Sony is arguably Japans best known company and one of the worlds largest and most

well respected brand with revenue of 89.6 billion in its fiscal 2008. Sony has been very
successful over several decades and has used its innovation to create a multibillion and
multinational electronic empire. The three biggest markets for Sony are Europe with
25.7 % of operating revenue, Japan with 24.2 % and USA with 23.6% (Gershon and
Kanayama, 2002:111).Harris Poll Survey (2004) shows that Sony is the most recognised
brand name (ahead of General Electric, Coca Cola and General Motors) (Hays, 2009;
cited in Sony, 2012) and is in thirty fifth position in 100 best global brands after Apple,
Microsoft and Samsung (Interbrand, 2011). (See Appendix 1)

Since 2008 Sony has not turned a profit: in 2004 net income of Sony had fallen to
$851 million from $1.51 billion in 1999(Gruley and Edwards, 2011) and company expects
to lose $6.4 billion in 2012 (Tabuchi, 2012). Could be arguing that the amount of the
Sony losses is the result of specific missteps, unwillingness from huge investments in the
wrong technologies to an unwillingness to exit loss-making businesses (Adelstein and
Stucky, 2012).

However, the current economical recession, the strong yen, the earthquake and tsunami
in 2011 (losses about $1.8 billion) and the decline of Japanese stock market had forced
Sony to reassess its current business approach (Sony, 2009). Chang (2012) suggests that
“… Sony just needs some strategy, any strategy, because that is better than no strategy
at all” (Tabuchi, 2012).

The purpose of the report is to analyse the strategic capability of a Sony company and
evaluate the most important tools such as SWOT (strengths, weaknesses, opportunities,
and threats), PESTLE (political, economic, social, technological, legislation,
environmental), Resources Based-View (RBV),Value Chains and Porter’s Five Forces
which give the greatest insight into the strategy.(See Appendixes 1,2,3)

Practical and strategic recommendations of the best way forward for the company will
be given throughout the report along with a summary in the conclusions. Furthermore,
analyses on the possible steps taken by Sony are also discussed.

Factors Affecting The Future

Strategy of Sony

According to Kourdi (2009:3) “business strategy is the plans, choices and decisions used
to guide a company to greater profitability and success”. Thomas and Pruett (1993:4)
added that strategy is what makes a company unique, survivor or a winner (Cunningham
and Harney, 2012:4). This means, in an order to be unique and regain its global
competitive advantage, Sony needs to develop effective business strategy by doing
something different , something that does not fit within the current rules of ‘the game’,
called competition (De Wit and Meyer, 2010:196).

The Great East Japan Earthquake and Tsunami in 2011 have had a colossal impact on
Sony Corporation. As result of these catastrophic disasters more than 18,000 people
were dead or missing (Saporito, 2011); 10 Sony Japanese factories were temporary
closed and Blu-ray discs production was interrupted (Gruley and Edwards, 2011). Sony
(cited in Saporito, 2011) suffered direct losses of about $270 million from the quake and
an expected $2 billion in operating profit turned in to a net loss of $3.1 billion, the
company’s largest deficit in 16 years (Gruley and Edwards,2011;Sony, 2012). According
to PESTLE analysis (See Appendix 2) could be concluded that repeat of these external
issues in future could have even more disruption of Sony’s operations, shipments, delay
production and postpone the recording of revenue and large expenses to repair or
replace damaged facilities and offices (Levenson ,2009:9).

From PESTLE and Porter’s five forces analysis (See Appendix 2,3) could be seen that
technology development is very important driver of change. Increase of information
technology and the internet has changed the way organisations manage production and
ever more allowing services as well as manufacturing to be globalised (Schifferes,
2007). Sony has established a broad sales network, registered in around 200 countries.
As stated in Sony (2009) the Europe market is accounted for 13.9% of the revenues,
United States 17.9% and others 25.8%, while Japan consisted of the largest segment at
42% (See Appendix 1). Furthermore, according to Hitachi (2012), could be concluded
that the development of advanced technologies, timely and cost-effective assimilation
of such technologies into products and services and the effective promotion of such
products and services are vital to stay competitive. Sony has been left behind by a world
that’s changed its relationship with technology (Vossoughi, 2012), the company was too
confident about their technology and very slow in developing innovations while
companies like Apple deliver faster improvements and integrate the products with easy-
to-use software and online services. According to Tsuga (2012, cited in Williams, 2012)
Sony like Panasonic company “lost sight of the products from the consumer’s point of
view” (see Appendix 1). Sony’s slide from tech titan to a virtual ‘passer-by’ in the new
global market has revealed deep weaknesses in its technology culture. Digitisation and
globalisation has had further affect on Sony(Pope,2012). As result, Sony is no longer
leader in the global market; Apple, Samsung and LG now lead in markets (Boudreau,
2012).

