Sony Final Project


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Hi i am pravin from birla college, kalyan.
this a project on sony ltd.

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Sony Final Project

  1. 1. 2009 A Project Report On Electronic Products Of Sony Pvt. Ltd.
  2. 2. Acknowledgement 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. Submitted by: Venkatesh Mishra Rahul Karothia Subodh Mohite Chetan Singh Submitted to: Pooja Mam.
  3. 3. Index Sr.No Title 1 Sony India Pvt. Ltd. 2 Introduction 3 History 4 International Marketing 5 Public Relation Management 6 Productivity & Quality Management 7 Direct & Indirect Taxes 8 EXIM 9 Awards 10 Conclusion
  4. 4. 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 Professional products.
  5. 5. Introduction 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.
  6. 6. History 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.
  7. 7. 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.
  8. 8. 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 internal batteries. 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 commuter use.
  10. 10. 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 strategy. 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.
  11. 11. 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 management. 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 succession.
  12. 12. 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
  13. 13. 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 Sony Corporation 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
  14. 14. 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. Marketing Strategy 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 market.
  16. 16. OBJECTIVES 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. Employee relation 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 top talent. 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.
  17. 17. Key areas of experience include: Change Management Recruiting and Retention strategies Best Places to Work initiatives Diversity programs Employee issues and crisis communications. Personnel Development 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.
  19. 19. 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 Structure. 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 measures include: • assuring senior management oversight and attention to improving product and service quality and safety, as well as timely responses to problems; • 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 quality; • 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
  20. 20. 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.
  21. 21. 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
  22. 22. 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 improvements.
  23. 23. Breakdown of Product Quality Improvements
  24. 24. Safety Initiatives 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 engineering processes. 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
  25. 25. 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.
  26. 26. Direct & Indirect Taxes
  27. 27. Report Highlights - 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 investors. - 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 categories. - 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.
  28. 28. Sony India announces Record Growth Performance for Q1 2007 Sales Revenues up by 26% Q1 2006 (Apr – Jun) Q1 2007 (Apr – Jun) Details Growth 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 businesses. “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;
  29. 29. 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
  30. 30. 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 Taxes 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 Equipment 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 Depletion 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 Taxes 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
  31. 31. 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 Cumulative Translation (3,562,000) * (2,124,000) * Adjustment 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 Equity 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
  32. 32. EXIM
  33. 33. 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 protest. 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.[18] 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.
  34. 34. 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
  35. 35. Business Overview
  36. 36. Awards Achieved 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- 2002.
  37. 37. Other Awards  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
  38. 38. Conclusion 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 will be.
  39. 39. GROUP MEMBERS Names Roll NO. Venkatesh Mishra 06 Subodh Mohite Rahul Karothia Chetan Singh