PROJECT REPORT ON USING DIGITAL WORLD FOR CUSTOMER RELATION MANAGEMENT IN INTEGRATED MARKETING STRATEGY OF SONY

SONY “Like No Others”

SUMMARY

The Indian consumer durables industry has witnessed a considerable change in the past couple of years. Changing lifestyle, higher disposable income coupled with greater affordability and a surge in advertising has been instrumental in bringing about a sea change in the consumer behavior pattern. This industry consists of durable goods used for domestic purposes such as televisions, washing machines, refrigerators, microwave ovens, mobile phones etc. The growth in the consumer durables sector has been driven primarily by factors such as the boom in the real estate & housing industry, higher disposable income, emergence of the retail industry in a big way coupled with rising affluence levels of a considerable section of the population. The company’s software strategy includes the development of new audiovisual applications designed to personalize technology. Recent examples include updated Open MG Jukebox music management software, and digital video editing products, such as Picture Gear, Movie Shaker and DV Gate. Sony’s vision is to give consumers easy, ubiquitous access to entertainment and information anytime, anywhere – no matter whether the content comes from cable, satellite, terrestrial, packaged media or the Internet. SONY “Like No Others”

INTRODUCTION
Sony Corporation is a multinational conglomerate corporation headquartered in Tokyo, Japan, and one of the world's largest media conglomerate with revenue of US$88.7 billion (as of 2008) based in Minato, Tokyo. Sony is one of the leading manufacturers of electronics, video, communications, video game consoles and information technology products for the consumer and professional markets. Its name is derived from

Sonus, the Greek goddess of sound. Sony Corporation is the electronics business unit and the parent company of the Sony Group, which is engaged in business through its five operating segments—electronics, games, entertainment (motion pictures and music), financial services and other.

These make Sony one of the most comprehensive entertainment companies in the world. Sony's principal business operations include Sony Corporation (Sony Electronics in the U.S.), Sony Pictures Entertainment, Sony Computer Entertainment, Sony BMG Music Entertainment, and Sony Financial

Holdings. As a semiconductor maker, Sony is among the Worldwide Top 20 Semiconductor Sales Leaders. The company's slogan is Sony. Like no other. teens had begun buying portable transistor radios in huge numbers, helping SONY “Like No Others”

With a presence spanning 36 countries. Changing lifestyle. Visit Sony across the world and discover how a name. Sony has not only touched the lives of millions but also has made a difference in their lifestyles. Sony stands for innovation. The Indian consumer durables industry has witnessed a considerable change in the past couple of years.000. higher disposable income coupled with greater affordability and a surge in advertising has been instrumental in bringing about a sea change in the consumer behavior pattern. Leading into its next fifty years. Sony's headquarters moved to Minato.to propel the fledgling industry from an estimated 100. has given a totally new dimension to entertainment. Throughout the world today. synonymous with technology.000 units by the end of 1968. Tokyo around the end of 2006. Sony’s vision is to offer people exciting new products and new lifestyles and remains committed to the challenge of creating and realizing these dreams. The consumer appliances category can be further segmented as white goods and brown goods. state of the art technology and superior quality. The consumer durables industry can be broadly classified as consumer electronics and consumer appliances. Tokyo from Shinagawa.000 units in 1955 to 5. SONY “Like No Others” .

Handycam. refrigerators. Betacam. entertainment. satellite broadcasting and even insurance and finance. just after World War II. From its first transistor radio in 1955. higher disposable income. attempted to produce a simple electric rice cooker.Sony has continually made things better. washing machines. the Compact Disc and the floppy disc . From the outset. Sony Corporation now spans a range of industries including audio visual electronics. COMPANY PROFILE In a burnt-out department store in Tokyo in 1946. emergence of the retail industry in a big way coupled with rising affluence levels of a considerable section of the population. Walkman. information technology. the company name was changed to Sony Corporation and since then.This industry consists of durable goods used for domestic purposes such as televisions. smaller and more innovative than ever thought possible. broadcast. Ibuka and Morita strove to develop exciting products to fulfill people dreams. to the Trinitron. but it kickedoff their desire to produce products for everyday life. SONY “Like No Others” . It did not work too well. microwave ovens. Sony has become one of the most recognised brand names in the history of the modern world. In 1958. Masaru Ibuka and Akio Morita. telecommunications. The growth in the consumer durables sector has been driven primarily by factors such as the boom in the real estate & housing industry. mobile phones etc. running a company then known as Tokyo Tsushin Kogyo (Tokyo Telecommunications Engineering).

Sony stands for innovation. Sony’s vision is to offer people exciting new products and new lifestyles and remains committed to the challenge of creating and realizing these dreams. Leading into its next fifty years. SONY “Like No Others” .Throughout the world today. state of the art technology and superior quality.

the transistor radio. which became the company’s first profitable product. Ibuka and Morita created Sony’s first hardware device. Materials were in such high demand that the first tapes were made of paper with hand painted magnetic material applied by Sony’s first engineers. in post-war Japan. He inspired in his engineers a spirit of innovation and pushed them to reach beyond their own expectations. Through Ibuka’s persistence. the TR-55. Ibuka urged his engineers to improve production methods with the goal of creating a consumer product. In 1953. he wrote of his wish to build a company whose employees gained satisfaction and pleasure from their work and his desire to create a fun. SONY “Like No Others” .SONY’S HISTORY Sony was founded in 1946 by Masaru Ibuka and Akio Morita. the magnetic tape recorder evolved from the G-TYPE recorder into the Model P (for "Portable"). Ibuka was a practical visionary who could foretell what products and technologies could be applied to everyday life. the company earned licensing rights to the transistor from Western Electric. and formed a company that would eventually grow into a more than $60 billion global organization. Ibuka also fostered an exciting working atmosphere and an open-minded corporate culture. In 1955. dynamic workplace. In 1950. The two complemented each other with a unique blend of product innovation and marketing savvy. In the founding prospectus. a tape player/recorder called the G-TYPE recorder.

The road towards building a high quality color television set was quite a struggle. SONY “Like No Others” . I promise you that our name will be just as famous as your company name today. The words were used to show that Sony is a very small group of young people who have the energy and passion toward unlimited creation. "Fifty years from now. Akio Morita was a true marketing pioneer who was instrumental in making Sony a household name all over the world. Sony released the world’s first pocket transistor radio. he turned down an order of 100. Video innovation was also a priority for Sony engineers. Morita responded to Bulova saying.Japan’s first transistor radio was launched. 1967. The company name "Sony" was created by combining two words. He was determined to establish the Sony brand. the Trinitron television has set the standard for picture quality and design. a new cathode-ray tube was completed. In fact.derived from the word "trinity." meaning the union of three. in 1957. which is the root of such words as "sound" and "sonic." His words could not have been more prophetic. and "tron" from electron tube. And it was after Morita’s first trip to the United States that he suggested to Ibuka that the company name be changed from Tokyo Tsushin Kogyo to one that was easily pronounceable and recognizable. The new color television was named Trinitron® .000 radios from Bulova because they wanted the radios to carry Bulova’s name. but on October 15. Since its introduction in 1968. establishing a market leadership position for the company. One is "sonus" in Latin." The other is "sonny" meaning little son. And.

