...GBA490 Sony Case Study 18 October 2012 Table of Contents Appendix Exhibit 1………………………………………………………………..3 Exhibit 2………………………………………………………………..8 Exhibit 3………………………………………………………………..9 Exhibit 4………………………………………………………………..10 Exhibit 5………………………………………………………………..11 Exhibit 6………………………………………………………………..12 Exhibit 7………………………………………………………………..12 Exhibit 8………………………………………………………………..13 Exhibit 9………………………………………………………………..13 Exhibit 10………………………………………………………………14 Exhibit 11………………………………………………………………14 Exhibit 1: Dominant Economic Features Market Size and Growth Rate Record Label Market Size: * Total revenues for the music industry in 2011 was 7.4 billion dollars * Sony accounted for 27.6% of total market share * There were 231 businesses in this industry in 2011 * Regulation was heavy, the change in technology was high--causing revenue volatility--the barriers to entry were high, and competition was high. * See Photo: Market Growth Rate * Total Album Sales- Sony was second highest with 29.29% of the market share, behind the leader Universal by a slim 0.56% * Sony was still the leading holder of market share in physical album sales at 31.08% * In digital sales, Sony was still behind Universal by 2.99% and 6.76% in album sales and individual track sales, respectively. * Record labels as a whole were in decline * Regulation was high, as was change in technology * ...
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...Brian T Castagna Wilmington University BBM 402 Sony Case Study 1. Sony had been so successful in the past with the Walkman, Playstation, and other electronics because they were innovative and new for their time. They helped reshape the music and gaming industry as we know it today. Without such developments, technology might not be where it is today. Sony’s competition was also vastly different. At the time of the Walkman, there were no other major competitors and the purchase of CBS Records only furthered their stronghold on the industry. Sony’s product quality was also superior, as they were known world-wide for producing electronics of the highest design. 2. Mr. Idei stated that the integration of the divisions across the global market proved to be quite challenging, but yielded excellent lessons for future mergers. He said that he would have preferred a “soft acquisition” rather than a hard one, and in saying this, I believe he means that in order to successfully integrate new divisions in new markets, a strategic alliance would suit the company better than a straight merger. This way, the company will be able to assess the major differences in the different markets, while not sacrificing production. Mr. Idei noted that there are advantages and disadvantages of this strategy, but I believe the strategic alliance approach works best in the long run as you’ll have two strong companies, who have a strong knowledge on their current markets, working together to...
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...Sony case study Introduction Sony 5 Image 1Throughout the 20th century, the pace of technological advancement has increased dramatically. The digital revolution, now upon us, will see further massive steps forward. This case study looks at the ways in which Sony has been able to stay at the leading edge of the new technologies. Sony Corporation is the leading manufacturer of audio, video, communications and information technology products for the consumer and professional markets. Its music, pictures and computer entertainment operations make Sony one of the most comprehensive companies in the world. Founded in 1946, Sony has been at the forefront of technological advances and now has 1,041 consolidated companies, 65 affiliated subsidiaries and employs more than 177,000 people throughout the world. Sony recorded world wide sales in excess of $56 billion in the year ending March 1999. Sony has developed a wide product portfolio which includes goods that have become integral parts of modern lifestyles; the first Japanese magnetic tape and tape recorder in 1950, the transistor radio in 1955, the first all-transistor television set in 1960, the first colour video cassette recorder in 1971. In 1979, Sony launched the Walkman Personal Stereo, which has sold 150 million units world wide. It is the single best selling consumer electronics product ever and has become a way of life for a generation. The compact disc and MiniDisc systems have radically changed the music industry and,...
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...CHAPTER SIX – SONY 1. How did Sony internationalize its R&D activities? What were the initial motivations for Sony to establish technology centres abroad? How would Kuemmerle categorize the R&D centres at Sony? 2. How have the motivations for internationalizing R&D changed over time? 3. Why did Sony feel the need to internationalize its R&D activities in the late 1980s and early 1990s? 4. How did Sony manage its overseas R&D activities? How did the managerial approach evolve over time? 5. What have been the problems with Sony’s way of managing R&D activities? 6. Besides in-house restructuring to strengthen its technological capabilities, what did Sony do to rejuvenate its businesses? 7. Can you provide an update on the internationalization of Sony’s R&D activities, using materials available on the Web? CHAPTER SIX – SONY 8. How did Sony internationalize its R&D activities? What were the initial motivations for Sony to establish technology centres abroad? How would Kuemmerle categorize the R&D centres at Sony? 9. How have the motivations for internationalizing R&D changed over time? 10. Why did Sony feel the need to internationalize its R&D activities in the late 1980s and early 1990s? 11. How did Sony manage its overseas R&D activities? How did the managerial approach evolve over time? 12. What have been the problems with Sony’s way of managing R&D activities? 13. Besides in-house restructuring to strengthen...
