Matsushita Case

In: Business and Management

Submitted By paulbarna
Words 5474
Pages 22
A REPORT ON BALANCE SHEET ANALYSIS OF
LANKA BANGLA FINANCE LIMITED
AND
INTERNATIONAL FINANCE INVESTMENT AND COMMERCE BANK LIMITED

Date of submission: 8th November 2015

Submitted to
Farzana Lalarukh
Associate Professor
Department of Finance
University of Dhaka

Submitted by SL | Name | BBA ID | Remarks | 1 | Sifat sadia | 17-003 | | 2 | Barna Paul | 17-047 | | 3 | Maghla Hossain | 17-061 | | 4 | Saima Sultana | 17-069 | | 5 | Nawsina Arif | 17-085 | |

Date of Submission: 8th November 2015
Department of Finance
University of Dhaka

Letter of Transmittal
November 8, 2015
Farzana Lalarukh
Associate Professor
Department of Finance
University of Dhaka

Subject: Submission of Report on “Balance Sheet Analysis of LankaBangla Finance Limited and International Finance Investment and Commerce Bank Limited”.

Dear Madam,

It gives us enormous pleasure to submit the report on Balance Sheet Analysis of Bank and NBFI as per the Advisor’s instruction. We expect this report to be informative as well as comprehensive as per requirement. Working with such a topic was an inspiring experience for us. We believe that the knowledge and the experience we gathered will facilitate us a lot in our future career life.
With our limited knowledge, we have tried our level best to prepare the report worthwhile.

Your acceptance and appreciation would surely inspire us. For any further explanations about the report, we will be gladly available to clarify the ins and outs.

Sincerely,

Sifat Sadia
Roll no. 17-003
On behalf of Group
Department of Finance
University of Dhaka
Acknowledgement

Preparing a report on Balance Sheet Analysis of Bank and NBFI is a rewarding task that requires both mental stamina and attention to detail. The varied nature of the matters dealt with has entitled references too many sources, starting from books to class lecture and to all of these we gladly…...

Similar Documents

Cisco Case Study

...1- How is building a brand in a business-to-business context different from doing so in the consumer market? From reviewing the text and in reading the Cisco case study, it seems that business-to-business marketing consists of a more direct approach through very specific channels of distribution. Business-to-business success is centered around more personal relationships between the partner companies. In the Cisco case this was demonstrated by Cisco's business to business relationships it developed with Matsushita, U.S. West, and Sony (Cisco). In comparison, consumer marketing is targeted at all the major demographic groups. Consumer marketing aims to capture sales through major retailers thus removing the personal connection that is inherent in the business-to-business relationship. In the Cisco case, it is obvious that throughout the 90's Cisco was extremely successful at working the business-to-business model and focused on technology companies and specific corporations to sale their internet based technologies too. This enabled them to become the largest company in the world in the 90's with over $500 billion in worth, however, they name brand through the consumer market was relatively unknown (Cisco). Cisco began making acquisitions in the 21st century of companies such as Linksys which began their efforts toward consumer marketing, away from business-to-business marketing. Cisco has continued to change its messaging, focus advertising on customers, and worked hard...

Words: 472 - Pages: 2

Cisco Case

...context is different from doing so in the consumer market because of the nature of buyers. In the B2B mode, buyers are normally another manufacturer, wholesaler or a retailer. While in the B2C market, transactions occur between a company and end users. By entering a new markets Cisco has gained new competitors such as IBM, Microsoft etc. In order to compete against these competitors Cisco uses the outstanding methods of both business to business and the consumer marketing. Initially, Cisco has been selling products to other businesses. B2B markets are generally small vertical markets, often niche in size. Branding in B2B is centered on the relationships of many different companies. This is quite visible in the case study when Cisco developed partnerships with Sony, Matsushita, and US West in order to co-brand its modems with Cisco logo for the interest of building brand value and recognition. As said earlier, the target customer in B2B is small and focused. Cisco introduced a new marketing campaign in the year 2003. Using soft-sell approach Cisco targeted the executives and IT professionals. Moreover, generating awareness and building educational activities are also part of B2B branding. Cisco launched a television ad campaign to educate the consumer. In those ad campaign facts about the power of the internet where revealed to viewers in a series of questions. B2C markets are typically large broad markets of tens to thousands to millions of sales prospects. While in......