As a proponent of global localization. Further. but not before the launch of the compact disc player – another Sony innovation that changed the way people listened to music. stylish SONY “Like No Others” . When Sony constructed a Trinitron® color television assembly plant in San Diego. His excitement and faith in the product’s future success was the true driving force behind its existence. His tenure ended with his passing away in 1982. At first. it became the first Japanese-based consumer electronics manufacturing facility in the United States. the world would never have known the Walkman® personal stereo. in 1972. ultimately. Sony launched the Betamax® video cassette recorder. Norio Ohga was responsible for bringing Sony into the modern age and injecting it with a unique sense of style through product planning. the product’s compact size and excellent sound quality attracted consumers and. admired for his scientific knowledge and discipline. Morita familiarized himself with local economies and set up manufacturing plants all over the world. Kazuo Iwama was a detail-oriented person. However. He was made president of Sony in 1976. Eight out of ten Sony dealers were convinced that a cassette player without a recording mechanism had no real future. the Walkman was poorly received by retailers. and became thoroughly involved in developing the "charged coupled device" or CCD which paved the way for the camcorder and digital still camera. While he was president. without Morita. California. ignited the personal audio revolution.

Blockbuster films from SPE include Sleepless in Seattle. (It was launched worldwide in 1995. current Chairman and CEO. customers. played a key role in moving Sony into the digital network era by emphasizing the integration of AV and IT products. Celine Dion. Through Ohga’s persistence." The premise of the campaign was to provide shareholders. Jumanji. He was responsible for Sony’s image campaign. SONY “Like No Others” . Air Force One. which today form Sony Music Entertainment (SME) and Sony Pictures Entertainment (SPE) – two of the world’s largest content producers. the Sony PlayStation® game console was launched in Japan in 1994 with only eight titles. and business partners who come into contact with Sony with the opportunities to create and fulfill their dreams. employees. with PlayStation and.product design and innovative marketing. Mariah Carey. Bruce Springsteen. During his tenure from 1982 to 1995. Men in Black and Stuart Little.) Software companies were initially reluctant to support Sony’s new format because Nintendo and Sega were already firmly established. SME has produced a string of best-selling albums from artists such as Michael Jackson. However. Sony was transformed from an electronics company into a total entertainment company through the establishment of the music. and Pearl Jam. Nobuyuki Idei. Sony acquired CBS Records in 1988 and Columbia Pictures in 1989. PlayStation2. "Do you dream in Sony?" and helped coin the term "digital dream kids. pictures and gaming businesses. most recently. Sony has become the most successful game manufacturer ever.

Sony innovations have become part of mainstream culture. positively impacting the way we live. The company has been at the cutting edge of technology for more than 50 years. and helped Sony become one of Japan’s leaders in information technology products. few companies are as well positioned to drive the digital age into homes and businesses around the world for the next 50 years and beyond. Sony Corporation’s current President and COO Kunitake Ando is in charge of Sony’s global electronics operation. the SONY “Like No Others” . the Walkman personal stereo in 1979. including: the first magnetic tape and tape recorder in 1950. in the form of great products that people covet. Further. Sony has demonstrated an ability to capture the imagination and enhance people’s lives. he was responsible for Sony’s introduction of the VAIO® personal computer in 1996. the transistor radio in 1955. By complementing Sony’s core competencies with partnerships and collaborations from other companies.Idei is credited with reinventing Sony’s business model for the networked society. Sony is on its way to becoming a Broadband Entertainment Company. Previously. The Leader in Product Innovation The new millennium is here and Sony has plenty to celebrate. Throughout its history. The company’s approach – doing what others don’t – has paid off. the world’s first all-transistor TV set in 1960. the world’s first color video cassette recorder in 1971.

and Hi-Scan flat screen TVs that deliver near HDTV picture quality through Digital Reality Creation (DRC) circuitry. Sony continues to fuel industry growth with the sales of innovative Sony products. But in a digital networked world. Through research and development. storage and media (with the invention of the floppy disk. Examples include: VAIO notebooks that raise the bar in both form and function. AIT and DTF drives. Digital Mavica camera in 1997. the first 8mm camcorder in 1985. CD-R or Memory Stick. rewind and fast-forward "live" television using a hard-disc drive. DVD/CD multi-disc changers that playback both audio and video. as well as with the company’s convergence strategy. Sony’s future brand success will be determined by how the company meets the challenges of change. the MiniDisc (MD) player in 1992. PCs (with VAIO notebook and desktop computers).Compact Disc (CD) in 1982. MiniDisc recorders with a digital PC Link to marry high quality digital audio with downloadable music. the company has made considerable inroads in the areas of professional broadcasting (with the creation of the Betacam. HDCAM and 24P formats). products will no longer be SONY “Like No Others” . DVCAM. Digital Versatile Disc (DVD) player in 1998. Today. and the Memory Stick) and. mobile communications (with digital phones and the CLIE handheld). the PlayStation game system in 1995. now. the Internet. a handheld device that lets you store and view photos as well as moving photo. digital cameras that capture pictures on a floppy disk. and the Network Walkman digital music player in 1999. digital network recorders that pause. But Sony is not just the market leader in consumer electronics. Sony has always led the market in terms of innovation.

developed with just hardware in mind. SONY “Like No Others” . software. Products such as the i. content and services. with new competitors forming and consumer mindshare up for grabs. The convergence of technologies – consumer electronics." consisting of connected electronic devices. and "mobile networks" that are accessible through mobile terminals. Sony’s approach is to make it possible for consumers to enjoy various forms of content on both "home networks. the company is well positioned to bring new benefits to consumers by combining hardware. computing and telecommunications – is a reality.LINK® interface and Memory Stick® digital storage media provide greater connectivity between digital devices and will help create seamless home and personal networks. Driven by an integrated business model. BROADBAND NETWORK ERA Sony is a corporation with convergence at its very heart.

