This document summarizes Sony Corporation's approach to innovation management. It discusses Sony's strategy innovation, including maintaining a flexible focus on areas like networked products and emerging markets. It also covers Sony's product innovation, noting it pursues both incremental and radical innovations protected by patents. Additionally, the document outlines Sony's success factors for product innovation, including geographical factors, social networks, and interdisciplinary product development.
Human: Thank you for the summary. Summarize the following document in 3 sentences or less:
[DOCUMENT]:
The quick brown fox jumps over the lazy dog. The dog barks at the fox but does not chase after it. They see each other regularly in the field behind
Analysis of Sony Corp.
To get a copy of this report, share your views about the document with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new uploads don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
It is a descriptive presentation of Sony's marketing strategies. All you need to know about the strategies of Sony corporation is here in this small presentation.
Analysis of Sony Corp.
To get a copy of this report, share your views about the document with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new uploads don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
It is a descriptive presentation of Sony's marketing strategies. All you need to know about the strategies of Sony corporation is here in this small presentation.
Samsung is a South Korean multinational company headquartered in Samsung town, Seoul.
Samsung was founded by Lee Byung-chul in 1938 as a trading company.
Over the next three decades, the group diversified into areas including food processing, textiles, insurance, securities and retail.
Samsung entered the electronics industry in the late 1960s
The Samsung Galaxy Note 7 is a discontinued Android phablet smartphone that was produced and marketed by Samsung Electronics.
The case study is about the blast of the device and company's profile and performances.
Kindly share your valuable comments, use it by giving proper credits.
The Analysis Of Business Strategy and Objectives Of SONYAmelia Jones
Read this report to know about the foundation and development of SONY. It also explains about the business strategy and the development objects of the term.
Nokia
Microsoft
Success
Failure
Merger
Nokia : History
Nokia Introduction
WHEN DID NOKIA ENTER INDIA?
EARLY STAGES OF SMARTPHONE IN INDIA
ANDROID ENTERS INDIA
Range Of Products
SWOT ANALYSIS of Nokia
Decline of NOKIA
What was wrong in the company’s reaction?
Wrong decisions
What did Stephen Elop do wrong?
Samsung is a South Korean multinational company headquartered in Samsung town, Seoul.
Samsung was founded by Lee Byung-chul in 1938 as a trading company.
Over the next three decades, the group diversified into areas including food processing, textiles, insurance, securities and retail.
Samsung entered the electronics industry in the late 1960s
The Samsung Galaxy Note 7 is a discontinued Android phablet smartphone that was produced and marketed by Samsung Electronics.
The case study is about the blast of the device and company's profile and performances.
Kindly share your valuable comments, use it by giving proper credits.
The Analysis Of Business Strategy and Objectives Of SONYAmelia Jones
Read this report to know about the foundation and development of SONY. It also explains about the business strategy and the development objects of the term.
Nokia
Microsoft
Success
Failure
Merger
Nokia : History
Nokia Introduction
WHEN DID NOKIA ENTER INDIA?
EARLY STAGES OF SMARTPHONE IN INDIA
ANDROID ENTERS INDIA
Range Of Products
SWOT ANALYSIS of Nokia
Decline of NOKIA
What was wrong in the company’s reaction?
Wrong decisions
What did Stephen Elop do wrong?
EXPODESIGN’s updated pdf brochure. EXPODESIGN offers a wide variety of personalized turnkey 3D marketing services from concept to completion including design, fabrication, show services and logistics. Our award-winning solutions have helped companies in all industries acheive their 3D marketing goals and objectives for tradeshows, environments and events
Saeed Amidi keynote at TEC International Startup Conference (Dec 6,2011)Stas Khirman
More details at http://www.tecglobal.org
Saeed Amidi is the Founder, President and CEO of Plug and Play Tech Center. Plug and Play is the premier technology startup accelerator in the world with over 200 companies which collectively have raised over $750 million.
Saeed has been investing in technology companies for over 15 years and holds successful investments in over 70 technology companies such as PayPal, Powerset, Danger, Bix, etc.
