Business Strategy Report - Sony Corp.

BUSINESS STRATEGY

REPORT

MSc. Business &Management September 2010 – September 2011

PREETHI SANKARAN

DINESH VERMA

EXECUTIVE SUMMARY

The report assesses three sub-businesses of Sony Corporation - Sony Playstation 3, Sony

Reader and Sony Vaio.

First, it reviews the external environment of the firm within current climate. The report then

breaks down the analyses per sub-businesses, examining where each product stands in

comparison with competitors, brings out the causes for the same, and explains sources of

profitability. The level of competitiveness in each industry is analysed, following which a

main competitor analysis is carried out.

It then undertakes an internal resource based analysis to determine the quality of resources

and capabilities of the firm with respect to each sub-businesses, whether they are allocated

appropriately, and suggests changes to this. Based on said internal and external analysis, it

recommends strategic options for each business. This is followed by a brief financial analysis

with respect to competitors.

Finally, an internal review of the firm is undertaken with respect to the culture and human

capital to assess the level of strategic fit with the goals and direction of organisation as a

whole. To conclude, it recommends a strategic path for the sub businesses that aims to

leverage the strengths and improve on the weak areas within the larger context of the

organisation, which will ultimately augment profit margins and maximise shareholder value,

and most importantly increase value for the consumer.

The report finds that PlayStation is gaining market share, edging closer to rival XBOX360,

however, it needs to focus on integration of technologies and service, and implement some

damage control in order to regain trust.

eBook readers are rapidly growing, and Sony must push its product more aggressively,

adding features that appeal to the multi-capability movement that is arising within the

industry.

Sony Vaio must focus on cutting costs – a cost advantage is a better strategy here. It must

also implement regional advertising campaigns, to gain regional market share, a strategy that

was successful in the past.

Finally, Sony needs to implement then Japanese principle of Kaizen throughout its

organisation, in order to ensure reliability of goods and services as perceived by the customer,

increasing product value and upholding brand image.

TABLE OF CONTENTS

EXECUTIVE SUMMARY .................................................................................................................... 2

OVERVIEW ........................................................................................................................................... 5

PESTLE Analysis ............................................................................................................................... 5

1. SONY PLAYSTATION 3 .............................................................................................................. 7

1.1. External Environment & Industry Analysis ........................................................................... 8

1.2. Competitive Analysis ............................................................................................................ 10

1.3. Internal Environment Analysis ............................................................................................. 12

1.4. Option Analysis .................................................................................................................... 13

2. SONY READER ........................................................................................................................... 15

2.1. External Environment & Industry Analysis .......................................................................... 15



2.4. Option Analysis .................................................................................................................... 20

3. SONY VAIO ................................................................................................................................. 21

3.1. External Environment & Industry Analysis .......................................................................... 21



3.4. Option Analysis .................................................................................................................... 25

FINANCIAL ANALYSIS .................................................................................................................... 26

MARKET TRENDS AND FORECASTING ....................................................................................... 27

STRATEGIC ALIGNMENT WITH CULTURE ................................................................................. 29

RECOMMENDATION ........................................................................................................................ 30

BIBLIOGRAPHY ................................................................................................................................. 33

APPENDIX ........................................................................................................................................... 37

TABLE OF FIGURES

Figure 1 Number of active units ................................................................................................ 7

Figure 2 Year-on-year sales ....................................................................................................... 7

Figure 3 Porter's five forces (PlayStation 3) .............................................................................. 8

Figure 4 Console gaming business ............................................................................................ 9

Figure 5 Strategic grouping chart - gaming ............................................................................. 10

Figure 6 Console sales by quarter - 2011................................................................................. 11

Figure 7 Comparative analysis - Consoles............................................................................... 12

Figure 8 Resources and capabilities mapping .......................................................................... 13

Figure 9 Weighted option analysis – PlayStation 3 ................................................................. 14

Figure 10 US adult Ereader installed base, 2009-2012............................................................ 15

Figure 11 eBook reader market share ...................................................................................... 15

Figure 12 Porter's five forces - eBook reader .......................................................................... 15

Figure 13 eBook Reader Industry ............................................................................................ 16

Figure 14 eBook Reader- Strategic Grouping Chart................................................................ 17

Figure 15 Comparative Analysis - eBook Readers .................................................................. 18

Figure 16 eBook & Print book Industry CAGR ...................................................................... 19

Figure 17 Resources & Capabilities Mapping - Reader .......................................................... 19

Figure 18 Weighted Option Analysis - Reader ........................................................................ 20

Figure 19 Laptop Market Share ............................................................................................... 21

Figure 20 Porter's five forces analysis - Laptop ...................................................................... 21

Figure 21 Strategic Grouping Chart - Laptops ........................................................................ 22

Figure 22 Comparative Analysis - Laptops ............................................................................. 23

Figure 23 Resources & Capabilities Chart - Vaio ................................................................... 24

Figure 24 Weighted Option Analysis - Vaio ........................................................................... 25

Figure 25 Share Price Comparison .......................................................................................... 26

Figure 26 Net income as a percentage of revenue ................................................................... 26

Figure 27 Country Breakdown Of Device Ownership ............................................................ 27

Figure 28 Working for Sony .................................................................................................... 29

OVERVIEW This report aims to undertake a strategic review of Sony Corporation, with a focus on the

sub-businesses of Sony PlayStation3, Sony Reader & Sony Vaio. First, the external

environment of the corporation is analysed within the current climate. Using this as basis, the

report breaks down into the three sub-businesses and examines them within an external and

internal context, and ends by recommending strategic options based on findings, market

research & forecasting.

PESTLE Analysis

First, a PESTLE analysis has been carried out to assess the external market Sony operates in.

Political Factors:

• Japan‟s current transition from single to double party system abstracts resulting

implications for Japan-based multinational corporations, in terms of future legislation,

government & trading policies.

Economic Factors:

• Reduction in disposable income resulting from recession has had a negative effect on

consumer electronics sales worldwide, increasing price competition.

• As a result of overwhelming public debt of 225.8% (Central Intelligence Agency,

2011) along with deflation & frail public demand, Japan faces global pressure to cut

public debt over recent months. Ratings agencies have warned Japan of possible

reduction in credit rating (The Economic Times).

• The effect of changes in currency exchange rates has been unfavourable for Sony

2007 onwards, stripping away billions of yen (Sony, 2010) and such unfavourable

currency exchange rate is deterring investors.

