A Project Report On
Electronic Products Of Sony Pvt. Ltd.
We take the opportunity of submitting this report to express
our deep regards to those who offered invaluable assistance and
guidance in this hour of need.
First & foremost. We would like to express my gratitude to
my professor and guides, for their constant support, encouragement and
valuable guidance, without which the successful completion of this
report would have been impossible. They are responsible for making us
realize how important it is for us to concentrate and put focused efforts
on this project.
Last but not the least; we would like to thank our friends and
colleagues for their support and invaluable help.
1 Sony India Pvt. Ltd.
4 International Marketing
5 Public Relation Management
6 Productivity & Quality Management
7 Direct & Indirect Taxes
Sony India Pvt. Ltd.
Company: Sony India Pvt. Ltd.
Managing Director: Mr. Masaru Tamagawa
Date of Establishment: November 17, 1994
Location: A-31, Mohan Cooperative Industrial Estate, Mathura Road,
New Delhi - 110044, India.
Staff Strength: 636 (as at March 31, 2007)
Share Capital: Rs. 550 million
Share Holding: 100% subsidiary of Sony Corporation, Japan
Branch Offices: Delhi, Haryana, Ludhiana, Mumbai, Bangalore, Chennai,
Kolkata, Hyderabad, Vijayawada, Jaipur, Chandigarh,
Lucknow, Pune, Ahmadabad, Indore, Cochin, Coimbatore,
Ghaziabad, Guwahati, Hubli and Ranchi
Business Activities: Marketing, Sales and After-Sales Service of electronic
products & software exports
Products: Televisions, Hi-fi Audios, Home Theater systems
and DVD players, Personal Audio (CD/Cassette Radio Players
and Walkman®), Audio Video Accessories, Car Audio and
Visual Systems, Notebooks, Gaming Consoles, Camcorders
and Digital Still Cameras, Digital Imaging Accessory
(Batteries, Chargers, Microphone, Photo Printers), Mobile
Phones, Recording Media and Energy Devices, Broadcast and
Sony Corporation (Sonī Kabushiki Gaisha) is a multinational
conglomeratecorporation headquartered in Minato, Tokyo, Japan, and one of the
world's largest media conglomerates with revenue exceeding US$99.1 billion (as of
2008). Sony is one of the leading manufacturers of electronics, video, communications,
video game consoles, and information technology products for the consumer and
professional markets. Its name is derived from sonus, the Latin word for sound.
Sony Corporation is the electronics business unit and the parent company of the
Sony Group, which is engaged in business through its five operating segments—
electronics, games, entertainment (motion pictures and music), financial services and
other. These make Sony one of the most comprehensive entertainment companies in
the world. Sony's principal business operations include Sony Corporation (Sony
Electronics in the U.S.), Sony Pictures Entertainment, Sony Computer Entertainment,
Sony Music Entertainment, Sony Ericsson, and Sony Financial Holdings. As a
semiconductor maker, Sony is among the Worldwide Top 20 Semiconductor Sales
Leaders. The company's slogan is Sony. Like no other.
Sony India is one of the most recognized consumer electronics brand in the
country, with a reputation for new age technology, digital concepts and excellent
service. In India, Sony has its footprint across all major towns and cities in the country
through a distribution network comprising of over 7000 dealers and distributors, 210
Sony World & Sony Exclusive outlets and 22 direct branch locations. Sony India also
has a strong service presence across the country with 21 company owned and 160
authorized service centers.
The first thing that comes to people’s minds of the company and products of
Sony is its high-technology-filled-with-gadgets electronic goods and innovation. It was
also this innovation that makes Sony the greatest company that started in post-war
Japan. Sony has used its innovation in building markets out of thin air, created a
multibillion, multinational electronic empire with products such as the transistor radio,
the Trinitron, the Walk-in and the VTR. That changed everyday household lives forever.
