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CHAPTER - 1 INTRODUCTION
1.1 COMPANY PROFILE
Panasonic Corporation ( Panasonikku Kabushiki-kaisha), formerly known as Matsushita Electric Industrial Co., Ltd. ( Matsushita Denki Sangy Kabushiki-gaisha), is a Japanese multinational electronics corporation headquartered in Kadoma, Osaka,Japan. The company was founded in 1918, and has grown to become one of the largest Japanese electronics producers alongside Sony, Toshiba, Sharp Corporation, and Canon. In addition to electronics, it offers non-electronic products and services such as home renovation services. Panasonic is the world's fourth-largest television manufacturer by 2012 market share. Panasonic has a primary listing on the Tokyo Stock Exchange and is a constituent of the Nikkei 225 and TOPIX indices. It has a secondary listing on the Nagoya Stock Exchange. From 1935 to October 1, 2008 the company name was "Matsushita Electric Industrial Co., Ltd." On January 10, 2008, the company announced that it would change its name to "Panasonic Corporation", with effect from October 1, 2008 to conform with its global brand name "Panasonic".The name change was approved at a shareholders' meeting on June 26, 2008 after consultation with the Matsushita family. Panasonic Corporation sells virtually all of its products and services worldwide under the Panasonic brand, having phased out the Sanyo brand in the first quarter of 2012.The company has sold products under a number of other brand names during its history. In 1927, the company founder adopted the brand name "National" ( Nashonaru) for a new lamp product. In 1955, the company began branding audio speakers and lamps for markets outside Japan as "PanaSonic", which was the first time it used the "Panasonic" brand name. The company began to use the brand name "Technics" in 1965 for audio equipment. The use of multiple brands lasted for some decades.

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In May 2003, the company announced that "Panasonic" would become its global brand, and launched the global tagline "Panasonic ideas for life." The company began to unify its brands to "Panasonic" and, by March 2004 replaced "National" for products and outdoor signboards, except for those in Japan. In January 2008, the company announced that it would phase out the brand "National" in Japan, replacing it with the global brand "Panasonic" by March 2010. Rasonic is a brand name of Shun Hing Electric Works and Engineering Co. Ltd (), a company that has imported Panasonic and National branded product since Matsushita Electric Industrial era, and has also sold MEI/Panasonic products under the original brand names. In June 1994, Panasonic Shun Hing Industrial Devices Sales (Hong Kong) Co., Ltd. (()) and Panasonic SH Industrial Sales (Shenzhen) Co., Ltd. (()) were established by joint venture between Matsushita Electric Industrial and Shun Hing Group respectively,making Rasonic a product brand for MEI and subsequent Panasonic Corporation.

Panasonic Parent Company Category Sector Tagline/ Slogan Panasonic Corporation Consumer Electronics IT and Technology Ideas for life Depth and diversity of its research capabilities, manufacturing expertise, high quality and sophisticated products STP

USP

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Segment Target Group

Electronics Semiconductors and Home appliances Upper middle and upper class individuals The most desirable 3D TVs on the market due to their high quality at a reasonable price

Positioning

1.2 HISTORY 1918 to 2000

Konosuke Matsushita, the founder of Panasonic Panasonic was founded in 1918 by Konosuke Matsushita as a vendor of duplex lamp sockets. In 1927, it began producing bicycle lamps, the first product which it marketed under the brand name National. During World War II the company operated factories in Japan and other parts of Asia which produced electrical components and appliances such as light fixtures, motors, and electric irons.
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After World War II, Panasonic regrouped and began to supply the post war boom in Japan with radios and appliances, as well as bicycles. Matsushita's brother-in-law, Toshio Iue,