Social Factors

• Sony‟s largest market is Japan which accounts for 43% of sales (Sony, 2010),

however, it is an ageing population, with a median age of 44.8 years (Central

Intelligence Agency, 2011).

• Loss of trust from customers following security attack & failure to notify immediately

has tarnished Sony‟s brand image.

Technological Factors

• Consumers are moving toward multi-functional devices, meaning the demand for

dedicated devices is reducing.

• The market for 3D related technologies is growing rapidly.

• Industry-wide movement toward networked products & services and cloud

computing.

Legal Factors

• Age and content restrictions from international regulatory bodies (USK &PEGI).

• EU warnings over privacy issues following security breach on PSN network & Sony

Online Entertainment properties. (CNET, 2011)

• US parties press for legislation of uniform national security and data breach standards

for notification.

Environmental Factors

• Some of Sony‟s manufacturing activities were suspended after recent tsunami (Sony),

resulting in share price drop of 9% (Yahoo Finance).

• Regulations on the impact of electronic trash by Restriction of Hazardous Substances

and Waste Electrical and Electronic Directive. The additional procedures and

certification required as a consequence of these regulations have been increasing

costs, and affecting supply chains.

1. SONY PLAYSTATION 3 Video gaming wallet share for households has reduced from 9.3% in 2009 to 8.5% in 2010.

(Nielsen, 2011). Although PlayStation 3 reached 50m sales in April 2011 (SCEI), its active

installed base is at 42m as seen from graph below:

Figure 1 Number of active units

Wii clearly dominates the console war, and Xbox360 dominates the US market but its global

sales are not as high, allowing PS3 to exceed its sales for fiscal year 2010, as seen from

graph:

Figure 2 Year-on-year sales

Although Kinect had helped boost Xbox360‟s sales, in Japan, the PS3‟s Move has been

outselling Kinect almost at 1:2. (NextGen) However, according to recent NPD analyst data,

over 2/3rds of Xbox360‟s sales included bundles with Kinect, compared to PS3‟s 1/5th

.

Moreover, top selling Kinect software has outsold their Move counterparts and while PS3‟s

global sales have increased 12% year-on-year, it still falls short compared to Xbox360‟s 27%

and Wii‟s 14%. (NPD, 2011)

From cumulative sales (see Appendix A.1), the calculated industry concentration is 0.35,

which signals high concentration and extreme competitiveness. The Herfindahl–Hirschman

index for the industry is calculated to determine the industry concentration using

∑

, where s represents the market share.

1.1. External Environment & Industry Analysis

The figure on the right depicts

Porter‟s 5 forces with complements,

as a basis for understanding the

competitiveness in the industry.

Ostensibly, it affirms the high

concentration value, and further

explains the sources of such stiff

competition - overall, the industry is

unattractive for new entrants, and the

main concerns are competitors and

the increasing number of substitutes.

The explanation for each of five

forces can be found in the

Appendix (A.2). In terms of substitutes, PC gaming poses an interesting issue because the

hardware is readily accessible in most cases, lowering overall cost. Moreover, the global

online gaming market one of the largest amongst the main online entertainment markets

(music, games & video). Along with mobile phone gaming, which is currently challenging

the portable gaming console market, and the ever growing social gaming market, these

substitutes are widely absorbed by casual gamers. The factors increasing rivalry overpower

the effect of brand loyalty, making it an extremely competitive business to operate in.

TVs and games are pre-requisites to console game play, and form the complements in the

analysis, as can be seen from the figure below. Sony‟s ownership of developing studios and

the SCEI developing its own games maintains some control over the games that are playable

on the PS3, however, third party developing studios produce games for both XBOX360 and

PS3, mitigating the hold over the software market for PS3.

Figure 3 Porter's five forces (PlayStation 3)

Figure 4 Console gaming business

The above diagram breaks down the console gaming business and helps understand sources

of profitability. Sony‟s PlayStation business makes most of its money from royalties from

licensing of gaming software.

For example, every $60 game sold would render $7 profit to Sony, with the rest absorbed by

the retailers, distributors and the publishers who pay the associated advertising agencies and

developers (Los Angeles Times).

Sony has strong support from in-house developing teams and 3rd

party developers that help

drive profit for PlayStation. Game play experience can be broken down to the quality and

performance of each of its components: the console, the game and the TV.

Therefore, if any one of the elements are delimiting, it would affect the collective experience.

By understanding this relationship & perceptions and expectations of the gamer, key success

factors are discerned:

1. Price – is the product competitively priced?

2. Innovation – does it offer innovative technology and game play?

3. Online platform – does it have an extensive collection of online games?

4. Reliability – how reliable are the hardware and platform?

5. Exclusive games/ support of 3rd

party developers – how strong is this?

6. Technology – how high-tech are the systems and products?

7. Timing – launch at appropriate time?

To understand how the competitors are performing with respect to these, a competitive

analysis is undertaken next.

1.2. Competitive Analysis

A strategic grouping chart is formed with a view to understand where the firm competes. The

chosen axes are x: price and y: performance & gaming experience:

Figure 5 Strategic grouping chart - gaming

From the above, two points can be discerned: (1) in terms of serious gamers, the significant

threats to consoles are from PC gaming & portable consoles, and (2) mobile & online gaming

is an rapidly growing group, currently already eating away market share from portable

consoles, a popular choice amongst casual gamers. According to the latest NPD report, digital

game downloads for mobile devices are almost half of all video game (full game) downloads

(NPD, 2011). Although a popular choice for hard-core gamers who prefer the flexibility to

modify their graphics as they please, the threat of PC gaming may not be that high – as of

2009, computer game sales were a mere 4.80% of total game sales (see Appendix A.2)

After its launch in March 2011, the sales of Nintendo‟s 3DS overtook every other video

gaming console, clearly signifying the demand for 3D gaming. Furthermore, the sale of PS3

last year seems to be edging closer to Wii‟s, leaving XBOX360 behind as a result of their

regional focus.

A Competitor Analysis – Nintendo Wii

Nintendo has sold over 86 million units of Wii, a sales figure almost double PlayStation 3„s

50 million units.

• Strategy – Build a low cost console with moderate technology and sell it at a

lower price to capture the amateur market. It was pure game play that Wii

capitalised on – the experience & the technology to enhance it.

• Objectives – Gain market dominance by appealing to an untapped market

segment, do it at a low cost, and earn profit on every console sold from the very

beginning.

