Brief Change strategy for Sony Mobile to regain its market.

1. SONY MOBILE CHANGE PLAN
Prepared by:
Aditya
Varun Khanna
Hiren Sojitra
Tushar Vavaiya

2. INTRODUCTION
 Sony Mobile Communication formerly known
as Sony Ericsson was founded in 2001.
 Currently it sells its mobile phones in more
than 75 countries.
 Region wise highest revenue comes from
European countries.

3. PROBLEM AND CAUSE OF CHANGE
 In Q2 of 2018 only 2 million unit was sold in
comparison to 3.4 million in Q2 of 2017.
 Revenue wise it is a decline of $1.18 billion.
 The main cause for this decline is due to less
introduction of low and mid range
smartphones.

4. CURRENT POSITION
0
5
10
15
20
25
30
35
40
45
2014 2015 2016 2017 2018
Number of unit sold
Estimation

5. FACTORS FORCING CHANGE
• Strong market competition
• Costly repairs
• Intermediaries involved in
sales
External
Factors
• Slow adaptivity to market
trends
• Lack of good marketing
strategy
Internal
Factors

6. VISION AND SCOPE
Vision
• Incorporating the emerging market trends and
technology for everyone.
Scope
• To increase the sales on quarterly basis compared
to previous years.

7. CHANGES TO BE INTRODUCED
• Change in market
strategy
Policy
Change
• Carrying Centralised
R&D operations
Process
Change
• Large Scale and fastScale and
Speed

8. WHO IN THE CHANGE INCLUDES
• Head of Manufacturing Division
• Operational head
• Work force
Manufacturing
Department
• Global Marketing and Sales
head
• Regional Marketing Manager
• Area Marketing Manager and
his Sales force
Marketing and sales
department
• Global R&D president
• Country heads
Research and
product Development

9. CHANGE RESISTANCE PLAN
Cause of resistance
• Employees Resistance to new learning
• Fear of job loss
• Lack of communication between subordinates and
managers
• Lack of trust between employee and management
• Increase in workload and lack in motivation
Resistance overcoming strategies
• Setting short term and achievable goals
• Effective communication to resolve dispute
• Leading by example
• Empowering and fostering innovation
• Motivating by providing rewards

10. MILESTONES
Milestone-1
Identification
of the change
Duration
(Days)
Start
Date End Date Resources
Activities Market Research 30 01-10-2018 30-10-2018
Internet and Market
Expert
Analysis of collected
data 15 31-10-2018 14-11-2018
Relevant software and
Market Expert
Defining scope 10 15-11-2018 24-11-2018
Senior Executives and
Technical Advisors
Vision 5 25-11-2018 29-11-2018
Senior Executives and
Change Management
team
Milestone-2
Particulars of
change
Activities
Assessing change
readiness 30 30-11-2018 29-12-2018
Web developer team,
Project manager
Identifying
departments which
will be impacted by
change 15 30-12-2018 13-01-2019
Change management
team and department
heads
Identification of the
gaps in the existing
skills 15 14-01-2019 28-01-2019
Senior team member and
project manager
New Recruits 30 30-12-2018 28-01-2019
HR and Management
team
Organising training to
specific departments 30 29-01-2019 27-02-2019
Hiring external trainer,
Managements team

11. MILESTONES
Milestone-3
Product development
process
Duration
(days) Start Date End Date Resources
Activities
Finding area which can reduce
the unit price 25 28-02-2019 24-03-2019
Research and Product
development team
Finding and deciding on
alternative parts for cost
minimisation 40 25-03-2019 03-05-2019
Research and Product
development team
Assessing the feasibility of those
parts in prototypes 20 04-05-2019 23-05-2019
Research and Product
development team
Presenting it to senior executive
for approval 3 24-05-2019 26-05-2019 R&D Head
Iterating if unsuccessful
Depending on the
problem encountered
Milestone-4
Distribution Strategy
Planning
Activities
Deciding number of unit to be
rolled out in market 10 27-05-2019 05-06-2019
Senior Executive and
product manufacturing
head
How to incooperate customer
service plan 10 06-06-2019 15-06-2019
Senior Executive and
product manufacturing
head
Milestone-5
Assesing the post change
impact
Activities
Check the performance of the
employee affected by the change Continuous
Process
Project Managers and
Human Resource team
Providing feedaback to individuals Project Managers
Milestone-6 Sustaining the change
Continuous progress