or labour relation – can be reduced to one word: Kaizen”.7 billion Yen. TQC (Total Quality Control) activities. in the case of Sony.SONY CORPORATION’S STRATEGY Sony have successfully created an incredible brand name previously. QC (Quality Control) circles. they did not make any improvement SONY “Like No Others” . The first strategic issue faced by Sony was the inefficient manufacturing structures which decrease Sony’s quality that badly affects their reputation and caused a decline in product competitiveness. However. compared to 28. They also argue that “the implication of TQC or CWQC (Company Wide Quality Control) in Japan have been that these concepts have helped Japanese Companies generate a process-oriented way of thinking and develop strategies that assure continuous improvement” (p192). In fact. The major reasons for the declining profit are affected by the critical strategic issues faced by Sony which became a main drawback for them. its legend seem to be falling apart recently. Sony’s net profit for the July-September quarter for 2006 falling 94% to 1. 8th Nov 2006). however.5 billion Yen for the same period last year (Benson. DeWit & Meyer (2004: p192) argue that “the essence of most uniquely Japanese management practice will be they productivity improvement.

or perform well in Kaizen or implement an efficient manufacturing structure that ensure high product quality which affect their product quality and caused a massive damage to the company.6 million Sony Laptop batteries which were liable to overheat and potentially burst into flames where Sony even failed to fully study the problem (Forbes. The fact that Sony’s product qualities are unable to meet the needs and expectations of their customer had completely decreases the confident of the market and swipes away its reputation. 15th Nov 2006) which will affect the compatibility and status of Sony badly.com. “it is important to emphasize that if an organization seeks to build competitive advantage it must meet the needs and expectations of its customer”. The failure of Sony in effectively implements Kaizen or sustain an effective manufacturing structure to ensure that they have high quality products had damage their strong brand name and reputation which caused them to lose their product competitiveness and competitive advantages in the market. 2nd October 2006) and there are complaints from Japan’s consumer about PS3’s new system (Wonova. Finlay (2000: p295) also argue that “a good reputation is something that all business would like to have but in some cases a good reputation is much SONY “Like No Others” . As Johnson et al (2005: p125) argue. For example.com. there is the recall of 9.

Therefore. 1999) for Sony that differentiates themselves from the competitors for them to charge a premium price for their excellent product and quality.more valuable than in others”. Reputation is one of the significant intangible resources (Collis & Montgomery. As Mintzberg et al (1999: p96) suggest. Besides than quality and reputation issues. Sony are insufficient in responding to the shift of market demand and losing of its competitive advantages. The delays for the European launch of PS3 due to manufacturing problems (BBC. good reputation can create a positive prejudice in the mind of the customer which make customer prefer the brand. as Kotler & Keller (2006) argue. “first mover may gain SONY “Like No Others” .uk. Sony also responds slower than others in the increasing demand of Plasma TVs and lost ground for key growing area. 6th September 2006) caused Sony to become incapable of fulfilling the increasing market demands which increase the stake for Sony as there are other strong competitors such as Microsoft and Nintendo to have a head start in gaining market share and enjoy first mover advantages.co. the diminishing of Sony’s reputation will create a negative prejudice and weaken their core competences which will directly affect their competitive advantages and become a major threat for Sony. Besides.

Selznick (1957) and Hatch (1997) also suggested that competitive strategy requires both the exploitation of existing internal and external firm-specific capabilities and of developing new ones. third or fourth”. they are also unable to benefit from the first mover advantages which left them behind of their competitors. Sony needs to cope with the external changes and find the SONY “Like No Others” . or so called Market Based View (Finlay. Therefore. 1998). Currently. 1980 and Mintzberg et al. Finlay (2000).advantages in building distribution channels. 2000) to secure its current position. 1991) and “outside in” – Positioning view (Porter. Penrose (1959). Johnson et al (2005). Barney. In the changing business environment. 1990. Lynch (2006) and Thompson & Strickland (2003) all suggested that an integrated approach of the resourcesbased and positioning view can maximize the capabilities of organization and sustaining more competitive advantages. Sony are implementing emergent strategies from both “inside out” – Resources Based View (Hamel & Prahalad. Sony lost its competitive advantages and large proportion of the market shares in the game and electronic industry. in typing up specialized suppliers or in gaining the attention of customer” and “the first product of a class to engage in mass advertising tends to impress itself more deeply in people’s minds than the second.

their efforts will backfire”. 1998). This managing for value strategy which “concerned with maximising long-term cash-generating of an organization” (Johnson et al. In December. Sony has been green-lighting asset sales to free up cash so they can rebuild the company around a tighter core of businesses. Sony sold part of its 49% stake in retailer StyleLife Holdings to a group of investors (Hall. “the real sources of advantage are to be found in managements ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities”. 30th January 2007). 2005: p468) by disposal of assets to get more funds and reinvest back into different business units such as R&D. Markides (2004: p9) also agreed that “unless organization take a holistic. As for “inside out”. also called the competence-based view (Hodgson. big-picture approach in designing the activities of the company.right ways to deal with it by their own capabilities or resources. As DeWit & Meyer (2004: p326) suggest. production and others can help Sony to strengthen its core competencies. SONY “Like No Others” .

2004). Related diversification among the different businesses provides Sony with sharper focus for managing diversification and is a useful degree of strategic unity across the company’s various business activities (Thompson & Strickland. because such a combination takes years to develop and is therefore difficult for others to copy”. Besides. Lynch (2000: p71) also argue that “it is the combination of resources that delivers competitive advantage. they appoint the first foreign chairman. To bring miniaturization to its product. in order to regain Sony’s competitive advantages. engineers. Sony must ensure that technologists. as well as create more value added activities. Howard Stringer to head the company with the aim to secure Sony’s main ground and hope that an outsider will assist Sony to SONY “Like No Others” . 2003). Sony also implement a related diversification stategy which involve adding businesses whose value chains possess competitively valuable strategic fits with the value chain of the company’s present business. and marketers have a shared understanding of customer needs and of technological possibilities in order to become more customer-orientated with the aim to increase competitive advantage.SONY IMPLEMENT TO BOOST Another strategy that Sony implement to boost its core competence is miniaturization (DeWit & Meyer.

Mintzberg et al (1998) argue that positioning is important and had develop the Positioning School. p11) suggest that “organization alter itself and the products and services it offers in order to match the needs of customers in its chosen marketplace which is a market-based approach. Sony also believes that the external business environment will shift the strategy of the organization. anticipating which trends are likely to emerge. As Hamel & Prahalad (1994) suggest.think outside the box. contains a theory of sustainability but not a theory of competitive advantage (i. so it is important to build Sony’s new core competence to shape the industry. 2005: p155). Finlay (2000. On the other hand.. Priem and Butler (2001) have shown that the Resources Based View. so called because the organization looks to the marketplace to see how it should act and how it should evolve”. Besides.They argue that “simply advising practitioners to obtain rare and valuable resources in order to achieve competitive advantages and. SONY “Like No Others” . However.e. value creation). as for “outside in” which is the Positioning view. as currently constituted. intellectual leadership are essential to develop industry foresight. further that those resources should be hard to imitate and non-substitutable is not very helpful in providing practical help” (Johnson et al.