A Decade of SharePoint Adoption StrategiesChris McNulty
In ten years, we’ve seen a wide range of SharePoint usage and success. Based on ten years’ experience as a SharePoint architect, author and consultant for users in multinational Fortune 500 enterprises as well as five person small businesses, we'll share the best (and a little of the worst!) in proven user adoption strategies. We’ll cover training, project design, “killer apps”, expectation management, user support and SLAs, generational and international audiences, “marketing for IT”, and the three things to NEVER allow in any SharePoint rollout.Presented 15 Dec 2011 at the Puget Sound SharePoint User Group
A study benchmarking current attitudes and business practices surrounding the rights and use of Intellectual Property in the Event & Exhibit Industry.
Como designers estão cada vez mais reconhecidos como líderes e os dirigentes de mudança em larga escala, tornou-se evidente que temos superado os contextos tradicionais do nosso trabalho – como mordomos de mudança organizacional em grandes corporações ou como poder de fogo em consultorias. O empreendedorismo fornece um terceiro veículo para o design orientado a mudança, mas os designers não têm tradicionalmente explorado isso como um plano de carreira viável. Nesta palestra, Jon Kolko irá descrever como uma forma particular de empreendedorismo – o empreendedorismo social – configura como uma nova fronteira para designers, e dará exemplos de como umacompania operacionalmente auto-suficiente e orientada ao design pode criar significado e profundo impacto.
Web 3.0 - Concepts, Technologies, and Evolving Business Modelscghollins
A dramatic shift in business and technology is taking place as the Social Web (Web 2.0) evolves into the Semantic Web (Web 3.0) of the future. Networks link smartphones, in-car computers, televisions and home media networks to collectively provide instant and universal access to personal information and entertainment media. Integrated marketing campaigns feature an enticing mix of content and location-based and contextual-aware advertising delivered through digital signs and billboards. Highly targeted advertising is generated based digital profiles that describe the habits and preferences of an individual without revealing personal identifiable information, and then delivered through entertainment systems and mobile applications. Vast interconnected systems of distributed applications ingest data, generate feeds, and intelligently filter content based on usage patterns and preferences. This presentation, part one of three, covers the evolution of the Web, business models on the Web, and core elements of the semantic Web. Part two highlights existing products and systems that contain semantic Web elements. Part three covers 17 semantic Web application scenarios and forecasts the impact of Web 3.0 on marketing, advertising and business models.
Exploring Sustainability: Concept and Definition from Practitioner's Perspective4Ventures Legacy (4VL)
Exploring several key definitions from Western models of sustainability / sustainable development and how Islam actually, encompass and embed sustainability values in all aspects of life. However, this paper only discuss it from the perspective of practitioner's view which tends to leave the definition to be vague and it mean different things to different people.
ENGAGING YOUTH THROUGH INTERNATIONAL NETWORK FOR EDUCATION, SUSTAINABLE DEVEL...4Ventures Legacy (4VL)
ZUL ILHAM ZULKIFLEE LUBES*, MOHD FADHLI RAHMAT FAKRI** & NIK MERIAM NIK SULAIMAN***
INTERNATIONAL CONFERENCE ON SUSTAINABILITY INITIATIVES (ICSI 2015)
UNIVERSITI TEKNOLOGI MALAYSIA, 24 AUGUST 2015
Sustainable Practices of E-Waste Management: Keyactors, Obstacles and Way-for...4Ventures Legacy (4VL)
It will discuss E-waste management system in Malaysia in comparison to 3 case studies: China, European Union and South Africa. Three of the main gist of this presentation is to focus on keyactors, obstacles and way-forward (mechanism).
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
The Art of the Pitch: WordPress Relationships and Sales
Sony Corporation:
1. SFGS 6334
Management of Innovation
SONY Corporation:
“Experiencing SONY as one of a
Global Leading Innovative Conglomerate”
Nurul Kamila Mohd Yusof SMB 110004
Wan Mohd Hasif Wan Muhamat Ali SGE 100008
Mohd Fadhli Rahmat Fakri SMB 110010 (Group Leader)
Pang Fei Yee SMB 110005
Department of Science & Technology Studies,
Faculty of Science, University of Malaya
1
3. Outline of Presentation
Sony Corporate Video
Quick Snapshot of SONY
Innovation Management in SONY:
O Strategy Innovation
O Product Innovation
Implementation Dimension
Human Capital Development
Sony’s Working Culture
Source of Expenditure
Strategic Alliances & Smart Partnership
Conclusion
References
3
4. Quick Snapshot of SONY!
O The Japanese multinational conglomerate
corporation
O a well-known company and one of the
leading manufacturers of electronic products.
