日本消費(fèi)性電子大廠松下(Panasonic)總裁津賀一宏(Kazuhiro Tsuga)表示，該公司恐怕連續(xù)第二年面臨100億日?qǐng)A凈損，而他現(xiàn)在最大的挑戰(zhàn)就是要讓公司轉(zhuǎn)虧為盈。津賀在日前于 2013年國際消費(fèi)性電子展(CES)發(fā)表專題演說時(shí)，闡述松下橫跨汽車、航天、家電等應(yīng)用領(lǐng)域的綠色科技策略；雖然令人欽佩，但這個(gè)方向也許只會(huì)讓他的挑戰(zhàn)更加艱巨。 在津賀結(jié)束專題演說后，筆者在與他的簡短專訪中問道：“在所謂的綠色科技──無論是太陽能光電板或是電池──并非能大幅獲利的事業(yè)時(shí)，將公司的未來押注在環(huán)境永續(xù)性科技上，是不是風(fēng)險(xiǎn)有點(diǎn)高？”

松下(Panasonic)總裁津賀一宏(Kazuhiro Tsuga)
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對(duì)此津賀的回答是：“我所說的并不是將‘環(huán)保事業(yè)’視為單一產(chǎn)品或技術(shù)，并將公司資源押注于其上?！彼忉?，所謂的綠色科技是“與環(huán)保相關(guān)(eco-related)”的科技，能應(yīng)用在所有不同的產(chǎn)品上，會(huì)成為具效益的策略：“松下為混合動(dòng)力車輛與電動(dòng)車開發(fā)的新型空調(diào)系統(tǒng)就是一個(gè)例子?！? 松下開發(fā)了一種電源管理系統(tǒng)，能提升電動(dòng)車電池的效率；此外還開發(fā)了一種熱管理系統(tǒng)，可降低空調(diào)對(duì)電動(dòng)車系統(tǒng)帶來的動(dòng)力負(fù)擔(dān)。津賀補(bǔ)充指出，如果松下沒有設(shè)計(jì)過家用空調(diào)系統(tǒng)的經(jīng)驗(yàn)，就無法達(dá)到上述的成果。因此，松下的綠色科技策略唯有能貫穿不同產(chǎn)品領(lǐng)域，才能真正奏效；津賀表示：“我們認(rèn)為這是一個(gè)值得嘗試的策略?！? 雖然津賀的理由是合乎邏輯的，他的策略在某些西方人眼中可能是有悖常理的。如果松下是一家美商，要讓該公司轉(zhuǎn)虧為盈，可能會(huì)用的最簡單方法就是大刀闊斧斬掉那些表現(xiàn)不佳的業(yè)務(wù)部門；以外人角度來看，松下有很多部門其實(shí)彼此關(guān)聯(lián)性很小。 松下已經(jīng)裁員1萬7,000人，但這個(gè)數(shù)字還是不夠；培育可獲利的業(yè)務(wù)部門應(yīng)該是津賀的首要任務(wù)，而不是繼續(xù)扶植有問題的事業(yè)、甚至試圖找到那些部門之間的 協(xié)同性。當(dāng)然，要裁撤那些虧損部門，說比做簡單得多，在日本這個(gè)國家來說又特別是如此──在當(dāng)?shù)?，留住現(xiàn)有員工被視為一種企業(yè)美德。 本文授權(quán)編譯自EE Times，版權(quán)所有，謝絕轉(zhuǎn)載 本文下一頁：松下要退出的市場(chǎng)是……

相關(guān)閱讀：
• CES2013：微軟禪位高通，各大廠商秀絕活
• 中國電能質(zhì)量治理市場(chǎng)快步上揚(yáng)，松下元器件帶來改善解決方案
• 傳松下停止等離子面板研發(fā)，暗示電視產(chǎn)業(yè)轉(zhuǎn)型KX8esmc

