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Editor's note/fallen to a low value or sales plans downward, Japan Electrical flagship gradually fading is an indisputable fact. Earthquake aftermath bust more like hard times the fuse that is Sony, Panasonic is doing to help itself out of recession in the business model of the diversion. A summary of the great recession "fading" Japan electrical appliance Japan electric appliancesSay goodbye to yesterday's glory days. Mitsubishi, Hitachi, Toshiba and more of the once mighty Japan brands begin to fade out the competition stage, at the same time, Sony, Panasonic, sharp look to business models in transition, in order to pick up. Recently diablo 3 gold, Sony, Toshiba and Hitachi announced diablo 3 power leveling, with the Japan Government-led investment funds--Japan innovation network Corporation signed a definitive agreement,One called Japan displays of new companies, formally merged three signalling its medium LCD panel business. Before that, in small and medium sized LCD panel business, Japanese companies have been suffering from Korea, China, Taiwan businesses squeezed. In addition, Sony, Panasonic has gradually started LCD TV line of business. Allwin consulting company Deputy General Manager Jin Xiaofeng, "the wholeTrends in Japanese, has been showing signs of shrinkage. "" Shrinkage "behind the slowdown in global demand for LCD TV market circumstances, suffer from TV operational loss-making Japanese companies firmly determined to tackle the overall contraction of corporate strategy. As part of the TV business adjustment, Matsushita Electric Act of compelling launched Brokeback, decided to sell LCD factory in Mobara city. In 2011 the fiscal deficitOn the first half year results presentation, Matsushita Electric external for the first time expressly declares: LCD (liquid crystal display) industry as a whole, will be non-television use conversion substantially. In November 2011, the news that Sony will also consider withdrawing from the LCD Panel joint venture with Samsung, its LCD joint venture in S-LCD nearly half its shares sold to Samsung, increasedOutsourcing business, reduce purchasing costs, should continue to fall to the LCD Panel prices. For this message, Sony (China) media PR reporter interview with Ding Guohui told the China business, has not made positive responses. According to reports, to fiscal 2013 for TV business profitable, Sony plans to adopt a series of measures to achieve this objective, including: adjustmentSales plan for fiscal year 2011, Sony TV sales quantities adjusted to 20 million for the year 2011 fiscal year, prior to this, Sony's plan was acquired in fiscal year 2012, TV services 20% of global market share, or sell 40 million TV products. "Change business models to pursue sales growth, establishing a solid business platform ensures revenue growth."Ding Guohui said. In the industry, this Japanese companies shrink by no means accidental. According to Jin Xiaofeng analysis, global LCD TV sales slowdown, European and American markets affected by the economic downturn there is not much improvement, Japan home market tumbled; on the other hand, suffered in the Chinese market in China and Korea enterprises squeezed, changes in the living environment of Japanese companies, also raised its contractionTrue motivation. Internal Japanese companies maximalist gone are the days when recession, associated with the external environment on the one hand, and earthquake recovery plan of pressure on the yen, in the face of the rapid rise of the rival Apple, Google, Samsung, Japanese companies are hard as you can imagine. The other hand, the real recession actually occurs within the Japanese companies. Emerging markets such as China lacksSustainable long-term strategy, is the industry regarded as Japanese companies were eventually Korea enterprises beyond the root cause of one. Over the years, the leading manufacturing and technical advantages of core competitiveness is the most major Japanese companies. Starting from entering the Chinese market, as well as the interest of Japanese companies in China more as its overseas production base in China, and is not aware of the tremendous potential of emerging markets. According to industrySources, starting in 2000, Sony has noted that Brazil, and India, China and other emerging markets, but apparently did not give them enough support, in the early years, Sony did not even raise advertising budgets of these countries. Samsung is not the same, no first-mover advantage in the technology of Samsung, entered the Chinese market early attention to the needs of consumers, "Chinese love enterprises ", once a Samsung with the symbolic number. Adhere to its own technology, key transition slowly, and is the second step of Japanese companies decline, until April 2011, Matsushita Electric President Ohtsubo Wen Xiongcai officially announced that "cancel plasma and LCD artificial distinction between standard, expands business activities to follow the market demand", but it also become a global colorLast transition