Japan's Matsushita Group welcomes the 100th anniversary of its founding this year. The president, Tsuruga Akihiro, said that the 100th anniversary of starting a business is a staged point. Regardless of how long Matsushita becomes a long-established enterprise, it must always take the attitude of ' Humble and firm toward the future, go steadfast year after year.
Going out of a loss
He announced that on the occasion of the 100th anniversary of the founding of the business, it will reopen the 'Hatsushita Matsushita Historical Museum', which is a symbolic place in the development of the Panasonic Group.
Since its establishment in 1918 by its founder, Matsushita Matsushita, the Matsushita Group has provided products and services to the community by basing its efforts on contributing to the life and social development of the people of the world.
Matsushita, Japan's leading home appliance industry, was once stationed abroad for many years, Tsuna Kazuhiro, took office in 2012, Panasonic led the loss out of the disadvantage this year, he used the video to the Panasonic Group sent a New Year's conversation to all staff to replace the e- mail way, among them, talked about the Panasonic management trends, it is worth learning.
Tsuga I said: "The Matsushita Group has experienced a lot of hardships and finally ushered in the 100th anniversary, which is very much to celebrate .This is not only the result of every employee hard work, but also thanks to the support given by customers, partners, Of course, there are also the efforts of the predecessors led by the founders, and we must not forget their gratitude.
Structural adjustment Business transformation
He pointed out that in the past 20 years, Matsushita Group did not respond well to a changing society, and growth has slowed down. In 2011 and 2012, even large-scale deficits occurred, and sales continued to decline.
In the five years since then, a series of career reforms have been carried out, including painful structural adjustments, business transformation in which competitive status has deteriorated, and active investment growth.
Last year finally stopped the disadvantage of reduced sales, this year will achieve the goal of "simultaneous growth of sales and profits."
It is not easy to start building resilience to change through hard work, and now it is time to meet FY 2018 targets and further increase sales, making sales and profit growth normal as early as possible.
Tsuna Yoshihiro stressed that toward the new 100-year period, it is necessary to face change as a champion and a challenger, and in the new century, it will change more rapidly than in the past century.
Matsushita, a large company, can not survive in the next 10 years if it is based solely on existing business models and survives in its current form.
Tsuga I said that in order for the Group to continue its development in the future, it is necessary to constantly change its business content and business model so as to turn social changes into opportunities for growth.
However, what should be done to keep up with the changes?
Tsutomu Akiyoshi bluntly, each business to the champion or challenger mentality to change words, Panasonic will become more contribute to society, attractive company.
First of all, the 'champion' cause has great assets and advantages based on such assets, and should be based on current strengths and create new areas around it.
Master the advantages of rapid response
For example, Tesla, who challenged the traditional automotive industry with EVs, was the representative of 'challenger', who, with his firm determination, took a different path from the past of the industry and tried to become a 'champion' to change the world.
Matsushita's 'Challenger' cause should be as hard as Tesla or be bold with them as a 'championship' can not do to 'change the fabric of the industry' or 'create a new field'.
Tsuga I believe that Matsushita has honed history in the history of product manufacturing capacity, technical capabilities, and by close communication with customers access to brand credit and other advantages, to further strengthen these advantages, and through Cross-Value Innovation to respond flexibly to new The changes of the times will be the way to survive in the future.
Tsuga I hope, will each product's 'Panasonic' brand, a little bit of shape to become a 'change can be a good corporate brand', the company can continue to move forward, from the current thinking and The action decided that every employee is expected to accept the challenge and work together.