However, this consumer targeted quest for excellence and constant innovation
instead of targeting mainly at profit also has a lot to do with current crisis Sony is facing
- sales and profits are down or are slowing down, capital investment cost and R&D are
climbing, competitors are moving in with copycats, the battle between VHS and Beta
and the search for a smash hit product such as the Trinitron or the Walk-in.
Masaru Ibuka, the co-founder of Sony.
In 1945, after World War II, Masaru Ibuka started a radio repair shop in a
bombed-out building in Tokyo. The next year, he was joined by his colleague Akio
Morita and they founded a company called Tokyo Tsushin Kogyo K.K., which translates
in English to Tokyo Telecommunications Engineering Corporation. The company built
Japan's first tape recorder called the Type-G.
In the early 1950s, Ibuka traveled in the United States and heard about Bell Labs'
invention of the transistor. He convinced Bell to license the transistor technology to his
Japanese company. While most American companies were researching the transistor
for its military applications, Ibuka looked to apply it to communications. Although the
American companies Regency and Texas Instruments built the first transistor radios, it
was Ibuka's company that made them commercially successful for the first time. In
August 1955, Tokyo Telecommunications Engineering released the Sony TR-55,
Japan's first commercially produced transistor radio. They followed up in December of
the same year by releasing the Sony TR-72, a product that won favor both within Japan
and in export markets, including Canada, Australia, the Netherlands and Germany.
Featuring six transistors, push-pull output and greatly improved sound quality, the TR-
72 continued to be a popular seller into the early sixties.
In May 1956, the company released the TR-6, which featured an innovative slim
design and sound quality capable of rivaling portable tube radios. It was for the TR-6
that Sony first contracted quot;Atchanquot;, a cartoon character created by Fuyuhiko Okabe, to
become its advertising character. Now known as quot;Sony Boyquot;, the character first
appeared in a cartoon ad holding a TR-6 to his ear, but went on to represent the
company in ads for a variety of products well into the mid-sixties. The following year,
1957, Tokyo Telecommunications Engineering came out with the TR-63 model, then the
smallest (112 × 71 × 32 mm) transistor radio in commercial production. It was a
worldwide commercial success.
Product & Technology Milestones
(1955) Japan's first transistor radio, employing five
transistors developed in-house. The TR-55 became the
forerunner of later portable radios.
TR-610 Highly acclaimed for its novel design, it
was a hit in both Europe and the US. Approximately
500,000 units were sold throughout the world.
(1965) TFM-110 This model featured a black and
silver design which was representative of the “Solid State
Eleven.” Its chic design and unprecedented advanced
sensitivity made the TFM-110 a top seller.
(1975) ICF-5900 Five-band radio known by the
nickname “Sky Sensor.” Its crystal marker (based on a
quartz crystal resonator) ensured precise shortwave tuning.
1976 ICF-7500 Skillfully designed to separate
the tuner and speaker, resulting in a high-
performance, compact FM/AM receiver.
1995 ICF-TR40 Model commemorating the 40th
anniversary of Sony radios. This handy portable radio
featured a faux-leather exterior with metallic trim.
1997 ICF-B200 Emergency radio with built-in
manual power generator. Just turn the handle to charge the
2000 SRF-G8V The use of magnesium alloy ensured
a slim but durable body. With a text-to-speech function and
a stand charger, this radio was designed specifically for
Sony Corporation - SWOT Analysis.
The Sony Corporation - SWOT Analysis company profile is the
essential source for top-level company data and information. The report
examines the company’s key business structure and operations, history
and products, and provides summary analysis of its key revenue lines and
Sony Corporation (Sony) is one of the world’s leading consumer
electronics firm with additional interests in the entertainment industry
through subsidiaries dealing with recorded music, motion pictures, TV
programming, DVDs and videos. The group operates globally and is
headquartered in Tokyo, Japan. It employed 163,000 people as on March
31, 2007. The group recorded revenues of JPY8,295,695 million
(approximately $70,355.8 million) during the fiscal year ended March 2007,
an increase of 10.5% over 2006.