Liquid Crystal Enterprise in the enterprise. According to senior household appliance expert Liu Buchen observation, "the initiative no longer Japanese companies on the development of new products in that year, put on the new product also seems conservative, by contrast, Samsung Korea enterprises is quite positive. "This conservative attitude is also reflected in the enterprise management, analysis of Liu Buchen, in the management system in Japanese companies overseasDivision of powers has been very limited, more power is still concentrated in Japan headquarters, this directly led to the slow response to the market management mechanisms. Simple attribution difficult recession to Japanese companies to the market's downturn, from the heyday of long-term strategy, to cling to core technology strategies, coupled with the more conservative closed internal management system, the recession more like Japanese product of Japanese companiesMonth tired diseases emerging out of process. Great recession case Sony technology "excessive", as current Chairman and CEO of Sony, Howard * Ruskin originally thinks he can somehow get Sony to usher in the best of times. Now it is not the case. 2011 loss Sony's TV business for 8 years, since its CEO Howard Stringer served as CEO, Sony's market valueLost almost a half. Now Sony's market value of only $ 25 billion, less than one-fourth of Samsung Electronics. CEO Howard Stringer, Sony is facing one of the most serious problem is that Sony has not been recognised as a creative company. In the past 20 years, Sony relish has been a technological innovation. Why Samsung fanchao by later? Choice of Sony's strategy in the period of transition andInternal problem, it is clear that different degrees of recession led to Sony's step. Because of the different base, Samsung and Sony in the early competition strategy varies. Sony has to obtain the know-how and the establishment of product standards as core strengths. Highlighted in particular the staff's creativity, as a basic concept to develop new products. Samsung used to be only limited technical and product development capabilities of the original set(OEM) producers. Compare with Sony, Samsung investment in research and development was clearly far inferior to Sony, but Samsung decisively from other countries or companies introduced technology until recently have 15 road to independent research and development. Outsiders, Sony because of technical success of the technology to send, also was encumbered with technology. Invest substantial resources in research and development, innovation and cannot be a considerable number of enterprises withImmediate economic benefits. The other hand, the enterprise falls into excessive reliance on research and development. Time of the arrival in the digital age, Sony and Samsung seen its mode of competition advantages and disadvantages. In response to increased competition and declining product prices, Sony would prefer in terms of new products and services for an endless expansion, it is against this strategy of Sony business conducted a number ofAdjustments, and entered the entertainment industry. Rival Samsung's strategy is to adapt quickly to changing market and consumer, Samsung Electronics CEO Yin Zhonglong before there is a famous "digital sushi" theory, in this theory, its emphasis on all of the "seasonal merchandise", from sushi to cell phones, speed is the key. These ideas and implement it on Samsung product performanceFaster and more bold in innovation, which is what Samsung to enter the Chinese market to consumers after the main impressions. Samsung accelerate at the same time, adhere to internal technologies, Sony is hesitant on whether to invest in flat-panel TVs. At that time, a stretch to believe that, in the area of flat panel display, Sony will develop better technology, do not rush to production of the product. Proved,Sony as a wrong decision in the transitional period, also paid a big price. Until 2003, Suo Nicai and joint venture of Samsung LCD Panel plant. Although it has lagged behind rivals. Now, Sony is constantly enhanced mobile Internet strategy at the same time, more concerned about is the combination of software and hardware. On the content resources, Sony has a huge advantage. Sony hopes is that content on theHardware innovations on the combination of resources and technology. In 2011, Sony global operations are divided into "consumer products and services group" and "the professional solutions group". This reorganization is believed to be Sony's "challenge Apple with Apple mode". Although Sony has been questioned many times no longer is a creative company, but from the perspective of current situation, transition, cableStill with a strong technological imprint. Advantages of the use of film, music, and can develop more cool new products, will be the key to Sony to attract young consumers. Enterprise case two Panasonic Brokeback to survive the great recession of Panasonic in mind and some have been number one in the business say goodbye. In the more intense competition, Panasonic seem to have realised that must beBusiness models made before and on radical innovation in order to return to the glory days. Lead Panasonic now key causes of gradual decay in the TV market, is insisted on by stick plasma strategy. 