Sony: A case study
Change is constant in the technology industry and in contrast to some other product categories, there is relatively little consumer loyalty when the next new thing is looming on the horizon. Although the Sony Corporation had distinguished itself in the past, its fortunes were flagging in the early 21st century. Critical to its lack of development was the absence of cohesion: different divisions were more interested in preserving their territory than advancing the interests of the organization (Jones, 2007, p. 118). Operating costs were nearly double as a result of organizational inefficiencies. The new CEO Howard Stringer worked to downsize the organization, eliminating divisional leaders whom he perceived did not have the organization's interest at heart. Stringer had a difficult task because he was attempting to streamline the organization's bureaucracy and managers were inevitably protective about their jobs and power.
As the company continued to flounder, Stringer assumed more and more control, including taking the title of president for himself over the company's electronics division. He replaced managers with outsiders that had proven success records, and refocused R&D on producing blockbuster products, given that the costs of this aspect of the company's production...
The result is appositive impact on its revenues. A slight slump in the demand for the telecommunication equipment creates a real threat to Samsung's profitability. It therefore has to engage its competitors through innovations. The company must therefore strive to invest as well as improve its businesses so as to protect its market share and financial stability. Poor profitability of Samsung securities Sony Corporation's Opportunities Growing industrial electronic as well as consumer
Kutagari's fervor did not impede him from researching potential of market for his idea -- another mark of the succesful entrepeneur. His persistence, belief in his work, tenacity, and originality led to the hugely popular Playstation that launched in December 1994 (Edge Staff, 2009). Kutagari, in other words, epitomized all that innovation requires. Firstly he chose an article that possessed the four qualities of 'opportunity': (2) Opportunity is attractive -- Playstation is
Sony's Supply Chain Management Strategies: Best Practices in High Tech Supply Chains The strategic series of systems, processes and programs that enable any company to exceed customer expectations on a consistent basis and be profitable is the performance of their supply chains. The synchronization of supply chains ensures that customers will have a consistent positive experience when purchasing from a company, and this holds true for both Business-to-Business (B2B) and Business-to-Consumer (B2C)
Buyer Power: Retailers are the primary tier of buyers in the television segment of the global consumer electronics market. There are a variety of retailing channels used in this industry. The primary channel of distribution is through electronics retailers, like Best Buy, which comprises 65% of the total market value. Hyper and supermarkets, such as WalMart and Target, make up only 14.4% of the market. Sales via department stores, like Sears,
This measure is -3.34% for FY 2009, compared to 10.66% in FY 2008 and 3.75% in FY 2007. 2.1.1.8 a quick ratio or liquid ratio measures the ability of a company to use its near cash or quick assets to immediately extinguish or retire its current liabilities. The higher the quick ratio, the better the position of the company. Sony's quick ratio has fallen to 0.14 in FY 2009 down
Computer Games Research When considering the short history of computers, video and PC gaming are very recent on the timeline of technology. This is one of the reasons why there have not been many conclusive studies on the negative and/or positive effects of electronic games on children and young adults -- the most formative years. With the ever-increasing interest and involvement of children in this activity, much concern has been expressed
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