The paper "Executive’ s Leadership Styles and the Preferred Decision-Making Models" is a wonderful example of a Management Case Study. Sony Corporation has position itself as a producer and marketer of high quality and innovative consumer electronic products (Robin, 2013). It has differentiated itself from the competitors by offering high-quality products at affordable prices. The company’ s products are extensive and are appreciated by a large number of consumers across the globe. For instance, some successful products that made Sony acquire a huge market share include PlayStation and Walkman (Robin, 2013).
Sony games and music businesses have been successful despite the economic recession. The company also differentiated itself by using superior technology and effective marketing strategies (Graham, 2008). Despite the huge success of the company, Sony has been faced with intense competition across the globe (Robin, 2013). At the local level, the company faces several Japanese competitors in the industry. Large competitors of Sony include Matsushita, Toshiba, Hitachi, and Samsung in Korea. Most of the competitors launched cheaper products that were imitative in nature. In order to position itself strategically in the market, Sony offered unique and high technology products but at 30 percent high prices compared to the rivals (Robin, 2013).
In order to solve the challenge of pricing, the company decided to argue its products with unbranded products and sell unbranded components to other manufacturers. This strategy was very successful in cost reduction and automation although it was different from Sony's previous strategic plan (Robin, 2013). The strong strategic position of Sony was also due to Japan's economic success. Japanese economic miracle led to the growth of several companies like Toyota, Mitsubishi and Sony Corporation (Robin, 2013).
The strength of yen led to exporting difficulties. However, Sony was protected from this due to international production. In addition, although the strength of the yen was problematic to companies, it favored Sony’ s acquisition in the United States. Sony is not only the leading brand in Japan, but has overtaken other brands in other countries to become the leading brand. In recent years, Sony has undergone several changes aimed at improving its strategic position. The company has empowered its employees and management to participate in the change process.
Managers are given the opportunity to look for creative ideas and solutions for present problems (Gershon and Kanayama, 2002). In order to solve the challenges facing the company and position itself on top of the competitors, the company underwent management changes. When Idei took charge as the company’ s CEO, he announced a major restructuring of the company’ s divisions into three major groups including home network company, personal IT network Company and Core Technology and Network Company (Robin, 2013). Research and other operations were transferred to these network companies in order to improve decision making autonomy.
Investors and stakeholders responded positively to the restructuring (Robin, 2013). However, these changes showed limited results and led to a financial crisis. This led to management change when Howard Stringer was appointed the chairman. However, the financial damage was too much and led to Hirai taking office as the new CEO. Hirai established a five-point strategic revival plan to save Sony from destruction. He intended to turn around the television business, expand the company’ s operations in emerging markets, strengthen core areas such as video cameras and game business, create new business and increase its innovation and realign the company’ s portfolio and optimize resources (Robin, 2013).
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