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Reflection About Article What Panasonic Learned in China

In: Business and Management

Submitted By hazelbrunola
Words 1182
Pages 5
Introduction

The review is about the article What Panasonic Learned in China written by Wakayama Toshiro, Shintaku Junjiro and Amano Tomofumi. Harvard Business Review. Dec2012, Vol. 90 Issue 12, p109-113. The article focuses on how Panasonic in China learned to bridge two strategies that are often mutually exclusive: localization and integration.

The founder of Panasonic was asked by the Chinese leader Deng Xiaoping to help modernizing China’s industries. Panasonic began licensing technologies to China which led to more than 40 China-based manufacturing operations. Panasonic’s first main purpose was to take advantage of low manufacturing costs and exporting the output.

In Japan, Panasonic invested a Lifestyle Research Center to understand more how households use their products. However, there was little effort to understand China’s market which had as consequence of minimal efforts to localization. As the middle class of China began to emerge, local competitors such as Haier outpaced the Panasonic company. In response, Panasonic started to develop a deep understanding of consumer lifestyles in China’s market. Through its effort in the Chinese market, Panasonic learned to bridge localization and integration as their strategies.

Reflection

“When your manufacturing base becomes your growth market, your strategy has to adjust.” This statement was written by the authors of the article What Panasonic Learned in China. By reading this, one can have different thoughts about what kind of strategies should be used?
It was surprising how Panasonic came back as a changed company. Panasonic went to China to take an advantage of the usual benefits of low manufacturing costs and cheap labor. Because local competitors quickly outpaced them, Panasonic changed their strategies by bridging two exclusive strategies. They started to find competitive advantages...

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