• Assumptions – Their main assumption is that the hardcore gaming market is rife

with competition and unprofitable; and this has worked brilliantly for them.

• Resources & Capabilities – Key strengths include innovation, technology and

capability to capture and respond to market trends & gaps.

• Predictions – Following the announcement of Wii 2, the firm is expected to bring

something innovative again, as motion sensing as already been adopted by

competitors, resulting in decline in sales growth.

With the main competitor analysis under the belt, it is instructive to understand where

PlayStation 3 stands in comparison, and the following table illustrates this.

Figure 6 Console sales by quarter - 2011

Figure 7 Comparative analysis - Consoles

It can be seen that PlayStation3 markedly falls short in 3 aspects:

1. Price: Sony‟s strategy to produce a powerful console doubling as a „multimedia box‟

providing value for money by offering a huge hard disk, Blu-Ray with wireless capability and

free online gaming (at a considerably high price for a console, but cost effective for the

features) failed to attract consumers to the degree it hoped – either consumers failed to

understand the „value-for money‟ aspect of the product, or weren‟t too inclined towards the

propriety format, which was still at its infancy at the time. Four years after its release,

PlayStation 3 broke even and started selling at a profit from June, 2010 (IGN, 2010). This is a

very long time to break even, considering that gaming console cycles usually last 5 years.

The latest slim PlayStation 3 sells for $300, double of Wii‟s $150. Xbox is in between at

$200.

2. Timing: Sony lost a lot of ground by failing to launch PlayStation 3 in time, releasing in

Europe & Australia 8 months after its Japan & US launch, missing the critical November-

December season. Consequently, market share was lost to Xbox360 who wanted the first-to-

market advantage, even sacrificing Xbox for it. Clearly, competition was underestimated.

3. Reliability: The significance of recent data breach and network down time cannot be

overemphasised.

1.3. Internal Environment Analysis

This involves assessing the resources and capabilities of the firm in terms of strategic

importance and relative strength, specific to PlayStation3 (see Appendix A.3 and A.4) (Grant,

2010). The following graph summarises this:

Figure 8 Resources and capabilities mapping

Sony should utilise the key strategic strengths technology, R&D, developing studios, product

development & online gaming to the maximum and invest in these areas. Avenues that need

to be worked on are marketing, patents and brand management to support the above. The next

section investigates strategic options that the firm could undertake by leveraging these key

strengths.

1.4. Option Analysis

Based on aforementioned analyses, the following come through as strategic options:

1. Expansion of dedicated gaming studios: A good number of exclusive games are one

of the key success factors in this industry. By drawing from R&D and profit derived

from existing developing studios, further expansion would prove to be a successful

driver of profit, as PlayStation 3 makes most of its money from software sales.

2. Innovation by integration of 3D and motion sensing: This option has an integrated

approach that aims to leverage various profit driver aspects. 3D gaming a rapidly

growing industry, with an estimated 500% growth rate for 3D TV purchase by 2011

(Accenture, 2011); and motion sensing peripherals have shown rapid adoption, as

seen earlier.

3. Target Market Expansion & Focused Advertising: Playstation 3 is not popular

across all demographics. In 2010, PS3 primary console female players were 9% and

21% for males Wii takes away a huge chunk of the female population at 80% see

Appendix A.13). In order to capture this still underserved market, targeted market

diversification, software title expansion toward more interactive, incorporating motion

sensing and encouraging group play is suggested.

4. Renovating the Advertising Campaign: Revamping the marketing strategy for

PlayStation 3, which clearly explains the advantage it has over competitors and

explaining the value of the console is suggested. This would also give a chance to do

some damage control and place the product in the minds of the consumers. The need

for greater mindshare is required.

The following table conducts an option analysis to identify the optimal course of action,

based on strategic criteria for evaluating alternatives:

Figure 9 Weighted option analysis – PlayStation 3

It can be seen that integration of motion sensing and 3D gaming, and focusing on core game

play has turned out to be the most feasible option, that best utilises the current strengths of

Sony. This option doesn‟t call for much capital investment either, making it financially

feasible given current operating loss.

2. SONY READER

The eBook reader industry has shown

phenomenal growth over recent years, and this

trend is expected to continue. In US alone, it is

estimated that eBook reader sales will reach

more than 20 million by the end of this year,

which is 8.7% of the adult population; and by

2012, this number is expected to go up to 12%

(eMarketer, 2011).

Amazon‟s Kindle is the market leader in eBook

reader industry with the global shipments in Q3

amounting to 1.4 million, leaving Sony behind at

0.23 million, coming in at 4th

rank.

The industry concentration ratio is 0.24,

signifying high competition, with some scope for

profitability for new entrants. US absorbs a

majority of the global shipments at 72.4%. 2010‟s

global shipments are around 10.8 million; and this

figure is expected to go up to 14.7 million in

2011, and 16.6 million in 2012 (IDC, 2011).

2.1. External Environment &

Industry Analysis

The threat of new entrants, supplier

power and buyer power is low for the

same reasons as for PlayStation 3. It is

important to consider the threat of

substitutes, however – Smartphones

have shown one of highest growth rates

in the industry at 26% (Accenture,

2011). Traditional books, although a

viable substitute, have witnessed a

decline as a result of rapid growth of the

eBooks market. According to Amazon,

for the last year, the sales ratio of

eBooks-to-printed books was 105:100;

with Waterstone‟s reporting similar

10

C1 C7

29

Figure 10 US adult Ereader installed base, 2009-2012

Figure 11 eBook reader market share

Figure 12 Porter's five forces - eBook reader

sales. In the UK, the ratio was 242:100. These staggering numbers puts the importance of

eBooks into perspective – Amazon has been selling hardcover books for 13 years, and Kindle

has been out for just 9 months (Guardian, 2011). However, a caveat – the launch of iPad in

April 2010 has skewed the market share of dedicated eBook readers.

Compliments are eBooks which are available on company websites linked to major

publication houses and some also have independent authors. Connection to these databases

via 3G, Wi-Fi or computers is essential to facilitate download and exchange of eBooks.

Figure 13 eBook Reader Industry

The above diagram explains all the actors in the eBook reader business, and indicates sources

of profitabilty. It is important consumer to have ease of obtaining ebooks via various

channels of connectivity, and exchange of ebooks with other readers.

Although Kindle offers a browser, its interface is very archaic and fails to add the value it

intended. However, it offers connectivity in Wifi, 3G and via PC, making it superior to the

Reader in that aspect. Sony supports both PDF and ePub formats, which Kindle doesn‟t.

