Solution for the Case Philips Versus Matsushita

jumped from $7.4 million to $136.9 million. Reported earnings also leaped; from $.34 per share in 1986 to

For example to support the launch of the first Lexus built outside Japan, there have been new suppliers, built plants in communities as well as the expansion of the suppliers base already there before TMMC moved into Canada. Additionally because of the lower Canadian dollar compared to the US Dollar, Canadian plants have shown two areas of high performance, which are quality and high productivity with the third point being cost competitiveness in the corporate income tax rate.

I would now like to examine Wal-marts financial data. Wal-Mart’s revenue improved over these three years by $39,736 million which is a gross increase of 9.1%. Additionally the Cost of Sales climbed from

The next 3 years witnessed a continuous increase in sales and revenues. Their profit margin increased to reach 4.97% by year 1992.

Total profit show a positive increase from 18% in 2013 to 31% in 2015, far reaching the brothers’ preference of $1.1 M in 2015, Appendix 3 showed $1.4 M net profit

share increased an average of 27% per year. This remarkable increase in earnings did not go

Revenue: Net sales between years 6 and 7 demonstrate a 33.3% increase or an increase in approximately $1.5 million.

share increased an average of 27% per year. This remarkable increase in earnings did not go

From 1976 to 1982 the compound annual growth in net sales was 18.5% and the compound annual growth of after tax profit was 25.9%. Therefore, a 10% net sales growth shown in the proforma financial data seems reasonable.

For sales from 2001 to 2002, we are projecting a 13% increase because we want to base the same revenue growth as the previous fiscal year. It will take some time for the company to do better like

During this time, sales increased from: $7.11 billion in 2010 to $7.99 billion in 2012. Earnings improved from $2.84 to $3.57. While the total amount of dividends rose from $1.00 to $1.72. These figures are showing how the company has been continually increasing sales, earnings and dividends over the last three years. In the future, the management predicts that their current strategy will increase returns. As, executives believe that their focus on building the brand and accounting for costs will lead to net earnings of $5.20 to $7.19 annually by

years, sales had increased at a 7% compound rate, while earnings, benefiting from substantial cost

In year 2000 was shaping up to be a record breaking period for venture fund raising between 1998 and 2001, over $200 billion had been raised by venture groups, more than the total of the previous 40 years.

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

the spring of 1996, anticipated a further substantial increase in sales. Despite good profits, the