Sony: Transformation 60 & Beyond

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Case Details:

Case Code : BSTA018
Case Length : 14 Pages
Period : Late 90s to 2005
Organization : Sony
Pub Date : 2005
Teaching Note :Not Available
Countries : Global
Industry : Consumer Electronics

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Background Note

In 2004, TVs, stereos, and other consumer electronic products accounted for more than 60% of Sony's sales. Sony also had a strong presence in the entertainment industry, including recorded music and video (Sony Music), motion pictures (Epic and Columbia), DVDs, and TV programming (Columbia TriStar)...

Sony in Decline?

For a long time Sony had dominated the consumer electronics market with constant innovation and clever marketing. But things started changing in the late 90s. Competition in the consumer electronics business from Samsung and LG started intensifying...

Transformation 60

Since the mid-90s, Sony had been sharpening its business focus and streamlining its manufacturing facilities. The number of manufacturing facilities at the end of March 2003 had decreased to 52 from 70 at the end of March 1999...

Phase One

Convergence of Electronics Business
Sony depended heavily on its electronics business for bulk of its revenue (65%). This group, which produced TVs, CD players, computers and semiconductors, recorded losses of about $339 million in 2004...

Convergence of Entertainment Business

Sony continued its efforts to integrate entertainment, electronics and network businesses. Sony planned to introduce new music distribution channels to suit the needs of important markets like USA, Europe and Japan...

Convergence of Financial Business

Sony planned to set up a financial holding company comprising its three companies: Sony Life Insurance, Sony Assurance and Sony Bank. The focus would be on better risk management and exploitation of strategic linkages that existed among the three companies...

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