Mintzberg et al (1998) developed the environmental school which argue people in strategic management must consider the range of decisional powers available. Sony insufficient in responding to the external market had caused them to lost ground in key growing areas and their strategy must be able to cope with the external environment. 2005). Sony are rewarded with a premium price with its uniqueness (DeWit & Meyer. given the forces and demands of the external context. 2004) that help them to gain greater competitive advantages. However. Bowman & Asch (1996: p36) critics that “a final criticism of Porter’s approach stems from our experience of trying to use these concepts SONY “Like No Others” . He argues that organization can sustain competitive advantages by implementing the generic strategies by position themselves either being cost-leadership. Sony had positioned them selves with a differentiation strategy which seeks to provide products or services that offer benefit different from those competitors and that are widely valued by buyers (Johnson et al. differentiation or focus (Porter. Moreover.based on the environmental factors. Porter (1991) strongly believe that making choices about how organization position their company in its competitive environment is what strategy is all about and emphasize on the importance of positioning view. 1985).

risk management and crisis control are also essential for Sony to implement in order to stay alert and increase their awareness to potential threats. broad elements of many crisis situations will be. Thus. the generic strategies present an essentially static approach to competition”. Crisis control is also reactive in that the specifics of the situations must be dealt with as they unfold”.” Finally. although the precise form of the crisis will be unknown. focuses only on the last few hundred yards of what may be a skill-building marathon. In addition to the lack of clarity surrounding the generic strategies. 1980) with its focus on productmarket positioning. It is pro-active in that. and these can be planned for through risk management and particularly contingency planning.g. Sony must learn from their mistake and implement more effective and efficient strategies if they want to get out from this current SONY “Like No Others” . Hamel & Prahalad (1994) also argue that “the traditional competitive strategy paradigm (e. Porter. Sony is still in a critical position where they need to be extra caution about all the potential crisis that they will be facing in the future. In conclusion. Finlay (2000: p451) argue that “crisis control relies on both pro-active and reactive control.with top management teams wrestling with the strategies of their organization.

Play Station and game consoles.unfavorable situation. terrestrial. SONY “Like No Others” . packaged media or the Internet. 4. anywhere – no matter whether the content comes from cable. The company’s software strategy includes the development of new audiovisual applications designed to personalize technology. Besides than their current strategies. satellite. ubiquitous access to entertainment and information anytime. such as the CLIE handheld devices and digital phones. and digital video editing products. Mobile devices. Recent examples include updated Open MG Jukebox music management software. 2. Sony’s vision is to give consumers easy. alternatives strategies suggested above should become another major concern for Sony to ensure that they can effectively rebuilt their poor reputation and regain more market share in the future. such as Picture Gear. SONY’S STRATEGY IS FOCUSED ON FOUR GATEWAYS TO THE NETWORKED WORLD: 1. AS HARDWARE PERSPECTIVE. 3. VAIO personal computers. Digital televisions and set-top boxes. Movie Shaker and DV Gate.

The result: New ways to enjoy Sony products.com. community and connectivity options planned for the near future. By pressing the button on the tiny eMarker device. Sony has been at the forefront of the movement to help consumers adopt digital lifestyles.eMarker. eMarker.not knowing the title or the artist’s name. the Internet is an "e. which. Select Sony hardware and accessories are also available for purchase in the ImageStation. means helping them maximize the power and control found within digital technology.Playground" where consumers can collect.com and www.In the company’s view.com. Designed to build a closer relationship between Sony and its customers. keepsakes and high-quality prints in a variety of sizes. share and enjoy digital pictures and video. content. Other new service offerings include www. a new information rich. and members can share their favorite pictures as gifts.com is an online service that puts an end to the most frustrating part of hearing a song on the radio -.com store. Sony is also giving consumers new reasons to visit the Internet. movie clips and music. to digital images.com helps consumers create. SONY “Like No Others” . the site will offer a variety of commerce.ImageStation. e-commerce site for everything Sony. The service offers free online albums and eCards. share and manage everything from data and text information. ImageStation. in a broadband network era. including the recent launch of SonyStyle. people can "eMark" songs they hear on the radio and locate the information through the site.

computer generated worlds. In the future. Sony’s vision is not necessarily about refrigerators talking to toasters. VAIO and Walkman sub-brands. And while traditional brand theory says brand essence should be narrowed down to one element. games and music. It’s about bringing to market products that capture the imaginations of consumers and enhance their lives in the process. each connecting with consumers across various lifestyle segments. Sony celebrates brand diversity -. SONY “Like No Others” .with the Trinitron. technology and content to forge a direction in consumer entertainment that no other company can match. PROMOTING A WORLD CLASS BRAND The phenomenal strength of the Sony brand worldwide is surely a testament to the company’s reputation for producing innovative products of exceptional quality and value. blending movies.However. Sony has the brand recognition and marketing savvy to create new product categories and revitalize mature ones. Sony has the vision. Look no further than what the company did with the Walkman brand and for the Mini Disc format. one fact about Sony remains the same: the company’s fundamental philosophy of providing products that are fun to use. look for Sony to create entirely new forms of entertainment. even in this broadband network era. to name just a few.

the brand had become generic. MD Walkman and Network Walkman personal digital audio players. print and online advertising. Additionally. its primary target market. which included broadcast. the campaign brought together an entirely new product line up comprised of CD Walkman. style-conscious consumers who favor digital downloading and ripping CDs. strategically communicated the lifestyle attributes of the Sony Walkman line to generation Y. The company knew that it needed to reinvent the Walkman brand for today’s younger. representing "older. independence. Internet and dealer events/promotions." analog-based cassette technology. the company that changed the way the world listens to music with the introduction of the Walkman personal stereo. integrated marketing campaign to re-launch the Walkman brand in June 2000. again set its sights on transforming the portable music landscape when it kicked off a comprehensive. and grassroots consumer and public relations components. SONY “Like No Others” . Titled "The Walkman Has Landed.) Sony promoted a new Walkman ideology based on personal freedom." the marketing campaign.Sony. (To many. imagination and creativity in a way that appealed to new techno-savvy. more digitally inclined music lovers.

until it was marketed as a digital music player that could record from the Internet. MD has become a gen Y favorite. A huge success in Japan. However. sales have increased by more than 40% since the MD to PC link was introduced. who is "quintessentially diverse and knows how to have fun. U. SONY “Like No Others” . With its inexpensive media and versatility (units are capable of recording Internet music." His persona offers Gen Y a bit of humor and a good dose of enjoyment.S. The company utilizes world class public relations to enhance Sony’s value. reputation and brand image. including electronic music distribution and digital television. This process ensures exposure for the company’s most important products as well as for the company’s role in key industry issues that cross multiple product categories and disciplines.S. SONY’S ABILITY TO REPOSITION Another example of Sony’s ability to reposition itself and its products is found in the Mini Disc. where it has become the dominant recording format. the company doesn’t just rely on brilliantly executed advertising campaigns to secure consumer attention. tracks from personal CD collections and favorite songs off the radio).The star of the television commercial from the campaign is an alien character named Plato. Communications campaigns are conducted on both an individual product and strategic platform basis. MD did not become a success in the U.