From the above, the following success factors are arrived at:

1. Range of ebooks – how extensive is the range of ebooks offered?

2. Connectivity – does the product ensure full connectivity?

3. Value added features – does the product offer features that add extra value?

4. Design – how competitive is the product design?

5. Manufacturing capabilities – does it ensure reliablity of products?

6. Distribution and retail – does it product have a sufficiently wide distribution network?

7. Advertising – is the product being advertised adequately?


The following graph summarises where Reader competes, in comparison to others competes.

The chosen axes are x: price & y: product features.

Figure 14 eBook Reader- Strategic Grouping Chart

Clearly, the threat from smart phones and media tablets cannot be ignored. They do the same

job, with great functionality. The growth of media tablets is expected to be around 160% and

smart phones 26% (Accenture, 2011).

A Competitor Analysis – Amazon‟s Kindle

Kindle has easily taken over the eBook reader market as founder and CEO Jess Bezos notes:

“We had our first $10 billion quarter[...]Kindle books have now overtaken paperback books

as most popular format on Amazon.com” (BookSeller, 2011). In 2010, Amazon‟s net sales

were up 40% and net sales have increased by 28% to $1.15 billion; its international segment

sales were up 26% to $5.74 billion (Amazon, 2011). Whispersync for Kindle is Amazon‟s

reply to the movement toward integrated services across devices.

• Strategy – Using current resources to provide a profit making product in a rapidly

growing industry and it has not changed since 1997 – the „1997 Letter to

Shareholders‟ inclusion in every annual report signifies this and re-affirms trust as a

stable company.

• Objectives – To capture the market with a easy to use eBook reader with value added

features, and use dominance in electronic commerce, to market it aggressively. They

seek to be the “Earth’s most customer-centric company for three primary customer

sets: consumers, sellers, and enterprises.” (Amazon, 2011).

• Assumptions – Amazon recognises that their competitors have greater resources,

more customers, longer history and more brand recognition; and also what they‟re

capable of doing with it.

• Resources & Capabilities – It is a mutilnational e-commmerce giant that has

diversified products and services with competitive factors: selection, price,

convenience, reliability and quality.

• Predictions – Maintaing market share by focusing on key strengths and international

expansion.

The following table assesses where Sony Reader stands in comparison to others in the

bussiness:

Figure 15 Comparative Analysis - eBook Readers

It is important to note that although Sony has a global focus its competitors Pandigital and

Nook are US centric, with China based Hanvon a close competitor for regional markets.

Demand for eBook readers over recent years has been driven by price competition amongst e-

paper based offerings, the introduction of colour readers, and the expansion of digital books

and periodicals across genres and offerings (IDC, 2011).

The graph on the next page illustrates current and projected CAGR (Compounded Annual

Growth Rate) of eBooks and print books from 2005 onwards – print books‟ CAGR from

2010-14 is expected to decline by 5%, whereas it increases by 40% for eBooks. By 2014,

eBooks are expected to have a share of 14% in the industry, overall.

Figure 16 eBook & Print book Industry CAGR


The resources and capabilities assessment tables can be found in the Appendix (A.6 and A.7);

and is summarised:

Figure 17 Resources & Capabilities Mapping - Reader

The main weaknesses of the firm with respect to the Reader are marketing and sales, strategic

innovation and brand value. Sony reader fails to capture the mindshare of prospective

customers as a result of weak marketing. For a firm that puts much importance on innovation,

it falls short in its Reader business by not leveraging those resources to offer a competitive

product.


Based on previous analyses, the following options are advised:

1. Introducing value added features: Considering that smartphones & tablet PCs pose a

serious threat, a sure way to augment market share is by increasing the functionality

of the reader. For example, having just a single product from the line offering wireless

internet & 3G is not enough – it needs to be a feature of each edition.

2. Advertising Campaign: An aggressive marketing campaign is suggested, one that

would successfully educate the consumers about the competitiveness of the product,

and absorb the adoption of potential owners of eBook readers. This is mainly because

Amazon has an effective vehicle for communication. Therefore, the Reader needs

more publicity.

3. Alliances with periodicals: Although they offer periodicals on their library, this needs

to be diversified to gain the attention of the market. Having two major publication

house‟s support is not enough to compete with a giant like Amazon. The offerings

have to be increased, and faster.

The table below assesses the options based on strategic factors to recommend a feasible

option:

Figure 18 Weighted Option Analysis - Reader

Introduction of value added features rank the highest, mainly because the focus here is

maximising customer value, and offering it at a competitive price. If Sony wishes to

effectively gain from the rapid growth in the eBooks business, it must pull all stops – increase

the functionality of the product, ease of access and connectivity and offer the Reader at a

truly competitive price.

3. SONY VAIO

As of 2010, HP commands the greatest

percentage of laptop market share at

18.50%, with Vaio not even in the top 5.

Although it is one of the profit making

businesses for Sony, it doesn‟t hold a great

amount of market share in the industry as

seen from graph below:

The industry concentration ratio is 0.25,

implying a high level of competitiveness

amongst the top players in the industry.

The global PC industry is expected to have

a 2007-2012 CAGR of 5.4% by 2012,

with the slow economy causing

reduction in the figure (Datamonitor ,

2008). Changes in technology and innovation and the reduction in the performance-price

ratio will continue to drive this industry, which is currently facing serious competition from

Smartphones and tablet PCs.

3.1. External Environment &

Industry Analysis

The sources of competitiveness in the laptop

industry are similar to previous sub-businesses.

The swiftly growing tablet PCs, especially the

overwhelming adoption of iPad has reduced the

number of laptop sales in recent months

significantly. Buyer power is high here due to the

large number of products in the market & high

level of product substitution. Another important

point to note is the bulk buying that occurs from

other firms for their businesses.

Figure 19 Laptop Market Share

Figure 20 Porter's five forces analysis - Laptop

Rivalry will continue to be driven by cost differentiation, as platform standardisation exists in

the industry, with the exception of Apple – its unique product differentiation has been vital to

its exceptional growth, allowing it to sell at a premium price. Supplier power is limited

mainly due standardisation again, with Intel and AMD being the main providers of

processors. In terms of threat of new entrants, aspiring firms will face serious competition in

both cost and differentiation as top players are huge in scale, with the resources to spend in

R&D as well as new talent, which is important for survival in this business. Cloud computing

is going to be serious threat to the laptop industry for those who want greater computing

power.