founded Sanyo as a subcontractor for components after World War II. Sanyo grew to become a competitor to Panasonic, but was later acquired by Panasonic in December 2009. In 1961, Konosuke Matsushita traveled to the United States and met with American dealers. The company began producing television sets for the U.S. market under the Panasonicbrand name, and expanded the use of the brand to Europe in 1979. The company used the National brand outside of North America from the 1950s to the 1970s (the trademark could not be used in the United States because it was already in use by theNational Radio Company in a closely related product area). It sold televisions, VHS VCRs, hi-fidelity stereo receivers, multi-band shortwave radios, and marine radio direction finders, often exported to North America under various U.S. brand names. The company also developed a line of home appliances such as rice cookers for the Japanese and Asian markets. Rapid growth resulted in the company opening manufacturing plants around the world. The company debuted a hi-fidelity audio speaker in Japan in 1965 with the brand Technics. This line of high quality stereo components became worldwide favorites. The most famous products being its turntables, such as theSL-1200 record player, known for its high performance, precision, and durability. Throughout the 1970s and early 1980s, Panasonic continued to produce high-quality specialized electronics for niche markets such as shortwave radios, as well as developing a successful line of stereo receivers, CD players, and other components. In 1973 Matsushita formed a joint venture with Anam Group, Anam National. In 1983 Matsushita launched the Panasonic Senior Partner, the first fully IBM PC compatible Japanese-made computer. In November 1990 Matsushita agreed to acquire the American media company MCA Inc. for US$6.59 billion. Matsushita subsequently sold 80% of MCA to Seagram Company for US$7 billion in April 1995. In 1998 Matsushita sold Anam National to Anam Electronics. In November 1999, the Japan Times reported that Panasonic planned to develop a "next generation first aid kit" called the Electronic Health Checker. At the time, the target market was
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said to be elderly people, especially those living in rural areas where medical help might not be immediately available, so it was planned that the kit would include support for telemedicine. The kits were then in the testing stage, with plans for eventual overseas distribution, to include the United States.

2000 to present

The Panasonic world headquarters in Osaka, Japan On January 19, 2006, Panasonic announced that it would stop producing analog televisions (then 30% of its total TV business) from the next month, in order to concentrate on digital televisions. On November 3, 2008, Panasonic and Sanyo announced that they were holding merger talks, which eventually resulted in the acquisition of Sanyo by Panasonic. The merger was completed in December 2009, and resulted in a corporation with revenues of over 11.2 trillion (around $110 billion). With the announcement that Pioneer would exit the production of its Kura plasma HDTV displays, Panasonic purchased many of the patents and incorporated these technologies into its own plasma displays. In April 2011, it was announced that Panasonic would cut its work force by 40,000 by the end of fiscal 2012 in a bid to streamline overlapping operations. The curtailment is about 10 percent of its group work force. In October 2011, Panasonic announced that it would trim its money-losing TV business by ceasing production of Plasma TVs at its plant in Amagasaki, Hyogo Prefecture by March 2012, cutting 1,000 jobs in the process.
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In January 2012, Panasonic announced that it had struck a deal with MySpace on its new venture, MySpace TV. MySpace TV will allow users to watch live television while chatting with other users on a laptop, tablet or the television itself. With the partnership, MySpace TV will be integrated into Panasonic Vera televisions. On May 11, 2012, Panasonic announced plans to acquire a 76.2% stake in Firepro Systems, an India-based company in infrastructure protection and security solutions such as fire alarm, fire suppression, video surveillance and building management. In line with company prediction of a net loss of 765 billion yen, on November 5, 2012, the shares fell to the lowest level since February 1975 to 388 yen. In 2012, the shares plunged 41 percent. On November 14, 2012, Panasonic said it will cut 10,000 jobs and make further divestments. On 18 May 2013, Panasonic announced that it will invest $40 million in building a factory in Binh Duong, Vietnam which is expected to be completed in 2014. In July 2013, Panasonic agreed to acquire a 13% stake in the Slovenian household appliance manufacturer Gorenje for around 10 million. Current operations As of 31 March 2012 Panasonic employed around 330,000 staff and had around 580 subsidiary companies.[28] Panasonic had total revenues of 7,846,216 million in 2012, of which 53% were generated in Japan, 25% in Asia ex. Japan, 12% in the Americas and 10% in Europe. Panasonic's operations are organised into three broad "business fields" - Consumer, Solutions and Components & Devices - and nine "domain companies" - AVC Networks (which generated 17% of Panasonic's total 2012 revenues), Eco Solutions (15% of revenues), Appliances (15% of revenues), Industrial Devices (14% of revenues), Systems and Communications (8% of revenues), Automotive Systems (7% of revenues), Energy (6% of revenues), Healthcare, and Manufacturing Solutions. Panasonic invested a total of 520,216 million in research and development in 2012, equivalent to 6.6% of its revenues in that year.As of 31 March 2012 Panasonic held a total of 140,146 patents worldwide.

