Description
part3-case study-longitudinal management-cony corp
2011
STRETIGACAL CASE STUDY OF SONY CORPORATION
Zarmina siraj ul haq
[ LONGITUDNAL MANAGEMENT ]
Strategic Direction for the future
CONTENTS:
STRETIGY UPDATE FROM 2008-2010 OPERATIONS AFFECTED BY NATURAL DISASTER FUTURE STRETEGY CONCLUSION REFRENCE
STRATEGY UPDATE FROM 2008 TO 2010 BY COMPANY:
Sony today presented a series of new initiatives designed to build on its previous three-year revitalization plan and to position the company as the leading global provider of networked consumer electronics and entertainment. In particular, the company will focus on strengthening core businesses, enhancing network initiatives and leveraging international growth opportunities to build for the future and drive further growth and profits. In addition, Sony announced the following key mid-term goals: Expand our PC, Blu-ray Disc -related products and component/semiconductor businesses into "trillion yen businesses**," joining LCD TVs, digital imaging (digital cameras and camcorders), game and mobile phones and raising the total number of "trillion yen businesses" to seven. Ensure that 90% of our electronics product categories are networkenabled and wireless-capable by the fiscal year ending March 31, 2011 ("FY2010"). Roll out video services across key Sony products by FY2010, starting with the summer 2008 launch on the PLAYSTATION®Network. Double annual revenue from BRIC (Brazil, Russia, India, China) countries to 2 trillion yen*** by FY2010.
Three-year period ending March 31, 2011
Businesses each generating 1 trillion yen or more of annual sales to outside customers, except for Blu-ray Disc related business which includes intersegment sales Includes Sony Ericsson Mobile Communications and SONY BMG MUSIC
ENTERTAINMENT as allocated Sony has identified a 5% operating margin as a baseline of profitability to generate cash to continue to lead and innovate. Furthermore we will target an annual return on equity of 10% by FY2010. Sony is also planning to allocate a total of 1.8 trillion yen to invest in and build key businesses and technologies over the next three years. Highlights are as follows: Further Strengthen Our Core Businesses Sony intends to maintain a leading position in its "trillion yen businesses" (LCD TVs, digital imaging, game and mobile phones) and will focus on expanding its PC, Blu-ray Disc-related products, and component/semiconductor businesses into "trillion yen businesses" by the end of FY2010. At the same time, we expect to improve the operations of our TV business significantly and implement a variety of cost reduction measures to restore that business to profitability in the fiscal year ending March 31, 2009*, and strive for the global No. 1 position in LCD TVs by FY2010. Of the planned 1.8 trillion yen investment over the next three years, approximately 900 billion yen will be allocated towards strengthening core focus areas within components and semiconductors, such as image sensors, batteries, display devices and Blu-ray Disc-related components. Sony is also promoting the concept of "open innovation", whereby we are looking not only inside the company, but outside for technologies that foster innovation. By combining Sony's inherent technological strengths with external expertise, we aim to accelerate R&D efficiency and enable the company to effectively respond to rapidly changing customer needs and preferences in the network era. Through the creation of new user experiences, strengthening core businesses, driving innovation, and minimizing the environmental impact of its operations, Sony will strive to achieve not only sales volume, but also sustainable and profitable growth.
In the Game segment, the two key drivers of new growth are non-game content and services in tandem with enhanced network capability. Sony also expects to achieve profitability in this segment in the fiscal year ending March 31, 2009*, a significant year-on-year improvement due to hardware cost reductions and an enhanced line-up of software titles for PLAYSTATION®3 ("PS3"). Key Game initiatives are: 1. Expand content and services available on the network platform 2. Continue to expand the PS3 customer base through the strength of Blu-ray Disc 3. Accelerate PS3 sales through upcoming key franchise software titles 4. Continue PS3 cost reduction initiatives * Forecast as of May 14, 2008
Network Initiatives
Sony will increase network and wireless connectivity across its family of devices and build a service platform to provide a seamless user experience across our key hardware devices and content. We are planning to expand services that will enable our customers to enjoy content such as motion pictures and television programming through the network on a variety of Sony products such as BRAVIA players. Sony's unique position in electronics and entertainment allows us to offer compelling network services. As an example of our potential, this November, Sony Pictures Entertainment will offer one of the most highly anticipated films of the summer, "Hancock", exclusively to all internet connected BRAVIA LCD TVs in the U.S. before it is available on DVD. This film will be distributed to Sony customers directly to their televisions outside conventional distributors and without the need for any set-top box. This is an industry first. Capitalize on Growth in BRIC Countries and Other Emerging Markets Because Sony believes that the largest growth opportunities exist outside its traditional markets of Japan, North America and Europe, expanding Sony's LCD TVs, PS3, PSP® (PlayStation®Portable) and Walkman® video music
business into new markets is a key area of focus. New markets in regions including the BRIC countries - Brazil, Russia, India and China - are developing quickly, and Sony's business in these countries is growing rapidly. Going forward, Sony plans to accelerate business expansion through collaboration and integration, not just within each of the Electronics, Game and Pictures segments, but across the entire Sony Group.
