Business Strategy at Sony

1. Business Strategy At Sony Company

2. INTRODUCTION • Sony is a leading provider of phones, its accessories and PC cards in the entire world. • Sony's biggest competitors are Apple, Samsung, LG and Microsoft. • The company is the fourth largest producer of mobile handsets in the world. • Sony showcased sales of Yen 622.7m in the year 2012.

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4. Mission statement: • The mission statement helps to focuses on the production of products abnd services. In order to contibute to stratgic planning process the products and services must be creative, innovative and provide value for money at the same time. • Vision statement: • The Vision statemnt of Sony allow it to become world leader in the area of mobile phone industry. The long term objective of the company lets it to become the largest entertainment company in the area of broadband.

5. Contd.. • Sony's Goals and Objectives are: • Continue growth with respect to sales and profit. • Creation of high valued products and services for the consumers. • To focus on introducing continuous technological innovation in its product and service offering. • To contribute towards natural environment as well as meeting the dreams of future generation. • To reduce the overall carbon footprint. • To enhance the market share by 7 percent. • These goals and objectives help the company in achieve the strategies formulated by strategic planning. The goals and objectives makes its easier for the company to achieve the strategic planning.

6. Contd.. • Sony's Core Competencies are: • Miniaturization in the area of electronic usage. • Creating products with innovative designs • Strong marketing through advertisement and promotional tactics. • Deep technical know how. • Immense focus on research and development. • Brand image and consumer loyalty.

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8. Contd.. • Climatic conditions of a nation – Earthquake prone areas of India, Tsunami in Japan. • Upcoming technologies. • Technical and human resource expertise present with Sony.

9. SWOT analysis and Porters five force model are important techniques to develop strategic business plans for an organization. Effectiveness of these techniques are described as under: • The effectiveness of SWOT analysis: • To identify the internal and external business environment conditions. • With this, company can come to know about its strengths and opportunities. • Further, the firm would come to know about its weaknesses and threats so that company can work upon them to improve them.

10. The effectiveness of Porters' five forces : • By this technique, impact of external and internal forces can be determined on company. • Sony can assess the bargaining power of its consumers. • Also , it is beneficial to get information about new entrants. • Will be able to determine the threat of substitute products . • Determine the competitor’s strategies and marketing activities.

11. SWOT helps to determine the internal capacity of an organization To analyse the strategic position SWOT is been done as followed: • Strengths(S): • First identified company to deal in mobile technology. • Well-built administration policy. • Innovation. • Quality. • Brand image • High specialized integrated services. • Weakness(W): • High pricing. • Inter-rivalry among departments.

12. Contd.. • Threats (T): • Major competitors Samsung and MI • Economic recession • Electronic network security • Opportunities(O): • Investment to gaming segments • Business expansion internationally • Better and increased number of sales

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14. Environmental audit is conducted with the help of Porters five forces analysis and Pestle analysis. • (1) Porter’s five forces analysis • Intensity of competitive rivalry • Is very high due to leading other competitors. • Market segment are electronics, games financial services, pictures and joint ventures. • Sony leads the market by Bravia line LCD TV. • They hold competitive cost over the rest of LCD market. • The status of rivalry will not show any deteriorating mark in the upcoming stages. • Full focus on technological innovation high end design and product differentiation from the rivalry.

15. Contd.. • Threats of new entrants: • It’s not easy to enter because the cost will be too high to compete with the electronic giants that already exist. • The intensity of new entrants is Low. • Threats of new Substitutes: • Although, Sony has tried to differentiate their products through modern design, high quality graphic and superior technology. But, still they have a threat of new substitute products like iPod over Sony Walk man I pad over Sony play station. • Substitution like music download or streaming cause a negative effect on Sony recording.

16. Contd.. • Bargaining power of suppliers: • Bargaining power of suppliers is low. • There are a lot of companies that sell electronic parts which Sony can choose from. These companies are the rival with others to propose the lower price of parts. • Bargaining power of Customers: • The bargaining power of customers of SMC is high. • Customers have a choice of electronic products and can decide to choose the product which they want.

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18. (2) Pestle Analysis • Political: • Taxation rates are high. • Low rate of value added tax. • Japan ranks 15th in the world for ease of doing business. • Economical: • Low prices of Sony products. • Increased Competition in Japan. • Huge loss of 100 billion due to natural calamity attacks. • Technological: • Use of more improved and advanced technologies. • Company do not need to import any technological product. • Social: • Company has now started focussing on the corporate social responsibility activities.

19. Contd.. • Legal: • The legal regulations and standards prevailing in the country in which business operates. • The employment acts and various laws. • Environmental factors: • Uncertainty of climatic conditions. • Pollution and waste. • Recycling of material.

20. When formulating new strategies stakeholders play key role i.e. • Employees: • Provides information on the behalf of customer’s needs and preferences. • Main role employees is to execute the plan of action. • Conduct the organizational and environmental audit. • Customers: • To provide relevant information to company with respect to their wants and preferences. • Buying of goods and services produced by SMC.

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22. Contd.. • Shareholders and investors: • These are those who bought company's share and are the part of ownership in firm. • They are concerned with the maximum outcomes in terms of profit. Investors are those who invest their money into business as a capital to earn their share from profits. • Investors want leaders to keep their promises, develop a compelling growth strategy, align core competencies to the strategy and then to ensure that people are committed to delivering services on these promises.

23. Market entry strategy will be the most suitable and feasible strategy which can be adopted by SC. • Benefits: Increased market share, enhanced customer base, high revenues and awareness of brand image. • For example: Entry in Afghanistan market for selling mobile phones.

24. REFERENCES Storey, J., 2014.  New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Brueller, N. N., Carmeli, A. and Drori, I., 2014. How do different types of mergers and acquisitions facilitate strategic agility.  California Management Review. 56(3). pp. 39-57. Laufs, K. and Schwens, C., 2014. Foreign market entry mode choice of small and medium-sized enterprises: A systematic review and future research agenda.  International Business Review.  23(6). pp. 1109-1126. Karakaya, F. and Stahl, M. J., 2015. Global Barriers to Market Entry for Developing Country Businesses. In  Proceedings of the 1993 World Marketing Congress. Springer International Publishing. Naidoo, V. and Wu, T., 2014. Innovations in marketing of higher education: Foreign market entry mode of not-for-profit universities.  Journal of Business & Industrial Marketing.  29(6). pp. 546-558.

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