Abstract
In this paper, we will take up Sharp Co., Ltd., a Japanese electric appliance maker, and consider the factors that caused the High technology maker, which has dominated the market in the technology driven market, to sharply deteriorate its business performance in the face of globalization and commoditization of the market. We concluded, as a result, a company that has been able to demonstrate its abilities in a technology driven market such as Sharp cannot necessarily demonstrate sufficient results in a non-technology driven market. It was founded that it was due to lack of core competence in the on-technology driven market and insufficient performance. Strategic scenarios in such cases are as follows: first, corporate transformation and promotion of servitization in order to acquire organizational capabilities adaptable to non-technology driven market, or secondly, technology driven markets where the company’s core competencies can be adaptable. I summarized the possible strategic scenarios to find and find a win. This could also give implications for servitization strategies and their future in many manufacturing industries in developed countries.
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Kamoshida, A., Fujii, T. (2022). Manufacturing Industry’s Servitization and Its Future-Case Analysis of the Japanese Electric Company. In: Uden, L., Ting, IH., Feldmann, B. (eds) Knowledge Management in Organisations. KMO 2022. Communications in Computer and Information Science, vol 1593. Springer, Cham. https://doi.org/10.1007/978-3-031-07920-7_10
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DOI: https://doi.org/10.1007/978-3-031-07920-7_10
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