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Sony strategic management
History of sony
Full strategic appraisal of Sony Corporation
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Sony, originally branded as Tokyo Telecommunications Engineering Corporation, was founded in May 7, 1946, by Masaru Ibuka and colleague Akio Morita. The company originally started as a communication company, building various electronics, such as Japan’s first tape recorder. By the sixties, Sony was successfully selling transistors to nations internationally, and had joined the U.S. market by introducing the new industry of microelectronics. It was until later years that Sony expanded from electronics, into films, banking and insurance. Sony has established itself as a reputable company, as it is one of the leading manufacturers of electronics, and is 87th on the 2012 list of Fortune Global 500. Sony’s significant change in their management team has resulted in them optimizing their resources, realigning their business and portfolio, and ultimately strengthening their financial position. Sony’s sales and operating revenue in fiscal year 2012 amounted to 6.5 trillion yen, and rose 4.7% to yield a total of 6.8 trillion yen in fiscal year 2013. Another tremendous improvement was that operating income in 2012 amounted to a loss of nearly 63.7 billion yen, but in fiscal year 2013, the operating income amounted to 230.1 billion yen. With significant improvements, it is not surprising that the consolidated results showed the net income attributed to the shareholders at 43.0 billion yen, in comparison to last year’s loss of 456.7 billion yen, resulting in optimal profitability for once in nearly half a decade. With impressive results in the current fiscal year, Sony is starting to break away from stagnancy, and move towards growth. Sony’s exponential growth in activity can be attributed to several strengthening in policies. Following... ... middle of paper ... ...ly fell. Sony’s stocks have been steadily increasing this past year, and are expected to continue to rise. References Reisinger, D. (2013, December 3). Global PlayStation 4 Sales Reach 2.1 Million Units. CNET. Retrieved December 5, 2013, from http://news.cnet.com/8301-10797_3-57614318-235/global-playstation-4-sales-reach-2.1-million-units/ SONY Financial Holdings. (2013). Corporate Governance. Retrieved December 5, 2013, from http://www.sonyfh.co.jp/web/en/company_e/audit.html SONY. (2013). Annual Report. Retrieved December 5, 2013, from http://www.sony.net/SonyInfo/IR/financial/ar/2013/shr/pdf/AnnualReport_E.pdf. SONY. (2013). Corporate History. Retrieved December 5, 2013, from http://www.sony.net/SonyInfo/CorporateInfo/History/history.html#list6 SONY. (2013). Investor Relations. Retrieved December 5, 2013, from http://www.sony.net/SonyInfo/IR/
Works Cited The Allbusiness Web site provides answers and articles about corporations. http://www.allbusiness.com Retrieved May 22, 2011. Mallor, J., Barnes, A.J., Bowers, T., & Langvardt, A.W. (2010). The 'Standard' of the 'Standard'.
Philips’ major rival, Matsushita, started as a small electrical house-ware manufacturer in 1918. The company expanded rapidly and soon introduced a flood of new products. By the end of the century, Matsushita grew into a global player with powerful brand names such as Panasonic, Quasar Technics, and JVC.
The main contributing factor to the decline in the return on stockholders’ equity (25.37% to 8.73%) was the decline in the profit margin (11.79% vs. 5.08%). The decrease in asset turnover (1.11 to 1.00) made a small contribution to the decline, as did the decline in the debt ratio (48.4% to 41.8%).
1. How did Philips become the most successful company in its business during an era when scores of electrical engineering companies were being formed? What impediments and disabilities did Philips' strategic and organizational capabilities bring with them?
Kodak’s debt ratio has been improving since 2012 when it was considerably above 1. Their 2014 debt ratio is 0.89, which is very close to Hewlett-Packard and Sony. The debt-to-equity ratio of Kodak is the first signal within the ratios that the company is not performing well. Generally, this ratio should be below 1 and for Kodak in 2014 it was 8.83. Their equity is almost non-existent and this is signaling very weak balance sheet strength. Compared to Kodak, Hewlett-Packard and Sony are doing okay, but their ratios are both well above 1. In terms of ability to pay interest, Kodak’s only strong year was 2013. Their ratio has dipped in 2014, showing that they aren’t able to pay their interest or are struggling to pay it. Hewlett-Packard had no interest expense in their latest fiscal year and Sony’s ratio is very strong. In 2012, Kodak’s free cash flow was in the negatives (-$1,176,000). Surprisingly, it reached over two million in 2013, but then dropped to only $33,000 in 2014. Without sufficient cash flow, Kodak is going to have a difficult time increasing their shareholder value. Hewlett-Packard has free cash flow over five million dollars which is huge compared to Kodak. Kodak does not seem to have sufficient cash to handle their business obligations. The cash flow adequacy ratio should be above 1, but Kodak’s are negative. The competitors are around 0.5 for their cash flow adequacy ratio, which
Evaluating a company’s financial condition can be done by looking at its profitability or its ability to satisfy long-term commitments. These measures can be viewed through an analysis of a company’s financial statements, including the balance sheet and income statement. This paper will look at the status of Scholastic Company’s (Scholastic) ability to satisfy its long-term commitments and at the profitability of Daktronics, Inc. (Daktronics). This paper will include various financial ratio calculations and an analysis of the notable trends. It will also discuss the profitability and long-term borrowing positions of the firms discussed.
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...
SEC was mainly focused in manufacturing; therefore, it’s no surprise that the executives themselves were also focused on their manufacturing plants. Profits that SEC received were soon reinvested into Research & Development, manufacturing, and supply chain activities. Unexpectedly, in 1997, a financial crisis hit the Asian market. Even though SEC’s sales were $16 billion, they still had a negative net profit. SEC executives exercised major restructuring efforts that resulted in the dismissal of 29,000 workers and the sale of billions in corporate assets. SEC was able to ride the Asian Financial Crisis and was able to reduce its debt dramatically to $4.6 billion, from $15 billion, over a 5 year period. Furthermore, SEC was able to increase its net margins from -3% to 13% (Quelch & Harrington, 2008).
Sony Corporation is a Japanese multinational corporation with diversified business units spread worldwide. Sony was initially found in 1945 by “MASARU IBUKA”. It’s headquarter is situated in Konan, Minato, japan. Sony is one of the leading manufacturers of electronic products for professional as well as local market.
After the Second World War, Philips has become the leading consumer electronics company. There are several key capabilities that contribute to this success, including the capabilities of local subsidiaries, the shared leadership within management and the strong and consistent research.
Moxley and Co is a bank but a company like any other company which must have annual report to present to their customers and Sony have those to the public in their website for them to see.
Sony is one of the leading manufacturers of electronics, video communications, video game consoles and information technology products for the consumer and professional markets. Its name is derived from Sonus, the Greek goddess of sound.
Akio Morita (盛田昭夫) was the co-founder of Sony Corporation with his friend Masaru Ibuka. As a leader of Sony, He changed the accepted marketing concepts and focussed on brand-name identification and brand responsibility - a concept widely used today but virtually unheard of then. By insisting on producing high quality products with cutting edge technology, Morita transformed the reputation of the Japanese technology industry so that it became associated with superior quality rather than inexpensive copies. As he himself said, "[They] made Sony the Cadillac of electronics."
Panasonic Case Study (Graphics Not Included) Panasonic operates under the umbrella of the Matsushita Electric Industrial Co.