Sony will target annual sales of 2 trillion yen in the BRIC countries (including revenues from Sony Ericsson Mobile Communications and SONY BMG) by FY2010, doubling FY2007 sales with annual Electronics segment sales alone slated to grow from 600 billion yen to 1.2 trillion yen during this period.
Environmental Initiatives - Green Management 2010
"Green Management 2010" is a series of mid-term environmental targets that are guiding the Sony Group in its efforts to help prevent global warming, recycle resources, ensure appropriate management of chemical substances and address a broad range of other environmental issues. Through these initiatives, Sony is striving to achieve an absolute reduction in greenhouse gas emissions, specifically a 7% or greater reduction in CO2 emissions by FY2010 compared to the level of FY2000.
Financial Strategies for the Mid-Term
In order to generate funds to continue to grow and innovate, Sony has identified a 5 percent operating margin as a baseline of profitability. Sony is also establishing return on investment capital as a fundamental framework for evaluating capital investments and potential acquisitions across the Sony Group to ensure the optimum use of resources. Our targeted investment (an aggregate of 1.8 trillion yen by the end of FY2010) will put Sony in a position to drive further growth and innovation over the next three years and beyond. Sony will also target an annual return on equity of 10% by FY2010. Going forward, we will work to deliver a stable, high level of profitability while enhancing shareholder value.
The business environment in which Sony operates is changing rapidly and, with the advance in digital technology and broadband networks, technological innovation is moving at a pace never experienced before. In order to be a leading company in the digital age, Sony aims to leverage its unique advantage of producing both hardware and content, continuing to offer cutting-edge products together with superior content and services to meet the needs and expectations of our customers.
Sony Group Operations Affected by Natural Disaster:
Operations at several Sony Corporation and Sony Group sites and facilities have been affected by the Pacific Coast of Tohoku Earthquake and tsunami, and Sony is monitoring the status of each of these sites on an on-going basis, while also considering the most effective recovery measures. Sony also has responded to reports of widespread power outages by voluntarily suspending operations at several sites. No significant injuries have been reported to employees working at any of these sites when the earthquake or tsunami occurred. The company is currently evaluating the full impact of the earthquake, tsunami and related power outages on Sony's businesses and consolidated financial results. As of 11:00 am, March 14, manufacturing operations have been suspended at the following affected production sites: Sony Chemical & Information Device Corporation, Tagajyo Plant (Miyagi Prefecture) <Magnetic Tapes, Blu-ray Discs etc.> Tome Plant, Nakada/Toyosato Sites (Miyagi Prefecture) < Optical devices, IC cards etc.>
Sony Shiroishi Semiconductor Inc. (Miyagi Prefecture) <Semiconductor Lasers etc.> Sony Energy Devices Corporation, Koriyama Plant (Fukushima Prefecture) <Lithium Ion Secondary Batteries etc.> Sony Energy Devices Corporation, Motomiya Plant (Fukushima Prefecture) <Lithium Ion Secondary Batteries etc.> Sony Manufacturing Systems Corporation, Kuki Plant (Saitama Prefecture) <Surface mounting equipment etc.> Sony DADC Japan Inc., Ibaraki Facility (Ibaraki Prefecture) <CDs, DVDs etc.>
In addition to these manufacturing sites, Sony Corporation Sendai Technology Center (Tagajyo, Miyagi) has ceased operation due to earthquake damage. While certain production sites in Japan other than those listed above have been moderately affected, there has been no report of employee injury or facility damage, and operations continue. Possible damage at other Sony Group companies in Japan is currently being reviewed. Additionally, Sony Chemical & Information Devices Corporation, Kanuma Plant (Tochigi Prefecture), Sony Energy Devices Corporation, Tochigi Plant (Tochigi Prefecture) and Sony Corporation Atsugi Technology Center (Atsugi, Kanagawa) temporarily suspended operations on a voluntary basis, to assist with the alleviation of widespread power outages.
