本篇代写英文论文-飞利浦公司讲了飞利浦公司利用多种独特的渠道成为战后领先的消费电子产品。该公司得以从自主经营模式发展起来。由于战争的缘故，飞利浦公司的许多资产最初都是从本国转移过来的。通过在世界各地建立独立的营销公司，该公司得以发展分散的销售组织。这些国家组织能够为公司提供竞争优势(Bartlett et al.， 1990)。这使得公司能够“感知和回应”。换句话说，他们能够根据不同地区消费者的需求和偏好制定本地化策略。本篇代写英文论文文章由加拿大第一论文 Assignment First辅导网整理，供大家参考阅读。
Philips Company Distinctive competence and Distinctive In-Competencies
Philips Company used a number of distinctive channels to become leading consumer electronics in the post-war era. The company was able to develop from its autonomous business model. Many of the assets of Philips Company were originally moved from its home country owing to war. The company had been able to develop decentralized sales organization by using independent marketing companies across different locations in the world. These national organizations enabled in providing competitive advantage for the company (Bartlett et al., 1990). This allows the company to “sense and respond”. In other words, they were able to develop a localization policy based on the demands and preferences of the consumers in the different locations. Since the company was working with local demographics and primarily catering towards the needs of the people, they were influenced by the local companies. This enables the company to diversify its products and services to satiate the requirements of the local demands. These local companies played an integral part in the success of the company during the post war times (Bartlett, 2009.). They were able to wield a lot of influence and power to direct the companies. Other than this, Philips Company spent a lot of money to keep their businesses with the latest technology. A lot of resource allocation was done to meet the demands of the modern consumers of those times. The company gave a lot of precedent to research and requirements of the local people to sustain. These were the factors that enabled success for the company. However, these very advantages changed in the company. The same factors of success changed towards becoming impediments from 1970 onwards. Factors such as liberalization of trade along with lower shipping costs in 1950s and 1960s caused the company to face a lot of issues. Competitor companies such as Matsushita were able to use this as an advantage to develop stronger export businesses. These took away the market share of the company. Philips Company started to develop cost disadvantages as the production was not focused on the areas. The products were found to be highly differentiated which increased the production costs. Using the existing brand image and their power in the local markets, the company was trying to change the matric towards the company. Nevertheless, these started to become issues for the company. There were many factors that the company needed to address in order for the company to retain the original competitiveness that it had on the local markets. In spite of the best efforts of the company, they started to lose the consumer patronage to other brands. In 1987, Philips lost its market autonomy to Matsushita. In retrospection, the company could have done many things to address the rising competition from Matsushita (Rhinesmith, 1991). As an inception step, they had to change the international business strategy. There was a need for change in the localization strategy. They did not change with the trade becoming more liberalized. The company had to move from localization strategy to a homogenous global strategy. Matsushita Company took advantage of this strategy and was able to develop location economics. The company Philips must have set up manufacturing in the low-cost countries and moved the product research to low corporate tax nations. By adopting this method, the company could have lowered the manufacturing costs. However, Philips did not want to adopt this method as there was a lack of customization of the product offering. The company needed to have had local product development which was a distinct increase in the production (Ohmaef, 1993). The company was not able to address these issues. The decision that the company made was not based on the simple profit and cost advantages. It was based on the intangibles. Owing to this, the situation becomes tricky for the company. These factors were the advantage as well we impediment for the company. On the other hand, Matsushita was able to develop a more robust product development that leads to the success of the company. Eventually, in 1980s, Philips changed the business model. Nevertheless, it was late to bring the changes. There was considerable damage that was done in this case.