In the 1970s & 1980s Panasonic built itself a reputation of quality in audio (stereo) systems, producing a clean and lucid sound of music. Panasonic is of Japanese origin, and those years especially were the prime period of Japan in (consumer) electronics. Panasonic continues to work hard and creatively to maintain its reputation. The Panasonic Group is developing, manufacturing and marketing consumer electric and electronic products in several categories, among them audio systems, as well as advanced, computer-based electronic systems for industry and commerce (B2B).

The story of the brand Panasonic is interesting, in particular due to a unique aspect of the way in which it evolved. In a less typical way, the Panasonic brand that has worked as an umbrella name over the years eventually moved from the products it covered to the parent corporation, Matsushita Electric. The Panasonic brand name was initiated in 1955, used in the first time for speakers intended for export. It started as a brand for products targeted for marketing outside Japan and has grown into a global brand. The name Panasonic links Pan, meaning universal (or all encompassing), with Sonic, meaning sound; the name refers to the brand’s goal of “bringing our sound to customers around the world” [Panasonic Brand and its Identity]. Consumers in the West were mostly unaware that the parent company of Panasonic was called Matsushita Electric Corporation (established in 1918), named after its founder Konosuke Matsushita (1894-1989). He was a pioneer of electric products (started as developer of lighting, plugs & sockets), and later electronics. The company has been adding, upgrading and relinquishing (yet also returning) products through time with regard to its strengths, market needs, and an outlook to the future.

The mother company Matsushita was ‘re-branded’ by adopting Panasonic as its unifying name in several steps during the years 2000s. In 2003 the strategic decision was first made to unify the corporation under the global brand “Panasonic”, joined by the slogan “Panasonic Ideas for Life”. That decision came with the recognition of the increased importance of global unified branding. After all, Panasonic has become the much better known and appreciated brand name worldwide (an American-based company was established in 1959). Offering a variety of products, including audio and video equipment and home electric appliances, has probably earned Panasonic the status in many places of a ‘household name’. In 2008 the name Panasonic was effectually adopted as the corporate brand, and by 2022 Panasonic Group has become the name by which the corporation is identified and represented everywhere, at home and overseas [Panasonic Brand Identity, the formal name is Panasonic Holdings Corporation].

Panasonic is the overarching brand, directly identifying most products and services, although the corporation allows for more independence or leeway to selected specialised brands it owns (this somewhat more complex structure and relationship will be addressed below). Essentially, nonetheless, it appears that Matsushita corporation received its power from the Panasonic brand for most of its products marketed overseas, until the corporate brand with all of its divisions and branches aligned with the global ‘umbrella’ name Panasonic in the 21st century. Henceforth, the corporation continues to nourish and support its products, technologies and services, and reciprocally be empowered by them, to further strengthen and solidify the Panasonic brand.

Panasonic offers these days a portfolio of consumer electric and electronic products, mostly carrying the Panasonic brand name, in six main categories [Source: Panasonic North America (US)]:

1. Telephones & Smart Home — e.g., cordless phones for home, cameras for home security (HomeHawk), baby monitors, and irons (small business phones may also be counted in).
2. Audio & Entertainment — including home audio systems with speakers, headphones, DVD & Blue Ray players, soundbar sets with built-in speaker (SoundSlayer + a special version for gaming), and yet also classic AM/FM radios; audio systems are offered in addition by Technics brand.
3. Smart TVs — also in the domain of entertainment, 4K OLED & LCD TVs, plus Dolby Atoms sound enhancer (via Technics).
4. Kitchen — microwaves, small ovens & other appliances (e.g., rice cooker); in the past Matsushita/Panasonic was offering larger-size electric appliances — refrigerators appear to have returned and are available in some markets (see more on history below).
5. Personal Care — a selection of shaving and grooming products for men and for women (e.g., electronic shavers & trimmers, epilators for women), plus hair styling and oral care devices.
6. Cameras — digital cameras (particularly the new type of mirrorless full frame camera), compact point & shoot cameras, lenses and accessories are offered distinctively under LUMIX brand name.