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...1. How did Sony internationalize its R&D activities? What were the initial motivations for Sony to establish technology centers abroad? How would Kuemmerle categorize the R&D centers at Sony? • In the early 1950s Sony first started to internationalize its activities as early as the 1950s, in an incremental and cautious way. • Sony started only exporting product through foreign agencies or its own sales offices when entering foreign markets. • Overtime Sony moves again incrementally establishing overseas technology centers once the overseas sales and manufacturing subsidiaries were successful. • The centers were built by their Japanese business divisions/labs or foreign subsidiaries. The motivation for Sony’s foreign subsidiaries to establish R&D activities is to: o Solve problems faced by local sales and manufacturing activities. o To modify products for local markets and provide technological support to overseas plant At the early Internalization period Kuemmerle would categorize this as Home-base-exploiting sites because their main goal is to support manufacturing facilities in foreign countries also to adapt local demands in the foreign markets. The information flows to the foreign laboratory from the central lab at home. However, in the late 1980s and early 1990s it changed towards Home-base-augmenting sites because their goal was to gain knowledge in advanced technology locations. The information flows from the foreign laboratory to the central lab at home...
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...(http://www.thecasesolutions.com/) (http://www.thecasesolutions.com) Posted on Home (http://www.thecasesolutions.com) >> Business Case Studies (http://www.thecasesolutions.com/business-case-solutions) >> American Greetings ← Previous Post (http://www.thecasesolutions.com/simons-hostile-tender-for-taubman-22197) Next Post→ (http://www.thecasesolutions.com/yokohama-corp-ltd-a-22201) American Greetings Harvard Case Solution & Analysis AN INDUSTRY IN DECLINE Greeting card industry was faced massive changes as it had attained maturity and was now in decline. Overall greeting card sales had been contracting in the U.S. for some years and negative growth was expected in the next five years to 2015 (Exhibit 4). Hallmark was the largest card company in the U.S. that was privately owned by the Hall family with $4 billion of revenues. The organization had expanded its operations in more than hundred nations and thus it was well-diversified geographically. Overall, the U.S. card industry was contracting with 9% reduction in last six years and the trend was expected to continue with a minimum of 4% decline over next 4 years and 16% in a worst case scenario. Major cause and diver of this decline in demand was changing social interaction norms and advent of alternative forms of communications through social networking and digital imaging. Increase in use of these alternatives by the populace to express their love and keep in touch with their close ones was reducing the need to send paper based...
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...Comments TECH 2/09/2014 @ 9:00AM 23,771 views Forbes.com Sony Spins Off TV Business In Bid To Reconquer Market BY mark Sparrow Comment Now Follow Comments If you’re of a certain age you’ll probably remember growing up with a Sony Trinitron TV in your living room. Back in the late 1970s when I grew up in England, when Europe still produced most of its own televisions, Sony dominated the TV market with its superbly sharp Trinitron screens boasting rich blacks and saturated colours. Indeed, at one time there really was no alternative. Gradually the likes of Philips ,Hitachi , Grundig and countless other small European producers fell by the wayside, even with the help of high import tariffs to protect the European TV business. To get around this protection, Sony set up an EU television factory in the UK and soon cornered the market. For a decade or more the huge lumbering CRT screens with their shiny Sony name badges stared back at viewers. If you didn’t have a Sony it was probably because you couldn’t afford one; and that’s the way the market looked until the advent of flat-screen technology. The problem for Sony was that it was caught unawares by the sudden popularity of flat screens, perhaps because it was too busy enjoying its dominance in the conventional CRT market. Sony intends to spin off it TV business by the summer and concentrate on high quality 4K screens. Without the facility to produce its own LCD panels Sony found itself forced to buy in components from the likes...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory * Join * Search * Browse * Saved Papers ------------------------------------------------- Haut du formulaire Bas du formulaire ------------------------------------------------- Haut du formulaire Bas du formulaire * Home Page » * Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) In: Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not...
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...Case Study 2 MGT 545 By: Vincenzo Marchese ABSTRACT Over the past three years I have been building a branding and developing agency. The goal of my company is to help those who want to achieve a certain level of success in fashion and entertainment. I started this company with one singer, who is now signed to sony records. When beginning the journey of executed one’s dream many times we are side tracked as was I. Over the years I have been able to build my company, though it is still in the growth process I am working on perfecting my agency so my Service stands out from the rest, and my execution is perfection. Both Chapter 4 on Cost Leadership, and Chapter 5 on Product Differentiation it close to home for me. I this case study I am analyzing my own business, and going thru the processes I went thru to make my service both innovative, and yet similar. The second I walked into my first public relations class at St. John’s University I knew what I wanted to do, and what I wanted to create for myself. Did I know how to do it? Not really, did I know where to start? Absolutely not, did I even know who my customer was? The answer is no to any questions that would make sense for any young entrepreneur. In all fairness I was 19, and overwhelmed with excitement. Thru the years of interning for fortune 500 companies, and working at them after graduation I decided it was time to play with NYC, and see where I could go with my “vision”. ...
