The company Thomson originated in 1879 by the association of Elihu Thomson and Edwin Houston. Originally the company specialized in the distribution of electrical equipment.
Through multiple acquisitions and mergers, it was oriented towards the design and manufacture of electronic and audio-visual equipment. Thus, in the 1980s, the company was well known for its business segments: consumer electronics and professional equipment. This earned it the place of a leader in the market for televisions globally.
However, in 2006, due to the rapidly changing market, Thomson was no longer able to keep pace, and therefore decided to leave its core craft to move towards a new concept: the design and manufacture of video systems and digital images for media and entertainment.
Thomson's strategic objective and goal is to be the indispensable provider in television and sell turnkey solutions for manufacturing and distributing digital images.
Logically one can say that the market in which Thomson has been repositioned carries with the arrival of telecommunication operators in the world of broadcasting as ADSL.
Tags: study of Thomson , analysis, strategic objectives
[...] So, the bargaining power of customers can be labelled as average. Substitute products: Thomson occupies a large part of the market, thereby limiting the emergence of new substitute products. But we must not omit the possibility of alternative products that may be developed. This is possible in today's ever-changing market but the threat of this is low The State: The state's power over Thomson is with regard to the patents it holds. Patents can be held only for a certain amount of time, however the Thomson group is constantly trying to develop new technology. [...]
[...] The company was considered to be the best in these fields. But in 2006, Thomson could not keep up with the rapidly evolving market and decided to take up a new angle i.e. the design and manufacture of video systems and digital images for the fields of media and entertainment. II-The Strategic Business Units (DAS) As we saw earlier, Thomson has decided to venture into a new area. Besides manufacturing televisions, Thomson has also become a supplier to the industry. [...]
[...] - Media Services: Media professionals are the main target market for Thomson products. Thomson is able to provide them with a wide range of technology, systems, finished products and services in the field of digital imaging. - Thomson also sells electronic products such as TVs, MP3s, phones etc. under the Thomson and RCA brands. III Objectives Thomson aims "To be the indispensable provider of new models of the television and sell turnkey solutions for the manufacturing and distribution of images.” As mentioned earlier, Thomson now has taken on the role of being a supplier of products to the industry. [...]
[...] Conclusion In short, we can say that the market in which Thomson has repositioned itself has seen the emergence of telecom operators in the world of broadcasting through ADSL. Clearly this market is more profitable than its first business. We have seen that the intensity of competition in this market is moderate. In order to keep up, Thomson must invest in research and development to come up with new technology in order to stay ahead of its competitors. Being one's own suppliers can also be a competitive advantage. [...]
[...] IV- Strategic Analysis • The Hexagon sector To evaluate the competition in this market we can use the hexagon sector. With this, we can visualize the six sides which are, the intensity of the competition, the bargaining power of customers, the bargaining power of suppliers, restrictions set by the State, the threat of potential entrants and finally the threat of substitute products. Intensity of the competition Bargaining power of the supplier Bargaining power of the consumer Threat of substitute products Threat of potential enterants Influence of the State • Analysis of competitive intensity The intensity of competition: Thomson has two big competitors, Dolby and Ascent Media. [...]
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