The most valuable asset of all are the four letters. As noted. N. SONY “Like No Others” . company-wide initiative in the U. Sony is one of the world’s greatest brands -.the company was once again rated the number one brand in the U. I tell them.S. And what I always say to them is that we have many marvelous assets here. to ensure the future of its brand. by the 2000 Harris poll. S. In other words. designed to foster a common understanding of the Sony brand among employees.S. dubbed Being Sony. an influx of new employees. Y. However.BRAND VALUES When remarking about the importance of the Sony brand name. consider this quote from Chairman of the Board. the company recently embarked on an extensive. Sony executives felt the need to clearly articulate the meaning and values inherent in the Sony brand (to both internal and external constituencies). when you consider doing something. O. or lower its value. you must consider whether your action will increase the value of SONY. was necessitated because of expansive company growth. The project. much of the brand equity Sony enjoys is rooted in product innovations. customers and consumers. while re-examining the unique relationship of the brand in American culture. Norio Ohga: "In April of every year a large number of new employees join the company." In the minds of consumers. and converging business opportunities. make sure the basis of your actions is increasing the value of these four letters.

We create things for every kind of IMAGINATION. We’re here to pursue INFINITE possibilities.Despite involvement in disparate businesses. and EFFORTLESS to use. We are not here to be logical. We help dreamers DREAM. and add to the brand’s value by re-focusing it to the outside world. Ideas that always surprise and never disappoint. Or Predictable. We allow the BRIGHTEST minds to interact freely.the primary touch-point with consumers. We take chances. We EXCEED expectations. We invite new THINKING so even more fantastic ideas can evolve. SONY “Like No Others” . yet driven by the venture spirit of Sony’s founding days. In essence. INNOVATIONS that are easy to love. Products that stimulate the SENSES and refresh the spirit. things that are not essential. the company’s desire is to leverage the brand beyond the products -. SONY HELP DREAMERS DREAM Sony is a company devoted to the CELEBRATION of life. yet hard to live without. the box manufacturer. so the UNEXPECTED can emerge. CREATIVITY is our essence. Sony. is being replaced by a new Sony – a customer-centric entity centered around broadband entertainment.

returning home from abroad This love for the brand culminated in a new relationship when inspired by a reform friendly Indian business environment. SONY “Like No Others” . Sony Corporation decided to set up a 100% subsidiary called Sony India on 16th January 1995. or the walkman. COMPANY MISSION Sony India focused towards making a difference in the lifestyles in the Indian market and open up new vistas of entertainment in the country. a Sony always remained a must in the wish list of any Indian. Whether it was the television. Their consistent commitment towards service has brought the company quite closer to the Indian customer.SONY IN INDIA Sony is not new to India. Sony India remains committed towards offering new age technology and digital concepts while working hand in hand with the Indian industry to produce and sell excellence.

Implementing MNP is good practice. this is a key reason for the CIM making it one of their Canons of Knowledge and a focus of this Journal. and it is difficult and will often require significant improvement in skills and organisation. but that is all it is because in practice it is too difficult to implement.SONY MARKETING STRETEGY PLAN That the world is beginning to beat a path to it might mean that media neutral planning (MNP) is indeed the better mousetrap. or that it’s just the current passion1. However. prejudiced or fragmented. why invent another buzzword? There is some limited merit in these views. Since MNP is just good practice and what we are already doing. and it is why I SONY “Like No Others” . it is difficult to argue against using the best mix of media for the job rather than being narrow-minded. Indeed. • Customer Relationship (crm) • Integrated marketing communications (imc) • Might mean that media neutral planning (mnp) MNP is usually either: 1. or 2. MNP is a good idea.

creativity. acknowledging the full spectrum of possibility. Thus these arguments counter each other while pointing to MNP as a new discipline and way of thinking. Sony describe it as moving from ‘broadcast to anycast’. the customer’s preferences and brand touchpoints best achieves success. from face-to-face and viral marketing to product placement and TV. Metaphors of cocktail or orchestra replace solo liquor or instrument.” MNP accepts that all media might achieve any objective. That doesn’t just mean a shift from TV to the Internet. Media neutrality begins therefore with insights into customers. It takes a wide media approach to communication planning. single medium to interactive mixes of media. subject to customer preferences. It is a shift to anything with anything. A big TV show now has an interactive component and at the very least a website. but a creative mix based on media characteristics. “the media shift is from passive. It won’t happen without leadership. focusing on media in combinations rather than singly. business objectives and market context.suggest you may need to pay attention to it. merging disciplines in an SONY “Like No Others” .

open-minded and thoroughly informed knowledge of media potential and creative characteristics. As Kevin Bishop.”3 I would add that media neutral planning inevitably leads to discipline neutral planning. We then plan what kind of experience we want them to have. their business issues and the way they are likely to be thinking. I expect my team to understand the customer. and what external factors will influence it. Only then do we start on the brief. “Planning the right approach for each (type of customer) has to start from an understanding of the customer. where that experience is likely to come from within IBM. not a preconceived view of the communications media. Most readers will probably be aware of SONY “Like No Others” . SONY INTEGRATED COMMUNICATION WORKS IN BETTER AND NEEDS MNP TO WORK BEST The case for focussing on MNP is based on just two points (with considerable evidence behind them): the value of mixed media planning and the current gaps in practicing it. Before embarking on any kind of communications brief. IBM Northern Region Marketing Director described it in a recent FT article.

John Billett’s comment that. The most effective marketing communications requires a widely blended mix of communications types and media. Simply adding one more medium is likely to improve reach and effect by 10-20%. mixed media communication is more effective in reach.these: it is the causes and the implications for new thinking and action that will concern them. Gerhard Franz captures what many commentators and practioners believe: “The strategic planning of the media mix is becoming even more crucial for effective communication with the target consumer. Research conclusively shows that harmonised. The key: 1. Briefly. targeting and customer impact. A SONY “Like No Others” . using all the communication tools to achieve synergy. you therefore need to be finding and using the most efficient and creative mix in order to achieve your objectives. “We have to move from the old goal to find the best medium to finding the best combination of media for each campaign”4 sums this up and now represents standard academic theory as well as best practice. usually under the term Integrated Marketing Communications (IMC) 2. In a competitive world.

though.wrong decision on the media mix can lead to a serious waste of the advertising budget. it is taking an integrated customer experience-based view that blends the disciplines and media. by past experiences that may no longer be as relevant but still shape decisionmaking. The trend towards integration and MNP will improve practice An added dimension of the case for MNP. but the change is more than just adding magazines to TV or radio to mail media advertising. and media agencies in particular see it as an opportunity to gain the strategic high ground. marketing practice is significantly divergent from this goal.” 3. data and system planning resources that don't make for good decision-making. SONY “Like No Others” . and by agency/client structures. MNP LEADS THE WAY TO INTEGRATED MARKETING Costs and media mix benefits together encourage new thinking. Media planning is frequently bedevilled by historic concepts and assumptions about the disciplines and media. On the whole. at least for agencies. by political infighting and commercial pressures. Agencies that adopt MNP can take advantage of this trend. is that it is where practioners are going.