The increase was driven by strong sales within the electronics, game
and the pictures segment. The operating profit of the group was JPY71,
750 million (approximately $608.5 million) during fiscal year 2007, a
decrease of 68.3% compared with 2006.The net profit was JPY126,
328 million (approximately $1,071.4 million) in fiscal year 2007, an increase
of 2.2% over 2006.
Strengths and Opportunities
The greatest asset of Sony is of its human capital, especially its
engineers which make up the R&D department. Their constant innovation
is crucial for a consumer electronic firm which specializes in audio-visual
equipment and the higher profit margin, which comes from being the leader
of the pact. Subsidiaries are also well established, such as in the United
States and Europe which give Sony a distinct local hands-on knowledge of
the local market. It also makes Sony an international corporation, bringing
together the talents and best of strategies of both world to the organization.
Besides the employees, the two founders, Ibuka and Morita also legends in
their fields which they create vision and sense of direction for the
organization. They also acts as bridges between the employees and the
The self promoting system and job rotating systems creates
satisfaction for employees and give them greater exposure to all aspects of
the business. Ideally, this would produce better products as engineers gain
knowledge on consumer needs while marketing people engaged in the
production and can give their point of view.
Weaknesses and Threats
Referring to Exhibit 1, sales has slowed down considerably since the
beginning of the 80s. In the domestic market, sales actually decreased by
7.22%. The overseas market expanded both in real terms and relative to
total sales, but slowed down to around 10% a year. This can be seen as
the vacuum period between one hit product, the Walkman, and its
As mentioned by Ibuka, business is conducted in a ten year cycle.
However, in the eighties, the product might still take a few years to develop,
but the time reaping the results and profits might be much less. As seen in
the VTR example, both the VHS and Beta were developed by Sony.
However, in a short time, Matsushita could come up with a competitive
product based on Sony's technology. Therefore, it is fair to say that other
electronic firms would be able to copy Sony's technology in a much shorter
time while offering more competitive prices. The margin for technology
advancement is therefore diminishing.
International Marketing of Sony Pvt.Ltd.
Sony's decision to shift focus from the domestic to the international
market took seed during Morita's 1953 visit to Philips. Holland resembles
Japan in many ways. If a company like Philips can succeed in the
international market, there's no reason why Totsuko can't, he thought.
Boosted by this convicton, he directed Sony to begin concentrating its
energies on producing exports for the international market.
Their initial goal was to build up overseas markets which would yield
50&percent; of their gross sales. Thanks to sales of transistor radios and
the diligent marketing efforts of Morita and his staff, this goal became
possible within seven years.
Next came step two. Morita took an assertive stand. Until now we have
merely exported overseas. From now on, however, we must go to the heart
of the matter. Overseas marketing is an overseas business. I believe that
Sony can become stronger by setting up overseas offices. Offices had
already been set up in New York, Hong Kong and Zurich for this purpose. A
radio factory had also been established in Shannon, Ireland.
The early days of
Then in February 1960, Sony Corporation of America (SONAM) was
established to oversee Sony's marketing activities in the United States by
doing business with Americans like an American company. This was
something that no other Japanese electronics corporation had dared to
attempt. Many doubted that a company specializing in transistor radios and
other electronics products, as opposed to a general trading company, could
deal successfully without an agent's assistance.
Morita was well aware of the risks. In light of Sony's current situation,
we may be acting a little prematurely. But a business that doesn't take
advantage of its opportunities doesn't deserve to be called an enterprise.
We may be overextending ourselves, but the time to act is now. We at
Sony don't believe in shying away from the hardship that comes along with
a good opportunity, and we ask all our employees to uphold this spirit,
explained Morita to his employees.
