The development mystery of Panasonic enterprise culture

As the saying goes, it is difficult to start a business and it is even harder to stay in business. In this world of rapid economic development, it is really difficult for an enterprise to become bigger and stronger, but Panasonic has done it. Why did this happen and how did it happen? It is estimated that many entrepreneurs want to learn from it, but I think that an enterprise can continue to develop to this day without its proud corporate culture, which contains the three views of the enterprise and the purpose of serving customers. Then, let's learn from Panasonic's corporate culture.

Panasonic history

Matsushita Electric Co., Ltd. was founded by Kōnosuke Matsushita on 19 18, formerly known as Matsushita Electric Industrial Co., Ltd. (Japanese: Matsushita Electric Industrial Co., Ltd.), which is a large Japanese electrical appliance manufacturer and headquartered in Osaka. When I started my business, I made electric lamp holders.

1927 homemade bicycle lights. During the Second World War, some factories of the enterprise were requisitioned by the army, and Panasonic made some planes and ships of the Japanese navy. After the end of World War II, the Allies closed the enterprises involved in military production, Panasonic's funds were frozen, and Kōnosuke Matsushita was forced to leave the company. 1947, after Toshi Utsumi, the administrative director, resigned because of Panasonic's contribution to the war, Kōnosuke Matsushita returned to the enterprise. 195 1 year, Kōnosuke Matsushita went to the United States and opened Panasonic's market in the United States, so Panasonic made a breakthrough growth from 1950 to 1970.

Interpretation of the Cultural Mystery of Panasonic Corporation

The first is to strengthen the construction of enterprise destiny. Panasonic is the first company in Japan with company songs and values. Every morning at 8 o'clock, all employees of the company recite the company's "program, creed and seven spirits" and sing company songs together. One of its senior managers said: "It seems that we have merged."

Second, on the premise of cultivating the overall corporate culture, we should pay attention to cultivating talents and emphasize cultivating ordinary people into adults. Kōnosuke Matsushita has a quip: "Matsushita Electric Appliances is a place where talents are made and electrical products are also made." He believes that the cause is man-made and the cultivation of talents is the top priority. In other words, it is impossible to have a successful career without cultivating talents. Out of this foresight, he built a large-scale training center in Daban in 1964, covering an area of142,000 square meters and spending 4 billion yen annually (accounting for 0. 1% of the total sales). One year, people from the whole company13 came here for training. Large-scale personnel training ensures that Panasonic's new products continue to flock to all parts of the world.

Third, pay attention to constantly enrich the content of corporate culture, so that employees have a sense of freshness and are more likely to accept it consciously. At the end of each year, the company mobilizes employees from top to bottom to put forward next year's action slogan, and then the slogan Committee of the company's propaganda department collects, selects and reviews it, and finally submits it to the general manager for approval and release. The company has a general slogan, and each business department and branch factory has its own unique slogan. Once the slogan is put forward, the whole company will act under this slogan, and the slogan itself also reflects the moral concept of work. For example, the slogan of 1985 is "create the future", which requires every employee to have a high sense of responsibility and enterprising spirit to meet the arrival of the new technological revolution era. Everyone should have a sense of crisis and urgency, take the initiative to create the future and develop enterprises, and ask employees to explore creativity in their own work. This fully shows that Mr. Kōnosuke Matsushita attaches great importance to corporate culture and has unique views.

A brief history of Panasonic's development

The cooperation between Panasonic and China began at 1978. From technology introduction, investment in establishing joint ventures and wholly-owned enterprises to establishing R&D bases, Panasonic's business scale in China is expanding day by day. Including four R&D centers, Panasonic has invested and established 60 joint ventures and wholly-owned enterprises in China. The number of employees has reached more than 60,000. Panasonic has bases in many countries in the world, and carries out global business activities that meet the local people, culture and needs.

Panasonic has carried out enterprise activities in more than 40 countries across regions and societies. Its enterprise activities are not limited to production, but also carry out a variety of businesses, including services and information systems and other solutions. Moreover, product manufacturing and customer-oriented business activities that meet market demand in time are carried out on a global scale. More importantly, in order to meet the needs of customers from all over the world, the unified regional management organization originally located in Japan was moved to Beijing, Singapore, New Jersey, London and other places to directly carry out marketing activities there. As a truly international enterprise, Panasonic has always carried out global activities based on customers and made contributions to society.

In short, the development of enterprises can not be separated from their own corporate culture. The strength of corporate culture lies in that it can inspire employees' fighting spirit and make them more enterprising. It also lies in that it can improve the quality of employees, service awareness and personal inner cultivation. More importantly, it can give employees continuous inspiration and inject vitality into enterprises. At the same time, the products produced can also meet the needs. Therefore, it can be said that Panasonic's success lies in that it knows how to draw employees' hearts together with corporate culture, so that they can contribute to the enterprise more efficiently. The above is about Panasonic's corporate culture, I hope it will help everyone!