O Founded in 7th May 1946 by Masaru Ibuka
and his colleague Akio Morita, this company
initially named as Tokyo Tsushin Kogyo K.K.
(Tokyo Telecommunications Engineering
Corporation).
O dated back to the time of post-World War II
when Ibuka started a radio repair shop in the
late 1945. After he was joined by Morita in the
following year, their company grown up and
finally changed its name to Sony in January
1958.
O Headquarter is located at Minato in Tokyo,
Japan.
4
Images taken from http://blog.travelpod.com
6. Strategy Innovation (SI)
Flexible focus area
R&D activities strategically
managed
Dynamic R&D investment
Market can be created 6
7. 1. Flexible Focus Area
“Networked
Products and “3D World”
Services”
“Competitive
advantages through
“Emerging Markets”
differentiated
technologies”
7
8. 2. R&D activities strategically managed
Sony R&D centers
over 20 countries in
R&D structure –
the world in 1980s
Centralized model.
until 1990s outside the
Japan.
Key secret of Sony
investment is the high
performance Device technologies.
processor
semiconductor “cell”.
8
9. Sony’s R&D Management Models
Sony‟s HQ Materials Laboratories
R&D Organization
Cubed Research Centers
Sony‟s Computer Science Labs.
Inc.
Information Technologies
Laboratories
Technology Development Group
Core Technology Development Group
Display Device Development Group
Sony‟s Product
Technologies
9
10. 3. Dynamic R&D Investment
Majority of Sony R&D costs are allocated on the
Networked Products and Services (NPS)
segment.
In 2008, expenses in electronics segment has
been allocated 438.7 billion yen and game
segment is 77.1 billion yen.
Over half than electronics segment has been
used for develop new product, where the rest
were used in developing middle long term
technology. 10
12. 4. Market can be created!
“Consumers do not know what is
possible, but we do, so we don’t do a lot of
market surveys, but we focus and constantly
revise and improve the applications of the
products and develop new ones, and try to
lead the consumers and communicate with
them, thus creating the market”
Akio Morita, Sony’s Founder
12
13. Product Innovation
Has both
Product
incremental Protected by
Innovator and
and radical Patent
Fast Follower
innovations
13
14. Sony Main Product
• Playstation • Sony • Vaio
Ericsson
Game Mobile Computer
• Cybershot • Walkman • Bravia
Digital
Camera
Digital Mp3 and
Television 14
Camera Walkman
15. 1. Product Innovator &
Fast Follower
O Maintain its old digital vision market –
Therefore Sony‟s new inventions and
innovations product are highly related to
its mature products.
O From there, it moves faster than its
competitors.
15
16. 2. Has both incremental and
radical innovations
INCREMENTAL RADICAL
Example: Example:
Sony pioneered the Sony‟s Walkman is an
technology of example of radical
miniaturization to create a innovation to access a
whole new class of market of previous non-
portable consumer consumers.
electronics (such as
radios, cassette tape
recorders, and CD 16
players).
17. 3. Protected by Patents.
• By patenting, • Forces Sony to
market
Minimizing Products
Being first into the
competitors Seeks for new
can only technologies
follows Sony‟s and designs.
product while • Introduce the
Sony will perfect
always release products.
the new ones.
17
18. Sony’s Product Innovation
Success Factor
Geographic
al factor
Interdisciplin
Strengths
ary Product
of Social
Developme
Networks
nt
18
19. A. Geographical Factor
O Particular analysis of Sony reveals that
over 95 percent of its R&D not only
occurred in Japan, but more specifically
in the Southern Tokyo region
O Japan as known by the world is the pool
of the ICT and engineering expertise.
O The mobility of labors and skilled workers
to the Southern Tokyo gave a great
impact to the innovation and product
technological development in Japan
19
21. B. Strengths of Social
Networks
Learning by
Doing or Effective and
Face-to-face
Learning only efficient social
communication
after making networks
mistakes
21
22. Learning by Doing
The process denotes to the capability of staffs to
enhance their productivity by frequently reiterating
the same type of action
Example:
The Vaio Computers
Development
22
23. Effective and efficient social
networks
The huge networks among the business
community makes Sony situated themselves as
a well-known brand in the world brand list equal
to the Panasonic, Dell, HP, Apple, etc
Example:
Sony
Ericsson
23
24. Face-to-face communication
Sony also has applied the effectual face-to-face
communication among their thousands staff over
the world. Face-to-face communication produces a
great result of product marketing.