The marketing concept of building an organization around the profitable
satisfaction of customer needs has helped firms to achieve success in high-
growth, moderately competitive markets. However, to be successful in
markets in which economic growth has leveled and in which there exist
many competitors who follow the marketing concept, a well-developed
marketing strategy is required. Such a strategy considers a portfolio of
products and takes into account the anticipated moves of competitors in the
1. PR efforts began by identifying three target audiences, defined as (1)
jetsetters who require an ultra-portable notebook, (2) early adopters and
affluent consumers desiring high-end electronics regardless of cost and (3)
image-conscious consumers whose purchases are driven by aesthetics
and who appreciate stylish design.
2. Position Sony as a leader with an quot;industry firstquot; technology that meets
the needs of today's mobile PC users.
3. Drive sales and garner significant media coverage of the T350 notebook.
Who are a company's greatest ambassadors? Its people. Engaged
and loyal employees make a good company great. They improve your
reputation with the general public and help bring in
At Ruder Finn, our proven strategies help
clients communicate directly to their people on the
front lines, on the shop floors and around the globe,
improving morale, motivation and productivity. Our creative strategies
disseminate management's key messages and change management
strategies far and wide, making these employee-communications programs
key and constant business tools in a time of change.
Key areas of experience include:
Recruiting and Retention strategies
Best Places to Work initiatives
Employee issues and crisis communications.
Sony strives to further enhance motivation and encourage personal growth
through on-the-job learning, as well as access to a variety of programs
tailored to different regional needs, including education for next-generation
business leaders, management skill improvement training, and training
aimed at enhancing the abilities and skills of individual employees.
Product Quality and Quality Management.
Sony's activities, centering on further improving product quality and
reinforcing quality management activities, reflect our commitment to quality.
Sony's Quality Management Control System Organizational
On a continuing basis, Sony introduces new product quality
improvement measures into all processes, from development, planning,
design and manufacturing to sales and service activities. Such recent
• assuring senior management oversight and attention to improving
product and service quality and safety, as well as timely responses to
• appointing personnel within each product and business group who
are ultimately responsible for quality, to spearhead initiatives in the areas
for which they are responsible;
• holding regular Quality Strategy Meetings, attended by Sony's
president and top management from each business group, including
manufacturing and marketing executives from the Electronics business, to
discuss and set policies, strategies and key measures relating to product
• formulating corporate quality standards applicable to Sony's
electronics products, focusing on such criteria as product safety and
performance, labeling and services. These standards are updated
continuously to reflect technological advances, changes in applicable legal
and regulatory requirements and social changes.
• establishing and advancing a project management system for the
Group-wide quality enhancement initiative, with the aim of providing quot;high-
quality, reliable products that our customers can use with confidencequot; and
quot;heartfelt customer service with a personal touchquot; as set out in the Sony
Pledge of Quality; and
• strengthening rules worldwide from September 2006 to ensure
prompt reporting to the Product Safety and Quality Officer when Sony
receives information about an incident involving a Sony product that affects
customer safety or has the potential to do so. Based on these reports, this
Corporate Executive provides the necessary follow-up, instructs the
relevant divisions, and responds appropriately to the customer. In
December 2007, Sony applied the same system to possible software
vulnerabilities in products.
Responding to the Customer
Sony makes active use of customer feedback to improve our
products. Complaints, suggestions, ideas and reports of malfunctions
received from customers at the Customer Information Center after
purchase are promptly and accurately evaluated and disseminated to the
planning and design groups so that improvements in product quality can be
made in a timely fashion.
One example is the release in autumn 2006 of digital cameras and
video cameras with improved usability through the provision of operation
guides and step-by-step instructions on the products' LCD screens.
Utilizing Customer Feedback
Product Quality Information Channel
It is vital to detect product quality-related problems as early
as possible. To that end, Sony therefore established the Product
Quality Information Channel in 2003, to gather product quality-
related information, including reports of problems, as well as
opinions from Sony Group employees. Employees can send
messages to the Product Quality Information Channel website.
This can be done when, during the course of their work, they
discover a issue related to product quality that they cannot
address with, or when a quality-related problem occurs while they
are using a Sony product. After the Product Quality Information
Channel investigates the information received gathered, it
proposes and introduces measures to avoid potential problems
and prevent previous problems from recurring.