A strategic grouping chart is formed with a view to understand where exactly the firm

competes within the laptop industry. The chosen axes are x: price and y: customer value and

product appeal.

Figure 21 Strategic Grouping Chart - Laptops

Although the laptop industry has a wide range of offerings, differing in functionality and

price, Vaio mainly competes with Acer, HP, Toshiba and Dell.

A Competitor Analysis – HP

HP leads the international PC industry in terms of sales and market share (IDC, 2011). The

majority of its revenue in Q1 2011 came from laptop sales (The Guardian, 2011). HP sold

64.2 million laptops in 2010, while Sony shipped fewer than 19.1 million VAIO laptops in

the same period; and has reported a 14% yoy increase in operating profit. (HP, 2011)

• Strategy – Use current market dominance to build innovative product portfolio and “lead

the evolution of the industry” (HP, 2011).

• Objectives – Move from a multinational firm to a truly global organisation with local

expertise, update hardware to include new technologies, expand into the tablet market.

• Assumptions – Offering a wide, diversified range to cater to every consumer taste, each

offering unique customer value is key to wide acceptance.

• Resources & Capabilities – Dominant position in the consumer PC market, experience in

handheld devices, financially strong with sound R&D culture and global presence.

• Predictions – Use expertise in technology, security, web services and hardware to push

cloud computing and networked services.

Key industry success factors are summarised in the table below to understand where Sony

stands.

Figure 22 Comparative Analysis - Laptops

Data in the table supports the need for:

1. Faster addressing of problems with products: Sony‟s notebook recall due to overheating in

2008, and a similar situation in 2010 greatly affect the reputation of the company as a whole.

These issues were not addressed as swiftly as they should have been. In contrast, HP detected

battery issues for some laptops that were expeditiously addressed.

2. Innovation: Given that all notebooks use the same core technologies (processors, RAM,

etc.) and consumers seem to be looking for “good enough” notebooks and net books, and the

average lifetime of a PC has increased. In addition, competition from the tablet PC market

means that Sony should invest in introducing radical new concepts in computing.

Considering that Vaio aims to compete in the product differentiation, it cannot be ignored

that Apple has a clear advantage. Therefore, there is a pressing need to reduce costs by

efficient production and manufacturing capabilities; it is losing market share to competitors

that offer competitively priced laptops with similar capabilities. If Sony wishes to increase

market share, it must recognise this and act accordingly.


The graph below summarise the resources and capabilities of Sony with respect to Vaio (see

Appendix A.8 and A.9 for tables).

Figure 23 Resources & Capabilities Chart - Vaio

Save for specific plants that were recently affected by the tsunami, Sony‟s competencies with

respect to Vaio are strong.


Based on previous analyses, the following options are recommended:

1. Tablet series: Evidently, the tablet PC market seems to be squeezing the market share

of laptops and e-readers, with the growth rate expected to go up by a tremendous

160% (Accenture, 2011).

2. Entertainment laptop series: These powerful, media centric laptops have been a

huge hit with a large proportion of the population that want work and play in the same

machine.

After carrying out a weighted option analyses based on Sony‟s strengths, a conclusive option,

also affirmed by market trend as most ideal option is – introduction of tablet PCs (see

Appendix A.10).

Figure 24 Weighted Option Analysis - Vaio

FINANCIAL ANALYSIS The graph below illustrates a historical snapshot of share prices of Sony and its main

competitors.

Figure 25 Share Price Comparison

Over the last two years, Sony and competitors are performing similarly; with the obvious

exception of Amazon – its share price has grown from $40 in November 2008 to its highest

$202 in May 2011; and showing greater volatility, but also the greatest return. Sony‟s

forward Price-earnings ratio is 18.96, higher than HP‟s 6.96 but lower than Amazon‟s 51.90.

Also, its return on equity is currently at -7.06%, far behind HP‟s 21.54%, Nintendo‟s 5.93%

and Amazon‟s 16.26%. (Yahoo Finance)

Figure 26 Net income as a percentage of revenue

Operating income as a percentage of revenue over past 5 years is represented in graph above.

Clearly, competitors are out performing in terms of the bottom line.

MARKET TRENDS AND FORECASTING The consumer electronics industry saw a great decline as a result of the global financial crisis.

However, the sector has seen a growth of 13% in sales in 2010 and is expected to grow at

10% for 2011 (Consumer Electronics Association).

Furthermore, according to a research conducted by Accenture involving equal percentage of

gender and age brackets from US, Japan, France, Germany & the BRIC nations, the BRIC

nations seem to have an extraordinary appetite for consumer electronics, and are willing to

pay for premium prices for new and innovative products and services, unlike their mature

market counterparts which have become more price sensitive. Furthermore, although the

mature population has more disposable income, they are less inclined to spend on technology.

The younger generation, especially in the BRIC nations, are more ambitious. However, they

seem to demonstrate lesser brand loyalty and are harder to please (Accenture, 2011).

Out of the three, which business is performing the best?

Figure 27 Country Breakdown Of Device Ownership

PCs and laptops show the highest ownership percentage of 93% - 28% of respondents

purchased a laptop last year. However, just 17% of them plan on buying one in 2011. The

upcoming giants, the smart phone and tablet PCs, seem to show promising growth, taking

away from video console gaming and e-reader market share, at a growth rate of 26% and

160% respectively (Accenture, 2011). Evidently, the end of current upgrade cycle is

nearing, and being replaced by newer technologies.

Another trend is the rise of multi-capability devices - although consumers will use dedicated

devices for certain activities, they prefer to use multi-functional devices. For example, in

India, emailing from PC dropped from 86% to 67% year on year, and emailing by phone

grew from 19% to 34%. Also, the purchase growth rate for 3D televisions is estimated to be

500% in 2011. (Accenture, 2011)

So, how important is consumer electronics for the market? (see Appendix A.11)

Despite decrease in disposable income, consumer electronics is still the 3rd

largest purchase

catagory – in fact, in Japan, its the 1st. In 2011, people intend to spend more in consumer

electronics than in 2010, with China, India and Russia intending the spend the most (see

Appendix A.12 and A.13).

So, what is going to be a strong driver of growth for the coming years?

Power rankings for the three sub-businesses have gone down by 39% for Computers & 25%

for Game Consoles. However, the growth rate is an estimated 133% for e-book readers

(Accenture, 2011).