FUTURE STRATEGY
Through research and development, the company has made considerable inroads in the areas of professional broadcasting (with the creation of the Beta cam, DVCAM, HDCAM and 24P formats); mobile communications (with digital phones and the CLIE handheld); PCs (with VAIO notebook and desktop computers); storage and media (with the invention of the floppy disk, AIT and DTF drives, and the Memory Stick) and, now, the Internet. Sony s future brand success will be determined by how the company meets the challenges of change. Sony has always led the market in terms of innovation. But in a digital networked
world, products will no longer be developed with just hardware in mind. The convergence of technologies consumer electronics, computing and telecommunications is a reality, with new competitors forming and consumer mindshare up for grabs. In the future, look for Sony to create entirely new forms of entertainment; blending movies, computer generated worlds, games and music. Sony has the vision, technology and content to forge a direction in consumer entertainment that no other company can match. As the competition is increasing, Sony Company faced many challenges and will be facing more challenges and that can be aggressive in seeking advantages by any means. The competitive risks of introduction of products from Japan are more in the dominion of quality and trust than in any truly competitive risk. The story of Nintendo s decline and the raise of Sony s Play station illustrate the importance of strategic planning. Managers at Sony formulated and implement strategies that have made play station to be the best player in the video console business while Nintendo s, managers failed to respond to increased competition and changing customer expectation. The story of Nintendo s decline and the raise of Sony s Play station illustrate the importance of strategic planning. Managers at Sony formulated and implement strategies that have made Play station to be the best player in the video console business while Nintendo s, managers failed to respond to increased competition and changing customer expectation.
CONCLUSION
The mission statement of the company is To approach the customers through advanced technological products in the various fields to fulfill their needs . This statement shows that Sony produces innovative products and customers also expect a bit from Sony company that it will offer them value added services and products which will enhance their living style and quality of life and provide a better solution to their demands. This statement indicates the major part of strategy and that is the development of business.. Understanding the strategy concept, the levels of strategy formulation versus implementation is an important start toward strategic thinking.
REFRENCE: REFERENCES
Textbooks
y y y Bowman, C. & Asch, D. (1996), ³Managing Strategy´, MacMillan. DeWit, B. & Meyer, R. (2004), ³Strategy: Process, Content, Context´,3rd Edition, Thomson International Business Press. Finlay, P. (2000), ³Strategic Management: An introduction to business and corporate strategy´, Prentice Hall.
Internet Resources
y Benson, M. (8th November 2006), ³Has the sun set on Sony? - [Available at http://www.wonova.com/11/2006/has-the-sun-set-on-sony/ ] Hall, K. & Edwards, C. (26th October 2006), ³Sony's Singed Reputation´ - [Available at http://www.businessweek.com/globalbiz/content/oct2006/gb20061026_545666.htm?cha n=search ] Hall, K. (30th January 2007), ³Sony Financial Arm Bent On an IPO´ - [Available at http://www.businessweek.com/globalbiz/content/jan2007/gb20070130_957918.htm?cha n=search ] Rowley, I. (2nd October 2006), ³Sony's Battery Exchange: A Huge Price Tag´ - [Available at http://www.businessweek.com/globalbiz/content/oct2006/gb20061002_176559.htm?cha n=search ] Simmons, D. (17th November 2006), ³Sony's rough ride through 2006´ - [Available at http://news.bbc.co.uk/1/hi/programmes/click_online/6157430.stm ]
y
y
y
y
y
Veiga, A. (21st December 2006), ³Sony to pay millions for damaging software´ [Available at http://www.msnbc.msn.com/id/16314555/wid/11915829 ]
³Sony Hits More Problems In Japan With The Launch Of The PS3´ (15th November http://www.wonova.com/11/2006/sony-hits-more-problems-in2006) - [Available at japan-with-the-launch-of-the-ps3/ ]
y
y
³Sony suffers 94% loss on battery recall in 2Q´ (26th October 2006) - [Available at http://news.xinhuanet.com/english/2006-10/26/content_5253924.htm ] ³Fire-risk laptops hit Sony shares´ (16th http://news.bbc.co.uk/1/hi/business/4797073.stm ]
y
August
2006)
-
[Available
at
y
³PlayStation 3 Euro launch delayed´ (6th September 2006) - [Available at http://news.bbc.co.uk/1/hi/technology/5319190.stm ] Sony Global Corporate information http://www.sony.net/SonyInfo/CorporateInfo/ ] ³± [ Available at
y
y y
http://www.sony.net/SonyInfo/News/Press/201103/11-0314E/index.html Sony news releases: Sony and Wimbledon serve as 3D ace. [ Available at http://www.sony.net/SonyInfo/News/Press/201103/11-028E/index.html ] Sony Support for Japan Earthquake Relief Efforts [ Available at http://www.sony.net/SonyInfo/News/Press/201103/11-033E/index.html ]
y
doc_134732682.docx
part3-case study-longitudinal management-cony corp
2011
STRETIGACAL CASE STUDY OF SONY CORPORATION
Zarmina siraj ul haq
[ LONGITUDNAL MANAGEMENT ]
Strategic Direction for the future
CONTENTS:
STRETIGY UPDATE FROM 2008-2010 OPERATIONS AFFECTED BY NATURAL DISASTER FUTURE STRETEGY CONCLUSION REFRENCE
STRATEGY UPDATE FROM 2008 TO 2010 BY COMPANY:
Sony today presented a series of new initiatives designed to build on its previous three-year revitalization plan and to position the company as the leading global provider of networked consumer electronics and entertainment. In particular, the company will focus on strengthening core businesses, enhancing network initiatives and leveraging international growth opportunities to build for the future and drive further growth and profits. In addition, Sony announced the following key mid-term goals: Expand our PC, Blu-ray Disc -related products and component/semiconductor businesses into "trillion yen businesses**," joining LCD TVs, digital imaging (digital cameras and camcorders), game and mobile phones and raising the total number of "trillion yen businesses" to seven. Ensure that 90% of our electronics product categories are networkenabled and wireless-capable by the fiscal year ending March 31, 2011 ("FY2010"). Roll out video services across key Sony products by FY2010, starting with the summer 2008 launch on the PLAYSTATION®Network. Double annual revenue from BRIC (Brazil, Russia, India, China) countries to 2 trillion yen*** by FY2010.
