Sharp Corporation Essay

1622 Words Dec 2nd, 2013 7 Pages
SHARP® CORPORATION: BEYOND JAPAN
INTERNATIONAL BUSINESS MANAGEMENT

TABLE OF CONTENT

PROBLEM STATEMENT ……………………..…… 3
ANALYSIS ………………............… 3
DISCUSSION OF ALTERNATIVES ………………………….. 4
RECOMMENDATION …………………………. 5
EXECUTIVE SUMMARY …………………………. 5
CITATIONS ………………………… 7
EXHIBITS ………………………… 8

PROBLEM STATEMENT
Sharp Corporation needs a major overhaul of its business model. Sharp’s previous model of “make in Japan, sell overseas” has been successful until recently. Currently, with the increased mobility in engineering talent and technology transfer, companies from new emerging markets such as South Korea and Taiwan are
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Sharp did not have a stringent plan to remain as an industry leader in its LCD division as well. Most of the competitive advantage it gained is through using its proprietary LCD technology “Four Primary Colour” and by increasing the sizes of the TV. Sharp’s business outlook in the LCD market to gain competitive advantage by increasing the sizes of the TV, is not farfetched as the company is now beginning to realise that the customers had a threshold point on the sizes of TV they wanted. DISCUSSION OF ALTERNATIVES
The new president of Sharp Mr. Katayama had a “Globalization” attitude to the company’s business model. Sharp is in the verge of creating a new identity for itself. It is a major player in the industry and could not operate in an “also ran” basis that it used to in the past. It needed new alternatives to remain on the top and gain competitive advantages over its competitors.
Starting production in an international market seemed unlikely in the previous business model which followed the “make in Japan, sell overseas” principles. With recent losses in the company’s financial statements, and worsening economic conditions it is imperative for Sharp to overcome this limitation. Starting production in major markets and developing specialized knowledge