Maytag corporation 2002 focus on north america

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Maytag corporation 2002 focus on north america

We are committed to becoming an indispensable element in the lives of people all over the world. It calls for the company to unite all its business entities as one corporate group that wins the heart and trust of the people all over the world by developing unique technologies and offering superior products and sincere services.

History of Sanyo Electric Co. Sanyo is a leading global manufacturer of numerous electronic products. A particular area of emphasis is that of environmentally friendly products, such as rechargeable batteries, solar cells, and CFC-free compressors for refrigerators and air conditioners.

Another growth area is multimedia products, such as digital cameras, LCD projectors, and digital cellular phones. Sanyo has about subsidiaries and affiliates in 27 countries; about half of overall sales are generated outside of Japan, with about 20 percent originating elsewhere in Asia, about 17 percent in North America, and about eight percent in Europe.

Sanyo's founder, Toshio Iue, was the brother-in-law of Konosuke Matsushita and an original partner in Matsushita Electric. Shortly after World War II, the occupation authority ordered Matsushita broken up into two smaller companies as part of its industrial decentralization policy.

In several of Matsushita's operations were turned over to Iue, who set up his own company to produce and export bicycle lamp generators.

Maytag corporation 2002 focus on north america

It went public in The dynamic economic atmosphere in Japan after the Korean War raised personal incomes and stimulated consumer demand. Sanyo grew modestly at first, offering only a limited line of simple electrical appliances.

To boost its sales through greater name recognition, Iue asked Matsushita for permission to use that company's brand name, National.

With only minimal benefit from Matsushita's broad marketing network, Sanyo widened its product line in the early s to include radios, tape recorders, and even televisions. The company later began marketing products under its own name through independent retailers.

Toshio Iue believed in a unique management philosophy called the 'white paper' method. Similar to the process by which parliamentary governments announce general policy goals and invite criticism or discussion, the white paper system encouraged a consensus approach to management.

As the Japanese economy began to grow even faster during the mids, consumers, long deprived of even simple amenities, expressed increasing demand for household appliances. Sanyo was well established in the market and had great success in simple technology items such as washing machines, air conditioners, and improved radios.

Iue did not regard other electrical manufacturers as his competition. This philosophy generated a very high creative awareness that forced him to anticipate new markets. Sanyo created a separate affiliate in called Tokyo Sanyo Electric, which, Iue hoped, would make it easier for the company to respond to market demand and to raise capital.

Although Sanyo eventually maintained only a 20 percent interest in Tokyo Sanyo, the two companies frequently engaged in bouts of constructive competition, what Iue himself described as a 'friendly rivalry.

He reasoned that as these countries developed, Sanyo's sales volume would grow accordingly, much as it had done in Japan. Most of these countries, however, lacked fundamental industrial bases, and although Sanyo outsold its European competitors, the growth he expected in these economies never materialized.

In Sanyo established its first overseas factory in Hong Kong.Who took the survey? A total of senior executives from companies worldwide participated in the study, with a little over half of respondents based in North America (20%) and Europe (33%). This web site and associated pages are not associated with, endorsed by, or sponsored by Sanyo Electric Co., Ltd.

and has no official or unofficial affiliation with Sanyo Electric Co., Ltd. Essay on Why Corporations Are Bad for America; Maytag Corporation Focus on North America Words | 12 Pages. Case 3:Maytag Corporation Focus on North America Questions: Does Maytag Corporation have what it takes to succeed in this increasingly competitive industry?

Is this a good time to buy or to sell Maytag stock? Chelsa was part of the original founding team of 4 who conceptualized the Kiva platform and helped launch it publicly in As Chief Community Officer, Chelsa is focused on developing internal and external culture and community, with an emphasis on building the competency of customer success.

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A collection of reading material representing RDC's position on matters of rail freight privatization, rail safety, overseas investments and international railway concessions from the investor's perspective.

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