PANASONIC TX-25CK1C/M YEAR 2002.

The PANASONIC TX-25CK1C/MA is  a 25 inches color television with stereo sound in compact square design way.

The set have had the advantage to be fitted in all places in easy ways offering superb bright and sharp pictures and good sound.


It's featuring also the C.A.T.S. (Contrast Automatic Tracking System) which
automatically senses the ambient light conditions and adjusts the brightness and gradation accordingly. Provides the best possible picture contrast for each operating environment. This feature also helps reduce power consumption and minimize phosphor aging.


Full text advanced OSD in many languages + teletext + multistandard + stereo sound are some features offered by this model series and wasn't expensive like bigger models of PANASONIC in that Year.

Why posting this ???? ?????

Simple Answers:

The present invention relates to television circuits and, more particularly, to a partitioning scheme for a television receiver for providing the video and signal processing circuits on a single large scale integrated circuit !

1 - The technology used in this set is featuring the first PANASONIC with PHILIPS UOC BASED CHASSIS development, The Ultimate One Chip Television provides manufacturers with a single chip, global TV concept with a wide range of options using advanced proven technologies for both mixed-signal and digital processes.
 By integrating the core functions of picture and sound decoding, digital processing and teletext and on-screen display into a single package, the Ultimate One Chip Television reduces the number of peripheral devices required. It allows the manufacturer to design a single chassis for a world family of television receivers. The same chassis can be used for different size tubes, for single and multiple transmission standard receivers (PAL/NTSC/SECAM), and can provide a range of facilities including stereo sound and different teletext standards.
The analog circuitry, built in Philips' BiMOS process technology, is primarily concerned with the colour decoding and other picture and sound processing. The digital circuitry, built with Philips' CMOS technology, looks after on screen display using a microprocessor core and specialist caption decoder and teletext circuitry. Also included as part of the digital circuitry is one time programmable (OTP) memory and up to 2K RAM. The process technologies are both regarded as amongst the most advanced in the industry, providing higher levels of integration and lower levels of power consumption than competitive processes.
The Ultimate One Chip Television requires lower power at start up, for operation and for standby, than other solutions currently available, providing the opportunity for 'green' sets. The TV signal processor includes a single, automatic search, PAL/NTSC or multi-standard decoder, with a multi-standard IF circuit incorporating an alignment free PLL (Phase Loop Lock) demodulator. Other features include multi-standard FM sound, with a choice of mono or stereo, an audio switch, which removes the need for separate external band-pass filters, and an automatic volume levelling circuit. The design was carried out initially at two of Philips Semiconductors design centres, with Southampton, UK, carrying out digital design and software development and Nijmegen, Netherlands responsible for analog design. The design team in Taiwan has since become involved in tailoring the design for specific applications. (CHASSIS Z8).

 Television systems have become increasingly complex as consumers continue to demand greater functionality and performance from television sets. Furthermore, the miniaturization of television systems demands that while complexity is increasing, that the size of electronic circuitry to support this complexity and performance must be reduced. At the same time, market forces continue to drive prices lower for television sets. Current electronic circuitry to support the functionality needed to receive audio and video signals that are either analog or digital and process those signals to provide a signal suitable for display on a television often consist of several integrated circuits. Furthermore, additional functionality related to value added features, such as teletext or e-commerce often requires additional integrated circuits.

 A single chip integrated circuit that performs the electronic functions of a monochrome television receiver with the exception of the RF tuner, sound channel, and power output stages. The circuit includes video IF/detector and video processing as well as a two loop horizontal phase locked loop for locking the horizontal flyback to the horizontal sync pulses. In addition, a vertical processing stage is related to the horizontal sync pulses, is included for producing vertical flyback.

Through the use of solid state electronics, printed and integrated circuit art, and similar modern technical advances, television manufacturers have been able to greatly reduce the constructional complexity of the standard color television receiver chassis and to increase the number of instrumentalities that are mountable thereon until only the picture tube and a few relatively bulky parts remain separately mounted. This simplification of construction reduces the cost of initial manufacture, improves the service and repair of the receiver, and enhances the acceptability of the receiver to the consumer by meeting consumer demands for reducing the cost of maintenance and for providing an electronic chassis lending itself to home repair.
The  PANASONIC TX-25CK1C/M  is an example of that art !

2 - Another perfect in all way dumped tellye by BAD Ass people !!!!!!!
(To buy a surf table LCD toy !)