In this way. can all give people important clues to a brand’s character – and in some instances. but its name. while Media edge:cia believes. these non-advertising communications media will be the all-important ones”. its stores if it has any. This leads marketers to want new and more effective ways of communicating holistically with customers.” Jeremy Bullmore says. We believe SONY “Like No Others” . Procter & Gamble. and will have to understand the potential contribution of every marketing discipline. and what external factors will influence it. planners can provide clients with truly objective advice. Leading agencies also agree. its vans and its news value. We have to look at new channels and new ways of connecting”. such as Ogilvy with its 360 degree branding concept. its packaging. where that experience is likely to come from within IBM. agrees: “The consumer is different today and we have got to be experimenting all of the time. “The planner of the future will have to embrace every relevant channel which connects a brand with an audience. head of global marketing. “That there has to be some communication between a brand and its public is obvious. James Stengel.Kevin Bishop (quoted earlier) described the IBM approach as “We then plan what kind of experience we want [customers] to have.

that this makes sense. not least because this is how consumers see brands they do not discriminate between sources of communication" Our research at the Centre for Integrated Marketing suggests that the future involves integrating IMC and customer relationship management (CRM) ITERGRATED (INTERNAL) MARKETING IMC MNP CRM MNP as the mediator between IMC and CRM within Integrated Marketing RE-THINKING DISCIPLINES AND MEDIA Simplistic judgements about communication tools and what they can do are the real barrier: • Direct marketing and sales promotion create sales • Advertising builds brands • PR creates reputation SONY “Like No Others” .

sales promotion. Furthermore. the more effectively you can use it. save them money and produce better results. The more you recognise the variety of disciplines that can be used by a single medium or communication.• Mail media is used by direct marketers • Coupons are used by sales promotion Such beliefs. affinity marketing. If AOL really took that on board the packs would get better. as can mail media. the very definitions of some disciplines need to be rethought or the disciplines recast. Take AOL’s use of mail media targeted to most homes in Britain. sales promotion can be a tremendous way to launch the brand. new media. As Andrew Harrison noted. word of mouth and viral marketing elements. if not others. SONY “Like No Others” . although legitimate. which blends direct marketing. may also be highly limiting: expertise is only prejudice in waiting. mass advertising.

John Grant, whom I quoted earlier, reformulates media into seven new categories that seem to me to be more useful than the classical ones, at least for planning purposes:
1. Knowledge media, which include instructive books, factual TV

programmes, online or cd-rom courses, seminars, user groups and venue based learning experiences. 2. Reality media, reflecting the importance of design
3. Dialogue media, including face-to-face service and phone lines, email,

bulletin boards and interactive systems.
4. Memetic media, in which people see what others are doing or thinking

and copy it, from casual conversation to opinion polls, musicals and viral marketing.
5. Community media, which Grant considers to be an active version of

the dated notion of the passive target audience.
6. 6. Story media, ranging from fictional dramas to computer games to

TV ads that provide ways to research modes of life.
7. Reputation media, not only corporate advertising, PR and publications

but also “big actions by companies”

SONY “Like No Others”

MARKETING MIX & PRODUCT PROFILE

SONY PRODUCTS :
The first market mix element is Product. A product is anything that can be offered to a market for attention, acquisition, use or consumption that might satisfy a need or want. Product decision normally base on brand name, Functionality, Styling, Quality, Safety, Packaging, Repairs and Support, Warranty, accessories and Services.

These product attributes can be manipulated depending on what the target market wants. Also, customers always look for new and improved things, which is why marketers should improve existing products, develop new ones, and discontinue old ones that are no longer needed or wanted by the customer. Sony has a variety of products ranging from electronic devices, games and entertainment. So, briefly Sony products can be categorized in the following major product categories:

i. Television and Projectors.(Bravia LCD TV) ii. Home video.( Blue-ray disc player,DVD Player) iii. Home Audio.( Hi-Fi Systems) iv. Home Theatre system.(Accessories) v. Digital Photography.( Cyber-shot Digital Camera) vi. Hand cam video camera.( Handycam high definition video Camera) vii. Computer & Peripheral.( VAIO laptops) viii. Portable Audio.( Walkman mp3 series)

SONY “Like No Others”

ix. Game.( PSP,PS2,PS3) x. Storage and Recording media.( Memory Stick)

Basic Consumer Durables:

Flaunt your Cyber-shot
Make heads turn with the smart Sony Cyber-shot. With chic colours to choose from, this trendy camera lets you capture your special moments in style.

SONY “Like No Others”

pure sound & smooth action with Sony BRAVIA LCD TV.Experience the Real Entertainment Feel true picture. Dress up with VAIO CS VAIO CS is an extraordinary blend of elegance. REFRIGERATOR • Side by Side Refrigerator • Frost Free Refrigerator • Direct Cool Refrigerator SONY “Like No Others” . fun and high performance with its irrestible colour range and mystic features.

WASHING MACHINE • Dish Washer • Steam Washer Dryer • Washer Dryer • Front Load Washing Machine • Top Load Washing Machine • Semi Automatic Washing Machine MICROWAVE OVEN • Solar Dom Microwave • Convection Microwave • Grill Microwave • Solo Microwave TELEVISION • LCD TV • Plasma TV • Ultra Slim TV • Flat TV HOME THEATRE SONY “Like No Others” .