However, Stringer and Hirai have recognised the needs of revival plan which could
include intensify its core businesses and, specially, bringing TV business back to
profitability and on the top lead of TV industry (Gruley, 2012; Tabuchi and Wassener,
2012).

The Value Chain Analysis

The primary purpose of any business is to make a profit (Hill, 2001:379). In 21st century
consumers demand higher levels of quality, much greater product differentiation and
faster rates of product innovation (Pine, 1993; cited in Cattaneo et al., 2010:127), Variety
and low-cost flexibility (from “just-in-case” mass-production to “just-in-time” mass
customisation production), with little trade off in costs, became vital in competitive
production (Kaplinsky, 1994; cited in Cattaneo et al., 2010:127). According to Henry
(2011:107), the value chain analysis supports organisation to establish the costs and
value that emanate from primary and support activities and help to identify profitable
opportunities for differentiation. To create advantages within the value chain both
primary activities and support activities need to be clearly identified (Grant, 1998:233):
primary activities are directly involved in the creation and sale of product or service;
support activities ensure that the primaries are carried out efficiently and effectively
(Henry, 2011:109). Allnoch (1997) states that resourceful and appropriate value chain
management is vital for providing best products and services to the market place (cited
in Bose, 2012:40). van Deventer(2012) states that “Sony has lost power to innovate to
Apple and the Koreans; high overheads; no new products” (cited in Kelly,2012). For
example, if Sony is planning to return TV business to profit, control of the value chain
would be vital (Wilson and Gilligan, 1997:333); consequently, company should begin to
manage its organisational resources (Henry, 2011:107-108).

In addition, Porter (1985) suggests looking outside of organisation and improving the
value chains of suppliers, distributors and customers could help the company in the
search for an advantage (cited in Wilson and Gilligan, 1997:333). For example, supplier
or distributor may help Sony to reduce costs or achieve a quality or service standards as
one of the company’s policy is to procure parts and materials for Sony products with
“high quality, competitive prices and a stable supply” from various suppliers worldwide
(Sony, 2012).

Sony was criticised for being very bureaucratic organisation, where executives are very
territorial and competitive. Company has the duplication of functions at different “levels”
and as a result: a very high cost of maintaining the management structure (Newman,
2009). For example, many of the divisions are so competitive that they refuse to share
software and other things with other divisions and this could lead to crisis control and as
result loss in profit. As Tabuchi (2012) states: “for many of them, cost-cutting is the
enemy of creativity”. Furthermore, Sony’s ‘revival’ plan involved cutting 10 000 jobs or
about six percent of across its global business, including 2000 more jobs in Japan by
March 2013 in an attempt to remain competitive in the market by further restructuring
its operations, (Duncan,2012; Osborne, 2012). Would be recommended for Sony to
continue with headcount reductions, early retirement program, outsourcing of non-core
activities (Sony, 2012), relocating some of divisions and closing non-profitable
production facilities (Duncan, 2012). These long-term cost savings would benefit Sony in
future of business successes. Overall, continue with restructuring its business activities
could create rapid and optimised decision making processes that would reinforce and
accelerate Sony’s progress, development and competitive advantage (Sony, 2012).

Could be suggested that Sony in future strategies may include an importance on

externally focused supply chain innovation. Sony needs to consider the implications of
more external faced value chain activities and their implications for more advanced
supply chain capabilities (Ferrari, 2012). A previous culture of inflexibility in product
demand could to be replaced with low-cost flexibility in product. In televisions industry
Sony has a brand reputation for innovation and quality, but unfortunately has lost
market leadership to its competitors Apple, Samsung and LG (Tabuchi,2012) Ferrari
(2012) pointed out that with competitors like Apple and with their enormous flexibilities
in supply chain, Sony has no choice but to move quickly. Soft demand and a declining
yen have had their toll. But there is a positive aspect to this pending change. Sony’s
may learn what has and has not worked well in its competitor’s high tech value chains
(Ferrari, 2012).