Panasonic Corporation (Panasonikku Kabushiki-gaisha) (TYO: 6752, NYSE: PC), formerly known as Matsushita Electric Industrial Co., Ltd. ( Matsushita Denki Sangyō Kabushiki-gaisha), is a Japanese multinational consumer electronics corporation headquartered in Kadoma, Osaka, Japan. Its main business is in electronics manufacturing and it produces products under a variety of names including Panasonic and Technics. Since its founding in 1918, it has grown to become the largest Japanese electronics producer. In addition to electronics, Panasonic offers non-electronic products and services such as home renovation services. Panasonic was ranked the 89th-largest company in the world in 2009 by the Forbes Global 2000 and is among the Worldwide Top 20 Semiconductor Sales Leaders !

History

Panasonic was founded in 1918 by Konosuke Matsushita first selling duplex lamp sockets. In 1927, it produced a bicycle lamp, the first product it marketed under the brand name National. It operated factories in Japan and other parts of Asia through the end of World War II, producing electrical components and appliances such as light fixtures, motors, and electric irons. After World War II, Panasonic regrouped and began to supply the post war boom in Japan with radios and appliances, as well as bicycles. Matsushita's brother-in-law, Toshio Iue founded Sanyo as a subcontractor for components after WWII. Sanyo grew to become a competitor to Panasonic. Name For 90 years since establishment, the name of the company was always topped with "松下" ("Matsushita"). The company's name before 1 October 2008 had been "Matsushita Electric Industrial Co., Ltd.", used since 1935. In 1927, the company founder adopted a brand name "National" ( National) for a new lamp product, knowing "national" meant "of or relating to a people, a nation."[5] In 1955, the company labeled its export audio speakers and lamps "PanaSonic", which was the first time it used its "Panasonic" brand name. The company began to use a brand name "Technics" in 1965.[6] The use of multiple brands lasted for some decades.[6] In May 2003, the company put "Panasonic" as its global brand, and set its global brand slogan, "Panasonic ideas for life."[7] The company began to unify its brands to "Panasonic" and, by March 2004 replaced "National" for products and outdoor signboards, except for those in Japan[7]. On January 10, 2008, the company announced that it would change its name to "Panasonic Corporation" (effective on October 1, 2008) and phase out the brand "National" in Japan, replacing it with the global brand "Panasonic" (by March 2010). The name change was approved at a shareholders' meeting on June 26, 2008 after consultation with the Matsushita family. Panasonic owns RCTI, Global TV and MNC TV. Electronics In 1961, Konosuke Matsushita traveled to the United States and met with American dealers. Panasonic began producing television sets for the U.S. market under the Panasonic brand name, and expanded the use of the brand to Europe in 1979. The company used the National trademark outside of North America during the 1950s through the 1970s. (The trademark could not be used probably due to discriminatory application of trademark laws where brands like General Motors were registrable.) It sold televisions, hi-fidelity stereo receivers, multi-band shortwave radios, and marine radio direction finders, often exported to North America under various U.S. brand names. The company also developed a line of home appliances such as rice cookers for the Japanese and Asian markets. Rapid growth resulted in the company opening manufacturing plants around the world. National/Panasonic quickly developed a reputation for well-made, reliable products. The company debuted a hi-fidelity audio speaker in Japan in 1965 with the brand Technics. This line of high quality stereo components became worldwide favorites. The most famous product still made today is the SL-1200 record player, known for its high performance, precision, and durability. Throughout the 1970s and early 1980s, Panasonic continued to produce high-quality specialized electronics for niche markets such as shortwave radios, as well as developing a successful line of stereo receivers, CD players, and other components. Since 2004, Toyota has used Panasonic batteries for its Toyota Prius, an environmentally friendly car made in Japan. On January 19, 2006 Panasonic announced that, starting in February, it will stop producing analog televisions (then 30% of its total TV business) to concentrate on digital TVs. On November 3, 2008 Panasonic and Sanyo were in talks, resulting in the eventual acquisition of Sanyo. The merger was completed in December 2009, and resulted in a mega-corporation with revenues over ¥11.2 trillion (around $110 billion). As part of what will be Japan's biggest electronics company, the Sanyo brand and most of the employees will be retained as a subsidiary. In November 1999, the Japan Times reported that Panasonic planned to develop a "next generation first aid kit" called the Electronic Health Checker. At the time, the target market was said to be elderly people, especially those living in rural areas where medical help might not be immediately available, so it was planned that the kit would include support for telemedicine. The kits were then in the testing stage, with plans for eventual overseas distribution, to include the United States. In recent years the company has been involved with the development of high-density optical disc standards intended to eventually replace the DVD and the SD memory card. On July 29, 2010 Panasonic reached an agreement to acquire the remaining shares of Panasonic Electric Works and Sanyo shares for $9.4 billion. Panasonic and Universal Panasonic used to own Universal Studios, then known as the Music Corporation of America, since acquiring the company in 1990 but sold it to Seagram in 1995. Universal Studios is now a unit of NBC Universal.