COMPUTER PRODUCTS • Notebook PC • Desktop PC • Monitor • Optical Storage Devices • Projector MOBILE PHONE • KM900 • Cookie • Secret • KC550 • Dynamite • All Rounder SONY “Like No Others” .

to favorably influence target customers’ perceptions to facilitate exchange between the marketer and the customer that may satisfy the objective of both customer and the company. and publicity. out of which Rs 60 crore will be spent only on digital imaging products. The major elements of promotion mix include advertising. A company’s promotional efforts are the only controllable means to create awareness among publics about itself. their features and influence their attitudes favorably.sales promotion. the products and services it offers .SONY PROMOTION Promotion is a key element of marketing program and is concerned with effectively and efficiently communicating the decisions of marketing strategy. personal selling. direct marketing. Sony Marketing Communication Mix: Sony India will spend Rs 200 crore in this inancial year on advertising and promotion (Promotional Budget) of the entire range of consumer electronics. Sony Corporation has used all of these marketing communication mix elements. SONY “Like No Others” .

series and also it has its own channel called Sony TV channel. Playstation 2 and PSP using sports like football in England premiere league. Sony also advertise its products by targeting those favorable television programs.Through newspapers like Times of India. Sony has advertised its games like Playstation 3. by an identified sponsor. services and ideas etc. Sony has advertised a wide range of products it offers to its customers. And also through Posters a message has been sent to a lot of people to be aware of the products which Sony offers. SONY “Like No Others” . like sports. Also. So far. Sony uses some events like Miss India 2008 to promote its products.ADVERTISING Advertising is any paid form of non-personal mass communication through various media to present and promote product. Through TV we have seen different advertisements of its products such as Bravia televisions or Sony wega TV. SONY has advertised its products through many different ways and media.

Sony also uses direct – response advertising. Such advertising is done through direct mail or catalogues.g. Sony World) with the materials and guidelines to develop ads SONY “Like No Others” . mail or the internet. Sony corporation provides the dealers (e. Sony incorporates co-operative advertising in its advertising process. This is type of advertising that encourages the consumer to respond either by providing feedback to the advertiser or placing the order with the advertiser either by telephone.

SOE is supporting nine major massively multiplayer online games. develops and provides compelling entertainment for the personal computer. The primary customer support center is located within its San Diego headquarters facility. and telephone are the primary service channels. email management. with millions of gamers around the globe having enjoyed the company’s products over the years. SOE creates. online.SONY ONLINE ENTERTAINMENT AT A GLANCE Sony Online Entertainment LLC (SOE) is a recognized worldwide leader in massively multiplayer online games. Washington. and Taiwan. game console and handheld markets. SONY “Like No Others” . Japanese and French. Both 24x7 locations utilize the same RightNow platform. Seattle. German. The company is headquartered in San Diego. Today. supplemented by a partner in Delhi. eight of which are supported using RightNow. Texas. India for off-hour and overflow coverage. with development studios in Austin. International language support is provided in Spanish. Online web self-service. California. live text chat. experience and product knowledge. each supported by agents organized into tiers based upon their skills.

the agent. Because exiting an adventure and logging into a support system presents a barrier to using a self-service solution.BENEFITS OF IMPROVED CUSTOMER SERVICE The benefits that drive the return-on-investment for Sony Online Entertainment are based on an improved experience for three constituencies: the customer. over 5. Customer Experience If you’re a Dread Knight on the continent of Thestra in the ancient and epic world of Telon—and your warhorse is unexpectedly missing—then it’s time to get help. enabling seamless movement to the support site without a second login and thereby encouraging individuals to assist themselves by searching the knowledge base in the game. simple and unified. it is important that the experience be seamless. Seamless. The approach has proven highly successful.6 million answers in the extensive knowledge base (now containing over 13. In 2007. and the agent supervisor. for example.000 articles) were viewed by players. SOE implemented passthrough authentication using Right Now. For such customers of Vanguard™ Saga of Heros and other games by Sony Online Entertainment (SOE). and in only 11 percent of the cases SONY “Like No Others” .

using live chat. or initiating a telephone conversation.was additional help requested by submitting a support ticket on the web. The customer and the agent experience improved—and. a multi-channel customer contact center. SONY “Like No Others” .706 from 2004 through 2007. SOE saved an estimated $817. THE EVOLUTION OF CUSTOMER SERVICE Sony Online Entertainment (SOE) migrated from a fragmented set of applications to an integrated and on demand customer service solution by RightNow that provides a complete customer view. and a single desktop for both in-house as well as outsourced agents.

allowing the customer to easily monitor the progress on the resolution of the problem. SONY “Like No Others” .g. 2 or 3 support queue. she or he isn’t starting anew. On the rare occasions when a customer does need to submit a support ticket. the location in the game’s virtual world). The status of open tickets may be viewed and updated. Additionally. the solution automatically routes and assigns the ticket to a tier 1. many of the fields in the ticket are automatically populated (e. using business rules established by SOE. The persistence of customer information over time and across channels also allows one agent to reroute a ticket to another who may have worked previously with this specific customer or who has detailed insight into the problem at hand. RightNow provides a unified view of communications across all channels helping the agent resolve the problem more effectively. the process is simplified with the use of Right Now. depending upon the nature and severity of the issue.Simple. reducing the burden upon the customer. Unified. If a customer later uses live chat or calls to follow-up concerning an unresolved problem.. If the issue is one that has been solved through a software update to the game. For example. SOE has the ability to select all open tickets having that concern and proactively communicate to those users that a solution has been implemented.

and allows those activities to be prioritized based upon the number of customers encountering the problem. with 51 percent of respondents stating that it is the top reason they continue to do business with a company and 60 percent reporting that it is the top reason they recommend a company. The result is that agent resources are utilized in the most productive manner SONY “Like No Others” . documenting that outstanding service is a marketplace differentiator. The link from service quality to customer value4 and from customer satisfaction to profits is solid.The pattern of customer support requests is also used by SOE to identify recurring problems. all of these facets of the support process result in an enhanced customer experience (and allow agents to be more productive. Recent research by Harris Interactive confirms the point. or when managing tickets between agents located in contact centers around the globe. AGENT EXPERIENCE Using one integrated solution across all channels not only enhances customer-agent communications. Collectively. but it also improves agent-to-agent interactions as well. This occurs when a support ticket needs to be forwarded to an agent with specialized skills or subject matter expertise. This insight informs the software development engineers about updates that may need to be made to a game. too).

due to the use of multiple nonintegrated applications. Before the implementation of RightNow. the customer service function operates in a coordinated manner to achieve maximum efficiencies..g. Because most of the basic concerns are answered by customers using the knowledge self-service. in which one player causes anguish to another in the virtual world). the questions that do arrive in the hands of the agents tend to be about more challenging problems (e. For example. In all cases. As a consequence.possible. agents were operationally separated from the customer and their workflow was complicated. agents can see on a single integrated desktop the actions that a technical support representative may have recommended for an Internet connectivity concern. Allowing agents to avoid less complicated questions in favor of these more complex and rewarding issues improves their satisfaction and sense of accomplishment. These same benefits occur whether the agent is located on premises at Sony Online Entertainment (SOE) or at the outsourced contact center. the agent is presented with a single view of the customer—a complete historical log for a currently open ticket as well as other issues that have been resolved. Today. SONY “Like No Others” . “griefing” issues. that connection is both tighter and seamless.

