On the other hand, Panasonic main TV, semicond‌ ≥uctor, lithium ion battery bus​​÷®iness downturn also dragged down σ'the company. Which contains thλ∞₽↓e television AVC network busin§≠>ess operating loss of 67800000000 yen (about 5®"400000000 yuan ), is all bδε‌$usiness of the biggest loss.

　　Panasonic awkward fiscal↕φ¶¶ year 2011 is three years ↑×mid-term business plan ( Green Transf÷ ormation 2012 ) second years. Ac☆"λ★cording to this plan, Panason≠€∑§ic will transition to green ene₹∞≤rgy company to provide, from product a​←©Ωs the center to provide solutions for t<↓♥he center, and to accelerate the development o₩★↓f globalization.

　　Previously, Tsuka Chihiro has replaced Oφα≈₩tsubo Fumio as the new president of the comp ¥any, according to the " Asahi Sh♠∑imbun " reported, Tsuka Chihiro is a golf en♠♣thusiast, was at the California Univers↑ ity Computer Science and technology, has long bee∑ε​n committed to technology rese★☆↔≠arch and development. Tsuka Chihiro÷βπ< originally served as senior direc‌✔≈tor of Panasonic electrical and a'' udio products as the branch president.

　　The 2011, earthquake and flooding in T€× hailand forced the Japanese enterprise ≈§β§closes down the plant capacity, yen appr$±∏eciation pressure to continue, at the ✔$£same time the entire panel in γ€€dustry is in experience loss, sharp ©αhad to sell their shares to Ho¶​≠€n hai.

　　Like other Japanese manufact≤ urers, Panasonic uses 1990 very successful ✔ vertical integration mode of production, that i'γ♣s their own R & D, production and ✔₹manufacturing of TV panel products. Th™βΩis model is unable to further r≠><educe the price. " 2006 and 2008 we have in Japan "♠ the establishment of a plasma p€γπanel factory and LCD panel, l↑♦Ωook now, we in the television busin£‌§¶ess investment is excessive. " Otsubo Fumio says.λδ As of fiscal year 2010, Panasonic in the televis€¥ion business investment over 400000000000 yen (γ→ about 31600000000 yuan).

　　Apple, Samsung ( micro-blog )α≠ using the supply chain manag÷ ≠ement of globalization, wil>✔l produce a part or most of o××™•utsourcing, the energy used for product R &♦≈±$ D, design. According to the market consulting co¶♦mpany Asymco data, the first quarter of this ₽φ₹γyear, Samsung and apple monopoly in the ‌ σ↔mobile phone industry 99% profit.

　　Panasonic also aware of this, for ∞αthis business to adjust acti÷✘vely. It put the Sanyo appliance busi∞β₹​ness sold to Haier, the lithium ion battery ¶•factories moved to China, and to fin ↔d partners in developing the nex ≠₹ t generation of organic EL tv.

　　Even so, Panasonic or a co£ ☆≈nsumer electronics, components, the →Ω♣↕solution three big business ✘✔™group, the main business, 579 companies, 330000 eφ±§mployees of the enterprises¥γσ, the rapid transformation of " elephant " i≈→α s not easy. Its goal is to le♦•t the green business has become one oδ$₹f the most important strategic core, th≠↑e acquisition of Sanyo motor ₩♠intention lies in this. Aft★₩$er the financial crisis, Panasonic has gradually ♦✘ ↔lost its in television, home appliances fi® eld of traditional advantage.

　　Panasonic transition may to Hitach&★↕↓i company as reference. Hitachi of Jap≥>←βan's manufacturing industry has created the lar←≤₹πgest deficit ( 2008 fiscal year lossλπ of 787300000000 yen ), it will then concentr™•∏ate resources in the sustainable↑  development as the prerequisite of  §social infrastructure business≈  area, has become the current number•✔‍₩ of profitable manufacturing ¶∏enterprises of.

　　Japanese electronic industry