Sony - Strategic Analysis
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Transcript of Sony - Strategic Analysis
Jeremy Rome
Glib Khotyaintsev
Sarah Humer
Magdalena Mandl
Lilly Edelsbrunner
Alexandru Caratas
Miriam Jarrouj
Corporate StrategyAcquired Company
Acquisition Date
Business Country Value
Music Center Inc. February, 1982 Profess. Audio USA N/A
Columbia Pictures
Nov, 1989Movies
TelevisionUSA $ 3,4 bln
Incognito Entertainment
August, 2002 Video Game USA N/A
MGM 2005Hollywood
StudioUSA $ 5 bln
Stage 6 Films 2007 Video/DVD label USA N/A
Gracenote July, 2008Media
ManagementUSA $ 260 mln
Sony Ericsson February, 2012 Electronics JPN/SWE $1,5 bln
EMI Music Publishing
June, 2012 Music Publishing US/UK $2,2 bln
Gaikai July, 2012 Cloud Gaming USA $380, mln
So-net August, 2012Info and Comm.
IndustryJPN N/A
Global Strategy
Worldwide presence in order to compete effectively
Product standardization & centralized control
Locating their value adding activities where they can achieve the greatest competitive advantage
Advantages:o Economies of Scale
o Co-ordination of activities
o Faster product development
Organizational Design
Culture : mission of a traditional Japanese company
Control : centralized, wide span of control
CEO: K. Hirai
CFO: M. KatoCSO: T. Saito
Sony Network Ent
Home Ent. & Sound
Sony Computer Ent.
Sony Mobile Comm.
VAIO & Mobile
Device Solutions
SemiconductorsMedical Sony Music Ent.
Sony Pictures Ent.
Sony Financial Holdings
Group
Professional Solutions
Digital Managing
Electronics Entertainment Financial Services
S. Nemoto K. Suzuki K. Hirai T. Suzuki H. Yoshioka M. Lynton K. Ihara
Corporate Strategy
2003: Company with Committees
Global Compliance Network
SONY Group Code of Conduct
Fostering effective and ethical leadership
Development programs: o Business visiono Management decision-making capabilitieso Networking
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