Sony Executive Summary
Executive summary
Sony's current financial difficulties are tied into its corporate culture which was verbalized over 30 years ago. With such an immensely colossal multinational corporation, greater orchestrating and more utilization of strategies should be pursued. Sony could commence with the implementation of a new mission verbal expression, with profit and benefits of the company tied more proximately to everyday operations. Internally, the four forces, the management, the designers, the engenderment and the marketing should achieve better communication and cooperation. Coalition and cooperation between competitors should additionally be actively sort after in order to engender standards in new fields. Sony should aim at being the bellwether instead of being the maverick. As for cost cutting, Sony should earnestly consider establishing operations in other Asian countries in order to capitalize on the frugal labor and the budding markets. Finally, diversification, instead of pursuing the expeditious transmuting and facilely imitated consumer goods market, Sony should utilize its technological ken-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 vigorous. Introduction The first thing that comes to people’s minds of the company and products of Sony is its high-technology-filled-with-contrivances electronic goods and innovation. It was additionally this innovation that makes Sony the greatest company that commenced in post-war
Sony's current financial difficulties are tied into its corporate culture which was verbalized over 30 years ago. With such an immensely colossal multinational corporation, greater orchestrating and more utilization of strategies should be pursued. Sony could commence with the implementation of a new mission verbal expression, with profit and benefits of the company tied more proximately to everyday operations. Internally, the four forces, the management, the designers, the engenderment and the marketing should achieve better communication and cooperation. Coalition and cooperation between competitors should additionally be actively sort after in order to engender standards in new fields. Sony should aim at being the bellwether instead of being the maverick. As for cost cutting, Sony should earnestly consider establishing operations in other Asian countries in order to capitalize on the frugal labor and the budding markets. Finally, diversification, instead of pursuing the expeditious transmuting and facilely imitated consumer goods market, Sony should utilize its technological ken-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 vigorous. Introduction The first thing that comes to people’s minds of the company and products of Sony is its high-technology-filled-with-contrivances electronic goods and innovation. It was additionally this innovation that makes Sony the greatest company that commenced in post-war