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CHAPTER - 2 ANALYSIS I

Our Vision
Panasonic's vision of the digital future is driven by the needs and aspirations of our business customers and millions of consumers around the world who use our products every day. We share their dream to live a fuller life by providing ways of working smarter and enjoying the rewards of technological advances.

As we move forward together with our customers into the uncharted future of the 21st century with the prospect of future technologies and systems, Panasonic's standards are still firmly grounded in the philosophy of its company founder Konosuke Matsushita. As he built Matsushita Electric Industrial Co. Ltd., he never lost sight of the importance of putting the needs of his customers and the public first.

Panasonic will continue its Customer First tradition of creating new products that resolve the challenges in business and personal life, helping us all enjoy more of what life has to offer. The name Panasonic is synonymous with innovation, quality, performance and ease of use. We look forward to a bright technological future, and to playing a leading role in the digitally networked society, propelled by the creativity and dedication of our employees around the world.

Values & Culture Since it's establishment in 1918, Panasonic has been guided by its Basic Management Philosophy, which states that the mission of an enterprise is to contribute to the progress and development of society and the well-being of people worldwide through its business activities.

"If you set a challenging goal for yourself and make constant efforts to achieve it, you will surely develop and grow. Repeat the efforts every day until the goal is so deeply imbedded in your mind that it becomes your belief. It is with this thought in mind that I have created the Seven
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Principles. In essence, these principles embody my great wish for achieving this challenging goal by making step-by-step approaches in everyday life." (Konosuke Matsushita, 1935)

Our mission is to become number one green innovation company: Panasonic India

Panasonic is known for its green agenda and trying to create awareness about sustainable development. This year, Panasonic India came up with its first sustainability report. Radhika Kalia, Head of Corporate Communications, who also looks after CSR of the company talks about Panasonics philosophy and work. Some excerpts from the interview with One World South Asia. Panasonic Automotive Systems Panasonic is one of the world's largest original equipment manufacturers of factory installed mobile audio equipment such as head units, speakers and navigation modules. They have been a subcontractor to most major auto manufacturers, supplying virtually every Japanese automaker, along with Europe's largest automaker, Volkswagen and America's largest automaker, General Motors.
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Panasonic also formerly manufactured aftermarket vehicle audio products such as head units and speakers.

Panasonic Mobile Communications Panasonic Mobile Communications manufactures mobile phone handsets and related equipment. As of 2012 it had around a 20 per cent share of the Japanese handset market. Panasonic used to market mobile phone handsets worldwide, but in December 2005 announced its withdrawal from overseas markets due to poor sales. Panasonic returned to the overseas market in 2012, with the release of the Panasonic Eluga Android-powered smartphone.

Panasonic Corporation of India Panasonic Corporation of India is Panasonic's principal subsidiary in India. It is headquartered in Gurgaon, Haryana. Manish Sharma is the current Managing Director.

Environmental record

Ranked on 6th place in green peaces guide to greener electronics.

Aimed to discontinue pvc in internal writing of new products by 2011.

Panasonic gets 100% markets in green peace ranking of new tv models.

Panasonic initiated and outline a scheme for a voluntary end of life cycle (EOL) product recycling programme from 2010.

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CHAPTER - 3 ANALYSIS II

SWOT Analysis

1. Technological innovations and product development capabilities 2. Leading market position garnered on strongbrand equity 3. Broad product portfolio encompassing awide spectrum of consumer electronics 4. Has a strong workforce of over 300,000 people 5. It is among the top five TV producers and top 20 semiconductor manufacturers 6. The brand has excellent top of the mind presence due to advertising and sponsorship of events Strength 7. It is one of the largest Japanese electronics producers, alongside Sony, Toshiba and Canon

1. High leverage combined with revenues and profits decline Weakness 2. The brand faces intense competition from leaders and also faces trouble from fake replicas 1. Focus on eco-line products to drive future growth 2. Emerging markets of Asia and Latin America presents business expansion opportunities Opportunity 3.Growth in semiconductor market 1. Intense competition 2. Rapid technological changes 3. Competition with black market, parallel import and smuggled goods Threats Japans 2011 earthquake and tsunamis impact on the companys operations

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ENVIRONMENTAL ANALYSIS

Panasonic is ranked in joint 9th place (out of 15) in Green peaces Guide to Greener Electronics, which ranks electronics manufacturers on policies and practices to reduce their impact on the climate, produce greener products, and make their operations more sustainable. The company is one of the top scorers on the Products criteria, praised for its good product life cycles and the number of products which are free from polyvinyl chloride plastic (PVC). It also scores maximum points for the energy efficiency of its products with 100 percent of its TVs meeting the latest Energy Star standards and exceeding the standby power requirement. However, Panasonic's score is let down by its low score on the Energy criteria, with the Guide stating it must focus on planned reductions of greenhouse gases (GHG), set targets to reduce GHG emissions by at least 30% by 2015 and increase renewable energy use by 2020.

