Confronted with major losses from operations, Sharp Corporation's young and unusual president questioned the business's long-standing operating model. Sharp was a leader in the area of liquid crystal display (LCD) technology and manufacturing. In addition, it held strong positions in a number of classes of consumer electronics in the Japanese marketplace. Although its involvement had been increasing in foreign markets, it had yet to duplicate its successes overseas. The operating model of sharp placed sensitive, high-value-added operations, such as development, research and component manufacturing near its headquarters in Japan. Its LCD knowhow was jealously safeguarded by the business and had implemented stringent security measures at its LCD panel plants. Operating mostly in Japan had drawbacks, for example exposure to currency risk, high infrastructure cost and high taxes. Also, other dilemmas were presented by the logistics of transport large items, such as LCDs and solar panels, overseas.
Sharp Corporation Beyond Japan case study solution
PUBLICATION DATE: March 09, 2011 PRODUCT #: W11039-PDF-ENG
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