PANASONIC TC-14B3RC YEAR 1997.

The PANASONIC TC-14B3RC  is a 14 inches (37cm) portable color television with 90 programs VST tuning search type PAL/SECAM capability and with AV scart socket, AV front RCA jacks and Headphones jack.
The television receiver has an alphanumeric display  which appears on the picture tube screen, to give the user data on the tuned channel number, colour settings and other operating data. The digital processor which generates the characters for display also controls the channel setting, etc., under the control of a digital remote control unit . The processor  has an associated memory circuit  for permanent tuning back up. The control of the capacitance diode tuner  is achieved by the processor  altering the dividing factor of a feedback loop to a phase/frequency comparator . The other input to the comparator is a divided frequency from a quartz oscillator.

A SCART Connector (which stands for Syndicat des Constructeurs d'Appareils Radiorécepteurs et Téléviseurs) is a standard for connecting audio-visual equipment together. The official standard for SCART is CENELEC document number EN 50049-1. SCART is also known as Péritel (especially in France) and Euroconnector but the name SCART will be used exclusively herein. The standard defines a 21-pin connector (herein after a SCART connector) for carrying analog television signals. Various pieces of equipment may be connected by cables having a plug fitting the SCART connectors. Television apparatuses commonly include one or more SCART connectors.

Although a SCART connector is bidirectional, the present invention is concerned with the use of a SCART connector as an input connector for receiving signals into a television apparatus. A SCART connector can receive input television signals either in an RGB format in which the red, green and blue signals are received on Pins 15, 11 and 7, respectively, or alternatively in an S-Video format in which the luminance (Y) and chroma (C) signals are received on Pins 20 and 15. As a result of the common usage of Pin 15 in accordance with the SCART standard, a SCART connector cannot receive input television signals in an RGB format and in an S-Video format at the same time.

Consequently many commercially available television apparatuses include a separate SCART connectors each dedicated to receive input television signals in one of an RGB format and an S-Video format. This limits the functionality of the SCART connectors. In practical terms, the number of SCART connectors which can be provided on a television apparatus is limited by cost and space considerations. However, different users wish the input a wide range of different combinations of formats of television signals, depending on the equipment they personally own and use. However, the provision of SCART connectors dedicated to input television signals in one of an RGB format and an S-Video format limits the overall connectivity of the television apparatus. Furthermore, for many users the different RGB format and S-Video format are confusing. Some users may not understand or may mistake the format of a television signal being supplied on a given cable from a given piece of equipment. This can result in the supply of input television signals of an inappropriate format for the SCART connector concerned.

This kind of connector is todays obsoleted !

The set has basic OSD for all functions and remote and teletext.

This PANASONIC TC-14B3RC  is fabricated by Daewoo featuring the Daewoo CP-375 chassis based around PHILIPS chipset and other types of components  in a monocarrier PCB.

PANASONIC have had a brief period of time were the sets were fitted with Daewoo chassis types, this one today is one of them.

The set has superb nice crisp pictures thanks even to a PHILIPS TUBE and implementation of a TDA8374.


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 ("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.

Daewoo ("Dae" Hangul: 대. Korean for "Great" and "Woo" the first name of founder and chairman Kim Woo-jung) or the Daewoo Group was a major South Korean chaebol (conglomerate). It was founded on 22 March 1967 as Daewoo Industrial and was dismantled by the Korean government in 1999. Prior to the Asian Financial Crisis of 1997, Daewoo was the second largest conglomerate in Korea after Hyundai Group, followed by LG Group and Samsung Group. There were about 20 divisions under the Daewoo Group, some of which survive today as independent companies.


There were about 20 divisions in the Daewoo Group, which, before the crisis, was the second largest conglomerate in Korea after Hyundai Group, followed by LG Group and Samsung Group.

Daewoo Group had under its umbrella several major corporations:

    Daewoo Bus Corporation, is a manufacturer of buses. headquartered in Busan, South Korea, established in 2002. These buses are primarily used for public transportation
    Daewoo Motor, the motor vehicles division (sub-branch Daewoo Automotive Components Co. Ltd., Daewoo Bus Co., Ltd., Daewoo Commercial Vehicle Co. Ltd.)
    Daewoo Motor Sales, an auto sales company sold Daewoo but also GM cars and others in Korea (Sub-branch: Architectural Iaan Div., SAA-Seoul Auto Auction)
    Daewoo Electronics, a strong force both internationally and in Korea (sub-branch Daewoo Electronic Components Co. Ltd, Daewoo Electric Motor Industries Ltd., Orion Electric Co. Ltd.)
    Daewoo Precision Industries produced small calibre firearms and auto parts. It was spun off in February 2002 and relisted on the Korean stock-market in March 2002. It was renamed S&T Daewoo Co., Ltd in September 2006, and then S&T Motiv Co., LTD in March 2012.
    Daewoo Textile Co. Ltd.
    Daewoo Heavy Industries (DHI), which created heavy duty machinery
    A wheel-loader produced by Daewoo Heavy Industries

A Seoul metropolitan car (Seoul Metro Class 3000), by DHI, 1984

    Daewoo Shipbuilding & Marine Engineering produced container ships, oil tankers and planes. It spun off in 2000 and became an independent company, DSME, re-listing on the Korean stockmarket in 2001
    Daewoo Securities, a financial securities company
    Daewoo Telecom Ltd., which concentrated on the telecommunications (sub-branch Daewoo Informations Systems Co. Ltd.)
    Daewoo Corporation, (sub-branch Daewoo Construction, Keangnam Enterprises) which built highways, dams and skyscrapers, especially in the Middle East and Africa
    Daewoo International, a trading organization
    Daewoo Development Co. Ltd., managing Daewoo hotels around the world and had the Hilton Hotels franchise in South Korea
    IAE (Institute for Advanced Engineering): research and development integrated center

A further subsidiary was the Daewoo Development Company, funded by cash from the Group, and set up to develop hotels. Seven were built in Korea, China, Vietnam, and Africa. They were personally designed and furnished by Kim Woojoong's socialite wife Heeja who was Chairwoman of the company. The most lavish is the 5-star Hanoi Daewoo Hotel, which cost US$163 million to build in 1996 and was decorated by Heeja with fine art, porcelain, sculptures, and marble. She invited 3000 guests to the opening, including Russian President Vladimir Putin. There is an 18-hole golf course on the grounds and a swimming pool which is thought to be the largest in Asia. Kim is believed to have spent time there while "on the run".

