prezentare sony

8/9/2019 prezentare sony

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BARB ROXANABORZA IUNIAMANEA SANDAMUSCALU ALINAŢÎMPĂU RAMONA


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Sony Corporation is a Japanese !"tinationa" #on$"oerate#orporation %ea&'!artere& in ()nan Minato* +o,yo* Japan-Sony Corporation is t%e e"e#troni#s .!siness !nit an& t%e

parent #opany o/ t%e Sony 0ro!p* 1%i#% is en$a$e& in .!sinesst%ro!$% its /o!r operatin$ se$ents 2 E"e#troni#s 3in#"!&in$ 4i&eo

$aes* net1or, ser4i#es an& e&i#a" .!siness5* Motion pi#t!res*M!si# an& 6inan#ia" Ser4i#es-

S7OR+ 7IS+OR8


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RE9ENUE O6 SON8

Sony 1as ran,e& :;t% on t%e < "ist o/ 6ort!ne 0"o.a" ?==1it% a t!rno4er o/ @*;*:-?: 3*:==*:?>-== JP85-


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Mission

Be t%e .ran& o/ #%oi#e in t%e%earts an& in&s o/ o!r

#!stoers .y &e"i4erin$ t%e

.est #!stoer eperien#e-

9ALUES

De"i4erE#e""en#e

A#t 1it%Inte$rity an&

or, Et%i#a""y

Epo1er Fyo!rse"/ an&ot%ers

or,to$et%er

E.ra#e

#%an$e

Ma,e a&i//eren#e Be open


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OBJEC+I9ES G S+RA+E0IESO.He#ti4es

sales of 6 trillion yen and operating income margin of 5% in itselectronics business;sales of 8.5 trillion yen, operating income margin of more than 5%, and

return on equity ("R!" of #$% for the ony &roup o'erall, until the

fiscal year ending arch )#, *$#5;+igital maging - ales #.5 trillion yen / perating income margin

+ouble-digits in 01#2;&ame - ales # trillion yen / perating income margin 8% in 01#2;obile - ales #.8 trillion yen / perating income ignificant

impro'ement in 01#2.


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OBJEC+I9ES G S+RA+E0IESStrate$ies

ONE SON8

0reenMana$eent

?

Stren$t%enin$ #ore .!sinesses 3Di$ita"Ia$in$* 0ae* Mo.i"e5

+!rnin$ aro!n& t%e te"e4ision .!siness

Epan&in$ .!siness in eer$in$ar,ets

Creatin$ ne1 .!sinesses an&a##e"eratin$ inno4ation

Rea"i$nin$ t%e .!siness port/o"io an&optiiin$ reso!r#es


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SON8 POLICIES 3ppreciating di'ersity; 3'oiding structural conflicts of interest;

4ommunication of concern and alleged 'iolations from employees; !qual employment opportunity; o forced labor or child labor; roduct and ser'ices safety; !n'ironmental conser'ation; 0air competition; 3d'ertising; ri'acy of personal information; ntellectual property rights safety patents; designs, trademar7s, trade

secrets and copyrights; 4onfidential and property information;

0air procurement; to compete in the mar7etplace on the basis of the superiority and price

competiti'eness of its products and ser'ices. 4ommercial bribery is

illegal; Recording and reporting of information;

ersonal conflicts of interest; edia relations and public statements.


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CORPORA+E 0O9ERNANCE


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BOARD O6 DIREC+ORS


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EX+ERNAL EN9IRONMEN+ Opport!nities an&t%reats 3SO+5

Societal environment

o hreats


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o pportunities


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IN+ERNAL EN9IRONMEN+ S+REN0+7S ANDEA(NESSES

- ony structures itself into a set o/ #opanies speciali9ed in

different electronic industries ony 4orporation (electronics,ony ictures !ntertainment (motion picture, ony usic

!ntertainment (music, ony 0inancial :oldings (financial

ser'ices and ony 4omputer !ntertainment (computer and

gaming.

A-Corporate Str!#t!re

Re$iona" Di4isions

ony &roup - organi9ed into

t%ree aHor re$ionsin the 3mericas, !urope and

3sia.


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- Sony Corporation controls many affiliated companiesaround the


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ony groups the affiliated companies by those inside =apan and those

outside =apan.


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> Sony DADC (+igital 3udio +isc 4orporation group operates inthree regionsa and is di'ided into =apan, he 3mericas, and

nternational. !ach of these group companies are responsible for

the production and distribution of optical discs in their o


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> ony 4orporation - a str!#t!re by "o#ation and pro&!#t.