Innovation seems to play an important role, with 76% of respondents from the emerging

countries said that the perception of having an innovative product was important to them,

with 46% agreeing to the same in mature markets. The pressing need for environmentally

friendly products is not lost on today‟s youth – 68% of them agree to pay a premium price

for one. The need for stronger, sustainable corporate responsibility cannot be overemphasised

nowadays, with a generation that is increasingly aware and eco conscious. Development and

promotion of products that are environmentally friendly and perhaps with charity schemes on

product purchase will help restore Sony‟s faltering brand image and also augment profit

margins.

Based on market research and forecasting, is it suggested that Sony concentrate on each sub

business in the following order:

1. PlayStation 3: Now that it is selling each unit for a profit, the focus needs to be on

adding further to the PlayStation network. With the advent of motion sensing and 3D

gaming and its swift adoption by competitors, Sony needs to up the ante here, using

making best use of the profits thus generated. Furthermore, it needs to invest more on

restore faith in the product and the brand.

2. Reader: eBook readers, are showing phenomenal growth. They key here is to tap into

the potential consumers – Amazon‟s platform is doing so very effectively. Sony needs

to find new ways of attracting consumers that are still wary of reading books on an

electronic device. Offering more features will go a long way here – Sony needs to

answer to the rise of multi-capability devices.

3. Vaio: Considering that it is one of the main profit making businesses for Sony, it

needs more regional focus. Its celebrity endorsement in India worked exceptionally in

increasing market share in India. Expanding into tablet series and implementing

similar regional campaigns with fashionable regional celebrities would help increase

regional market share, especially in the BRIC nations, who are ready to pay the

premium price that Vaio commands.

STRATEGIC ALIGNMENT WITH CULTURE Vital components of Sony‟s culture today are quality, innovation and cost. Sony‟s frequent

restructuring has been one of the major sources of profit drain, but also has done well to

foster the close knit community setting that Sony wishes to uphold in its workplace. The

following diagram summarises the employee environment at Sony that encourages free and

open thinking, team spirit, innovation, engagement and personal growth, and good work-life

balance, which is key to delivering innovative, high quality products:

Figure 28 Working for Sony

According to DeWit and Meyer (2004): “the essence of most uniquely Japanese management

practice will be they productivity improvement, TQC (Total Quality Control) activities, QC

(Quality Control) circles, or labour relation – can be reduced to one word: Kaizen.”

Efficient quality control begins from the human capital, and Sony ensures this by hiring

innovative, driven people who have an eye for technology. However, this principle needs to

permeate throughout the organisation, especially in manufacturing- in order to truly uphold

and reap from Kaizen. The failure to do so, as seen recent years, has caused damage to

Sony‟s brand and reputation as a whole – a small fault in one product affects the value of the

entire organisation. Reputation is a valuable resource that can create a positive prejudice in

the mind of the customer, which makes them prefer the brand (Kotler and Keller, 2006); and

this can have a direct effect on the competitive advantage of the firm.

Overall, the working environment at Sony is ideal and a testament to the outstanding level of

innovation and high quality engineering seen from its products. The same, however, needs to

flow through to the rest of the organisation. Sony has a solid back-end (R&D, technology),

but its fails to bring it to the customer – its extrinsic capabilities, that are visible to the

consumer, needs to be brought up to the same level.

RECOMMENDATION

For a consumer electronics industry, the key profit drivers are (1) Increase sales volume, (2)

Reduce unit costs, (3) Reduce overheads or variable costs. Increasing sales volume is a direct

consequence of having a good strategy for each sub-business. Cost reduction is unavoidable

in today‟s context; and Sony‟s product offerings under study are slightly over-priced in

comparison to its competitors. Hence, price reduction by efficient procurement,

manufacturing and distribution has to be woven into the fabric of the organisation.

From the previous analyses, it can be seen that Sony implements both “inside-out” resource-

based view (Hamel and Prahalad, 1990) and “outside in” positioning view (Porter, 1980); a

strategy that is optimal within the rapidly changing environment – integrating both views

efficiently utilises resources and maximises capabilities, leading to sustainable competitive

advantage (Johnson et al, 2005 and Finlay, 2000).

The analysis recognises that the extremely diversified nature of Sony Corporation and its

businesses resists any fixed strategic direction. Furthermore, the consumer electronics market

witnesses innovation and rapid change in consumer wants at frequent intervals, making the

concept of a „set in stone‟, long term strategy both inefficient and destructive to the firm.

The very core of the strategy map depicted thus is a „pseudo-strategy‟ with dynamic

capability. This would allow Sony to have a flexible framework with a firm strategic

direction, at the same time, not stifle change; allow for faster response to market trends – time

is invaluable in consumer electronics.

R&D Backbone:

It is Sony‟s competitive advantage- a legacy. It must be capitalised on and support every

product offering.

Pervasive access and connectivity:

Sony must focus on ensuring that all products have maximum connectivity. Ease of access

vital to increasing customer value, as the third era of connectivity emerges– C E 3.0, where

the user can access content on any device not just at home, even outside of home (iSuppli,

2010).

Market trends, change in consumer needs, opportunities & threats:

Constant environmental scanning and immediate response to stimuli is vital to survival in this

industry. Preparation for unanticipated events and effective crisis control is important – it

relies on both pro-active and reactive control (Finlay, 2000: 241). Sony has almost always

been reactive in most of its strategic changes; and losing out on the first mover advantage;

and this greatly affects mindshare as Minzberg (1999: 96) notes: “the first product of a class

to engage in mass advertising tends to impress itself more deeply in people’s minds than the

second, third or fourth”.

Quality Control:

To ensure that consumers perceive Sony as a reliable and trustworthy company, better, more

stringent methods of quality control need to be implemented in the entire organisation to truly

reflect Kaizen.

Strategic Innovation and Management:

Innovating with a purpose – intellectual leadership is essential to develop industry foresight,

anticipate likely trends (Hamel and Prahalad, 1994) Sony must translate is strong R&D

culture into strategic innovation to effectively cater to emerging gaps in the market, on time.

This must develop into Sony‟s competitive advantage –the true sources of advantage are

management‟s ability to consolidate business-wide technologies and production into

competencies that empower individual businesses to quickly adapt to changing opportunities

(DeWit and Meyer, 2004: 326).

Communicating Value:

The most effective way for a firm to communicate to the consumer is via marketing and its

products – Sony must ensure reliability and quality in all of its offerings; so it instils trust in

the consumer for Sony as a brand. Marketing must be viewed as a investment, not a cost.