{pagination} 津賀也表示，他在CES專題演說中特別提到的許多業(yè)務(wù)──汽車、航天、白色家電、個(gè)人醫(yī)療保健產(chǎn)品──仍有獲利的潛力。至于電視，他則表示那不再是一種獨(dú)立業(yè)務(wù)，而稱之為“以基礎(chǔ)建設(shè)為本的產(chǎn)品(infrastructure-based product)”，因?yàn)閮?nèi)容、廣播以及服務(wù)必須融合才能讓電視機(jī)運(yùn)作。相較之下，家電產(chǎn)品是松下能用以獲利的“獨(dú)立(standalone)”產(chǎn)品。 不過電視并非松下將在短期內(nèi)放棄的業(yè)務(wù)。津賀指出，消費(fèi)者還是期望該公司提供最先進(jìn)的電視機(jī)；他補(bǔ)充表示，電視是一個(gè)平臺(tái)，并非獨(dú)立產(chǎn)品，擁有電視制造能力，能讓松下開發(fā)新的解決方案與服務(wù)。 有一個(gè)松下要退出的市場(chǎng)是──手機(jī)；在無法于全球智能手機(jī)市場(chǎng)取得進(jìn)展之后，該公司計(jì)劃大幅縮減在歐洲與日本的手機(jī)業(yè)務(wù)。津賀提及新興LTE市場(chǎng)的眾多不同標(biāo)準(zhǔn)，表示：“那對(duì)我們來說負(fù)擔(dān)太大，而且手機(jī)產(chǎn)品的毛利太低了。” 在專訪中，津賀以令人驚訝的坦率態(tài)度回答筆者每一個(gè)問題，而他在專題演說時(shí)的講解既流暢又有效率。他顯著的能力以及誠意，是否足夠已讓松下從泥淖中脫身，還有待時(shí)間觀察。 本文授權(quán)編譯自EE Times，版權(quán)所有，謝絕轉(zhuǎn)載 編譯：Judith Cheng 參考英文原文：Yoshida in Vegas: Can green tech save Panasonic?，by Junko Yoshida

相關(guān)閱讀：
• CES2013：微軟禪位高通，各大廠商秀絕活
• 中國電能質(zhì)量治理市場(chǎng)快步上揚(yáng)，松下元器件帶來改善解決方案
• 傳松下停止等離子面板研發(fā)，暗示電視產(chǎn)業(yè)轉(zhuǎn)型KX8esmc

{pagination} Yoshida in Vegas: Can green tech save Panasonic? Junko Yoshida Panasonic chief Kazuhiro Tsuga, girding for another year of huge losses, must find a way to return Japan’s largest consumer electronics company to profitability. LAS VEGAS – Kazuhiro Tsuga, president of Panasonic, is expecting another 10 billion yen net loss for the second straight year. Now he the huge challenge of bringing Japan’s largest consumer electronics company back to profitability. In his keynote speech Tuesday (Jan. 8) at Consumer Electronics Show, Tsuga (left) pitched Panasonic's green tech strategy spanning the company’s sprawling businesses, including automotive, avionics and home appliances. While admirable, this new ambition might only make Tsuga’s job more herculean than it already is. In a brief interview after his keynote speech here, I asked: “At a time when so-called green technology – whether solar panels or battery development – isn’t exactly a big profit-generating business, isn’t it a little too risky to bet the company’s future on a sustainable technology strategy?” Replied Tsuga: "I am not talking about 'eco-business' as a single product/technology category to bet our company on.” Rather, he explained, "eco-related" technology, when applied across different product divisions, can be an effective strategy. “Take a look at a new air conditioning system Panasonic developed for hybrid and electric cars,” Tsuga stressed. The company developed a power management system that improves the efficiency of EV batteries, and a heat management system designed to reduce air conditioning's big power drain on EV systems. Panasonic wouldn’t have been able to accomplish this, however, had it never designed home air conditioning systems, Tsuga added. Hence, Panasonic’s eco-business strategy can only be effective when it’s threaded in different product divisions that find synergies. “We think this is a strategy worth trying,” Tsuga declared. While Tsuga’s reasoning is logical, his strategy might seem counterintuitive to some in the West. If Panasonic was a U.S. company, putting the company’s revenue back on track might be as simple as drastically culling Panasonic’s faltering business divisions. To an outsider, many of Panasonic’s parts seem to bear little relation to one another. It has already cut 17,000 jobs. That probably won’t be enough. Nurturing profitable divisions should be Tusga’s top priority, rather than propping up troubled business units and trying to find synergy among them. Of course, cutting one’s losses is easier said than done. This is especially true in Japan, where sustaining the existing work force is viewed as a corporate virtue. Exiting mobile phones Tsuga also said many of the businesses he highlighted in his CES keynote speech – automotive, avionics, white goods, personal healthcare products – still have the potential to generate profits. As for TVs, he said it is no longer a "standalone" business. Instead, Tsuga calls TV an "infrastructure-based product" because content, broadcast and services must merge to make TV work. In contrast, home appliances are "standalone" products that Panasonic can exploit to generate profit. TV isn’t a business Panasonic is willing to walk away from any time soon. Tsuga said customers expect it to provide state-of-the-art TVs, adding that TV is a platform, not a standalone product. TV manufacturing allows Panasonic to develop new solutions and services, he added. There is one market Panasonic is exiting: mobile phones. It plans to slash much of its mobile business in Europe and Japan after struggling to make any headway in the global smartphone market. Referring to diverging standards in the emerging LTE market, Tsuga added, “That’s too much for us. The margin for mobile handsets is too low.” Tsuga answered every question with striking candor, and his keynote presentation was both smooth and effective. It remains to be seen whether Tsuga’s obvious competence and sincerity will enough to turn around struggling Panasonic.. Panasonic chief Kazuhiro Tsuga on stage at CES 2013 keynote.