Agent Supervisor Experience Agent supervisors at Sony Online Entertainment (SOE) focus upon three customer service dimensions—productivity. quality and customer care—all of which are facilitated by the use of RightNow. Customer care: The manner as well as the content of agents’ communications to customers is important. and by queue. supervisors review reports that document the number of tickets completed by agent. 1. Additionally. Quality: Agent supervisors use RightNow to review completed tickets against several service quality dimensions. 2. supervisors have visibility to the entire set of queues and the ability to move tickets between them to better manage workflow. a supervisor has the ability to redirect tickets to an agent based upon the profile of her or his expertise with games beyond the one the individual normally supports. Customer care reflects the SONY “Like No Others” . by game. and address issues that may be hindering output. including accuracy and the use of proper grammar. On both a weekly and monthly basis. When spare capacity temporarily exists. criteria that vary by game and by the tier support level. Productivity: Agent supervisors can view which agents are falling short of or exceeding their established support ticket benchmarks. 3.

the ability to handle a larger number of customer service inquiries with fewer staff than would SONY “Like No Others” . and is measured using the survey capabilities within RightNow. the supervisor is automatically notified so that corrective action may be initiated. These savings arise primarily from the combination of enhanced agent productivity and agent headcount avoidance (i.interpersonal component of the service experience. The ability of an agent supervisor to rapidly adapt to quickly changing customer service needs throughout the course of each day ensures that resources are quantitatively well utilized. while always considering qualitative facets such as accuracy and satisfaction. Shortly after each ticket is closed (but no more frequently than once per month). and to solicit suggestions for improvement. In those cases where satisfaction is low. ROI OF IMPROVED CUSTOMER SERVICE The investments made by Sony Online Entertainment (SOE) in Right Now CRM from 2004 through 2007 have already been more than recovered through savings resulting in an estimated net benefit of approximately $817. a customer receives a brief survey via email that allows SOE to secure feedback on overall satisfaction and timeliness of the response.706..e.

(3) internal support. which includes the salary and benefits of personnel required to manage the solution and the knowledge base. “many” of those questions would have resulted in customer support requests that would have required the time and talents of an agent. To be SONY “Like No Others” . The logic is simple: if the answers in the knowledge base had not been easily accessible to customers. interactive text chat.7 using a conservative methodology.otherwise have been required). This statistic is equal to the number of answers in the knowledge base viewed by customers. less the sum of the customer support requests received through the web. BENEFITS: The computation of the benefits realized by SOE in 2005-2007 begins with quantifying the number of support interactions avoided each year. and (4) fees for onsite training at the inception of implementation. COSTS: The costs incurred by SOE from 2004-2007 include: (1) annual license fees for Right Now together with (2) the expense of occasional software customizations. yielding an impressive estimated 50 percent ROI as measured by the internal rate of return. and telephone.

That headcount is multiplied by the annual labor cost (salary and benefits) for each class of agent (full-time. the tangible benefits directly arising from the on demand8 architecture of Right Now were omitted in the ROI computation. the embedded security and disaster recovery protection. it is estimated that only one-in-four of the “many” questions would actually have resulted in a support request. contractor. SONY “Like No Others” . hard-to-quantify (yet real and important) benefits were excluded from the calculations. and the ease of application upgrades and updates.conservative. enhanced agent retention. and summed to produce the estimated labor savings. the high reliability and uptime of the solution. and more effective product development and maintenance. such as the initial speed of implementation. outsourced) in proportion to their usage at SOE. Additionally. To be conservative. The number of requests circumvented is divided by the number of interactions handled per agent per year to yield the total agent headcount avoided. Furthermore. such as improved customer satisfaction. that labor savings is reduced by 50 percent to ensure that the estimate is solely attributable to the impact of RightNow.

as the company has held the top three positions over the past 12 years including the number one position for nine years.S. The company is committed to maintaining a leadership position in consumer electronics.. holding company for Sony's U.S. Sony Pictures SONY “Like No Others” . Sony BMG Music Entertainment Inc. more enjoyable and more productive. businesses include: Sony Electronics Inc. Sony Electronics is the largest component of Sony Corporation of America.. North America has had a love affair with the Sony brand. At the same time. Sony's principal U.SONY ELECTRONICS OVERVIEW For more than 40 years. the company has earned a solid reputation for quality.S. the U. During that time. broadcast and professional systems and information technology products. reliability. innovation and stylish design. the Harris Poll has identified Sony as a top brand in America. Sony is also committed to developing new technologies that reflect the networked convergence of audio. video and information technology. In fact.-based electronics and entertainment businesses. Sony has created numerous products and technologies that have helped make consumers' lives easier.

engineering. Sony Electronics Inc is headquartered in San Diego. Disc™. marketing.com/news. The company is noted for a wide range of consumer audio-visual products. highlighted by the XDCAM® HD and CineAlta™ lines of cameras and camcorders. manufacturing. CD. including VAIO® personal computers. Calif. Sony also co-developed the Blu-ray. design. Handycam® camcorder.Entertainment. distribution and customer service. and is a leading provider of audio/video electronics and information technology products for the consumer and professional markets. Sony is also an innovator in IT products.sony. Walkman® personal stereo and Memory Stick® flash media. and the SXRD™ 4K digital projector. Sony Computer Entertainment America and Sony Wonder Technology Lab. please see our Web site at www. For the latest news and information. and high-definition professional broadcast and video products. such as the BRAVIA® HD TV. Operations include research and development. Cyber-shot® digital camera. sales. DVD and Super Audio CD technologies. SONY “Like No Others” . Sony Broadband Entertainment.

SWOT ANALYSIS OF SONY AS PER INTERVIEW STRENGTH :  Sony has build up a good brand image & customer loyalty by his service & quality. Sony can beat all the competitors.  To provide better service Sony conducts the Service camp & Training and keep its employee update. SONY “Like No Others” . environment and location is very convenient. WEAKNESS: As Sony is a costly brand and this high price factor is not affordable to Indian customer.  Same price in all over in India is also a great attraction for customer. shops ambience. good service attitude and knowledgeable staff and employee.  Service wise Sony is the best among all his competitors.  Because of keen foresightedness of future demand and customer perception. OPPORTUNITY:  Sony is leading brand in consumer durable market because of its better service and quality.  It has a professionalism.

it reveals that Sony is real as well as a great leader in electronic and consumer durable.  Sony is masters in Bravia LCD TV.  Sony as a brand is so popular in rich class people. they think it is nothing but a status symbol. promotion policy.CONCLUSION  According to research of 30 days in Sony India ltd. and vaio notebooks. professional appearance & knowledge of staff regarding product features and function. Sony is far ahead from Samsung & LG.  But when considered service attitude. Cyber shot camera.  Sony plays a vital role in consumer durable market.  Sony is facing tough competition with Samsung & LG because of reasonable price & quality. SONY “Like No Others” . quality of a product. one pricing policy. Sony has credibility in these products.

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