The synergy and interplay between different aspects of Sony‟s highly diversified

business needs to be considered prior to any strategic change. Although such a setting

necessitates fairly fixed strategies for businesses, it is important to account for the strategic

direction of the organisation as a whole, and important to recognise that Sony is bigger than

the sum of its parts – “unless an organisation takes a holistic, big picture approach in

designing the activities of the company, its efforts will backfire” (Markides 2004:9).

BIBLIOGRAPHY

Accenture, 2011. Finding Growth: Emergence of a New Consumer Techonology Paradigm. [online] Available

at: <https://microsite.accenture.com/landing_pages/EHT/Pages/ConsumerTech2011.aspx>

[Accessed 30 May 2011]

Amazon, 2011. Amazon.com, Annual Report 2009-2010. [online] Available

at: <http://phx.corporate-

ir.net/External.File?item=UGFyZW50SUQ9OTA4OTN8Q2hpbGRJRD0tMXxUeXBlPTM=

&t=1> [Accessed 30 May 2011]

Video game industy statics. [electronic print] available at:

<http://www.esrb.org/about/images/vidGames04.png> [Accessed at 17 May 2011]

Campbell Lisa, 2011. Kindle sales outstrip paperbacks as Amazon has first $10bn quarter.

[online] Available at: <http://www.thebookseller.com/news/kindle-sales-outstrip-paperbacks-

amazon-has-first-10bn-quarter.html> [Accessed 30 May 2011]

Roth David, 2011. Brandz Top 100 Most valuable global brands. [online] Available at:

<http://c3232792.r92.cf0.rackcdn.com/WPP_BrandZ_report_FINAL.pdf> [Accessed 30 May

2011]

Central Intelligence Agency, 2011. The World Factbook. [online] Available at:

<https://www.cia.gov/library/publications/the-world-factbook/fields/2186.html> [Accessed

11 May 2011]

Lowensohn Josh, 2011. EU official says Sony, Apple need to rebuild trust. [online] Available

at: < http://news.cnet.com/8301-13579_3-20059493-37.html> [Accessed at 17 May 2011]

McGrath Dylan, 2011. CEA: Consumer electronics sales could top $1 trillion. [online]

Available at: < http://www.eetimes.com/electronics-news/4211891/CEA--Consumer-

electronics-sales-could-top--1-trillion> [Accessed at 17 May 2011]

Datamonitor, 2008. PC Industry Profile: Global. [online] Available at: <

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=34402064&site=bsi-live>

[Accessed at 30 May 2011]

Emarketer, 2011. Sharp Growth in Ereader Penetration.[online] Available at:

<http://www.emarketer.com/Article.aspx?R=1008404> [Accessed at 30 May 2011]

Grant, R. (2010). In Contemporary Strategy Analysis (pp. 140-146).

Gabbatt Adam, 2011. Amazon and Waterstones report downloads eclipsing printed book

sales. [online] Available at: <http://www.guardian.co.uk/books/2011/may/19/amazon-

waterstones-ebook-sales> [Accessed at 30 May 2011]

https://microsite.accenture.com/landing_pages/EHT/Pages/ConsumerTech2011.aspx

http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9OTA4OTN8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1



http://www.esrb.org/about/images/vidGames04.png

http://www.thebookseller.com/news/kindle-sales-outstrip-paperbacks-amazon-has-first-10bn-quarter.html

http://www.thebookseller.com/news/kindle-sales-outstrip-paperbacks-amazon-has-first-10bn-quarter.html

http://c3232792.r92.cf0.rackcdn.com/WPP_BrandZ_report_FINAL.pdf

https://www.cia.gov/library/publications/the-world-factbook/fields/2186.html

http://news.cnet.com/8301-13579_3-20059493-37.html

http://www.eetimes.com/electronics-news/4211891/CEA--Consumer-electronics-sales-could-top--1-trillion

http://www.eetimes.com/electronics-news/4211891/CEA--Consumer-electronics-sales-could-top--1-trillion

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=34402064&site=bsi-live

http://www.emarketer.com/Article.aspx?R=1008404

http://www.guardian.co.uk/books/2011/may/19/amazon-waterstones-ebook-sales

http://www.guardian.co.uk/books/2011/may/19/amazon-waterstones-ebook-sales

HP, 2011. Annual Report 2009-2010. [online] Available at: <http://phx.corporate-

ir.net/External.File?item=UGFyZW50SUQ9NzkyMjF8Q2hpbGRJRD0tMXxUeXBlPTM=&t

=1> [Accessed at 30 May 2011]

IDC, 2011. IDC Press Release. [online] Available

at: <http://www.idc.com/getdoc.jsp?containerId=prUS22660011> [Accessed at 30 May

2011]

Reilly Jim, 2010. PS3 Profitable, Price Cut Unlikely. [online] Available

at: <http://uk.gear.ign.com/articles/110/1102504p1.html> [Accessed at 21 May 2011]

Oly, 2010. Where Does the $60 You Pay For a Game Go? [online] Available

at: <http://www.ps3blog.net/2010/02/25/where-does-the-60-you-pay-for-a-game-go/>


Microsoft, 2008. Management’s Discussion And Analysis Of Financial Condition And

Results Of Operations Annual Report 2007-08. [online] Available

at: <http://www.microsoft.com/investor/reports/ar08/10k_fr_dis.html> [Accessed at 18 May

2011]

Microsoft, 2010. Management’s Discussion And Analysis Of Financial Condition And

Results Of Operations Annual Report 2009-10. [online] Available

at: <http://www.microsoft.com/investor/reports/ar10/10k_fr_dis.html> [Accessed at 18 May

2011]

Microsoft, 2011. Microsoft Earnings Release FY11. [online] Available

at: <http://www.microsoft.com/investor/EarningsAndFinancials/Earnings/Kpi/FY11/Q3/detai

l.aspx> [Accessed at 15 May 2011]

Brown Nathan, 2011. Report: PS3 Passes Xbox 360. [online] Available at: <http://www.next-

gen.biz/news/report-ps3-passes-xbox-360-worldwide> [Accessed at 17 May 2011]

Tom Ivan, 2011. Move Beats Kinect In Japan. [online] Available at: <http://www.next-

gen.biz/news/move-beats-kinect-in-japan> [Accessed at 17 May 2011]