As of March 2008, Sony had received more than 1,100
reports since the establishment of the Channel. The diverse range
of information received has included proposals to make products
and manuals more user-friendly, and has led to more than 750
As another part of the effort to improve the safety of our
products, Sony has established an in-house product safety
assurance capability for examining product safety from a medical
perspective, to help ensure Sony products have no adverse
effects on human health. The results of these efforts, as well as
advice from experts outside the company, are then incorporated
into product development with new technology, design and
Efforts to Ensure Product Information Security
The networking of consumer electronics products in recent
years has increased the danger of, among others, the leakage of
personal information and the destruction of data. As a
consequence, ensuring the information security of products has
become an important issue. In addition to establishing a special
function for collecting security risk-related information from
outside experts, Sony has created an internal information security
team comprised of individuals assigned to each business group.
Based on information received, this team assesses the potential
impact on Sony products and implements appropriate measures.
Sony has strengthened our systems to prevent problems
concerning product security vulnerability, and to ensure prompt
information sharing and solutions should a problem arise. At the
same time, Sony has introduced in-house training and has
tightened rules governing the handling of such issues.
Responses to Quality Issues
Sony recognizes that ensuring our customers' trust,
confidence and satisfaction is a crucial management task and
strives to prevent quality-related problems through the systems
and efforts described previously. Accordingly, Sony responds
swiftly when a problem arises by investigating the facts and
taking appropriate action.
Sony is currently taking steps company-wide to strengthen
efforts to incorporate compliance with laws and standards
governing product safety into in-house processes.
- Provides a snapshot version of the company’s performance, through its
financials and charts to evaluate the company growth trends.
- It offers key company data and analysis vis-à-vis to the major industry
players. This information is vital from the point of estimating business
strategies of the company and facilitate in decision-making process for the
- Provides key financial information of the company, sales and product
ratio, revenue and income trend, stock performances for the most recently
ended quarter, financial year across businesses, and product/service
- Tracks major M&A trends and developments undertaken in the current
fiscal year to get a better understanding of company’s growth strategies.
- The report identifies and analyzes the company’s strength and
weaknesses to come up with the possible opportunities for the company.
- The report comments on the company's outlook for the forthcoming
periods both on strategic and financial point of views.
- Supplemented with graphs and tabular information on the key industry
players, overall financial and market performances, list of products and
services, and company’s share performances.
Sony India announces Record Growth Performance for Q1
Sales Revenues up by 26%
Q1 2006 (Apr – Jun) Q1 2007 (Apr – Jun)
In Rs. ‘000 In Rs. ‘000
Sales Turnover 4,724,846 5,964,880 26 %
New Delhi, July 11, 2007: Sony India today announced financial results for
first quarter fiscal 2007 ended June 30, 2007. The Company posted record
sales revenue of Rs. 596 crore, an increase of 26 per cent compared to
sales revenue of Rs. 472 crore for the same period a year-ago. The
financial results this quarter were a result of the solid business performance
and aggressive customer focused strategy especially in the contemporary
and vibrant categories such as BRAVIA LCD TVs, Cyber-shot and
