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Philips evolved from a highly centralized company in which its sales were done through third parties, to some decentralized sales organization like the China, Brazil and Australia. This broadened the company’s product as it began producing electronic vacuum tubes and the first radios which came into existence eight years later after all that serving the world market share within decades (Becker, L., & Ehrardt, J., 2008).

Philips moved its overseas assets to some two trusts that is the British Philips and the northern American Philips Corporation in which they even went further moving their research laboratories to Redhill in Surrey including its top management who were moved to United States.

After the impending war, the Philips built the postwar organization which was done by its management board on its strengths which increased their self-sufficiency during the war. The NOs had the real power with them since they were direct to the management board and this enabled them to enlarge their territory (Hill, L., & Charles, 2004). In the year 2009, the Philips performance began to deteriorate leaving them with the global competitiveness being the question that was awaiting them to answer.

Philips had the ability to bring its innovative products to market in which it was captured by the Japanese competitors who took over the market for their materials like the audiocassettes and the microwave ovens. It is not possible to determine the party that is responsible due to much operation which is becoming complex (Lasserre, & P., 2008).

Philips  decided to choose doing away with local plants and converting the best international production centers due to political and organizational difficulty  thus making the implementation slow. His strategies were renewed by Van Der Klugt using four links like the components, consumer electronics, data systems which showed the cash flow of the organization and the telecommunications.  This gave Philips room to review his management board by trimming them and selecting new board members to the committee.

In post-war boom, Matsushita brought new products like; TV sets in 1952, color TVs, electronic ovens, and the transistor radios. Matsushita became the first Japanese company to have a divisional structure style (Becker, L., & Ehrardt, J., 2008). Divisional profitability was determined after all the deductions were done for the central services and interests on the internal borrowings were done.  Matsushita kept moving from one region to another looking for low wages when the manufacturing costs rose up in Japan.

Throughout the 1970s, his products maintained its strong operating control over their offshore operations since they had designed equipment by their parent company, then the manufacturing procedures and the materials used. He had the expatriates who maintained the relationship of the senior colleagues in their divisions and also acted as career mentors and they were there to give parent information about the developments of the company (Hill, & L., Charles, 2004). He develop an innovative and entrepreneurial initiatives which assisted him in replacing Philips though he was frustrated by their inability to develop innovative overseas companies in which the top management chose to buy them and that they acted slowly compared to the implementing agents of the Osaka-based product division.

Nakamura’s main objective was to build a super manufacturing company basing on three foundations including strong technology, a flexible, and responsive manufacturing capability, and customer-oriented, solutions-based businesses (Becker, L., & Ehrardt, J., 2008). His plans of separating plants from non-captive and non-exclusive manufacturing centers and his plans were never successful due to financial disappearances.

Kleisterlee began acquiring companies in high-growth medical and lighting segments in which he began referring to Philip as a lifestyle company and he believed that they had a common mission.   He offered cheap services to people like the hospital services and convenient treatment using their own equipment (Hill, L., & Charles, 2004).

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