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...Journal of Business Case Studies – Second Quarter 2006 Volume 2, Number 2 Case Studies In Marketing Research Donald K. Hsu, (Email: yanyou@hotmail.com), Dominican College ABSTRACT The use of case studies for Marketing Research has been examined. Starting with a topic selection, students collected the background information from various sources. A focus group was conducted to gather detailed information. A questionnaire was designed for an in-depth survey of the general public. Using mall intercept, 100 or more convenient samples were collected from the questionnaire. SPSS software was used to analyze this data. Then a final report with possible recommendations was written. During the course of this research, students made face-to-face interview with senior managers or CEO, selected appropriate Harvard Business School cases, did research using Internet or library resources, and added much real-life learning to the theoretical in-class knowledge. INTRODUCTION V ase studies in Marketing Research have attracted much interest for global researchers. During the last two years, participants at the European Applied Business Research Conference presented findings in marketing related topics: 56 papers in 2003 and 25 papers in 2004. Out of the 81 papers, 24 reported work on marketing research. Cho and Ha (2004) measured consumer behavior by surveying 300 people on two brand names, Chow et al (2003) studied the environment friendly (eco-label) issues on the...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...[pic][pic]Brief Overview: Kodak is a multinational American corporation which has become a household name most known for its film products. The company has come face to face with many changes due to the digital revolution which has created a rapid changing photography industry. George Eastman began Kodak in 1880 and introduced the first Kodak camera in 1888 coining the slogan “you press the button, we do the rest.” Eastman held a high standard for the company when it came to competition however with many managerial and product line changes, Kodak has slowly fallen behind in the industry. The company has experienced many shortcomings with the most recent trend of digital photography. According to Exhibit 7, from 1998-2002 Kodak was 2nd to Sony in the U.S. for the percent of units sold. The company is now considering layoffs as market share, film sales, and company revenues are down. Problems: § The company is faced with multiple managerial problems. First, the company lacked fresh blood in its management team. All of its CEO’s primarily came from the manufacturing jobs within its own company. This hurt the company overall and put a damper on keeping up with technological changes and competition as “Kodak avoided anything risky or innovative.” Second, when the company finally did add new blood to its management team things still didn’t look up. CEO Kay Whitmore was added in 1990 and changed the focus to “film based technology” such as the Photo CD. In an attempt to integrate...
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...Lund University Centre for East and South-East Asian Studies Master’s Program in Asian Studies Master’ East and South-East Asia Track Spring semester, 2011 The Development of the Uppsala Model A Study of Samsung Electronics Author: Li Zhou Supervisor: Magnus Andersson Abstract: Based on an explorative case study approach, this thesis investigated whether the Uppsala model functioned in Samsung Electronics Corp. (SEC) case. The purpose of this study was to upgrade the Uppsala model by using a representative case of SEC. This thesis found that there are two dimensions derived from the Uppsala model. The first dimension is the sequential nature of the internationalization process in terms of psychic distance (from the market with close psychic distance to the market with remote psychic distance). The second dimension is a “market commitment” dimension, which means the form of market operation established from low-level commitment to high-level commitment. Two hypotheses derived from the two dimensions of the Uppsala model will be applied in SEC case. The first hypothesis is that the shorter the psychic distance between SEC’s home environment and target markets, the earlier will SEC establish foreign activities in those markets and vice versa. This hypothesis will be tested on a the macro-level with regards to the geographical distribution of Korean1 outward FDI and will be tested again during the internationalization process of SEC in two target markets-China and the US, to...
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...Industrial Marketing Management 43 (2014) 67–76 Contents lists available at ScienceDirect Industrial Marketing Management The establishment of industrial branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry Nor Aida Abdul Rahman a,⁎, T.C. Melewar b,1, Amir M. Sharif c a b c Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL MIAT), Lot 2891, Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia The Business School, Middlesex University London, The Burroughs, Hendon, London NW4 4BT, United Kingdom Brunel Business school, Brunel University, Uxbridge, Middlesex, UB8 3PH, United Kingdom a r t i c l e i n f o a b s t r a c t Logistics partnerships across dyadic and triadic relationship networks have been the basis of extensive research in the extant literature. It is well understood that competitive advantage within logistics and distribution and within supply chains are driven by value-adding aspects of not only the core competencies of each tier in the network, but also via tangential supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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