Handycam digital products, VAIO Notebooks and Gaming console
“We are very pleased with our results for the first quarter,” said Masaru
Tamagawa, Managing Director of Sony India. “Our revenue growth
continues to validate our strategy. Consumers recognize that we have a
unique and valuable proposition they're not finding anywhere else. We're
ahead of the curve in delivering services based on the new intersections of
marketing, business and technology. We will continue to consolidate our
operations and invest significantly in developing new products and
extending our core technologies.quot;
Keeping in line with introducing the very latest and the best in technology,
Sony showcased the 11 (28 cm) extremely thin next generation TV display
incorporating OLED (organic light emitting diode) technology.The latest and
most promising buzzwords in display technology, OLED TVs are
considered as the screens of the future with significant advantages such as
brighter and more brilliant picture, unlimited viewing angle, low power
consumption and fast quot;response timequot;in relation to conventional
technologies. Alittle thicker than a credit card (3mm in depth), the OLED
TV 11(28cm) TV has the potential to break into many areas (displays,
flexible displays, lighting, transparent displays and so on). With the current
pace of innovation and technological development, Sony anticipates that
OLED displays will dominate the TV market in the near future
View: Annual Data | Quarterly Data (All numbers in thousands)
PERIOD ENDING 09/2008 06/2008 03/2008 12/2007
Balance Sheet - Assets
Cash and Equivalents 6,590,000 7,432,000 10,864,000 8,981,000
Marketable Securities 4,467,000 4,759,000 4,277,000 4,224,000
Accounts Receivable 10,663,000 11,348,000 11,836,000 *
Loans Receivable * * * 14,170,000
Receivables 10,663,000 11,348,000 11,836,000 14,170,000
Other Inventories 12,837,000 11,397,000 10,216,000 9,662,000
Inventories 12,837,000 11,397,000 10,216,000 9,662,000
Prepaid Expenses 8,441,000 7,139,000 11,466,000 9,341,000
Current Deferred Income
2,166,000 2,284,000 2,371,000 2,353,000
Other Current Assets 3,063,000 1,917,000 (933,000) *
Total Current Assets 48,228,000 46,276,000 50,097,000 48,731,000
Land & Improvements 1,484,000 1,507,000 1,583,000 1,487,000
Building & Improvements 8,573,000 8,657,000 9,031,000 9,041,000
Machinery, Furniture &
22,732,000 22,984,000 24,830,000 23,668,000
Construction in Progress 757,000 757,000 557,000 517,000
Total Fixed Assets 33,547,000 33,905,000 36,001,000 34,713,000
Gross Fixed Assets (Plant,
33,547,000 33,905,000 36,001,000 34,713,000
Prop. & Equip.)
Accumulated Depreciation &
21,992,000 22,261,000 23,568,000 22,141,000
Net Fixed Assets (Net PP&E) 11,555,000 11,644,000 12,433,000 12,572,000
Intangibles 2,891,000 3,025,000 5,677,000 2,362,000
Cost in Excess 3,208,000 3,238,000 3,044,000 2,830,000
Non-Current Deferred Income
1,983,000 2,051,000 1,987,000 2,012,000
Other Non-Current Assets 54,102,000 54,452,000 52,289,000 47,427,000
Total Non-Current Assets 73,739,000 74,410,000 75,430,000 67,203,000
Total Assets 121,967,000 120,686,000 125,527,000 115,934,000
Balance Sheet - Liabilities, Stockholders Equity
Accounts Payable 9,288,000 8,680,000 8,966,000 8,728,000
Notes Payable 11,549,000 9,504,000 9,209,000 10,963,000
Short Term Debt 4,226,000 4,301,000 3,551,000 4,176,000
Accrued Liabilities 482,000 591,000 2,008,000 1,815,000
Other Current Liabilities 16,873,000 15,760,000 16,500,000 13,607,000
Total Current Liabilities 42,419,000 38,836,000 40,234,000 39,289,000
Long Term Debt 6,106,000 6,147,000 7,291,000 6,470,000
Deferred Income Taxes 2,244,000 2,594,000 2,686,000 2,707,000
Other Non-Current Liabilities 36,462,000 36,663,000 37,897,000 32,387,000
Minority Interest 2,469,000 2,583,000 2,768,000 2,604,000
Total Non-Current Liabilities 47,281,000 47,987,000 50,642,000 44,168,000
Total Liabilities 89,699,000 86,823,000 90,876,000 83,457,000
Common Stock Equity 32,267,000 33,863,000 34,651,000 32,477,000