Nielsen, 2011. U.S. Video Game Buyers Shifting Entertainment Budgets. [online] Available

at: < http://blog.nielsen.com/nielsenwire/consumer/u-s-video-game-buyers-shifting-

entertainment-budgets/> [Accessed at 17 May 2011]

Nintendo Co., Ltd. 2011. Consolidated Sales Transition by Region. [online] Available

at: < http://www.nintendo.co.jp/ir/library/historical_data/pdf/consolidated_sales_e1103.pdf>


Riley David, 2011. Digital Game Downloads For Mobile Devices Represent Close To Half

Of All Video Game Full Game Downloads. [online] Available

at: < http://www.npd.com/press/releases/press_110504.html> [Accessed at 17 May 2011]

http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NzkyMjF8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1



http://www.idc.com/getdoc.jsp?containerId=prUS22660011

http://uk.gear.ign.com/articles/110/1102504p1.html

http://www.ps3blog.net/author/oly1kenobi/

http://www.ps3blog.net/2010/02/25/where-does-the-60-you-pay-for-a-game-go/

http://www.microsoft.com/investor/reports/ar08/10k_fr_dis.html

http://www.microsoft.com/investor/reports/ar10/10k_fr_dis.html

http://www.microsoft.com/investor/EarningsAndFinancials/Earnings/Kpi/FY11/Q3/detail.aspx

http://www.microsoft.com/investor/EarningsAndFinancials/Earnings/Kpi/FY11/Q3/detail.aspx

http://www.next-gen.biz/news/report-ps3-passes-xbox-360-worldwide

http://www.next-gen.biz/news/report-ps3-passes-xbox-360-worldwide

http://www.next-gen.biz/news/move-beats-kinect-in-japan

http://www.next-gen.biz/news/move-beats-kinect-in-japan

http://blog.nielsen.com/nielsenwire/consumer/u-s-video-game-buyers-shifting-entertainment-budgets/

http://blog.nielsen.com/nielsenwire/consumer/u-s-video-game-buyers-shifting-entertainment-budgets/

http://www.nintendo.co.jp/ir/library/historical_data/pdf/consolidated_sales_e1103.pdf

http://www.npd.com/press/releases/press_110504.html

Brightman James, 2011. Kinect Bundles Outsold PS3 Move Bundles 5:1 in February. [online]

Available at: < http://www.industrygamers.com/news/kinect-bundles-outsold-ps3-move-

bundles-51-in-february/> [Accessed at 17 May 2011]

Sony Computer Entertainment Inc. 2011. Playstation®3 Sales Reach 50 Million Units

Worldwide. [online] Available

at: <http://www.scei.co.jp/corporate/release/pdf/110415_e.pdf> [Accessed at 17 May 2011]

Sony Computer Entertainment Inc. 2011. Corporate Information. [online] Available

at: <http://www.scei.co.jp/corporate/index_e.html> [Accessed at 17 May 2011]

Sony. 2011. Status of Sony Group Manufacturing Operations in Japan Affected by Pacific Coast of Tohoku Earthquake, Tsunami and Related Power Outages. [online] Available at: <http://www.sony.net/SonyInfo/News/Press/201103/11-0322E/> [Accessed at 17 May 2011]

Sony, 2009. Annual Report 2009. [online] Available at: <http://www.sony.net/SonyInfo/IR/financial/ar/8ido180000023g2o-att/SonyAR09-E.pdf/> [Accessed at 17 May 2011]

Sony, 2009. Annual Report 2010. [online] Available at: <http://www.sony.net/SonyInfo/IR/financial/ar/8ido18000003dkyy-att/SonyAR10-06.pdf> [Accessed at 17 May 2011]

Sony Computer Entertainment Inc. 2011. Unit sales of hardware (since april 2006). [online]

Available at: <http://www.scei.co.jp/corporate/data/bizdataps3_sale_e.html> [Accessed at 14

May 2011]

Sony Worldwide Studios, 2011. Welcome to SCE Worldwide Studios. [online] Available

at: <http://www.worldwidestudios.net/locations> [Accessed at 11 May 2011]

Yahoo Finance, 2011. Sony Corporation (SNE). [online] Available

at: <http://finance.yahoo.com/q?s=SNE> [Accessed at 11 May 2011]

DeWit B. and Meyer R., 2004. Strategy: Process, Content, Context, 3rd Edition: Thomson

International Business Press.

Kotler P. and Keller K.L., 2006. Marketing Management, 12th

Edition: Prentice Hall.

Mintzberg, H. et al., 1998. Strategy Safari: The complete guide through the wilds of strategic

management: Prentice Hall.

Markides, C., 2004. What is strategy and how do you know if you have one?: Business

Strategy Review, Vol. 15, No. 2, pp. 5-12.

Johnson, G. et al., 2005. Exploring Corporat Strategy: Text and Cases, 7th

Edition: Prentice

Hall.

http://www.industrygamers.com/news/kinect-bundles-outsold-ps3-move-bundles-51-in-february/

http://www.industrygamers.com/news/kinect-bundles-outsold-ps3-move-bundles-51-in-february/

http://www.scei.co.jp/corporate/release/pdf/110415_e.pdf

http://www.scei.co.jp/corporate/index_e.html

http://www.sony.net/SonyInfo/News/Press/201103/11-0322E/

http://www.sony.net/SonyInfo/IR/financial/ar/8ido180000023g2o-att/SonyAR09-E.pdf

http://www.sony.net/SonyInfo/IR/financial/ar/8ido180000023g2o-att/SonyAR09-E.pdf




http://www.sony.net/SonyInfo/IR/financial/ar/8ido18000003dkyy-att/SonyAR10-06.pdf

http://www.sony.net/SonyInfo/IR/financial/ar/8ido18000003dkyy-att/SonyAR10-06.pdf

http://www.scei.co.jp/corporate/data/bizdataps3_sale_e.html

http://www.worldwidestudios.net/locations

http://finance.yahoo.com/q?s=SNE

Finlay, P., 2000. Strategic Management: An introduction to business and corporate strategy:

Prentice Hall.

Porter, M. E., 1980. Competitive Strategy: Techniques for Analyzing Industries and

Competitors: New York Free Press.

Hamel, G., and Prahalad, C.K., 1994. Competing for future: Harvard Business School Press.

APPENDIX A

A.1

A.2

A.3

A.4

A.5

A.6

A.7

A.8

A.9

A.10

A.11

A.12

Business Strategy Report - Sony Corp.

Documents

Transcript of Business Strategy Report - Sony Corp.