Brand names

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Panasonic's current and historic brands Panasonic Corporation sells virtually all of its products and services worldwide under the Panasonic brand, having phased out the Sanyo brand in the first quarter of 2012.The company has sold products under a number of other brand names during its history. In 1927, the company founder adopted the brand name "National" ( Nashonaru) for a new lamp product. In 1955, the company began branding audio speakers and lamps for markets outside Japan as "PanaSonic", which was the first time it used the "Panasonic" brand name. The company began to use the brand name "Technics" in 1965 for audio equipment. The use of multiple brands lasted for some decades. In May 2003, the company announced that "Panasonic" would become its global brand, and launched the global tagline "Panasonic ideas for life." The company began to unify its brands to "Panasonic" and, by March 2004 replaced "National" for products and outdoor signboards, except for those in Japan. In January 2008, the company announced that it would phase out the brand "National" in Japan, replacing it with the global brand "Panasonic" by March 2010. Rasonic is a brand name of Shun Hing Electric Works and Engineering Co. Ltd (), a company that has imported Panasonic and National branded product since Matsushita Electric Industrial era, and has also sold MEI/Panasonic products under the original brand names. In June 1994, Panasonic Shun Hing Industrial Devices Sales (Hong Kong) Co., Ltd. (()) and Panasonic SH Industrial Sales (Shenzhen) Co., Ltd. (()) were established by joint venture between Matsushita Electric Industrial and Shun Hing Group respectively, making Rasonic a product brand for MEI and subsequent Panasonic Corporation.

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Sponsorships

Football
Panasonic sponsors the German football player Marco Reus, who plays

for Bundesliga club Borussia Dortmund and Germany. Panasonic owns Gamba Osaka, a team from the J. League, the main Japanese soccer league. Panasonic is an official partner and sponsor of Major League Soccer. Between 1981 and 1983 Panasonic were the shirt sponsors of English football club Nottingham Forest F.C. On 16 January 2010, Panasonic signed a three-year, Rs. 4.7 crores (US$1 million) jersey sponsorship deal for the India national football team.

Other

Panasonic was the principal sponsor of the now-defunct Toyota Racing Formula One team Panasonic were a primary sponsor of Toyota's Formula One program, Panasonic Toyota Racing. Hiro Matsushita, grandson of the company founder, is a former race car driver who ran a company overseeing sponsorship arrangements for the company.

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Panasonic has sponsored some professional filmmakers by allowing them to borrow a camera for their projects. One such Panasonic Lumix DMC-GH1 model camera was used to film the pilot of the Swedish horror film Marianne. Panasonic has been a top level sponsor of the Olympic Games since the Seoul Olympics in 1988. Panasonic was the official partner and sponsor of the Boston Celtics from 1975 to 1989, along with Technics. Various Panasonic ads appeared at the old Boston Garden during the 1980s.

Industrial products

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The following is a partial list of products manufactured by Panasonic Corporation.

Panasonic brand 1.Televisions Plasma display VIERA LCD display VIERA 3D VIERA

2.Professional Displays 4kx2k the world's largest 152" Plasma display 3D Full HD Plasma display Broadcast Plasma monitors Plasma display LCD display

3.DLP projector & LCD projector o Home cinema projectors Professional/Business projectors Large venue projectors Installation projectors Portable projectors Short throw projectors

4.Digital cameras o Lumix models Digital Video Camera Blu-ray Recorder/Blu-ray Player
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5. DVD Recorder/DVD Player Audio Products

6.Tape recorders o Panasonic RS-790S Reel-to-Reel Tape Recorder / Player o High Fidelity Systems 7.Home Appliances Microwave Oven Rice Cooker Blender/Juicer/Food Processor Bread Maker Dishwasher Coffee Maker Steam Iron Vacuum Cleaner Washer and Dryer Electric Toilet and Bidet Air Conditioner Refrigerator