2010 China flat panel TV market, for example, liquid crystal sold more than 34 million units, plasma only 1.61 million units and global TV sales data is, liquid crystal pinAbout 180 million units, plasma less than 15 million units. Insufficient digestive ability of the market was dominated by LCD by Panasonic had to be forced to turn to. But this changes obviously too slow in early 2011, the Panasonic clearly expressed the need to adjust the product strategy to become the world's companies do last a transition liquid crystal color TV enterprises, but immediately encounter the problem is liquid crystalAs markets, in gradually becomes saturated. Panasonic's Brokeback move including mass layoffs, will no longer invest in plasma and LCD monitors, and so on. After Brokeback, Panasonic real industrial transition towards new energy and environmental protection. As part of the strategy, in April 2011, Panasonic to full purchase of Sanyo and Matsushita to produce fullElectric batteries, robots, electronics, lighting and solar panels and other products, also shows the business changes in layout. Panasonic currently led by its President Ohtsubo is trying to achieve three major transformations of the entire company business model, "shift from emphasis on existing to new areas such as energy from Japan Center to complete global change from Board case to resolveProgrammes and systems development. "Mr Ohtsubo says. According to the professional analysis, distribution of Panasonic's line of business are relatively balanced, with consumer electronics and household appliances all series, white all the way to energy-saving and environmental protection in development in recent years, also laid the Foundation for Panasonic's transition to the field of environmental protection. For Matsushita, Brokeback survive seems to be the former TV giant is currently capable of thinkingThe best way. E view of the great recession "self-help" string voice since recession inevitable, positive self-help measures for Japanese companies is the most realistic approach. From a marketing point of view, and, Korean enterprises in strengths of today is clearly not spell prices. Allwin Advisory latest January 2011 to October display LCD TV retail market share in China, Market share declined from 2010 to Japanese companies 12.9%, backbone enterprises in China (Skyworth, Haier and Hisense, TCL, CHANGHONG, KONKA) rose from 66.6% per cent. Allwin consulting company Deputy General Manager Jin Xiaofeng believes that Japan enterprises, with a backward attitude to city wide sites clearly three or four line costs are too high, useHolidays and other promotions competing on price but also unwise, to promotional price reduction phased boost revenue, brought about by long-term still is a vicious circle, Delta does not effect eventually led to it would only be exhausted in the competition. Japanese companies themselves clearly seen shopping in the retail market it is not very smart from Matsushita, Hitachi, Toshiba, Japan traditional household electrical appliance enterprises recently situation of transition, transition to the newEnergy and provide comprehensive solutions are becoming the key points of the transformation. Sony is constantly enhanced mobile Internet strategy, Panasonic is gradually deviated from the appliance business, to the development of new energy and environmental protection. Transition from older Hitachi, household electrical appliances sales now account for only 9% of the Hitachi Group, more income distribution in water treatment, construction machinery, electric power, information and communication, higherMaterials for energy, transportation, logistics and other areas, including nuclear power generation, renewable energy, smart grid, utilities and social infrastructure construction to support high performance electric motors and frequency converters, lithium-ion batteries, environmentally friendly energy-saving high-performance materials, and other key materials and devices business-critical areas of research and development will be the focus of Hitachi. Senior household appliance expert Liu Buchen in particular that, Gradually pull away from the original good at manufacturing, construction of a new business model, should be seen as active transformation of Japanese firms under the new competitive environment. Japanese companies now face the situation and in the 1970 of the 20th century United States there are similarities, accumulation of technological advantages, Japanese companies are turning to development of technical standards and new energy, eco-friendly business model. Japan industry news also publishedCommented that the high price of "Japan" made toward the era of overseas in the past, now is the time give this production plant to foreign companies. (From: China business author: Li Li)