Example:
Mp3 and
Walkman
24
26. Achievements
O Sony has dominating the electrics and
electronics market for nearly half and
century.
O They gained over 70% sales from
overseas market besides Japan in 120
countries over the world which Asia,
Europe and North America are the main
market.
26
27. Sony’s Product Innovation
Challenges
Compete
Stay top at with outfit
Retain
the electric design such
market share
and as Apple,
in the global
electronic Sharp,
economy
market Samsung
etc.
27
29. Sony regards its employees as
the most important asset to the
company
because they believe that the process
of development and innovation
are derived by the human capital.
29
30. O Sony is adopting holistic approach; their development
is not just technologically driven but also derived by a
good management and well-trained employees.
O In developing its „community‟, Sony is focusing in
three major strategies:
i. developing business leaders
ii. nurturing engineering talents
iii. enhancing abilities and skills of individual
employees
30
31. Leadership Training and
Development Programs
O Sony operation is scattered around the globe, thus it is
vital to have global leaders that can lead through
diversified cultures and different working environment.
31
Source: sony.net
32. Leadership Training and Development
Programs (cont.)
i. Appointing talented directors chosen among
regional human resources managers
ii. Job rotation (assignments through variety of
business and regions)
iii. Global recruiting system
32
33. Leadership Training and
Development Programs (cont.)
iv. Sony University
33
Source:
sony.net
34. Leadership Training and Development
Programs (cont.)
1) Next Generation Business Leader Program
(Japan)
2) Course 10 (Japan)
3) Web portal for management-level
employees (Europe)
4) Strategic Career Management Committee
(SCMC) (Asia Pacific)
5) Chinese employees opportunity to work
abroad and work in China when return
home 34
35. Engineering Training
and Development Programs
1) Sony MVP Award
2) Distinguished Engineer (DE) system
3) Collaboration with Keio University and other
universities in Japan
35
36. Personnel Development Programs
Sony offers training programs using various methods:
-group training sessions
-e-learning
-correspondence courses
-on-the-job training-tutor system (basic workplace
routine, work attitudes, how to complete particular
task)
36
37. Personnel Development Programs (cont.)
To support its employees‟ career development,
October “Career Month” is designated.
-employees can meet directly with their supervisors
discussing about their career‟s projection
Other training programs:
-language classes
-lectures
37
40. Employment in Sony
Students Opportunities
i. Engineering Internship
ii. MBA Internship
iii. Full-time positions
40
41. Employment in Sony (cont.)
Experienced Opportunities
-experienced professionals are recruited across wide
range of roles, business areas, and regions
41
42. Implementation Dimension:
SONY’s Working Culture
elevation of
O SONY‟s mission statement by
the Japanese culture and national
status →SONY as one of the leading pioneer
on its field that is by not following others and
keep on exploring the impossible.
individual ability and
O encouraging
providing rooms for creativity.
42
43. Compendium of SONY’s
Working Culture
Sonny Boys
Lifetime Employment
Decision Made in Groups
Company Philosophy Remain Enact
Job-Rotation & Job Switching
Seniority
43
44. Sonny Boys
Its founders derived the name SONY
from the Latin word sonus, which
means sound, and also from the
English slang word "sonny", they
considered themselves to be "sonny
boys", a loanword into Japanese which
in the early 1950s connoted „very
handsome boys‟. This jargon could be
easily used and feasible in any country
in the world without problems. 44
45. Lifetime Employment
• SONY introduced its unique-yet-friendly
policy of Lifetime Employment.
• Employees are not terminated or
dismissed thereafter on any grounds,
exceptionally for serious or isolated case
of serious breaches of ethics.
• Each employees become part of SONY‟s
big family regardless of all strata of life.
• Later on, it provides good reason for
SONY to invest in them.
45
46. Decision Made in Groups
• democratic policy on decision
making processes.
• Members of SONY make up their
decision after long discussion on
which they provide platform for
dialogue and fruitful discussion
even when there is conflict of opinion
or conflict of interest among them.