8.Personal and Health Care Products Electric Shaver Hair Dryer Facial Trimmer Nose and Ear Hair Trimmer Massage Chair Electric Toothbrush Blood Pressure Monitor
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9. Communications and Security Products KX-T Business Telephone Systems Cordless Telephone Video Door Intercom System Network Camera Facsimile

10.Personal Computers and Office Products 11.Batteries Household Batteries Motor Vehicle Batteries Sealed Lead Acid Batteries Nokia BL-5C Batteries Notebook Computers Printers Copiers Electronic Whiteboards

12.Video game consoles o 3DO Interactive Multiplayer o Panasonic M2 (abandoned) o Panasonic Q (in cooperation with Nintendo) o Jungle (cancelled)

13.National brand Yam Pounder model SD-2100Y

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Oscilloscope VP-5730A

14.Professional Audio Products Speakers Audio Mixers Power Amplifiers

Panasonic India to launch 9 phones in 3 months

Panasonic's effort to launch a smartphone in India at a time when Samsung and Apple have captured the market will not be futile, Panasonic India's managing director Manish Sharma told ET's Gulveen Aulakh as it will rely on speed to bring nine models across price range to the market within a quarter. The Japanese handset maker plans to eat into Samsung's smartphone market share in India with attractive EMI schemes and parent company's technological advancements, and maintains that it is not a late entrant here. Excerpts: Why launch a single smartphone model now when the likes of Samsung and Apple have aggressively cornered the market? Do you think your move is little too late? One always does a SWAT analysis and what you mentioned are some of the threats in the market. In my mind, what the consumer wants is a perspective for our strategy and not competition. It is a good time to come to the market because one perspective is that it is dominated by Koreans or a couple of brands to the extent of 50-60 % but the other perspective is consumers are looking for better products, better value for money. In the next three months we will have a product portfolio of nine products ranging from 6,990 to 35,000. Globally, Panasonic's handsets are not selling that well, how will you ensure success in India? India is an immensely opportunity oriented market and it is (smartphone segment) is growing very fast so we will have our space in the overall market. We will eat into share of few categories in 4-5 inch screen size. Secondly, people have not understood what Panasonic is known for. We
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have a share of 50% in many categories in Japan and our technologies are much better than the second (ranking) player in for instance, energy (batteries), security and surveillance. The idea is utilize Panasonic's technologies to be in Indian market and ensure that speed of marketing the handsets is very high because products keep changing very fast. Why would a customer won't buy the recently launched LG Nexus 4 available for 26,000 with better specs, or a Galaxy S3 for 27,000? Even a Micromax is available with the same Mediatek chipset as the P51 for 15,000. What is Panasonic's USP?

Specification wise our product cannot be compared with the others. A customer buys a product based on aesthetics, form factor, finish, whether the product is fully loaded in terms of display, HD, quad-core or version of Android. P51 will be the second phone in the Indian market on Jelly Bean 4.2 and the powerful battery that's a challenge for most phones. Our USP will be the experience.

RECENT LAUNCHES

The recent announcement of Panasonic India to launch 9 smart phones in a short span of three months may hurt Samsung's smartphone market. To counter Samsung and Apple, the Japanese handset maker plans to offer attractive EMI offers to users in India.

The announcement were made at a time when Panasonic Corp. on Friday reported a near-record net loss of 754 billion yen ($7.5 billion) for the fiscal year through March due to restructuring costs and slumping sales, but predicted a profitable business opportunities ahead.

The Osaka-based company, which makes Vera TVs and Lumix digital cameras, has been battered by plunging prices, the strong yen, an ailing TV business and intense competition from the likes of South Korea's Samsung Electronics Co.

A good chunk of the net loss came from hefty restructuring expenses, including impairment losses as the company wrote down the value of assets related to its solar, lithium-ion and mobile

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phone businesses. The company also reduced its global staff over the year from 330,767 to 293,742.

Sales declined 7 per cent during the year to 7.3 trillion yen, the company said in its financial results, citing a "severe business situation" in the electronics industry, including sluggish demand for flat-panel TVs.

Panasonic, which lost a record 772 billion yen the previous year - one of the biggest losses ever in Japan - acknowledged that its three-year business plan had fallen far short of the desired results. Under its next three-year management plan, it promised to immediately eliminate unprofitable businesses.

For this fiscal year, it projected a net profit of 50 billion yen ($500 million).