> .y pro&!#t - the structure is di'ided into areas li7e +3+4; 4onsumer,rofessional ? +e'ices &roup; et


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- in order to impro'e their organi9ational structure and ma7e it be moreconsistent


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Competitor’s Organization Structure -Panasonic


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B- Corporate #!"t!re

> a culture based on inte$rity, respe#t, a#%ie4eent, persona"$ro1t%, #reati4ity* tea1or, and /ai"y an& /rien&s%ip.

> ony displays many features of a traditional =apanese company.(the sense of family. ost of ony@s top officials are =apanese.Goyalty to the company is a 'alue that is culti'ated at all le'els ofthe organi9ation.

> an important part of ony@s corporate culture - t%e in4o"4eentin t%e so#iety pro."es-F Sony S#ien#e Pro$ra (to help children learn about scienceand culti'ate logical thin7ing, curiosity and creati'ity,

- donation = i""ion yen to help the communities affected by thefloods that hit hailand in *$##;

F A#%ie4e 8o!r Dreas proDect (to help children affected by thedisaster


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> ony corporate culture may be a strength due to thefact that the company respects the 'alues of thecountry


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CORPORA+E RESOURCESMar,etin$

„A business has only two basic functions - Marketing and

Innovation”

Peter Drucker

PRODUC+


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he upper and middle class families - Sony Bravia.

he tra'elling eAecuti'es - Sony VIO

+ar$et a!&ien#e se$entationPRODUC+

Pro&!#tstrate$y

ony is using a product leadership strategy his

strategy concentrates on creating an inno'ati'eproduct/ser'ice line and mar7eting program

Pro&!#t $oa"s

>ntroduce Haio I eries that


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Pro&!#t "i/e#y#"e roducts de'eloped by ony reach the maturity le'eleasily, due to the influence of /as%ion tren&s that requires ne<

designs to be de'eloped to fit customer specifications.

Pro&!#tporto/o"io


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Pro&!#ts anno!n#e& to re"ese in

Animalia line of technology products specially designed and created for pets.

+igital recording binocularsLperia ablet I 2M Cltra :+ H

3udio balls ports J eries Jaterproof Jal7men JorldNs mallest Cltraboo7 Haio O

Pri#e


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Pri#estrate$yony uses a pri#e "ea&ers%ip strate$y - pre'ent hea'ydiscounting

Mini! pri#in$ "e4e" - ony sets the standard, telling dealersthey cannot go belo< a certain price point. f they are founddiscounting, their dealership is simply re'o7ed.

ony products are priced at least #$-#5 per cent higher than

ri'als. o attract more customers in *$##, the company had cut

prices P but again, not so much that they dilute the premiumquotient of the brand

roo on


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roo onstrate$y

he maDor elements of ony@s promotion mar7eting miA are

ersonal selling

3d'ertising (H, ony H 4hannelublicity

+irect mar7eting

ales promotion

ub-brands contribute to promote ony 4orporation

s r ! on


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s r ! on3p"a#e5stratre$y

ony being the company


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6inan#e> Financial obectives

March 31, 2013March 31, 2013

ResultsResults

Current Current

Forecast Forecast

Change fromChange from

March 31, 2013March 31, 2013

ResultsResults

Sales andSales andoperating revenueoperating revenue

¥6,800.9¥6,800.9 ¥7,500¥7,500 +0.!"+0.!"

Operating incomeOperating income #!0.#!0. #!0#!0 -0.0-0.0Income eforeIncome efore

income ta!esincome ta!es#$5.7#$5.7 #0#0 -$.5-$.5

"et income"et income

attriutale toattriutale toSon#Son#

Corporation$sCorporation$s

stoc%holdersstoc%holders

$!.0$!.0 5050 +6.#+6.#

he forecast for consolidated results for the fiscal year ending arch )#,he forecast for consolidated results for the fiscal year ending arch )#,

*$#2 is as follo


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> Sony 0ro!p 68> (ey Strate$ies


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> Mana$eent Po"i#y

n 3pril #*, *$#*, ony announced a series ofstrategic initiati'es to be introduced under the ne<management team appointed on 3pril #, *$#*. Byimplementing a rapid decision-ma7ing approach that

dra


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+%e #orporation per/orin$ in ters o//inan#ia" ana"ysis

