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Introduction To Sony Corporation Commerce Essay

Sony Organization has a history of almost more than 60 years. They have a wide sales network and is also registered in approximately 200 countries. However, the principal manufacturing facilities of Sony Corporation are positioned in Asia. Sony Company is involved in the developing, designing, developing and selling electronic equipment and devices, game consoles and software. It is also producing and distributing film, home entertainment, television set products, and documented music. Furthermore, additionally it is making its services in the financial services sector that involves insurance functions through japan insurance subsidiaries and bank operations via a Japanese Internet-based bank subsidiary. Sony's products are mainly marketed in Japan, the United States, and Europe.

Major Problems and Problems Encountered by Sony Corporation

Sony is a multinational organization and has to package with the strong industry where it is operating. It has developed itself by formulating a reliable work place where engineers got thoughtful appreciation of technology and have proved helpful without restraint as they very happy to focus on development of powerful technologies and creation of products that folks have always desired (Mintzberg, 1989).

Sony Corporation, which includes been a respected corporation once, has reported losses for almost four consecutive years. It declared a record annual net loss of 520 billion yen ($6. 4 billion) for the year ends in March 2012. The primary strategic issue of Sony Organization is embedded in its several product lines that provide too many elements of the entertainment value chain. The company's development and businesses slowed down because of the benefits of the "empire-building" strategy. It offers lead to the weakening of its competitiveness in every of the market segments of its business. As well as the internal problems faced by the wide product lines by Sony, it is facing other exterior problems as well. In past due 2000s, global financial crisis caused a substantial decrease in consumer spending as of recession and resultantly caused a decrease in the profitability of Sony. The overall demand of the merchandise of Sony has declined due to the appreciation of japan Yen as they have lead to negatively affect the purchasing electric power of non-Japanese consumers of Sony Products. Further, the Great East Japan Earthquake devastation and its implications also effected Sony's procedures badly and resulted in intensive re-establishment costs. In the presence of the exterior and uncontrollable difficulties, Sony was struggling to cope with the increasing competition and it became difficult for Sony to maintain its market show within the consumer electronics and game industry. In accordance with such problems the most notable management team of Sony was relatively conservative. As a result, Sony lost its competitive border in the industry due to diminish in its technological innovation. In a nutshell, the principal emphasis of Sony Company on restructuring strategies in such alarming and challenging situation leads to tremendous and continual deficits.

Overview of Sony Company Strategies and its own Implications

Sony Firm is a huge in its industry having well-built key competencies. They have economies of range and wide opportunity both in production and research and development due to its huge network in Japan, america and other countries all around the world. Additionally, its unique quality, technology and differentiated products are other top tactical benefits that can help it to attain competitive gain in market.

Sony's business operations have been restructured many times in last two decades. Sony's first signs or symptoms of loss started out in early on 1990s when it experienced a loss of 293. 36b in 1995. The real reason for this damage was generally the unrelated diversification and the dearth of technology. New products are imitated soon by the opponents in the digital time because these products can be produced by assembling widely-available parts. So there always continue to be the dangers to be entangled in cost wars (Kusunoki, 2003). This can only be prevented by easily adapting changes in a way that competitors cannot continue. In a reaction to this, Sony put all its attempts into restructuring the corporation considering it as a means towards success as there is general craze of diversification in leading companies (Itami, 2001). It experienced heavy restructuring costs in this program but these attempts didn't attain the expected results and outcomes. In 1994, Sony designed an 8 company composition with an try to generate a market-responsive company however the loss prevailed. In 1996, it designed a ten-company composition with a same goal to get the company back to revenue. Again, anticipated to unrelated diversifications, heavy decentralization and nominal involvement of table room in major decisions, the loss cannot be reduced. After 1999, the company focused on Internet based products anticipated to dot com burst. This major move in business concentrate further worsened the problem. The major known reasons for further loss were having less consolidation and hence substantial street to redemption in sales. Furthermore, the economical slowdown in america was also an integral reason. Therefore, the focus on main competency was re-established which led to regaining profits somewhat.

Sony must give attention to increasing sales immediately so as to meet their short-term goals and attain success in long haul. In addition to restructurings among Sony's products, it will ensure stable profitable pattern to avoid more severe decline. Before few years, it has been in a position to reduce it cost. It will maintain this lowering to be able to increase gross margin in the long run. Moreover, it should make use of the increased leverage and other investments in the ways that can lead to optimum and useful maximizing of sales. Most of all, it should try to reduce or mitigate the macroeconomic risk which includes been a significant cause of unpredicted losses in past years.