In late March, President Kazuhiro Tsuga said the company will persist with trying to fix its ailing TV business, describing an exit from the fiercely competitive industry as a "final resort." Panasonic said sales of its plasma TV had fallen by about half, while LCD TVs suffered a 3 per cent decline.

Panasonic, established in 1918 and an archrival to Sony Corp. during Japan's rapid industrialization following World War II, has been shifting its business from consumer electronics to focus more on operations that cater to other businesses such as batteries and solar panels.

The company said it plans to restructure its TV, semiconductor, mobile phone, circuit board and optical product businesses so that they will become profitable by fiscal 2016.

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COMPETITORS OF PANASONIC COMPANY

5 leading competitors the chosen product is microwave and its 5 major competitors are: sony corp Philips electronics Electrolux Samsung Lg Ifb

MARKETING STRATEGY
Marketing strategy is defined by David Aaker as a process that can allow an organization to concentrate its resources on the optimal opportunities with the goals of increasing sales and achieving a sustainable advantage. Marketing strategy includes all basic and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contributes to the goals of the company and its marketing objectives.

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Developing a marketing strategy Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. Commonly, marketing strategies are developed as multi-year plans, with a tactical plan detailing specific actions to be accomplished in the current year. Time horizons covered by the marketing plan vary by company, by industry, and by nation, however, time horizons are becoming shorter as the speed of change in the environment increases. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics. Marketing strategy needs to take a long term view, and tools such as customer lifetime value models can be very powerful in helping to simulate the effects of strategy on acquisition, revenue per customer and churn rate. Marketing strategy involves careful scanning of the internal and external environments. Internal environmental factors include the marketing and marketing mix modeling, plus performance analysis and strategic constraints. External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Once a thorough environmental scan is complete, a strategic plan can be constructed to identify business alternatives, establish challenging goals, determine the optimal marketing mix to attain these goals, and detail implementation. A final step in developing a marketing strategy is to create a plan to monitor progress and a set of contingencies if problems arise in the implementation of the plan. Marketing Mix Modeling is often used to help determine the optimal marketing budget and how to allocate across the marketing mix to achieve these strategic goals. Moreover, such models can help allocate spend across a portfolio of brands and manage brands to create value.

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Types of strategies Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below: Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are four types of market dominance strategies:

Leader Challenger Follower Nicher

According to Shaw, Eric (2012). Marketing Strategy: From the Origin of the Concept to the Development of a Conceptual Framework. Journal of Historical Research in Marketing., there is a framework for marketing strategies.

Market introduction strategies

"At introduction, the marketing strategist has two principle strategies to choose from: penetration or niche" .

Market growth strategies

"In the early growth stage, the marketing manager may choose from two additional strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin and Peterson, 1978)" .

Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is common to employ a maintenance strategy (BCG), where the firm maintains or holds a stable marketing mix" (48).

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Market decline strategies

At some point the decline in sales approaches and then begins to exceed costs. And not just accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed: 'No financial accounting can adequately convey all the hidden costs.' At some point, with declining sales and rising costs, a harvesting strategy becomes unprofitable and a divesting strategy necessary" . Early marketing strategy concepts were:

Bordens marketing mix

"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden (1964) credits James Culliton in 1948 with describing the marketing executive as a 'decider' and a 'mixer of ingredients.' This led Borden, in the early 1950s, to the insight that what this mixer of ingredients was deciding upon was a 'marketing mix'" .

Smiths differentiation and segmentation strategies

"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the will of demand to the will of supply.' That is, distinguishing or differentiating some aspects of its marketing mix from those of competitors, in a mass market or large segment, where customer preferences are relatively homogeneous, in an attempt to shift its aggregate demand curve to the left (greater quantity sold for a given price) and make it more inelastic (less amenable to substitutes). With segmentation, a firm recognizes that it faces multiple demand curves, because customer preferences are heterogeneous, and focuses on serving one or more specific target segments within the overall market" .

Deans skimming and penetration strategies

"With skimming, a firm introduces a product with a high price and after milking the least price sensitive segment, gradually reduces price, in a stepwise fashion, tapping effective demand at each price level. With penetration pricing a firm continues its initial low price from introduction to rapidly capture sales and market share, but with lower profit margins than skimming" .