JAPAN IS STRANGE

Strange how situations change. It seems not so long ago that Japan and its industries, particularly electronics, could do no wrong. They taught us how to make cars and TV sets properly. They invested heavily and came up with a seem- ingly endless stream of desirable, innova- tive products. Both outsiders and insiders could see no end to this success story. We were told, by more than one leading Japanese electronics industrialist, that the 21st century would be the Japanese one, when Japan became predominant industri- ally and culturally. For the last couple of years the situation has been somewhat different. Japan is still the world's second largest economy, but the previous confidence has gone. The econo- my has stalled, and doesn't look like getting going again for some time. Profitability has become appalling, and the talk now is all of restructuring and job losses. Sony has announced that some 17,000 jobs will be lost worldwide, ten per cent of its workforce, while fifteen of its seventy factories are to be closed. Mighty Hitachi, whose activities span a much wider field and whose turnover is equivalent to over two per cent of Japan's gross domestic product, has launched a detailed review of its businesses. 6,500 of its 66,000 parent company employees are to be made redun- dant by March next year. On a consolidat- ed basis Hitachi is Japan's largest employ- er, with 330,000 staff. Businesses are to be dropped or reorganised. The story from Mitsubishi Electric is similar: there is to be a "sweeping restructuring of its portfolio of businesses". In the UK, the latest manifes- tation of this is the closure of Mitsubishi's VCR plant at Livingston. 14,500 jobs will go (8,400 in Japan) at Mitsubishi Electric, nearly ten per cent of the workforce. Other manufacturers who have announced poor results and restructuring recently include NEC, Matsushita, Sharp and Toshiba. It's all a long way since the time when, it seemed, all the Japanese had to do was to get the product right and produce more and more of it. Some of this was foreseeable. Markets reach saturation point; new products are not always a runaway success; if investment in new plant is excessive you end up with too much capacity; and so on. Then there is the fact that Japan is not isolated from econom- ic problems elsewhere: no economy that is heavily dependent on exports can be. But there are also more specific Japanese prob- lems. The banking system is beset by non- performing loans that Japanese bankers are reluctant to write off. The bubble economy of a few years ago, when asset values rose to unrealistic levels, collapsed. This is part of the cause of the banking system difficul- ties. Then there is the practice of cross - ownership, with firms owning substantial stakes in each other. This can work nicely when everything is doing well: when reces- sion looms, it aggravates the problems. Japan's unemployment rate hit a new high of 4.8 per cent (3.39m) in March, part- ly because of the corporate sector restructur- ing. Japanese industrialists hope to improve their profitability in the second half of the year, and will be helped by improved condi- tions in SE Asia. But it will be hard going, particularly to improve domestic market conditions. The Japanese have always had a high propensity to save. This increases when the economic climate is poor, with unemployment a threat. Right now Japanese consumers are saving rather than buying. No one seems to know how to alter their behaviour. There is also a demographic problem: the Japanese population is ageing. Japanese interest rates are negligible. So borrowing is not a problem. But conversely all those savings are bringing in little income. In the Western world interest rate changes often have a considerable impact on the economy. This economic tool is not available when interest rates are negligible. The Japanese have been advised to get their banking system sorted out, but that's not the sort of thing that can be done overnight. Right now the best opportunity for Japan seems to be to export its way out of its dif- ficulties, something that shouldn't be too difficult once worldwide expansion has resumed. But the high value of the yen is a drawback. From the economic viewpoint it's an extremely interesting situation, one in which the laws of economics have little to offer. This could be because such laws are, basically, descriptive rather than prescrip- tive. In the real world you can't always ini- tiate economic activity through monetary or fiscal means. Some commentators have gone so far as to suggest that the Japanese government should spend, spend, spend and print money to kick-start the economy. This is a dangerous course that can go badly wrong. It has already been tried by the Japanese government to a limited extent, with similarly limited success. The one thing that we do know is that economies are not stable. Change is ever present in one form or another. The prob- lem lies in trying to control it. This is all rather humbling, and certainly something of a comeuppance for the rather arrogant Japanese industrialists who had talked about the century of Japanese economic hegemony.

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