Critical Analysis of the 'One Sony' Strategy

The most important issues for Sony are the high competition in industry and the macroeconomic dangers. In this respect Sony should re-develop its competitive advantage, regain target, ensure quality and reduce external factors influence on company's performance and success.

The chief executive of Sony Company has emphasized on the actual fact that it's the time for Sony to change now. He has given a revival plan that elucidates a significant shift from the business's unprofitable tv set business. In addition, it planned to lower 10, 000 careers as well. Inside the new strategy, it is emphasized that the Sony would concentrate on three businesses particularly the cellular devices, including smartphones and tablets; camcorders and video cameras; and games.

Sony has fruitfully expanded into various business sections (Gadgets, Game, Pictures, Music, and Financial Services) because the beginning of the company as a telecommunication company in 1946. It has diversified its product lines and has obtained exceptional reorganization in an array of sectors. It offers enhanced a great many other resources like research and development, marketing, customer services and even unrelated areas. All this has business lead to both positive and negative effects together. As diversification has lead to the development of the company, it has also resulted in decreasing its specialized features. Hence, Sony was struggling to keep your hands on its competitive gain in virtually any sector or section of its business and lost the competitive advantage from the highly specialized rivals within each segment.

So it's the need of the hour that Sony locates a particular section or sector to target and specialize in it and then it should restructure the company around that centered segment. This sort of restructuring can help the business to work with maximum of its resources in the most productive and maximum way. The current move of Sony's strategy is strictly in this range. Sony is about to terminate or combine its least profitable segments. Such restructuring will lead to the introduction of a proprietary product collection and special set of Sony hardware and software products that can be used against the highly specialized competition like the products of Apple. In this way, Sony can have an advantage over the competitors in long haul as no other company is working in such huge range of areas presently as Sony is. Sony, no doubt, will come with an incomparable experience in this regard. This type of restructuring can invert the recent unprofitable tendency of the company as it will be a strong positive sign to the market and its competition enhancing the assurance of consumers and buyers.

The segments or areas of business that should be focused must have the precise features. Sony should focus on such industries which are already its main segments, namely the buyer, professional & devices segment or the networked products & services segment. Moreover, such sections should also have the prospect or potential to get integrated with various remaining segments. In this way, Sony will be able to leverage the majority of its current resources. Most of all, this market portion should be modest in competition as well. Sony can implement the strategies in such sections where it offers bigger market talk about recently.

Keeping these benefits because, the cellular devices of Sony are really attractive sector to be centered by it. The group of Sony Ericsson smartphones launched with the Xperia brand in 2011 which managed on Android os gained an considerable market share and have a lot more potential. Likewise, the Xperia smartphones can be included with Sony tablets, personal computers and game consoles in this matter. In this way, Sony can be able to lower the cost and raise the demand for such Sony products over time keeping the main concentrate on the abundant competition in the smartphones and tablets markets.

Another sector to be targeted by Sony can be of the games. The primary reason behind it is that it is the major sections for Sony in which it offers competitive market show. The sector of games can generate synergies among Sony's product lines. Moreover, the competition in the section of game titles business is much less extreme as it is in the other market segments. Sony intends to replace the businesses of disjointed lineup of content delivery programs to increase its PlayStation game network that may offer music and video recording as well. This is without doubt a good strategic step.

However, one Sony strategy is intending to focus on Sony's digital imaging business which involves digital cameras and camcorders. This insurance plan is again not so appropriate as Sony will have to face strong competition from Cannon, Nikon, and Olympus. In addition, Sony will also face threats from substitutes such as tablet pcs that are highly equipped with advanced digital imaging functions. Keeping each one of these factors in view, it could be deduced that Sony will face great problems in the integration of digital imaging industries using its other businesses.

Another appropriate feature of the new strategy is your choice of shrinking it business as the severe competition from Samsung and LG, the deficiency of synergy potentials and the comparatively low share of market is rendering it impossible for Sony to achieve or hold on to its competitive advantage.

The concentrate on certain sectors will provide various benefits to Sony. Sony can begin acquisitions within related sections once it has established strong focus. The acquisition strategy will lead to increase market share, to get the economies of range, decrease making costs, and offer access to new solutions and patents. An increase in the market share will provide Sony with higher pricing power. The economies of level will raise its efficiency. The decrease in the developing cost will lead to give benefit in a price competition. The systems and patents allows Sony to speed up their innovation progress which is poor right now. Sony must start by acquiring smaller companies in its focused market segment and really should overpay rates for the expected synergies as well.

