Faced with major losses from operations, interviewed young and unconventional Sharp Corporation company president longstanding operational model. Sharp was a leader in the field of liquid crystal display (LCD) technology and manufacturing. It also has strong positions in a number of categories of consumer electronics in the Japanese market. Although Sharp had increased its stake in overseas markets, it had yet to replicate its success overseas. Sharp operating model placed sens … Read more »

Faced with major losses from operations, interviewed young and unconventional Sharp Corporation company president longstanding operational model. Sharp was a leader in the field of liquid crystal display (LCD) technology and manufacturing. It also has strong positions in a number of categories of consumer electronics in the Japanese market. Although Sharp had increased its stake in overseas markets, it had yet to replicate its success overseas. Sharp operating model placed sensitive, high-value-added activities, such as research, development and production of components in the vicinity of its headquarters in Japan. The company jealously protected and implemented its LCD know-how had strict security measures on its LCD panel plant. How Sharp rise in foreign sales was restricted to its business model significantly. Operating mainly in Japan had disadvantages, such as currency risk, high infrastructure costs and high taxes. In addition, the logistics of shipping large items, such as LCDs and solar panels, introduced overseas other dilemmas. Sharp necessary to rethink this model and develop an approach that is better suited to the environment it was now competed in.
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from
Derek Lehmberg
Source: Ivey Publishing
16 pages.
Release Date: 9 March 2011. Prod #: W11039-PDF-ENG
Sharp Corporation: Beyond Japan HBR case solution