Thomson Example Answers
At the beginning of the relevant decade, in 1997, Thomson was one of the industry leaders in the consumer electronics industry (TVs, CRTs and so forth ). But their financial overall performance was battling, and they were losing money heavily in the face of competition from cheaper Asian companies. The French authorities, who were many shareholders in the company at that point of time, introduced new people to lead Thomson to profitability, and also move towards privatization. Thomson was known from a practical structure into a product primarily based structure by the new administration, to track overall performance and also make more accountability from the specific business lines.
By 2000, Thomson was further put under pressure due to the shift in TV solutions towards FLATSCREEN flat monitors and sang technologies. The industry craze was reduced margins because of increased competition and cheaper manufacturing. Thomson decided to smartly move toward an exit from the consumer products market, and sustaining profits would only become tougher presented the environment and significant purchase required to go for the latest systems. From a growth standpoint, Thomson decided to transform its concentrate towards digital images and video technology solutions due to its clients. With this intention, Thomson started acquiring firms to increase it is portfolio of image and video service offerings. For the next few years, it acquired several companies ranging from Technicolor to PRN. Structurally, Thomson retained the obtained companies independent to retain brand awareness of the acquired companies.
In 2006, Thomson successfully exited the customer products market, by selling their CRT section to Videocon, India. Thomson as a company had transformed from someone electronics producer to a video technology and services firm through their acquisitions. Yet , this organization was seen as an attractive guess by other competitors also, and Cisco and...