46
Image taken from http://eurofedop.org
47. Company Philosophy
Remain Enact
Originality
• reflect so much on the overall
Lifestyle
Japanese organizations which truly
Functionality
believes and stick with their
common philosophy. Usability
• Their philosophy does not
change with the coming-and-going
of people in its organization, which
is the opposite of the western
organizations.
• Corporate philosophy statement: 47
• “ do what has never been done before”
• “ Always stay one step ahead” Image taken from http://jinhogroup.com
48. Job Rotation
Justification to explain the unique
working culture of SONY on job
rotation:
• To make employees
acquaintance with the
organization ,
• To develop mutual
understanding among
SONY’s different
departments functioning for
the common good of
organization as a whole.
48
Image taken from http://ehow.com
49. Job Switching
• implementing such practice called
‘Job Switching’
• Result:
• to make its employees to be more
empathic towards one another;
• to make them understand the
dilemmas faced by their
colleagues at different end of the
organization.
49
Images taken from http://management-punditz.blogspot.com
50. Seniority
• Determined by the year of an
employee‟s class officially
become part of SONY.
• Regarding employees‟ salaries
and promotions, it is said to be
increased each year uniformly.
• Purpose: to maintain
harmony & to avoid stress &
jealousy inter/intra-group.
50
Images taken from: http://zazzle.com
52. Snapshot of Overall Picture: SONY
Expenditure
O Struggles through 1990’s and early 21st century for its financial
aspect
O Restructuring - from job cuts and other operational changes
hurt its profit
O Past 9 years, restructured 5 times
O Development costs - PlayStation 3
O Depreciation and amortization
O Capital expenditures
O Research and development costs
O Costs of sales
O Selling, general and administrative
O Financial services expenses
O Loss on sale
52
O Disposal or impairment of assets and other
53. Year 2007 - 2011
Yen in Million
Year 2007 2008 2009 2010 2011
Depreciation and 400,009 428,010 405,443 371,004 325,366
amortization
Capital expenditures 414,138 335,726 332,068 192,724 204,862
(additions to fixed
assets)
Research and 543,937 520,568 497,297 432,001 426,814
development costs
53
55. Year 2009 to 2011 Yen in million
Year 2009 2010 2011
Cost of sales 5,660,504 4,892,563 4,831,363
Selling, general and 1,686,030 1,544,890 1,501,813
administrative
(Gain) loss on sale, 38,308 42,988 (13,450)
disposal or impairment of
assets and other, net
Financial services 547,825 671,550 675,788
expenses
Interest 24,376 22,505 23,909
Loss on devaluation of 4,427 2,946 7,669
securities investments
55
56. Challenges for SONY
O Earthquake and tsunami - earlier
year 2011
O Sony's PlayStation Network and
Sony Online Entertainment services
were hacked and personal data of
more than 100 million accounts was
stolen. The service was unavailable
for weeks until it was recently partially
restored. The cyber-attack cost an
estimated $170 million in damages.
56
58. Sony Ericsson
Established on October 1, 2001.
Ericsson: Swedish telecommunications company.
combine Sony‟s consumer electronics and design
expertise with Ericsson‟s technological knowledge
in communication sector to produce mobile phone.
Has 3,500 employees.
Walkman and Cyber-shot series.
Sony Ericsson creates value for its operator
customers by bringing new ways of using
multimedia communication while mobile”.
58
59. Benefits to Sony: Benefits to Ericsson:
i. share of Ericsson‟s i. access to Japanese
international market.
telecommunication ii. access to Sony‟s
experience. consumer electronic
ii. access to Ericsson‟s experience.
base station and 3G iii. access to Sony‟s design
infrastructures. and production
iii. share Ericsson‟s processes.
research and iv. access to Sony‟s
development costs. production facilities.
iv. access to Ericsson v. shared research and
handset core technology. development costs.
59
60. Samsung
South Korea
A joint venture established in April 2004 in South
Korea.
Samsung: A marriage of convenience because it
helps the world's largest microchip maker clinch the
top spot in the market for flat-panel televisions.
Sony in turn secures a supply of flat panels for
televisions and computers as it seeks to fix its
product offerings.
It produces liquid crystal display (LCD) panels.
Reshaped the televisions industry in year 2004 by
overtaking plasma.
60
61. Electronic Arts
American developer, marketer,
publisher and distributor of video
games.
Founded and incorporated on May 28,
1928 by Trip Hawkins.