Words: 539 - Pages: 3

Philips vs. Matsushita: the Competitive Battle Continue

...uiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnm Philips vs. Matsushita: The Competitive Battle ContinueCase Analysis 4/30/2012 By : Chris Kim(MGMT 503 Spring 2012) | Problem Statement: Philips: • Financial performance is poor * In 2008, operating profit is 2% of sales • Global competition is weak * Hard time to bring innovative products to market * R&D was not market oriented • No firm marketing strategy and execution issue * Misleading Company’s strategic business * Due to political and organizational difficulty, structure change implementation is slow Matsushita: • Oversea subsidiary companies acted like the implementing agent of the Osaka-based product divisions • Operating profit dropped significantly • Operating profit < 3% of sales or declining sales over 3years - then, the sector is closed. Key Issues & Supportive Arguments: Philips: * R&D division has not been producing innovative products The reason why Philips Company led successful business in 1900s is that they would invest heavy resources on new......

Words: 803 - Pages: 4

Matsushita Case

...Phacharakamol Kumpinyo ID: 5529161 Case NO.1: Matsushita 1. Triggers of cultural change in Japan during the 1990s were traditional ways of doing business. In 1990s, Japan was encounter with bubble burst of financial crisis (economic slump) then every business unit which were get the problem with crisis must change their business ways as fast as they can to make their business moving on with not crush. Businesses start to lay off worker and reduce business size to smaller and change in many internal process such as company benefit, company housing, etc. Then it makes cultural change on working attitude of worker to have less loyalty and focus on higher salary instead. 2. Japan change culture influence the way Japanese business operate in the future is decentralize the power and profit to split the risk that can crush the company. The potential implications of such changes for the Japanese economy. 3. The traditional Japanese culture benefit Matsushita during the 1950s-1980s is cradle to the grave employee. At Matsushita, employees were good taken care from the company. The firm provided them with a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority based pay systems and generous retirement bonuses. The Matsushita was got loyalty and hard work from its employees. Did traditional values become more of a liability during the 1990s and early 2000s? Yes it is. The Matsushita spend a lot of money for take care their employees as......

Words: 641 - Pages: 3

Philips vs. Matsushita

...Philips vs. Matsushita Assignment Hussain AlmakramiUniversity of Scranton | 11/14/2013 | | Strategies followed by Philips and Matsushita Philips focused on their R&D and it tried to be the independent organization. It tried decentralized method to market its products. It had very strong relationships with their suppliers and that’s why it had more than 250 suppliers in the world. It started a program called “partners for growth” to improve its relationship with the suppliers. It tried to take supply from the countries where cost is low like China, France, and Brazil. For marketing and selling their products Philips used very dedicated sales representatives and other options also like indirect channels. Customer service is very good. It provides 24 hr. service to clients. On the other hand Matsushita focused on centralization and it has highly efficient organization in Japan. It focused on local sourcing but still they got the control of quality and productivity of their goods. It was not dependent on one supplier. It has suppliers in all the parts of the world. It works with its suppliers and has very good relationship with the suppliers which help in maintaining the quality of the goods. It also tried to set up plants and produce raw material for their final products. Globalization becomes difficult for Philips It became difficult for Philips to globalize its strategies because of the fast growing competitors in the market. The other factors were......

Words: 537 - Pages: 3

Matsushita vs. Sony

...Case Study #2 The main differences between Matsushita and Sony’s products are that, Matsushita product line is more involved in the household appliances market as it is the world leader in this category, while Sony strives to be the globe’s technological leader and has a product line that is driven by advanced consumer electronics. “While companies such as Matsushita concentrates on being customer intimate, Sony has differentiated itself by focusing on product leadership.” Matsushita is the largest home appliances and household equipment (HAHE) producer in the world. Some of Matsushita’s products include: microwave ovens, refrigerators, irons, fax machines, air compressors, automatic washers and dryers, vacuum cleaners, air conditioners, dishwashers, digital cameras, DVD players, TVs, telephones, cell phones, computers, and printers. “Matsushita possesses world-class brand names, cutting-edge techniques, perception of high quality, powerful promotion campaigns, and affluent capital.” Sony has the competitive advantage when it comes to developing new technology and products in the consumer electronics market. “Sony has consistently been successful at commercializing new technologies into innovative products such as the transistor radio, tape recorder, Beta-Max video recorder, CD, Walkman, minidisk, DVD, and recently the digital camera and camcorder.” In 2001, Matsushita was in need of rebuilding its supply chain, so managing director Yukio Shohtoku, led Matsushita’s...

Words: 1181 - Pages: 5

Matsushita and Japan’s Changing Culture

...Confucian values. 3. How did traditional Japanese culture benefit Matsushita during the 1950s - 1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? The traditional Japanese culture was one of the main reasons of Matsushita’s success during the 1950s – 1980s. Thereby Matsushita took care of employees from the cradle to the grave and they offered their company life-long loyalty and hard work, known as the Confucian values. These values became a liability during the 1990s and the early 2000s. They were difficult to keep, when the Japanese economy felt into a prolonged economic slump. Matsushita was compelled to change its values. 4. What is Matsushita trying to achieve with the human resource changes it has announced? What are the impediments to successfully implementing these changes? What are the implications for Matsushita if (a) the changes are made quickly or (b) it takes years or even decades to fully implement the changes? Matsushita started to make changes in human resource practices in 2000. Since then they offered the choice of three employment options with differences in salaries, benefits and commitments. With this choice they wanted employees to believe in democratization, to encourage individuality, to take initiative and to seek risks. Especially among younger employees the changes are popular, the older workers are rather impediments. If Matsushita changes its system quickly the managers have to be......

