case the electronic giant NEC, highlights his celebration of how Confucian ritual dignifies life in the Japanese workplace.

firms It has been suggested that the disappointing performance of U.S. firms during the 1980s in technology-intensive, global markets was from failure to improve upon products and processes. It has been cited that "the U.S. makes the breakthroughs, while other countries, especially Japan, provide the follow-through." Revolutionary innovation has been contrasted with less dramatic advancements. Incremental improvement can turn products over and get more, newer models out. This may all sound dull, but the achievements can be exhilarating. American firms may have failed to follow up on their breakthroughs with such continuous improvements. Where there were successes, they were built upon a combination of breakthroughs and incremental improvements. It is the subject of yet another discourse as to what constitutes an innovation: a breakthrough or an incremental improvement, or both, and/or everything in between. 4. To take advantage of opportunity It is no surprise that surprises, often disappointing surprises, are the seeds of innovation. Take the oil companies. It is no surprise that some oil companies are becoming oil-andgas companies. Why? Because gas is found more often and in greater abundance than oil

This is relevant in the case of Ford Motor Company, an American car manufacturer. In 2016, Ford was unable to compete in the Japanese market and was forced to exit due to

Hartley Electronics Ltd is a well-established company that has been trading since 1977. It has a good technical, financial and marketing section, but its human resources have been neglected, which has led to some problems within the company.

So with business going so well for Solectron, how did everything go wrong for the company starting in 2001? Revenue fell from $6.5 billion in 3rd quarter 2000 to $2.2 billion in the same quarter of 2001. The company laid-off 20,000 employees; its stock plummeted; it was faced with plant closures, excess inventory and reduction of floor space. Was it a case of poor planning and management or just the company a victim of an economic downturn? This case analysis will explore what Solectron did wrong and what they could have done and offer some suggestions. It is also interesting to note the Solectron foresaw a pending boom in the Asia (China & India) markets and that if it was able to weather the prevailing storm, Solectron stood a chance of rising up again and succeed.

Matsushita did this by closing its fax machine factory in Germany, and closing its microwave oven subsidiary and air-compressor factory in the U.S. Matsushita also asked for more than 10,000 Japanese employees in its manufacturing sector to retire early and all of these closed businesses and cancelled job positions were moved to China. Matsushita’s establishing of the new “brain” in China, or Matsushita Electric R&D Center in Beijing, China, was the company’s second largest of 16 R&D centers around the world. Matsushita’s chairman, Yoichi Morishita said “it was too difficult to explain everything about China to Japanese designers; to really make use of China’s special competitive advantages and to really meet Chinese customers’ demands, Matsushita decided to hand over its China-related development and research issues to local researchers and engineers.” Matsushita decided to localize material supplies and use as many Chinese suppliers as possible for its operations in China because there are several material distribution and trade centers in China that provide steel, paint, hardware, etc. all functioning with a mechanism similar to that of the polystyrene distribution and trade centers. The fourth fundamental change in Matsushita’s new supply chain, Stretch the distribution link, Matsushita selected TCL, the largest TV producer in China, as its strategic partner to stretch its supply chain to Chinese rural and inland markets. With

As we all known, Sony and Matsushita are two of the largest consumer electronic makers in Japan or even in the world. And in this reading, it points out the different strategies Sony and Matsushita use when they were facing the fierce competition in China ----- Matushita was accelerating its pace on stretching the supply chain in China while Sony unexpectedly decided to shift some of its manufacturing business in China back to Japan. In this article, I will discuss the reasons that lead them to make different decision as well as analysize the advantages and the disadvantages of their decision.

Royal Philips NV and Matsushita (owner of the Panasonic brand among others) are two of the world’s biggest electronics multinationals. After successfully building their global empires in the early twentieth century, they have both suffered financially in recent decades. It is therefore interesting to look at why this has happened and what their future prospects are.

Cross-functional teams are vital in many businesses, because it increases productivity, enhances communication between departments, and leads to overall success in a company. Boldflash is a company that has fallen behind on this front, and is thus struggling to keep up with its competitors. Roger Cahill, the new vice president of the Mobile Division, is faced with the challenge of finding a way to restructure the departments in his division in order to increase productivity and improve the product development process.

Ghosn plans to incorporate American-style compensation plans for Nissan in Japan such as stock options and bonuses based on profitability and performance for all managerial and nonmanagerial employees. The tradition of Japan has long been to pay strictly based on seniority, so this will bring out a lot of changes! This would bring about some problems for Nissan in Japan because their tradition is being changed and they are leaving their cultural norm. To help

The company understands the risks for working with U.S. auto industry especially during the recession in 2008, so they venture out to produce four new business units to minimize it by looking into investing on early-stage opportunities.

Techtronic industries is a manufacturing company with its’ headquarters in Hong Kong, the company was founded in 1985.The company has developed its brand and position itself in china, as well as globally to be the leading manufacturing and research competences in Asia and also North America, as well as a customer examining network in North America, Europe and Australasia. It employs almost over 16,000 people worldwide.