> Operatin$ A#ti4ities +uring the current fiscal year,there


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6inan#ia" per/oran#e #opare& 1it%t%at o/ sii"ar #orporations

o other media conglomerate has a presence in all

of ony 4orporationNs four business segments. :o


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!Achange rate fluctuations affect ony@s operating

profitability because many of ony@s products are sold in

countries other than the ones in


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+%e ro"e o/ t%e /inan#ia" ana$er in t%estrate$i# ana$eent pro#ess

he ne< management team appointed in 3pril *$#*

has eAecuted a 'ariety of measures meant to re'itali9e

and gro< ony@s electronics businesses and create ne<

'alue,


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RESEARC7 G DE9ELOPMEN+

ony R?+ aims to create ne< 'alue based on the lin7ed

concepts of "inspiration" and "shared eAperience" and to thus strengthenproducts and applications.

onyNs R?+ mission can be described as "echnology for

nspiration and hared !Aperience." he frame


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7UMAN RESOURCE MANA0EMEN+> employees - a total of >; == peop"e 1or"&1i&e-> ony@s #!rrent o.He#ti4e regarding :R - to


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Related to the training of its personnel, ony offers many programs

designed to impro'e indi'idual abilities and speciali9ed s7ills

n *$$$, ony established ony Cni'ersity, an educational program for

ony employees designed to help culti'ate global leaders for the

company. n *$#*, a branch of ony Cni'ersity


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> ony introduced the &lobal =ob osting ystem and began in'itinginternal candidates to apply for open positions in other parts of the4ompany. hrough initiati'es such as these, ony aims to facilitate theoptimal placement of its human resources from a global perspecti'e, andat the same time, foster a pool of indi'iduals sets the basic internal standards to be obser'ed by all directors, officersand employees of the ony &roup.> has been adopted and implemented by each ony &roup company

globally.> ony &roup is committed to a policy of recruiting, hiring, training,

promoting and treating applicants and employees ony &roup


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SON8S IN6ORMA+ION S8S+EMS

Sony Esta."is%es Corporate IS So"!tions to rein/or#e in/orationsystes #apa.i"ities /or ore e//i#ient ana$eent in &i$ita" era- +%ene1 or$aniation 1i"" a""o1 Sony to prepare itse"/ /or t%e eer$in$ &i$ita"era .y rein/or#in$ its ana$eent in/oration syste-

In response to #%an$es in t%e .!siness en4ironent .ro!$%ta.o!t .y &i$itiation an& t%e $ro1t% o/ a net1or,e& so#iety* t%e Sony0ro!p %as &i4ersi/ie& its .!siness operations to in#"!&e &i$ita" sate""ite

.roaastin$* e"e#troni#s* entertainent* ins!ran#e an& /inan#e- Sony%opes to !se ISS 3IS So"!tions5 to /!rt%er stren$t%en its in/orationsystes #apa.i"ities in or&er to en%an#e t%e spee& an& /"ei.i"ity o/ana$eent &e#isions- +%e o.He#ti4e o/ ISS 1i"" .e to ipro4e t%ee//i#ien#y o/ Sonys ana$eent in/oration systes 3MIS5in/rastr!#t!re an& in#rease t%e ro"e o/ MIS in strate$i# p"annin$ an&

.!siness prootion-


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IS O.He#ti4es* Strate$ies* Po"i#ies an&Pro$ras

As a ission an& $oa"* Sonyis &e&i#ate& to pro4i&in$ inno4ati4e

pro&!#ts an& !"tie&ia ser4i#est%at #%a""en$e t%e 1ay #ons!erseperien#e &i$ita" entertainent- Asa &i$ita" entertainent ser4i#epro4i&er Sony 1ants to #reate ne11or"&s 4ia t%eir pro&!#ts to $i4e

#ons!ers ne1 eperien#es t%at#an sti!"ate t%eir senses-

9isionSonys 4ision /or t%eir ission is to.rin$ t%e #o!nity to$et%er 1it%en$rossin$ &i$ita" entertainentpro&!#ts t%at is !p to &ate 1it% t%e

"atest tren&s an& inno4ation-

O.He#ti4es


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+%e /ir ais to aintain ar,et "ea&ers%ip .y stren$t%enin$ its position inareas s!#% as te"e4ision* 4i&eo* a!&io* an& &i$ita" ia$in$- it% t%e $ro1in$an& e4er #%an$in$ te#%no"o$y ar,et* Sonys ain o.He#ti4e is to s!r4i4e int%e $r!esoe /ast pa#e& ra#e 1%ere e4ery i""ise#on& o/ t%e ra#e #o!nts-