Words: 738 - Pages: 3

Phllips vs Matsushita

...vivencia de Phillips. Pero lo que realmente impulso su éxito en la post guerra fue la independencia que poseían sus organizaciones nacionales (NO), este incremento de independencia comenzó al transferir sus instalaciones y laboratorios de investigación a UK y sus instalaciones de manegment a USA como precaución a la anticipada guerra. Esta independencia fue extremadamente útil para Phillips pues le permitió sentir y responder a las diferencias de los mercados locales tanto en marketing como eventualmente lo que seria desarrollo de producto. Dando así origen a una ventaja competitiva, las condiciones que se atribuye a esta constante innovación, en este caso particular, es que era escasa en el momento, en especial al comprarla con Matsushita que tenia problemas para generar innovaciones; era altamente relevante, ya que una de los factores claves para este negocio es la innovación y finalmente contaba con la tecnología y el prestigio necesario para mantenerla y sostenerla en el tiempo. Luego de analizar la cadena de valor de Phillips encontramos que su logística de entrada era una cobertura mundial de las demandas del mercado; en operaciones, esta la autonomía de las NOs y focalización en su mayor línea de producto, permitiéndoles un rendimiento superior; en la logística de salida y distribución su principal idea fu transferir sus instalaciones a otros países durante la guerra para facilitar los procesos; Ventas y mercado-tecnia, su enfoque era canalizar sus......

Words: 1412 - Pages: 6

Case Study

...Cross-Cultural Management CASE STUDIES 1. Lecture 2 Doing Business in Saudi Arabia Read the case Doing business in Saudi Arabia and answer the following questions . (a) Has religion been the main factor shaping Saudi culture, or are other factors at work here? What are those factors, and how important do you think they are? (b) Do you think that business practices in Saudi Arabia are likely to differ from business practices in Germany, and if so how? 2. Lecture 2 Matsushita’s and Japan’s Changing Culture Read the case “ Matsushita’s and Japan’s Changing Culture” and answer the following questions (a) What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to impact on traditional values in Japan? (b) How might Japan’s changing culture affect the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? (c) How did traditional Japanese culture benefit Matsushita during the 1950s-1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? (d) What is Matsushita trying to achieve with human resource changes it has announced? What are the impediments to successfully implementing these changes? What are the implications for Matsushita if (a) the changes are made quickly or (b) it takes years or even decades to fully implement the changes? 3. Lecture 2 McDonald’s and Hindu Culture . Read the case “McDonald’s and Hindu......

Words: 789 - Pages: 4

Philips vs. Matsushita: the Competitive Battle Continues

...Philips vs. Matsushita: The Competitive Battle Continues 1. Philips and Matsushita are two very large consumer electronic companies. Philips success over the years can be largely contributed to the company’s adaptive and innovative product marketing and its expansive portfolio based on the responsive needs of national organizations. However, Phillips, has faced extreme volatility over the past 50 years due to a lack of innovation, low employee morale, loss of focus of core competencies, and a global recession. On the other hand, Matsushita success can be largely contributed to the company’s efficient and low cost production, synergy, and competitive divisions that encourage innovation. However, Matsushita also experienced volatility due to a lack of innovation, a global recession, and the addition of a major supply glut and price collapse. 2. The concepts from the assigned chapter can help us understand how Philips and Matsushita might develop a strategy that will focus on long term success. The concepts from the chapter discuss terms such as “administrative heritage” or the idea that a company’s existing configuration cannot be changed overnight. And one of the most important lessons for management is to build and leverage their company’s existing capabilities rather than emulating another company’s strategic capabilities in order to be more responsive in a constantly changing world. 3. My strategic recommendation for Philips is to maintain its strong......

Words: 305 - Pages: 2

Case

...INDIVIDUAL CASE ANALYSIS Each student must submit one case analysis of your choice before the semester finishes (Week 13). In the case write-ups, the student reports the Diagnosis, Analysis and Recommendations relating to the chosen case. Each case report should be submitted as in no more than three single-spaced pages or no more than 1200 words (whichever you consider appropriate) into Blackboard and in hard-copy format at the beginning of class. Case 1 Philips versus Matsushita: The Competitive Battle Continues 1. How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetency 2. How did Matsushita succeed in displacing Philips as No. 1? What were its distinctive competencies and incompetence? 3. What do you think of the change each company has made to date—the objectives, the implementation, the impact? Why is the change so hard for both of them? Case 2 ECCO A/S Global Value Chain Management 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-a-vis the competitors) to take advantage of changes in the industry. 2. ECCO has a fully integrated vertical value chain. What are the pros and cons of this strategy? What economic and strategic factors should be analyzed to answer this question? 3. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this......