Common Par * 5,950,000 6,306,000 5,530,000
Additional Paid In Capital 16,776,000 10,874,000 11,514,000 10,084,000
(3,562,000) * (2,124,000) *
Retained Earnings 19,604,000 19,758,000 20,594,000 17,920,000
Treasury Stock (46,000) (46,000) (48,000) (41,000)
Other Equity Adjustments (505,000) (2,673,000) (1,591,000) (1,016,000)
Total Capitalization 38,373,000 40,010,000 41,942,000 38,947,000
Total Equity 32,267,000 33,863,000 34,651,000 32,477,000
Total Liabilities & Stock
121,966,000 120,686,000 125,527,000 115,934,000
Cash Flow 10,139,000 10,565,000 11,029,000 9,203,000
Working Capital 5,810,000 7,440,000 9,863,000 9,442,000
Free Cash Flow (3,694,000) (3,216,000) 5,651,000 (207,000)
Invested Capital 38,373,000 40,010,000 41,942,000 38,947,000
Import Export Specialist 9214 Continue Description Sony has an
opportunity for an Import/Export Specialist to research and classify finished
goods and parts under the Harmonized Tarrif Schedule (HTS) to ensure
compliance using the General Rules of Interpretation, binding rulings,
Explanatory Notes, Sonys decision trees and engineering drawings. Will
determine and assign Harmonized Tariff classification and Process Duty
Drawback. Will build and maintain strong collaborative relationships with
engineering, procurement, and business units. Conduct post entry audits of
import files; classification and valuation. Resolve customs entry
discrepancies, request PEA corrections, make corrections through process
Mergers, acquisitions, and joint ventures
1987 — On November 18, 1987, Sony acquired CBS Records Group from CBS.
It was renamed quot;Sony Music Entertainmentquot; in 1991.
1989 — Acquired Columbia Pictures Entertainment from the Coca-Cola
Company for US$3.4 billion. It was subsequently renamed quot;Sony Pictures
Entertainmentquot; in 1991.
1993 — Acquired Psygnosis Limited a computer games company based in
Liverpool, UK. Psygnosis director Ian Hetherington was made Managing Director
of Sony Computer Entertainment Europe.
1995 — Sony/ATV Music Publishing LLC, a 50:50 joint venture of Sony
Corporation of America and Michael Jackson.
1997 — ST Liquid Crystal Display Corporation (STLCD), a 50:50 joint venture of
Sony Corporation and Toyota Industries Corporation.
2001 — Sony Ericsson, a 50:50 joint venture of Sony Corporation
and Ericsson AB, was established in October.
2002 — Aiwa Corporation in October.
2004 — S-LCD Corporation, a joint venture of Sony Corporation and Samsung
Electronics Co. Ltd (Samsung Electronics: 50% plus 1 share, Sony: 50% minus 1
share) was established in April.
2004 — On 20 July 2004, the EU approved a 50-50 merger between Sony Music
Entertainment and BMG. The new company was named Sony and, as of 2005,
holds a 21.5% share in the global music market, behind worldwide
leader Universal Music Group, which has a 25.5% share.
2005 — On 8 April 2005, The MGM Company (Metro-Goldwyn-Mayer
Best quality award from M/S
SONY INDIA PVT. LTD. in
the year 2000.
Green Partner award from M/s. SONY INDIA PVT LTD in the year 2003.
Best supplier award in recognition for excellent performance for Quality,
Delivery and Cost from M/s. SONY INDIA PVT. LTD in the year 2001-
Good Design Award
iF Design Award
reddot Design Award
Industrial Design Excellence Awards （IDEA）
Design for Asia Award
National Commendation for Invention
Japan Manual Award
Japan Package Design Award
Although other electronic firms are taking market share and profits
from Sony by being copycats, the heart of Sony's success, the innovative
spirit and quest of excellence and perfection cannot be copied.
Sony's main task is to integrate its talent by placing common goals
and priority for this increasing competitive market. Sony also has the
potential to innovate into a company with international operations as well as
culture since it was one of the first Japanese companies to set up a main
branch in the United States.
With strategy and luck, Sony could become a great firm as it was and
Names Roll NO.
Venkatesh Mishra 06