索尼全球化发展建议.docx
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索尼全球化发展建议.docx
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索尼全球化发展建议
EvaluationofSony’sRecentFailureandSuggestionofGlobalizingStrategiesforSony
TableofContent:
1.Introduction…………………………………………..………….……..…..P.2
2.TheGiantbornafterWWII………………………………………………...P.2-3
3.ThesuddenfallingdownofgiantasillustratedbytheFPDTVmarket.......P.3-4
i.Toosuccessfulinanalogueera…….……………….………………….P.4
ii.Fasttransitionfromanalogueeratodigitalera……………….…..……P.5
iii.“Not-invented-by-me”syndrome”………………………………...…..P.5
4.SuggestionofglobalizingstrategiesforSony……………………………..P.6
i.Thinkglobal,actLocal…………………………………………………P.6-7
ii.ReformofGovernancestructure……………………….…………...….P.7-8
iii.Newmarketorder…………………………………………………...….P.8-9
5.Conclusion………………………………………………………………..…P.9
6.Source...……………………………………………………………………...P.10
1.Introduction
AfterWorldWarII,Japanimitatedthetechnologyfrommoreadvancedwesternworld,mainlyUStospeedupitspost-warredevelopment.SomeJapanesecompaniesfurthermodifiedthelearnttechnologiesandbecametheleadingpositionsintherespectiveareas.ThebestexamplecanbeviewedbySonyinconsumerelectronicsindustry.
However,inthebeginningof21stcentury,Sony’sleadingpositionseemstobeshrunkenbyotherlatecomers.Forexample,SamsungsuccessfullytookoverthemarketleaderpositionintheFlatPanelDisplayTV(FPDTV)marketfromSony’sTrinitronTV;whileApplecompletelyfakedoutSony’sMiniDiscs(MD)byiPod.Evenwhenwetalkaboutotherelectronicsproducts,Sony’sbrandnamebecomeslessandlesssoundthatlastcentury.Forexample,theleadingbrandsofdigitalcameraarenowCannonandNikon,whilethemobilephonemarketisdominatedbyNokiaandSamsung.TheweakeningofSony’sbrandnameisextremelyfastinjustadecade.Whathappenedtothiselectronicsgiant’sinthepastyearsandwhatisthemainreasoncausingthegiantfallingdownsoquickly?
Inthefollowingdiscussion,thesuccessfulhistoryofSonyandthepossiblefailurecauseswillbeevaluated.Followingby,thesuggestedglobalizingstrategyofwillalsobediscussed.
2.TheGiantbornafterWWII
1In1946,theyearafterJapan’sdefeatinWorldWarII,SonywasincorporatedastheTokyoTelecommunicationEngineeringCorporation(TTEC)withinvestmentof190,000yenand20employees.Sonyproducesvacuumtubevoltmetersandcommunicationdevice.Itevenmanufacturedelectricricecookersandelectricfloorboardsinordertosurvive.
ThefounderofSony,IbukaandMorita,sawtheU.S.military’staperecorderandthoughtthisproducthasabrightfuture.However,Sonyhasnotechnologyatall.Aftermanyexperiment,aswellasthepurchaseofapatentedmagneticrecordingtechnology,Sonyproduceditsfirstrecorderthatweighted45kg.ItdidnotselleventuallyandtriggeredSonytoimprovetherecorderandfinallylaunchedanewrecorderwith13kgonly,andbegantosell.
SonylearntthetransistortechnologybysendingengineertoUSfactoriesandthenbuildingitsownmachineinJapan.Sonywasnotthefirstcompanytoproducetransistorradio,butSonydeterminetomodifytheproductdesignbyreducingthesize,makingtheproductsmallenoughtofitintoashirtpocket.Thissmallsizedtransistorradiowasfinallylaunchedin1955andbecomeasignificanthit.
Inthe1960s,SonydevelopedTrinitrontechnology,whichradicallyupgradedthequalityofcolorTVdisplays.ItsCRTTV,basedonTrinitrontechnology,wasverypopular.In1979,SonylaunchedtheWalkmanthatgaveSony’sbiggestsuccess.Sonysubsequentlyproducedhigh-qualitycomputermonitors,homeVTRs,3.5inchfloppydisks,CDs,MiniDiscsandDVD.AlltheseinnovationsrequiredSonyextensiveR&Defforttocreatenewtechnologystandardtotheindustry.Atthisstage,SonysolelydependedonitsownR&Dandwecansay;Sonycompletelybecomeanelectronicsgiantintheindustries,whichcreatethestandardfortheindustryandrepresenttheimageofinnovation.
1955
1968
1979
1982
TransistorRadio
TrinitronColorTV
Walkman
CDPlayer
1985
1992
1994
1997
2Sony’sremarkableinventionthroughouttheyears
HandyCam
MiniDisc
PlayStation
DVD
3.ThesuddenfallingdownofgiantasillustratedbytheFPDTVmarket.
2In2009,Samsungrecorded17.2%worldmarketshareinFPDTVmarket,nearlyoneinfivetelevisionsshippedduring2009wasSamsung’s.ItisencouragingnewsforSamsungbecausetherewasnobrandcouldoccupy20%ofthemarketsincethefirstTVwassold.While,Sonyonlyhad5.9%marketshare,evenlowerthanTCLwhichhad6.6%marketshare.3ThatcouldoneofthereasonswhySamsungsurpassedSonyinthe“MostValuableBrands2009”,inwhichSamsungranked20andSonyranked26.