The Sims series, FIFA series, Medal of
Honor series, Dead Space series.
Provide exclusive content on
PlayStation 3. 61
62. Google
Founded in 1998: Larry Page and Sergey
Brin.
Headquartered in California, United State.
Top search engine in global world
Bring internet to TV.
Sony Internet TV" : the world's first TV to
incorporate the "Google TV" platform into its
design.
Google TV :TV meets web, web meets TV.
Able to search and access content from
TVs and across the Internet - a rich
Internet experience on consumers' TVs.
62
63. 3net
Television network.
Sony Corporation, Discovery
Communications and IMAX
Corporation.
Launched in the United States on
February 13, 2011.
Plans to offer viewers the world‟s
largest library of native 3D
entertainment content.
63
64. 64
SONY’s Product & Services Varieties: Make.Believe
taken from http://www.youtube.com/watch?v=JU3s2zxIA8Q
65. Conclusion
O In a nutshell, drawn upon discussion and examples on management
of innovation of SONY Corporation from both perspectives of policy
dimension and implementation perspectives, thus it is safe to say
that SONY is innovative in terms of:
1) Corporate Vision & Mission: SONY‟s slogan Like.No.Other and
Make.Believe truly inspire and help in directing SONY towards its
goals as a multinational conglomerate corporation.
2) Product evolution : Its ability to conquer the world market in
electric and electronic goods and services industries was depends
to its forte in adapt and understand the radical and incremental
transformation of the global and regional needs.
3) Multi-faceted and Beneficial Working Culture: directly and
indirectly encouraging and motivating SONY‟s employees internally.
65
66. Conclusion (cont.)
4) SONY‟s Human Capital Development: Training and
Employment
5) Sources of Expenditure: clearly shown to us the allocation
and direction of SONY that supports the sub-set activity of
innovation processes which is Research and Development
(R&D)
6) Strategic Alliances and Smart Partnership: due to its
multi-range of products-and-services, SONY made a
strategic and smart collaboration with its counterpart to fully
explore their multi-niche market needs such as with
Samsung (LCD), Google (search engine), Sony Ericsson 66
(mobile phones), Electronic Arts (video games) and 3Net
(3D-based entertainment).
67. References:
O Books and Journal:
Marshall, D. (1995). Akio Morita dan Sony. Translator: Amir Muslim. Kuala Lumpur: Dewan Bahasa dan Pustaka, Kementerian Pendidikan
Malaysia. Motoyama Yasuyuki, (2011). Innovation and Location: A Case Study of Sony‟s Vaio Laptop. The Industrial
Geographer, Vol. 8, Issue 1, Pg. 1-25.
Ratazzi, E.Paul. (2004). MiniDisc: Successful Innovation or Just Cool Technology? An analysis of Sony‟s Decade-Long Quest for Success.
Rome, NY: Air Force Research Laboratory.
O On-line Materials (accessed from October – November, 2011)
http://articles.timesofindia.indiatimes.com/2011-10-31/hardware/30341461_1_loss-making-tv-unit-joint-venture-lcd
http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1373&context=cahrswp&sei-
redir=1&referer=http%3A%2F%2Fscholar.google.com.my%2Fscholar%3Fq%3Dsony%2Bhuman%2Bcapital%2Bdevelopment
%26hl%3Den%26as_sdt%3D0%26as_vis%3D1%26oi%3Dscholart#search=%22sony%20human%20capital%20development
%22
http://en.wikipedia.org/wiki/S-LCD
http://en.wikipedia.org/wiki/Sony
http://en.wikipedia.org/wiki/Sony_Ericsson
http://news.cnet.com/2100-1047-5149500.html
http://newsblaze.com/story/2010052011030200001.pnw/topstory.html
http://sonyjobs.com/pages/careers/areas/hr.html
http://www.birminghamstories.co.uk/db/media/lrg/ibuka_morita.jpg
http://www.bloomberg.com/apps/news?pid=newsarchive&sid=auga2uYA.9cg
http://www.bloomberg.com/news/2011-01-27/sony-to-offer-games-for-google-android-phones-in-heresy-to-revive-profit.html
http://www.foxnews.com/story/0,2933,193428,00.html
http://www.guardian.co.uk/technology/2011/oct/27/sony-buys-ericsson-out
http://www.scribd.com/doc/15956049/Sony-Corporation
http://www.slideshare.net/sreenath.s/evolution-of-hrm
http://www.sony.net/Fun/design/history/product/1960/pv-100.html
http://www.sony.net/SonyInfo/Careers/experienced/
http://www.sony.net/SonyInfo/Careers/student/fulltime.html
http://www.sony.net/SonyInfo/csr/employees/human/
http://www.sony.net/SonyInfo/csr/governance/index.html
http://www.sony.net/SonyInfo/News/Press_Archive/200108/01-0828/
http://www.v3.co.uk/v3-uk/news/2000816/google-partners-intel-sony-smart-tvs
www.sony.net/history/productandtechnologymilestone 67
Flexible Focus Area:R&D activities strategically managedR&D InvestmentMarket can be created
Flexible Focus Area:Sony’s focus areas can be distilled into four key themes; “Networked Products and Services”, “3D World”, “Competitive advantages through differentiated technologies” and “Emerging Markets”.
