Case Analysis | July 26
Sanyo’s Think GAIA Vision and Turnaround Efforts | Strategic ManagementSubmitted By:Abhijit Chandra PandaAditi SinghVidhi SureliaVinay S.M. | Group 7, January 2011 Batch |
Case Analysis
Sanyo’s ‘Think GAIA’ Vision and Turnaround Efforts*
*Source: ICMR Center of Management Research
This case elicits a vision that Sanyo adopted and how it went about implementing it. The primary reason for this was to have a turnaround – revive the business areas that were lowering the bottom line for the company.
The scale of the company was massive and the old vision did not give a direction to compete in the market that Sanyo faced. The earthquake that destroyed the company’s uninsured semiconductor plan pushed it further into losses. A restructuring was the need of the hour!
Amid such lack of coordination, Tomoyo Nonaka, a journalist, was appointed Executive Chairman to be the flag bearer to the diverse businesses of Sanyo. What followed the establishment of an environment friendly vision of ‘Think GAIA’ were the intended turnaround efforts undertaken under the leadership of Nonaka.
The analysis of the case that follows showcases the various factors that led to the need of the turnaround, the measures taken as a part of the strategy formulation and the implementation process.
As students of the Strategic Management, we intend to learn as to which are the factors that led the current situation in which Sanyo is (as dated in the case) – those that are internal to the company and the external factors faced by it. Based on the vision of Think GAIA, our focus has also been to understand the Strategy Formulation Process and its approach at implementing the vision, i.e. the Strategy Implementation. The outcomes assessed in the case are unclear of the success of its turnaround efforts.
