Sony Corporation Executive Summary
Sony's current financial difficulties are tied into its corporate culture which
were stated over 30 years ago. With such a large
multinational corporation, greater planning and more use of
strategies should be pursued. Sony could start with the
implementation of a new mission statement, with profit and
benefits of the company tied more closely to everyday
operations. Internally, the four forces, the management, the
designers, the production and the marketing should achieve
better communication and cooperation. Alliance and
cooperation between competitors should also be actively
sort after in order to create standards in new fields. Sony
should aim at being the leader instead of being the
maverick. As for cost cutting, Sony should seriously
consider setting up operations in other Asian countries in
order to take advantage of the cheap labour and the
budding markets. Finally, diversification, instead of pursuing
the fast changing and easily imitated consumer goods
market, Sony should use its technological know-how for
high-end business and office equipment. With SWOT
analysis and Porter's competitive forces model, we can
view that the market is much more competitive with less
profit margins and lead-time for product innovation. The
conclusion is that change is needed in Sony. However,even
with strategirial and structure change, the Sony spirit of
innovation should remain intact because that is what made
Sony grow and would make it stay strong. Introduction
The first thing that comes to peoples minds of the company
and products of Sony is its
high-technology-filled-with-gadgets electronic goods and
innovation. It was also this innovation that make Sony the
greatest company that started in post-war Japan. Sony has
used its innovation in building markets out of thin air,
created a multibillion, multinational electronic empire with
products such as the transistor radio, the Trinitron, the
Walk-in and the VTR. that changed everyday household
lives forever. However, this consumer targeted quest for
excellence and constant innovation instead of targeting
mainly at profit also has a lot to do with current crisis Sony
is facing - sales and profits are down or are slowing down,
capital investment cost and R&D are climbing, competitors
are moving in with copycats, the battle between VHS and
Beta and the search for a smash hit product such as the
Trinitron or the Walk-in. This volatility and emphasis (or
gambling) on new products instead of concentrating on
profit and loss statements have always been a part of Sony
since its beginning days. For each successful product (i.e.
transistor radio and Trinitron), R&D cost often ran so high
that the they pushed the firm to the verge of bankruptcy.
This can also be seen through the eyes of the investor in
which although sales have increased tremendously
The political instability inherent in emerging economies make for very challenging business environments. In late October 1995, Royal Dutch Shell founds itself in just such a tenuous environment in Niger. As Paine and Moldoveanu (2009) outlined,Shell came under scrutiny in the 1990’s for the environmental impact that they were having on the Niger Delta. Shell was accused of creating an “ecological disaster” on the region, caused by oil spills, emissions from flaring of natural gas, and drainage of contaminated water into the waterways (Paine & Moldoveanu, 2009). Adding to the operating complexity, the Nigerian government and its leader faced escalating international condemnation for the actions of a special military tribunal
“What the CEO Wants You to Know” is written by Ram Charan, a Harvard Business School graduate, who was born in the slums of India, but worked his way to the top of the corporate ladder. Charan spent the past 35 years working as an author, motivational speaker, and a renowned business advisor to many of the world’s top chief executive officers. Ram Charan has worked with numerous companies including GE, Bank of America, Ford, Intel, DuPont and Verizon. The experience and knowledge Ram Charan has gained through his life’s work were used to write the book “What the CEO Want You to Know,” with the intention of helping individuals succeed in the business environment. The last chapter of the book begins with the statement “I hope you are convinced that professional excellence alone is not sufficient.” The book is organized into four parts. In part one, you learn the universal language of business though concepts like inventory, cash generation, pricing, return on assets, customer focus, product quality, product mix, and growth.
Bose Corporation was established in 1964 by Dr. Amar G. Bose he was a professor of electrical engineering in Massachusetts Institute of Technology (Business Wire, 2013). The company fundamental goals developed new technologies in satisfaction of pleasing their customers. New technological advances impacted the corporation in a positive way and innovated new ways for decades to gain customers outlook. Some of the technological advances of the corporation are products for the home, car, and public spaces. The noise cancelling, audio headphones and Bluetooth speakers has changed the way people listen to music.
I chose the October 27th board meeting. Right away I could tell that the members on the board were clearly articulate educators at various schools in Fayette County. I couldn’t unfortunately hear the names of the individual members on the board. There was 2 people who ended up addressing the board. One a reverend who had issue with the math scores that the district had which were novice. He was also unhappy that 40% of students in the district made a novice in reading. He didn’t like that 2/3rds of the African American students couldn’t read on grade level. He had a lot of support from the crowd as he got a lot of applause and he even had some people on the school board nodding in agreement.
