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The encyclopedia · Strategy & Leadership · Strategic decision · 2012–2025

Japan merged Sony, Toshiba and Hitachi's display units — and lost money every year since

¥200B from INCJ to create a national champion. Listed in 2014, consecutive losses ever since. A $1.5B plant sold for $800M. Apple bailed it out twice.

Japan Display · Sony · Toshiba · Hitachi · 2012-04

What happened

Japan Display (JDI) was created on 1 April 2012 by merging the small and medium LCD businesses of Sony, Toshiba and Hitachi, backed by ¥200 billion from the Innovation Network Corporation of Japan (INCJ), a government-backed investment fund. The goal was to create a Japanese national champion in displays, competing with Samsung and LG of South Korea.

JDI listed on the Tokyo Stock Exchange on 19 March 2014. It has reported consecutive losses in every year since. The company was slow to transition from LCD to OLED technology, and its revenue depended heavily on shrinking LCD sales to Apple. In 2017, JDI announced restructuring that included closing a production line and laying off about one-third of its workforce.

The Hakusan plant in Ishikawa Prefecture, built for $1.5 billion to produce displays for Apple, was partially idle by June 2019. In December 2019, JDI entered talks to sell it to Sharp for ¥80-90 billion — roughly $800 million, about half its construction cost. Apple invested $100 million in JDI in June 2019 and bought $200 million of LCD production equipment in 2020.

In February 2020, Ichigo Asset Management gained control of JDI in exchange for $715 million of investment, replacing the earlier Suwa Investment deal that had been terminated. The company that had been created to be Japan's display champion was now owned by a real-estate investment firm, sustained by its largest customer's bailouts, and still losing money.

Why it happened

  • Merging three display units created scale but not competitiveness — three cost structures, none of the OLED technology that was becoming the market
  • Dependence on Apple for LCD panels tied JDI's revenue to a customer transitioning to OLED; the product JDI made was the product Apple was leaving
  • The ¥200B government investment created a company answering to industrial policy, not market demand; the national-champion mandate kept it alive past viability
  • A $1.5B plant sold for $800M: built for a technology the market was abandoning, in a country whose labour costs could not compete with Korea or China
What it cost¥200B invested; losses every year since IPOcostly

The lesson

Merging three struggling units creates a larger struggling unit. When the technology shifts, the scale that was the advantage becomes the cost of being wrong in three factories instead of one.

Sources

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