Panasonic is also offering advanced systems and equipment for industrial applications (B2B) in a number of areas. They often involve computer-based systems (some incorporate AI features and capabilities), and at least in some of these areas it is evident that they aim to reach consumers as end-users. Among these areas are: (1) Automotive e.g., eCockpit, audio, vision & sensing in-vehicle systems for enhancing the driving experience — while directed to car OEMs, these systems are designated to drivers as end-users (also engaged in EV batteries); (2) Food Retail solutions for preserving and merchandising food (e.g., refrigeration, display cases), plus training programmes, delivered in cooperation with or via Hussmann brand; (3) Restaurant & Hospitality, including POS systems & self-ordering kiosks, drive-through solutions, digital signage, plus back-office management software; (4) Building & Construction (smarter building technologies); (5) Energy, particularly home solar systems (i.e., designated to consumer households), plus energy storage solutions . [Panasonic (US)]

As indicated above, Panasonic maintains some brands that may have more distinctive presence, authority. esteem or stature. They may be organised as divisions or subsidiary companies of Panasonic Group. There are several brands (seven nowadays, 2024), such as Technics and Hussmann, that are regarded as independent brands of Panasonic to promote uniqueness in their business areas. Brands in this exceptional class have their own standing and likely receive the greatest autonomy (e.g., in product development, marketing) from top management. The Lumix brand of cameras is not mentioned among them although it is a familiar and even distinctive brand in the field. Lumix seems to be in another class of endorsed brands — while they may benefit from the support and credibility of Panasonic, they get some autonomy in managing the brand and develop an independent identity. It seems that the Panasonic Group defines different grades of endorsed brands, where its ‘independent’ brands are more loosely linked to or reliant on Panasonic brand than endorsed brands such as Lumix.

At a different level of brand relationships or architecture, the corporate Panasonic brand holds four sub-brands associated with specific areas: Panasonic Automotive, Panasonic Connect, Panasonic Industry, and Panasonic Energy. The sub-brands are meant to emphasise the importance of these areas to Panasonic Group, which may imply a priority given for investing in them. Notably, the sub-brand names are based on the Panasonic name and a descriptive title of the business area. They practically constitute ranges of products, technologies and services in the respective domains, largely dependent on the authority, credibility and equity of the ‘parent’ brand Panasonic. On the other hand, they are ‘building blocks’ that contribute to the value and strength of the corporate brand of Panasonic Group. (Note: For more details and background on the sub-brands and endorsed brands see Brand at Panasonic Holdings.]

• In financial statements, those four areas are also considered market segments; an additional segment is Lifestyle (though it is not defined as ‘sub-brand’ on the Brand page, perhaps yet).

In the second half of the 20th century, Matsushita/Panasonic introduced products whose types have become most common in contemporary households of our times. In the 1950s they started the manufacturing and marketing of electric appliances (e.g., washing machine, refrigerator), radio, tape recorder, TV, and air conditioning. Colour TV was introduced in 1960-1965, and a decade later in 1977 the VHS video (tape) cassette recorder (VCR). Other additions in the 1960s included the microwave oven and a radio cassette recorder. The 1980s were the years of the CD player (first appeared in 1982) and VHS camcorder (1985), followed by a DVD player in 1996. Updates and upgrades came over the years, such as the digital TV in the late 1990s, and years later Panasonic returned with 4K OLED TV (2017). [Source: Panasonic History at Panasonic Holdings]

• For some consumer products, a history of products shows that the latest generation was introduced in 2000-2010 (e.g., refrigerator in 2005, washing machine 2003, hair dryer 2006, air conditioning 2009, men’s shavers 2004, digital camera LUMIX 2001, and the mirrorless camera LUMIX G in 2008). More recent developments include, for example, the robotic vacuum cleaner (2015), the 4K OLED TV (2017), high resolution audio system (2015) followed by premium HiFi (2016). [Source: History of Reliability — Consumer Panasonic Global — this exhibit seems to highlight new product generations, not latest models which may be found on product pages, e.g., LUMIX cameras and lenses.]