InviewofthelosingmarketofSony,thereshouldhavesomerelationsbetweenthecurrentsituationsandSony’smanagement.Infact,thefailureofSonycanbesummarizedinto3reasons:
i.Toosuccessfulinanalogueera
Intheearly2000s,iPodcreatedarevolutioninthestandardandformatofmusicplayer.TheenormoussuccessofiPodalsoimpliedusamessage:
Theanalogeraendedandthedigitalerabegan.IfwelookintothepopularproductinventionsofSony,wecaneasilysayTrinitron,Walkman,CDandMD.Theseproductssharethesamecharacteristics,i.e.theyareanaloginnature.
Intheanalogueera(1950s-1990s),Sonyhasbeensosuccessfulandinventedvariousinnovativeproductstobringnewstandardtotheindustries.Becauseofthisenormoussuccess,Sonymadethemistakeasmanylargeandsuccessfulcorporationsdid,i.e.tooreliabletoitssuccessfultechnology.
4Leadingcorporationsusuallyhaveinertiatotheirpastsuccessfulstrategiesortechnologies.ThisinertiaalsoappliedtoSonythatSonyissosuccessfulinanaloginventionandtendstosticktheirR&Dinanalogdevelopment.Inthe1990s,SonyhascontinuedtopullR&Dcapitaltoanaloguetechnology.Forexample,SonyfailedtorealizetheTVtechnologywillsoonshiftfromCRT(analogue)toFPD(digital)andinvestedheavilyinCRTR&Dandproductionduring1993to1997.ThisheavyinvestmentinanaloguetechnologybroughtcatastrophetoSonywhen21stcenturycame.Whenelectronicworldchangedfromanalogueeratodigitalera,mostofthedigitalinnovationsareinventedbyothercompanies.Sonyseemstobeswingoutfromthecompetition.
ii.Fasttransitionfromanalogueeratodigitalera
Inthelate1990s,theelectronicsworldrapidlyshiftedfromanalogueeratodigitalera.Oncebecomethedigitalera,Sony’scompetitivenessdiminishedquickly.Intheanalogueera,theICtechnologyisveryimportant.WhetherthecompanyhastheadvancetechnologyinICcantaketheleadintheindustry.Thelate-comers,suchasSamsung,aredifficulttocatchuptheICtechnologyduetothetechnologicalcomplexity.Therefore,SonycanmakeuseoftheadvantageoflonghistoryofmasteringICtechnologyandcreateddifferentstandardintheindustriessuchasTrinitron.
However,itbecomesacompletedifferentstoryindigitalera.Thebasicunitofdigitaltechnologyischipset.Differentelectronicscompaniespurchasethesamechipsetfromsuppliersand,asaresult,thequalitydifferencesbetweenthesametypesofdigitalproductsaresmall.Therefore,Sonyfindsitdifficulttodifferentiateitsdigitalproductsfromthecompetitors.Forexample,itishardtotellthequalitydifferencebetweenSony’sandPanasonic’sdigitalcameraofthesimilarpricerange.
iii.“Not-invented-by-me”syndrome
Asmentioned,overthe4decadesin20thcentury(1960s-1990s),SonyhadputextensiveeffortinR&Dandinventedmanynewstandardstotheindustry.Sonyhasbeenthepioneerforalongtime.ThismakesSonyhasinertiatodevelopthetechnologyonlyinventedbySony.ThetechnologiescreatedbyothercompaniesareseldomarousingtheinterestofSony.WedescribethisphenomenonofSonyas“Not-invented-by-me”syndrome.
Forexample,theLCD&PDP(themostprevalenttechnologytomakeFPDTVnowadays)arenotinventedbySony.WhenSonystartedtodevelopFPDTV,SonychosenottouseLCD&PDPtechnologybutinventanewtechnologyOLED.However,theOLEDtechnologyisextremelyexpensiveandveryhardtocommercialize.Sony’sdecisionnottoinvestinLCD&PDPeventuallycostedSonydearly.DemandforLCDexplodedin2002andfinallyforcedSonytosetupajointventurewithSamsung,S-LCD,in2003inordertosecureareliablesupplyofflatpanel.In2005,Sonyagreedtoexpandthisjointventureandinvestedanadditional$2billiontobuildlargeLCDflatpanels.
4.SuggestionofglobalizingstrategiesforSony
Ifglobalizationmeansproducinggoodsinacountrywiththecheapestcosts,sellingtheminthemostprofitableplace,andoperatingbusinessallovertheworld,Singisglobalized.Ontheotherhand,ifyouconsiderthedecision-makingpowerofSong,inwhichthepowerisconcentratedinthehomecountry,itismoreaccuratetosaySonyisstillglobalizing.MysuggestedstrategiesforSonytoglobalizearedividedinto3mainaspects.Theyare“Thinkglobal,actlocal”,“Reformofgovernancestructure”and“Newmarketorder”.
i.Thinkglobal,actLocal
“Thinkglobal,actlocal”iseasiertosaythantopractice.Sonyhaslonghistoryinoverseasexpansionsince1960swhenSonystartedoperationinU.S.Sonyadoptedthelocalizationstrategyfortheoverseasoperationbyusinglocaltalents.However,problemoflosingcontroloveroverseassubsidiarieswasnoted.Earlyin1975,SonyplannedtolaunchanactivesalescampaigntoselltheBetamaxVCRintheU.S,buttheU.SCEO,Shein,andhislocalmanagershesitatedtoinvestinpromotionbecausetheybelievedtoomuchadvertisingwouldharmtheirprofit.Finally,MoritaoncecalledSheinin
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