Words: 252 - Pages: 2

What Does the Matsushita Case Teach You About the Relationship Between Societal Culture and Business Success?

... Hill 7e End of Part Case Notes Part One: Globalization There are no Part One cases. Part Two: National Differences in Political Economy; Differences in Culture; Ethics in International Business Nike: The Sweatshop Debate 1. Should Nike be held responsible for working conditions in foreign factories that it does not own, but where subcontractors make products for Nike? Answer: Most students will probably agree that Nike should be held responsible for the working conditions in foreign factories where subcontractors make products the company sells. Students taking this perspective are likely to argue that since the workers are there to produce the products for Nike, the fact that the company does not actually own the facilities is immaterial – Nike is the beneficiary of the work done in the factory. Some students may suggest that Nike be resolved of some responsibility if the factories also produce products for other companies. 2. What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States? Answer: The question of whether of whether to hold foreign factories to the same standards as domestic factories is difficult. Some students might argue that Nike should require all factories regardless of their location to maintain the same standards when it comes to working conditions, overtime, and so on. Other students however, may suggest......

Words: 13231 - Pages: 53

Matsushita and Japan’s Changing Culture

...generation born after 1964 has other new views how to act with a company. Nowadays the employees feel more important for themselves, for example for their career, than for the company. The new generation will make individual effort and won’t work for a greater good of their company for all employees. Therefore companies has to change their programs of benefits. They have to support individual performance stronger and don’t base it in a seniority pay system and reconsider about the sense of the rest of the benefits given to every employee as a part of the Confucian values. 3. How did traditional Japanese culture benefit Matsushita during the 1950s - 1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? The traditional Japanese culture was one of the main reasons of Matsushita’s success during the 1950s – 1980s. Thereby Matsushita took care of employees from the cradle to the grave and they offered their company life-long loyalty and hard work, known as the Confucian values. These values became a liability during the 1990s and the early 2000s....

Words: 328 - Pages: 2

Sony vs Matsushita

...* Matsushita and sony are the two largest consumer electronics makers in Japan and in the world and both stretched their supply chains to their low-cost manufacturing neighbor which is CHINA to reduce cost. * Matsushitas 49 of 144 manufacturing subsidiaries are scattered in China. * 6 of 35 Sony’s factories abroad are located in China. * In 2002 when Matsushita was expanding their supply chain in China, Sony decided to shift some of its manufacturing business in China back to JAPAN. MATSUSHITA’s EMBARASSING LOSS * Matsushita is a electric industrial co., the largest home appliances and household equipment producer in the world. * They have competed with low priced Chinese counterparts in the international market. * Yukio Shohtoku who was responsible for Matsushitas overseas business, kept hearing bad news from overseas branches because Chinese price is becoming the world’s price. To stay in the market against those Chinese competitors, Matsushitas had to cut their profit margins. PROBLEMS * Matsushitas weakness was high cost. * To maintain its leadership in the market, Matsushita believed combination of Japanese advanced techniques/parts and Chinese low cost labor would enhance their competitive advantage in the world. * By doing that it helped them cut their products prices. However, Shanghai subsidiary “Panasonic” microwave over was 30 percent cheaper than its counterpart made in Japan. * However, in 2000 they Shanghai......

Words: 479 - Pages: 2

Matsushita

...worker frequently switches workplaces, he might lack the company-specific knowledge and thus might not be so valuable for a company. The high fluctuation makes it also very difficult to build a team within an organization to perform collective tasks. 3. Matsushita was established in 1920 and become a giant consumer electronics company in Japan within the next decades. Traditional Japanese culture is based on strong group identification, reciprocal obligations, and loyalty to the company. With this sort of culture it was possible for Matsushita to hire employees, who worked hard for the greater good of the company. On the other hand Matsushita was mutual loyal to their workers and provided them with a wide range of benefits. After the World War II people haven’t had as great prospects as they had a few years later thus they were thankful for every job they could get and committed to it. Once hired they would spend the rest of their lives working for the same company, which supported to develop unique firm-specific knowledge. As a result Matsushita was at the forefront of the rise of Japan to the status of major economic power. As cultures change, people lacked the traditional values during the 1990s and early 2000s. But Matsushita didn’t want to give in on the traditional values and therefore it didn’t change their way of doing business until 1998. Unfortunately this adjustment came too late, and the company had already performed poorly several years before...

Words: 552 - Pages: 3