Historically the personal computer (PC) industry has sold its products at reasonably high prices yet garnered only small profit margins. One reason for this is the high competition in the PC industry which led to competitive pricing among producers. Analyzing the competitive environment of the PC industry, it is evident that there is very little barrier to entry in this market. PC's have very low physical uniqueness and are made of standard components that require very little expertise to assemble.
Therefore, the organization should take a strategic growth-oriented and reverse type combine. On the one hand, the use of outsourcing and vendor competition to reduce costs in order to compensate for management and manufacturing inefficiencies, pay attention to controlling costs; On the other hand, combined with the advantages of their own technology, innovation, branding and marketing and other aspects of the product 's high school three grades are low pile of competitive products, consumer electronics growth to seize the opportunity to obtain efficient growth performance, and further expand market
For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the c...
Cutting costs by competitors is the most logical way for competitors to be more competitive in the market. By cutting costs, there are more profits to be made and to gain market share by offering lower cost substitute products. The industry is flooded by competition, but no other competitor of Apple really focuses on creating great technical upport or brand loyalty. (Elliot, 2014)Apple’s primary focus is to develop innovative products and create a unique product that consumers can depend on the being the most highly anticipated technological device while offering great service and support for these new products. Apple uses business model innovation which introduces new products that are compatible with each other such as iTunes and the iPhone or ipod. This has proven to be a very effective business model and competitors are trying to replicate the same model to their advantage. (Jakab, 2015) By being an innovator and first mover on this type of technology, it gave Apple the competitive advantage in the market. In order for competitors to be more effective in the industry, they must attempt to gain customer loyalty and offer a simliar business strategy to that of Apple if they are to be the industry
...&D capability was not supported by their ability to efficiently produce and market the innovation. Since the R&D is separated from production and sales, it was not market-oriented enough. The limitation of sharing local market knowledge also leads Philips to its inability sell the excellent innovation that R&D has developed. Seeing this as opportunity, Japanese companies able to combine Philips invention with their mass-market production ability and successfully became the leader in the market.
Best Buy, one of the biggest consumer electronics retailers in the world, provides products from smartphone, computers to large electronic appliances. It aims at offering a large variety of products with outstanding customer service at a comparably economical price. Yet, it has been facing internal and external challenges in the recent years. Bottom line and the share price are slightly catching up after a fall in 2013 but still barely satisfying the shareholders and customers are changing their purchasing habits which may threaten its future.
N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips, and high centralization and mass production for Matsushita.
The XYZ Corporation was established in 2004 and their main office is located in Vancouver, BC. The company’s main objective is to create new innovating technology for media devices, computers, and digital music players. They deal with the design, manufacturing and marketing of the products. XYZ Corporation has been providing Canadians with groundbreaking technology throughout the years and continues to create new technology to provide others with top-level technology. Although, recently their success rate has appeared to drop rapidly due to a number of factors that will be explored throughout this case study. Their main objective is to target the problems so that they can work towards having the issues resolved as quickly as possible. If they do not take any course of action, the state of the company may be in extreme danger. This case study is designed to explore the areas of the company and discover the problems blocking the XYZ Corporation from success.
This case study analysis is on Samsung Electronics Company (SEC) and how it has climbed up the ranks in the past decade via calculated marketing strategies, extensive market research and analysis, and a risky bet on how the market will evolve. Samsung’s principle outlook took time and education from within and thereafter the general market.
Kodak’s competitive advantage began in black and white film products, even though the company did produce cameras and camera equipment as well. As the years progressed, Kodak “paid progressively less attention to equipment” and concentrated more on the development of colored film and photo-finishing processes (Gavetti et al, 2005). In the 1960’s, Kodak focused on growth in incremental modifications to photo equipment products, which lead to Kodak’s dominance over 90% of the film market and 85% of the camera market in 1976. Although competitors began to emerge, Kodak was satisfied with its achievement of $10 billion in sales. For much of its history, Kodak had been very successful. Kodak began to expand into other business lines in the 1980s and 1990s, acquiring Clinical Diagnostics, Mass Memory, and Sterling Drug. While Kodak dabbled in other business ventures, the scope of technology had dramatically increased, offering new players a chance at a changing market that no longer needed photographic film. Sony and Fuji were two such competitors that took advantage of this situation, steadily gaining market share in the digital film industry. While Kodak did develop innovative products in the early 1990s...
Strategic Planning results in a written document that serves as a blueprint to guide the organization towards its future goals, but far more important than the strategic plan document, is the strategic planning process itself.