Resource Based View

Sony are implementing emergent strategies from both “inside out”, Resources Based
View (RBV) (Barney, 1991; Rumelt, 1991; Grant, 1991) and “outside in” (Porter, 1980),
based on Porter’s five forces analysis (see Appendix 3), to secure its current position on
marketplace(cited in Henry,2011:129-130). According to Mintzberg et al. (2009:293) the
RBV, classified on tangible(e.g. equipment, financial recourses and human resources),
and intangible recourses(e.g. intellectual and technological resources, reputation), can
maximise the capabilities of organisation and sustaining more competitive advantages.
Barney(1991) argues that resources which the organisation has access to may not be
strategically relevant, since some may prevent an organisation from conceiving and
implementing a valuable strategy (Henry, 2011:144). For example , some resources may
lead Sony to implement strategies that reduce its effectiveness and efficiency. What
makes one company different from another is its ability to appropriate(Hax and
Wilde,2003:3) resources that are valuable, rare, difficult to imitate and no strategic
substitute for it (Mintzberg et al.,2009:294) . However, Priem and Butler (2001; cited in
Henry,2011:150) suggest that the RBV of strategy is difficult for organisations to
implement.
Tangible Resources

Schumpeter (1942) argued that industries , rich in resources, are better able to survive
environmental turbulence than their competitors (Bryson et al.,2007:702). Sony has
valuable tangible global non-core assets. As result, Sony could take to thought, that if
the company does fail or as a part of its restructuring plan , some of its assets may hold
some value…for a while. Sony could consider that by selling off some of non-core
assets or unprofitable assets could help ‘fuel’ its survival. For example, in order
to “revitalise and grow” TV business, Sony is planning to close a lens factory and shed
2,000 jobs what would help to save $378 million (Russell,2012) while its competitor
Sharp is seeking a bailout from Japanese government(Cheng,2012). Would be
recommended for Sony, to continue capitalising tangible resources in order to
strengthen its position in the growing TV market and continue moving the engineering
resources out of Japan into company’s operations down in Malaysia what could help in
cutting costs(Gruley,2012).

Intangible Resources

Arguably, Sony may be the most recognised brand name in the world, regardless of
industry, holding market leadership and the rare distinction of achieving not only
incredible financial success, but also pioneering innovation(e.g. Trinitron, VAIO and
Walkman) dating back to its very inception (Home Theatre Review ,2012). However,
Sony was too confident about their technological skills and very slow in developing
innovations. As result, Sony, according to Tabuchi (2012), is struggling to catch up with
fast developing competitors like Apple and Samsung (Cheng,2012; see Appendix
1).Tsuga(2012, cited in Williams,2012) added that Sony “lost sight of the products from
the consumer’s point of view”. Then again, Sony has a lot of opportunities which could
help to utilise their strengths of innovation. The company could take advantage of its
potential to create beautiful and innovative gadgets by using four-screen strategy
(Davies,2012). Furthermore, would be recommended implementing collaborative work
within the industry(See Appendix 1).

Recommendations of Future Strategic Decisions of Sony

Sony departments well recognise their role in divisions as well as their role in the overall
Sony Group umbrella. These divisions operate as independent businesses and mislay out
on possible cooperation in inter-divisional unity (Afuah, 2009). Sony’s recent leaders
have had a problem using authority over the company as proud, territorial engineers
often avoid cooperation (Tabuchi, 2012; See Appendix 1). From the case study could be
seen that people in the media and entertainment field are different from the solid
engineering culture of Sony’s Tokyo headquarters. Blagdon (2012) states that
technology-producing companies are culturally very different from information and
entertainment companies. Furthermore, Cheng’s (1991) states that a strong science and
engineering professional culture is a key influence on the organisational behaviour of
technology (cited in Gershon and Kanayama, 2002:115).

Gershon and Kanayama (2002:113) state that traditional Japanese decision making
process is often characterised by a strong sense of organisational hierarchy. According
to Ouchi (1981) in Sony decisions are made very slowly and carefully by a management
board. Inside Sony management and staff have communication problems and stick to
formal hierarchical relationships. Could be recommended that digital communications
should be at the centre of Sony’s competitive business strategy (Idei, 1996; cited in
Gershon and Kanayama, 2002:113).

Furthermore, Sony could join together its different divisions; red-tape organisation
(Tabuchi, 2012); change its culture and rid off a rigid bureaucracy that kills initiative and
creative thinking and encourage an entrepreneurial spirit that support innovation. Could
be arguing that Sony with bound mentality requires leader who is very gifted in his
interpersonal skills (Peterson, 2011; cited in Gruley and Edwards, 2011). In order to
achieve these changes Sony may require providing training for all levels of
management, restrategy, to develop team work and reduce bureaucracy.

Conclusion

In conclusion, Sony should learn from their mistakes in past and implement more
effective and resourceful strategies to effectively rebuilt its poor reputation and to gain
competitive advantage. Strategies should highlight something that would make Sony as
unique as possible and delivers as much value to the customers as possible today and
more importantly, tomorrow (Burns, 2007: 268).

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