12. STAKEHOLDER ANALYSIS
Government Body

13. STAKEHOLDER ANALYSIS
Position Person What is
important to
stakeholder
Contribution
towards the
project
Engaging
Strategy
President Mitsuya
Kishida
To be able to
see things on a
micro and macro
level
simultaneously,
take calculative
risks
To ensure that
the change and
policies are
implemented and
followed regularly
Arranging
monthly
meetings and
sending
weekly
progress
report
CEO/CFO Kunimasa
Suzuki/Willi
am glaser
jr.
Senior vice-
president
global sales
and marketing
Hideyuki
Furumi
To ensure that
sales target are
met in an
appropriate
time-frame
To see if the
changed
marketing
strategy is
followed
carefully.
Quarterly
meetings
Vice president
and incharge
of R&D
platform
Toru
Katsumoto
Ensuring that
the final
products
produced are of
good quality
To come up with
new and
innovative ideas
such that the
products are able
Hold weekly
or possibly
daily meetings
and reports.

14. STAKEHOLDER ANALYSIS
Position Person/or
ganisatio
n
What is
important to
stakeholder
Contribution
towards the project
Engagin
g
Strategy
Suppliers Qualcomm/
Samsung
To ensure that
the their
agreement with
Sony mobile is
fulfilled
Providing raw materials
for manufacturing
process
Monthly
Meetings
Head of
Operations
Tommy
Laine Ylijoki
A clear and
detailed
description of
the product to be
manufactured
To ensure smooth
efficient service is
provided to customers
and clients
Weekly

15. COMMUNICATION STRATEGY
Description Channel or medium Timing or
frequency
Among the Senior
Executives
Email, In person/Video
Conference meeting
Monthly
Suppliers and Manufacturing
division
Email, Organising personal
meeting
2 months prior to
start of production
(Weekly)
Senior executives to
departmental heads
Email, In person/Video
Conference meeting
Weekly
Departmental heads to
subordinates
Email, Meeting Daily
Between departmental heads Email, In person/Video
Conference meeting
Monthly
Investors and Company
officials
Email, Personal 1 month prior to
start of change
management
(Monthly)

16. COST ESTIMATION
S.No
Name of the
task/Milestone
Duration
(Days)
Cost of
material
resource
Cost of
human
resource
Total cost
estimate
Milestone-1
Identification of the
change
Activities Market Research 30 0 $ 5x5,000 $25,000
Analysis of collected data 15 - $ 5x2,000 $10,000
Defining scope 10 -
0 0Vision 5 -
Milestone-2 Particulars of change
Activities Assessing change readiness 30 $1,000 0 $1,000
Identifying departments which
will be impacted by change 15 0 0 0
Identification of the gaps in the
existing skills 15 0 0 0
New Recruits - - -
Organising training to specific
departments 30 0
$20,000
(may vary)
$20,000
(may vary)
Reducing operation cost of
R&D 90

17. COST ESTIMATION
S.No
Name of the
task/Milestone
Duration
(Days)
Cost of
material
resource
Cost of
human
resource
Total cost
estimate
Milestone-3
Product development
process
Activities
Finding area which can
reduce the unit price 25
$5,000 $10,000 $15,000Finding alternative part for
cost minimisation 40
Assessing the feasibility of
those parts in prototypes 20 $7,000 $3,000 $10,000
Presenting it to senior
executive for approval 3 - -
Iterating if unsuccessful
Depending on the
problem encountered
Total Cost $13,000 $68,000 $81,000
Cost for developing prototype will be funded by Investors.
For market research and training will be organised by
company.

18. POST CHANGE WORKING GUIDELINE
 Setting short term and achievable goals.
 Regularly conducting market research.
 Adapting and adjusting to change.
 Providing continuous support.
 Organising training programs to develop the
skill set.
 Getting feedback on new changes made.

19. PLAN FOR THE ORGANIZATIONAL INTEGRATION
AFTER THE CHANGE
 Arranging regular team building activities.
 Recognising the hard work and providing
incentives.
 Providing a channel which can give
satisfaction to the employees that their
problems are being resolved.

20. RISK ASSESSMENT
Risk
Description
Probability
of
Occurrence
Impact
Intensity
Mitigation
Strategy
Contingency
Plan
Shortage of
key
components
Possible Major Keeping more
than required
stock
Alternate
suppliers
Quality Unlikely Catastrophic Running
enough trial
runs
Modification of
defective part
Budget
Overrun
Possible Moderate to
Major
Achieving the
set milestone
on time
Keep enough
money in hand
Scheduling Possible Moderate Scheduling the
task based on
the availability
of resources
Outsourcing

21. THANK YOU