When a brand attempts to be the patron of many different types of products (i.e., as an umbrella or a branded house), it raises the question of what scope or variety of products it can reliably incorporate under the same root name. Although the justification for Panasonic is that it covers the general category of electric and electronic products, this category may be very broad, making it harder to find the common denominator. This gives room for entering ‘secondary’ brands to provide some flexibility and allow selected product groups more freedom to evolve and distinguish their specialisations and unique values through branding. The corporation can choose to what extent it endows such freedom and independence to the additional brands, how many of them, and how strongly those brands will remain tied to the corporate’s root brand name (as endorsed or sub brands at different grades). When brands become less ‘secondary’ and more greatly independent (acting as ‘stand-alone’), it will tend to loosen the overall structure that is binding products to Panasonic.

A crucial engine of Panasonic is product design — technically, physically and visually (aesthetics). For many years Japan has been among leading countries in product design, together for example, with Italy and Denmark. The range of entities that Panasonic Group views as subject to design work is actually broader, covering products (goods), services, solutions, user experiences, R&D, branding, and communication. Furthermore, the design work is done with an eye on conception of the future. A concept of Future Craft is at the core of the design philosophy of Panasonic. Shigeo Usui, executive officer at Panasonic Holdings Corporation, elegantly puts together ‘craft’ and ‘future’ as follows: “‘Craft’ means creating something with grace, consideration, care, elaboration, and to pass this to future generations.” [Design at Panasonic Holdings]

The applied managerial approach of Panasonic is called ‘Design-Driven Management Project’ — centered on bridging between a current situation of business and the future that Panasonic aims to achieve. The model is built upon two main driving forces that flow in a cycle: a human-centric approach that moves from the current situation towards the future and a future-driven approach to affect the current situation. It suggests that products are designed today with a view to what consumers are likely or expected to need and want to do in the future (i.e., anticipating the future). The focus in this design strategy is on changes in people, lifestyles, society and the environment (sustainability) rather than on the company.

• Examples of design projects in recent years, as presented by Panasonic, include: a card reader combined with face recognition; a professional turntable apparatus with sound controls for DJs by Technics (note: turntables for playing vinyl records at home were made by Technics some 40-50 years ago, yet consumer interest in them is growing again these days); a steam microwave oven; shavers & trimmers (a First Shave Series made for nearly-adult young men who just begin their grooming experience); and in a rather different area, artistic yet functional workplaces. More apparent through the projects demonstrated are the care of designers for elegance, details and convenience; less observable are the focus on creating designs that appeal to younger consumers (e.g., First Shave devices, workplaces) and the care for environmental concerns.

Briefly on marketing at Panasonic: Nina Sheridan (Latterly.org, Panasonic Marketing Strategy in 2024) draws attention to the development and use of storytelling & narratives to connect consumers with the brand, emphasising how products by Panasonic can affect their lives. To enhance its relevance, applicability and effectiveness, storytelling is data-driven and combined with personalisation. Digital marketing also plays a key role (e.g., via social media, collaboration with influencers). In Sheridan’s view, the pillars of Panasonic marketing strategy are product diversification, innovation, design, and regional tailoring. Design is particularly a crucial pillar elaborated by Sheridan (next to storytelling) for shaping consumer perceptions (especially the young) and increasing brand appeal. Storytelling and design act together to strengthen the brand’s emotional connections with consumers and brand engagement.

The story of Panasonic demonstrates how a strong brand overarching a wide range of products can become vital to its owning company. A close and reciprocal relationship between the brand and products and with the corporation can be particularly important. In this case the brand has become so powerful that it seemingly ‘took over’ the parent corporation, until it fully adopted Panasonic as its corporate brand. Also essential, as a global brand, Panasonic testifies to the considerable contribution of its marketing activities worldwide to the Japanese-based Matsushita/Panasonic company. Eventually they have all aligned to form a more coordinated and integrative alliance of the Panasonic brand of products, the products themselves, and the corporation branded Panasonic, world over. That makes an interesting positive story.

Ron Ventura, Ph.D. (Marketing)