Forresters product life cycle (PLC)

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"The PLC does not offer marketing strategies, per se; rather it provides an overarching framework from which to choose among various strategic alternatives" . There are also corporate strategy concepts like:

Andrews SWOT analysis

"Although widely used in marketing strategy, SWOT (also known as TOWS) Analysis originated in corporate strategy. The SWOT concept, if not the acronym, is the work of Kenneth R. Andrews who is credited with writing the text portion of the classic: Business Policy: Text and Cases (Learned et al., 1965)" .

Ansoffs growth strategies

"The most well-known, and least often attributed, aspect of Igor Ansoffs Growth Strategies in the marketing literature is the term 'product-market.' The product-market concept results from Ansoff juxtaposing new and existing products with new and existing markets in a two by two matrix" .

Porters generic strategies

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firms sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are Differentiation and low-cost

leadership each with a dimension of Focus-broad or narrow. ** Product differentiation ** Cost leadership ** Market segmentation * Innovation strategies This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types: ** Pioneers ** Close followers ** Late followers * Growth strategies In this scheme we ask the question, How should the firm grow?. There are a number of different ways of answering that question, but the most common gives four answers:

Horizontal integration Vertical integration

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Diversification Intensification

These ways of growth are termed as organic growth. Horizontal growth is whereby a firm grows towards acquiring other businesses that are in the same line of business for example a clothing retail outlet acquiring a food outlet. The two are in the retail establishments and their integration lead to expansion. Vertical integration can be forward or backward. Forward integration is whereby a firm grows towards its customers for example a food manufacturing firm acquiring a food outlet. Backward integration is whereby a firm grows towards its source of supply for example a food outlet acquiring a food manufacturing outlet. A more detailed scheme uses the categories Miles, Raymond (2003).

Prospector Analyzer Defender Reactor Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.

BCGs growth-share portfolio matrix "Based on his work with experience curves (that also provides the rationale for Porters low cost leadership strategy), the growth-share matrix was originally created by Bruce D. Henderson, CEO of the Boston Consulting Group (BCG) in 1968 (according to BCG history). Throughout the 1970s, Henderson expanded upon the concept in a series of short (one to three pages) articles in the BCG newsletter titled Perspectives (Henderson, 1970, 1972, 1973, 1976a, b). Tremendously popular among large multi-product firms, the BCG portfolio matrix was popularized in the marketing literature by Day (1977)" . Strategic models Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy. Marketing Mix Modeling is often used to simulate different
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strategic flexing go the 4Ps. Customer lifetime value models can help simulate long term effects of changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to address the different nature of services. There are many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges. The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps. Real-life marketing Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable. For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists.

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Marketing strategy of Panasonic company Panasonic aims to be the no.1 green innovation company in the electronics industry by 2018.fulfilling the demands of market and customer is the basis for the further positive development of Panasonic company.the constant rise of the customer satisfaction is the necessary indicator for this development. The marketing strategy of Panasonic company are as follows: They manufacture electronic items of good quality. They follow competitive pricing policy. They provide promotional offers. They advertise using different brand ambassador. Attracting and retaining the talented people and developing them continuously . Encourage employees to be success oriented innovative and focused on customer and quality. All managers are continuously trained to how to develop people. Remuneration and career management system are structured on job model.

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CONCLUSION

Panasonic are a very successful company in the digital compact market and if you were to buy this camera, you wouldn't be displeased. We just think it could be better. The lens suffers from chroma, noise comes in too early and the high speed fps is over too quick to do anything worthwhile with. Other than that the pictures look nice. But if you're looking for a snazzy little number with a decent zoom, notable third party lens make, FullHD with stereo sound and 3D capability then take a look at the Panasonic Lumix DMC-SZ7.

Panasonic Corporation is a worldwide leader in the development and manufacture of electronic products for a wide range of consumer, business, and industrial needs. Based in Osaka, Japan, the company recorded consolidated net sales of 7.42 trillion yen (US$79.4 billion) for the year ended March 31, 2010. The company's shares are listed on the Tokyo, Osaka, Nagoya and New York (NYSE:PC) stock exchanges. For more information on the company and the Panasonic brand.

Its a learning company willimg to change as per the customers needs.

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BIBLIOGRAPHY

WEBSITES:
en.wikipedia.org/wiki/Panasonic panasonic.net About Panasonic Sustainability www.panasonic.com/about/overview.as

BOOKS:
Marketing Strategy - Paul Fifield

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