The paper "Strategic Analysis of Sony" is a perfect example of a business case study. The linchpin of any successful business organization such as Sony is the ability of its top management to craft and boldly execute strategies. It is through well crafted and boldly executed business strategies that business organizations are able to achieve their corporate missions (Ireland & Hitt, 2005, p. 68). Kim (2007, p. 133) posit that a crucial approach for business companies to achieve global competitive advantage is to build layers of advantages. Sony was founded in 1945 and has been one of the dominant players in the electronic industry.
In recent years due to stiff completion from Samsung and LG, the firm has lost significant market share and had a dwindling brand value. Since 2006, the firm has been on a downward spiral. One of the areas that have performed poorly is the electronic section with the main culprit being television manufacturing. In the last 8 years, this section has continually produced losses. Moreover, they have had 3 continued years of companywide losses (See Appendix 1).
Consequently, this means that the firm has not managed certain parameters well and hence, unable to attain profitability. This paper examines the failing performance of Sony. 2.0 Customer and Market Sony has a wide range of customers and target market due to its product diversification. The firm with its global subsidiaries has product and services segments that focus on electronics, pictures, games and financial services with both foci on low-end and upmarket segments worldwide. Apart from income and social status, the company targets different segments of the population based on age parameters.
They have a wide range of products for all of their customers and engage in a marketing mix. Currently, Sony Inc. is involved in the designing, manufacture, as well as marketing of electronics and home appliances like televisions, CD players, digital cameras, speakers and mobile communication gadgets.
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