The Daewoo Group was founded by Kim Woo-jung in March 1967. He was the son of the Provincial Governor of Daegu. He graduated from the Kyonggi High School, then finished with an Economics Degree at Yonsei University in Seoul.

During the 1960s, after the end of the Syngman Rhee government, the new government of Park Chung Hee intervened to promote growth and development in the country. It increased access to resources, promoted exports, financed industrialization, and provided protection from competition to the chaebol in exchange for a company's political support. In the beginning, the Korean government instigated a series of five-year plans under which the chaebol were required to achieve a number of basic objectives.

Daewoo did not become a major player until the second five-year plan. Daewoo benefited from government-sponsored cheap loans based on potential export profits. The company initially concentrated on labor-intensive clothing and textile industries that provided high profit margins because of South Korea's large and relatively inexpensive workforce.

The third and fourth of the five-year plans occurred from 1973 to 1981. During this period, the country's labor force was in high demand. Competition from other countries began eroding Korea's competitive edge. The government responded to this change by concentrating its efforts on mechanical and electrical engineering, shipbuilding, petrochemicals, construction, and military initiatives. At the end of this period, the government forced Daewoo into shipbuilding. Kim was reluctant to enter this industry, but Daewoo soon earned a reputation for producing competitively priced ships and oil rigs.

During the next decade, the Korean government became more liberal in its economic policies. Small private companies were encouraged, protectionist import restrictions were loosened, and the government reduced positive discrimination (affirmative action), to encourage free market trade and to force the chaebol to be more aggressive abroad. Daewoo responded by establishing a number of joint ventures with U.S. and European companies. It expanded exports of machine tools, defense products (under the S&T Daewoo company), aerospace interests, and semiconductor design and manufacturing. Eventually, it began to build civilian helicopters and airplanes, priced considerably cheaper than those produced by its U.S. counterparts. It also expanded efforts in the automotive industry and was ranked as the seventh largest car exporter and the sixth largest car manufacturer in the world. Throughout this period, Daewoo experienced great success at turning around faltering companies in Korea.

In the 1980s and early 1990s, the Daewoo Group also produced consumer electronics, computers, telecommunication products, construction equipment, buildings, and musical instruments (Daewoo Piano).
 
Crisis and collapse

Daewoo Group ran into deep financial trouble in 1998 due to the Asian financial crisis, increasingly thin relationships with the Korean government under President Kim Dae Jung, and its own poor financial management. With the Korean government in deficit, access to cheap and nearly unlimited credit was severely restricted.

In 1998, when the economic crisis forced most of the chaebol to cut back, Daewoo added 14 new firms to its existing 275 subsidiaries, in a year where the group lost a total of 550 billion won (US$458 million) on sales of 62 trillion won (US$51 billion). At the end of 1997, South Korea’s four biggest chaebol had a debt of nearly five times their equity. While Samsung and LG cut back in the midst of the economic crisis, Daewoo took on 40% more debt."

By 1999, Daewoo, the second largest conglomerate in South Korea with interests in about 100 countries, went bankrupt, with debts of about 80 trillion won (US$84.3 billion).

Soon after the demise, Chairman Kim Woo-Choong fled to France, and former Daewoo factory workers put up "Wanted" posters with his picture. Kim returned to Korea in June 2005 and was promptly arrested. He was charged with masterminding accounting fraud of 41 trillion won (US$43.4 billion), illegally borrowing 9.8 trillion won (US$10.3 billion), and smuggling US$3.2 billion out of the country, according to South Korea's Yonhap News Agency.[5] On 30 May 2006, Kim was sentenced to 10 years in prison after being convicted of fraud and embezzlement. On the last day of the trial, Kim tearfully addressed the court, "I cannot dodge my responsibility of wrongly buttoning up the final button of fate."

Factors that affected Daewoo's performance

    Government intervention: Government policy served as a double edged sword: it protected the chaebol, providing them with massive subsidies, unlimited cheap credit, and protection against foreign competition. However, the price for these services was total loyalty to the government. Chaebol were forced to take over industries against their will.
    Labor market: The traditional work ethic that helped Korea reach economic prosperity has been threatened as workers have begun increasingly violent protests against years of long hours and low pay. Daewoo Shipbuilding suffered heavy losses due to workers' demands for pay raises.
    Operating in a global economy: International demand for free trade is forcing the Korean government to open its markets. The chaebol will lose its protectionist import controls. Most recently,[when?] the North American Free Trade Agreement and the European Economic Community imposed trade limitations.[why?]
    Product quality from Korea: Many Korean products were considered to be of low quality.
    By the 1990s, Daewoo Group was heavily leveraged, major markets were stagnant, expenditures on R&D were increasing, labor unrest was continuing, and government policy was turning against the company.
    Kim was most recently charged with allegedly paying campaign contributions to former president Roh Tae Woo in exchange for a large government contract to build a submarine base.

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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