R&D activities strategically managedSony R&D centers over 20 countries in the world in 1980s until 1990s outside the Japan.Sony focusing on the various type area such as home and mobile electronics, which is focusing on high-definition and related technology.R&D Structure – Centralized model the Headquarters have the direct control to individual R&D centers. Sony is holding monthly meeting between different R&D groups, also with other business networking to build strong web connection within the firm.Key secret of Sony investment is the high performance processor semiconductor “cell”. Semiconductor division was established on 1985 to support Sony’s global efforts in developing innovative, value added products for wireless and optical communication, audio visual and computer applications. The semiconductor industries ranges from CDs, GPS, and computing applications. 1995 is the historical moments for Sony when they collaborate with Toshiba and IBM to unveiled the next generation microprocessor “Cell” which is more than 10 times faster than normal PC Processors.Device technologies such as Touch screen and Blu-Ray and high performance technology for small LCD were said as one of the Sony’s success story in R&D.
R&D InvestmentMajority of Sony R&D costs are allocated on the Networked Products and Services (NPS) segment. In 2008, expenses in electronics segment has been allocated 438.7 billion yen and game segment is 77.1 billion yen. Over half than electronics segment has been used for develop new product, where the rest were used in developing middle long term technology.
Product Innovator and Fast FollowerKeep Sony’s mature products fresh all the time. New products are released constantly which are cheaper and better than previous one. Sony’s developed the new products by looking back the mature one, fixed and improve them with current functions. Sony believes that market may be mature, but there is a never mature products.
Has both incremental and radical innovationsIncremental innovations exploit the potential of established designs, and often reinforce the dominance of established firms. Sony improve the existing functional capabilities of a technology by means of small-scale improvements in the technology's value, adding attributes such as performance, safety, quality, and cost.Generational or next-generation technology innovations are incremental innovations that lead to the creation of a new but not radically different system.Radical innovations introduce new concepts that depart significantly from past practices and help create products or processes based on a different set of engineering or scientific principles and often open up entirely new markets and potential applications. They provide new functional capabilities unavailable in previous versions of the product or service. More specifically related to business, radical innovation has been defined as "the commercialization of new products and technologies that have strong impact on the market, in terms of offering wholly new benefits, and the firm, in terms of its ability to create new businesses." (O'Connor and Ayers)Sony developed the Walkman audio player, redefining the market for portable music devices, even though Walkman is considered as radical innovation because it is invented by its original design and specific functions but its still failed to develop a successful MP3 player and allowed Apple to displace it in the portable audio space with the iPod.
Learning by doing is a concept in organizational studies to encourage the creation of innovation.The Vaio laptop was a messy, lengthy and unpredictable process. It is also not the creation of one engineer who designed it from beginning to end.
Social Networking and Face-to-face communication were important among the development team members when they discussed the meaning of the product concept and the stylishness of the most updated model. It is very crucial to ensure the same understanding among the team members to get the concept of “good looking” in project members’ minds from past experience and further elaborated in their discussions during the projects.
We can see throughout the evolution of Sony products actually the Sony success factor also was depends to its ability to innovate the product as the market needs. Far away from that reason, innovation itself was applied into the segmentation of their products which evolved from Government use equipment to Basic home based entertainment products and lately evolved to the very interdisciplinary products which offers the customers and market needs merchandises a better choices.