Strate$y+%e ne1 strate$y /or Sonys net1or,pro&!#ts an& ser4i#es $ro!p* 1%i#%.rin$s to$et%er t%eir $ae.!siness* #op!ters* an& ot%er

net1or, &e4i#es s!#% as t%eiro.i"e pro&!#ts is to a##e"erateinno4ation o/ t%eir net1or,e&ser4i#es .y &e"i4erin$ ne1 an&e#itin$ eperien#es /or !sers-

Po"i#ySonys #orporate po"i#y isip"eente& to ens!re t%e inte$rity o/its ep"oyees- +%e #o&e o/ #on&!#t isto ep%asie an& stren$t%en#orporate $o4ernan#e* .!siness et%i#s

an& systes t%ro!$%o!t t%e Sony0ro!p-

Sonys .!siness po"i#y is #reate&in #op"ian#e to t%eir ission*o.He#ti4e* strate$y- +%eir .!sinesspo"i#y is ,no1n as pro&!#tresponsi.i"ity to %a4e itsep"oyees ,no1 t%at t%ey

pro&!#e $oo&s t%at #ons!ers!se-


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Pro$ras>- Prootin$ $reater opport!nities /or

1oen


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Sony BM0 #opy prote#tion root,it s#an&a"

In No4e.er


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7o1 &oes t%is #orporations IS per/ora#e an& sta$e o/ &e4e"opent #opare1it% t%at o/ sii"ar #orporations Is it appropriate"y !sin$ t%e Internet* intranetan& etranets

Di//eren#e .et1een Sas!n$ LED an& Sony Bra4ia

+1o o/ t%e "ea&in$ naes in t%e #ate$ory o/ e"e#troni#s* Sony an&Sas!n$ present yo! t%e .est aest%eti#s* '!a"ity an& /eat!res t%atno ot%er #opany #an at#% !p to- +%e #opanies are t%e .est int%eir respe#ti4e /ie"&s* %a4e near"y ta,en o4er e4ery e"e#troni#ste#%ni'!e* an& p!t t%ese"4es /or1ar& .y $i4in$ t%eir o1n to!#% toit- +%e Sas!n$ LED an& Sony Bra4ia %a4e .een presente& to p!t/or1ar& in t%e #opetition an& see 1%o t%e .est is a/ter a""-

Si i" iti & Di//


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Sii"arities an& Di//eren#es

> ony gi'es t e< forms of organisation on a global scale.

> nformation echnology infrastructures> Business process re-engineering and change management issues

connected &lobal management;>

ndustry analyses.

A ti iti . i % "& . IS


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A#ti4ities .ein$ %e"& .y IS ana$ers

tandard acti'ities include> e'aluating user needs and system functionality and ensuring that 4

facilities meet these needs;> planning, de'eloping and implementing the 4 budget, obtaining

competiti'e prices from suppliers, to ensure cost effecti'eness;> scheduling upgrades and security bac7ups of hard ensuring the smooth running of all 4 systems, including anti-'irus

soft ensuring that soft


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S!ary o/ interna" /a#tors


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Stren$t%s- corporate structure;

- corporate culture;

- employees;

- the solid position in emerging mar7etsin the consumer electronics categoryo'er many years;

- pro'ides inno'ati'e products andmultimedia ser'ices that challenge the the in'estments in research andde'elopment to get the ne


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S+RA+E0IC AL+ERNA+I9ES AND RECOMMENDEDS+RA+E08

3naly9ing the strategies de'eloped by ony up until no< the

company should thin7 to a combination bet


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Regarding the business strategy ony ought to use the

same strategy pri#e "ea&ers%ip ony


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IMPLEMEN+A+ION

0OAL Re&!#e t%e n!.er o/ 7D +9 /ro = o&e"s to H!st

0OAL Maintainin$ t%e .ran& appea" t%ro!$%"ea&ers%ip pri#e strate$y

3s an eAtent to this strategy the company could ma7e apri#etestin$, on a certain mar7et and analy9e the customers

reactions.his could be a starting point for further strategies


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$#%anne"s

E9ALUA+ION AND CON+ROL


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he control of each acti'ity is made by the production manager,


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he control of the first three acti'ities must be done by the

mar7eting manager from each country


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he control should be done by a human resources

representati'e and it can use the mistery shopper so as to

analy9e the employees capabilities and


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