Another main concentration of the new strategy is to increase the quality of its products by managing such features at the top level of management in involved way. The major strength of Sony is its brand name because consumers deem Sony's products as reliable and having high quality generally. Whereas the quality of products of Sony has decreased in last couple of years. For example, Sony announced that almost around 535, 000 of their VAIO notebook computers might maintain danger of overheating as a result of temperature gauge error in 2010 2010. In the same way, Sony had also recalled eight models of Sony digital cameras as a result of issues with the image pick-up shortly after its multiple delays in launching PlayStation3. Such quality problems have business lead to cost lawsuit bills and have damaged the corporate image as well. Now, Sony is critically emphasizing on attaining specialty area in its products to avoid such circumstances in future which really is a positive action of the strategy.

Moreover, Sony is expecting to improve its business in rising markets with better concentrate on the innovation. It really is a vital strategy for any business in order to keep itself on the market successfully. This provides it with an increase of markets' availability in the long run increasing the sales and therefore profits.

However, this strategy is lacking in one very important aspect which is controlling the macroeconomic factors. The occurrence of Sony in the international market has lead to its sensitivity to exchange rates and local economies. Without doubt, Sony cannot get direct control over such factors but it can utilize its Financial Services portion to mitigate the chance subjection. Sony can apply this plan by causing derivatives deals (currency swaps and interest swaps) or by firmly taking short positions specifically securities as long as these practices adhere to laws and rules. The most difficult job is goal congruence. This means alignment of the manager's incentives with the entire company because such hedging actions can impact the success of the financial services portion. If these factors are overlooked, they'll again lead to unexpected deficits to Sony in the long run making all other methods unrewarding.

Sony needed the immediate action in presenting the company system in the first place (Kunii, 2000). It then performed an organizational improvement synchronized with the changes in the surrounding environment. Its strategy shifted relative to Chandler's proposition that "organization employs strategy". Sony's organizational reforms and giving an answer to environmental changes following the bubble collapse were significant (Nishiwaki, 1990). The main one Sony and one management system will lead to resolve many problems and have the capability of increasing the performance of the business as all the major decisions are now to be studied and executed by the very best management. The brand new approach stresses on the strengths of the complete Sony Group as "One Sony" by implementing an instant decision-making process. By using this, Sony's primary goal is to regenerate and cultivate the consumer electronics business to create new value in addition to help expand escalation of the stable business foundations of the Entertainment and Financial Service businesses.

This management framework has reduced the prior complexity of the machine and efficiency is expected to be increased. The more top-down control is expected to start to attain Sony's goals for the next years as it is stated it is the key to identify the necessity to 'create visions', 'motivate', 'build path' and 'align people' (Kotter, 1999). The concentration is on development of six components for successful tactical leadership which involves determining a firm's perspective, retaining central competencies and mounting individuals capital. All these aspects are presented to build up new technology and benefit from a centralized decision making system over time (Hannan and Freeman 1977, 1984).


Sony has confronted many difficulties for quite some time and has had the opportunity to properly identify many of its real problems. The most recent strategy will lead to address them to some extent. Although some improvements have been proven in the recent years but nonetheless many areas should be focused on in this strategic change. The basic cause of it is the fact that Sony is not a market head now. Resultantly it generally does not have that old power to influence the path of the marketplace and follow its plan. Furthermore, the insurance policy of defending its own interests has became exigent. The strategies need not be deliberate always, they can emerge as well (Mintzberg, 1980). This plan is good in many aspects and can lead to revive Sony Organization but still Sony needs to work hard if it wants to make it through and gain back its market-leading position again.


A wide selection of unrelated businesses functions are usually justified based on scale and range economies but this unrelated diversification can become more unsafe than helpful in long haul. So, Sony must perform a homework to examine the financials and brand price of its different business units as its competitor Samsung did. Sony should restore focus and invest in development and make improvements in its key competence. It'll be helpful in regaining brand control.

Sony should rebuild its R&D, design, and marketing departments as well. Creativity should be induced in both products and services that will improve the relationship between your brand and the consumer. The invention should make valid brand sense. It can be done by reflecting consumer preferences.

Sony should promote the marketing function to the plank room again and invite marketing to take a lead of the business enterprise and the strategy as marketing and branding cannot be used in a tactical level handled by marketing managers who don't possess an understanding of the broader vision over time.

The market has become enormously competitive. In this situation Sony should follow the old branding techniques only in the event these are steered by way of a brand oriented control. The very best management including the CEO of Sony should assess this is and id of the brand to its customers in these vibrant and challenging times in a manner that they innovate and lead the sectors in which Sony is functioning.

It is extensively important for Sony to get back the cool factor. It will enhance its designs and features all over again as this is the main strategy which can help Sony to survive in competition of the industry having strong competitors like Apple, Nokia, Samsung among others. The supremacy in designs and customer oriented features are extremely necessary to be attained.

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