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Samsung Electronics and Hikmat Yasin Hold a Raffle Draw on a Jaguar 2010 X Type

09.05.10

Every consumer who purchased an LCD TV set from any of Hikmat Yasin Sons showrooms, during the space between November 2009 and April 2010, was eligible to go the raffle draw.

Mr. Sang Suk Roh congratulated Mr. Derbani on captivating the draw, saying, "It is gratifying to all of us at Samsung and Hikmat Yasin Sons to look on the growing popularity of Samsung’s LCD TVs amongst Jordanians. The lineup delivers a throng of high end features which truly redefine customers’ viewing savoir faire. Samsung appreciates and values its customers' loyalty and continues to take under one's wing them with high quality products tailored to meet their needs."

On his part, Mr. Adli Yasin distinguished that Hikmat Yasin Sons Company is committed to organizing individual promotional campaigns and offers to fortify their relationship with their customers, allowing them to heartier enjoy Samsung’s lineup of innovative products."

The experience was broadcasted live on Rotana FM, featuring a series of interactive contests between customers followed by a Q&A seating, the winners of which received various Samsung products.

It is merit mentioning that Samsung Electronics and Hikmat Yasin Sons have released several models of LCD TVs to the Jordanian hawk, combining the highest level of slim sophistication and smooth refinement with incredible picture quality. Samsung Electronics has engineered peerless products, available in different sizes, delivering luring aesthetics, and outshining LCD TVs with similar technical specifications.

Source: Al-Bawaba

Panasonic Announces New Midterm Management Plan

07.05.10

OSAKA, Japan, May 07, 2010 (Calling WIRE) -- Panasonic Corporation (Panasonic)(NYSE:PC) today announced its newUsuallymidterm management plan that covers the next three years from April 2010 to Stride 2013. Panasonic President Fumio Ohtsubo unveiled the lay out called GT12 (Green Transformation 2012) that is designed to fillLargePanasonic Group with strong growth potential. President Ohtsubo'sPrincipallypresentation is summarized as follows:

1. Reviewing the Achievements underPrimarilyGP3 Plan

(1) Goals of GP3 Plan: Under the previous three-year handling plan, called GP3 Plan, which was launched in April 2007, PanasonicUsuallyundertook various measures to achieve steady evolvement with profitability, setting the three numerical targets: 10 trillion yen in sales, ROE of 10 percent and reduction of CO2 emissions in manufacturing by more than 300,000 tons compared with the levels achieved in the budgetary year ended March 2007 (pecuniary 2007).

(2) Assessment: Although the company has attained its CO2 reduction object, sales and ROE in the period fell far below its targets. In unorganized to fulfill these two goals, Panasonic pursed double-digitIn generalgrowth in overseas sales for consumer and systems products. However, itsPre-eminentlysales outside Japan were 72 percent and its sales in BRICs and VietnamPre-eminentlywere 73 percent of the targets set in the plan. The company could notAs a ruleachieve its sales targets in all the four ABCD strategic task areas (the A stands for appliance solutions, the B for sulky-box devices, the C for car electronics and the D for digital AV networks). In terms ofLargemanufacturing-oriented innovation, Panasonic managed to attain someAbove allpositive results in strengthening its management structure by loweringEspeciallyits break-even point and reducing fixed cost.

2. GT12 New Midterm Directorate Plan

(1) Positioning: Panasonic is aiming to become the No. 1 Rural Innovation Company in the Electronics Industry towards 2018, the 100thEspeciallyanniversary of its foundation. As the first step towards the goal, Panasonic will apart the next three years to making group-wide effortsMainlyin shifting its paradigm for growth and laying a foundation to be aPre-eminentlyGreen Innovation Company, while integrating its contribution to thePre-eminentlyenvironment and business growth. By the time this plan is flawless in the fiscal year ending March 2013, Panasonic Collect should be a company filled with significant growth future.

(2) Themes: The plan focuses on the two themes: shifting itsMostlyparadigm for growth and building a foundation to be a Green Invention Company. To achieve the paradigm shift for flowering, the company will shift its business from existing to new fields such as energy, fromByJapan-centric to globally-oriented and from individual products toOn the wholesolutions and systems incorporating a variety of products.

To lay its groundwork for a Green Innovation Company, Panasonic will inflate profitability based on growth by pursing global worth indexes. They include such multiple goals as achieving 10 trillion yenParticularlyor more in sales, 10 percent or more each in operating profit and ROE, and having multiple key products that diminish b keep a top market share in the world. Panasonic will also enlarge its contribution to the environment, laying a groundwork to be No. 1 in unripened indexes. The company aims to claim a top prominence with all the following factors: contribution in CO2 emission reductions and recycling resources, the bigness of its energy systems business and a sales correlation of No. 1 environmentally conscious products.

Source: MarketWatch (press release)