Three-year period ending March 31, 2011
Businesses each generating 1 trillion yen or more of annual sales to outside customers, except for Blu-ray Disc related business which includes intersegment sales Includes Sony Ericsson Mobile Communications and SONY BMG MUSIC
ENTERTAINMENT as allocated Sony has identified a 5% operating margin as a baseline of profitability to generate cash to continue to lead and innovate. Furthermore we will target an annual return on equity of 10% by FY2010. Sony is also planning to allocate a total of 1.8 trillion yen to invest in and build key businesses and technologies over the next three years. Highlights are as follows: Further Strengthen Our Core Businesses Sony intends to maintain a leading position in its "trillion yen businesses" (LCD TVs, digital imaging, game and mobile phones) and will focus on expanding its PC, Blu-ray Disc-related products, and component/semiconductor businesses into "trillion yen businesses" by the end of FY2010. At the same time, we expect to improve the operations of our TV business significantly and implement a variety of cost reduction measures to restore that business to profitability in the fiscal year ending March 31, 2009*, and strive for the global No. 1 position in LCD TVs by FY2010. Of the planned 1.8 trillion yen investment over the next three years, approximately 900 billion yen will be allocated towards strengthening core focus areas within components and semiconductors, such as image sensors, batteries, display devices and Blu-ray Disc-related components. Sony is also promoting the concept of "open innovation", whereby we are looking not only inside the company, but outside for technologies that foster innovation. By combining Sony's inherent technological strengths with external expertise, we aim to accelerate R&D efficiency and enable the company to effectively respond to rapidly changing customer needs and preferences in the network era. Through the creation of new user experiences, strengthening core businesses, driving innovation, and minimizing the environmental impact of its operations, Sony will strive to achieve not only sales volume, but also sustainable and profitable growth.
In the Game segment, the two key drivers of new growth are non-game content and services in tandem with enhanced network capability. Sony also expects to achieve profitability in this segment in the fiscal year ending March 31, 2009*, a significant year-on-year improvement due to hardware cost reductions and an enhanced line-up of software titles for PLAYSTATION®3 ("PS3"). Key Game initiatives are: 1. Expand content and services available on the network platform 2. Continue to expand the PS3 customer base through the strength of Blu-ray Disc 3. Accelerate PS3 sales through upcoming key franchise software titles 4. Continue PS3 cost reduction initiatives * Forecast as of May 14, 2008
Network Initiatives
Sony will increase network and wireless connectivity across its family of devices and build a service platform to provide a seamless user experience across our key hardware devices and content. We are planning to expand services that will enable our customers to enjoy content such as motion pictures and television programming through the network on a variety of Sony products such as BRAVIA players. Sony's unique position in electronics and entertainment allows us to offer compelling network services. As an example of our potential, this November, Sony Pictures Entertainment will offer one of the most highly anticipated films of the summer, "Hancock", exclusively to all internet connected BRAVIA LCD TVs in the U.S. before it is available on DVD. This film will be distributed to Sony customers directly to their televisions outside conventional distributors and without the need for any set-top box. This is an industry first. Capitalize on Growth in BRIC Countries and Other Emerging Markets Because Sony believes that the largest growth opportunities exist outside its traditional markets of Japan, North America and Europe, expanding Sony's LCD TVs, PS3, PSP® (PlayStation®Portable) and Walkman® video music
business into new markets is a key area of focus. New markets in regions including the BRIC countries - Brazil, Russia, India and China - are developing quickly, and Sony's business in these countries is growing rapidly. Going forward, Sony plans to accelerate business expansion through collaboration and integration, not just within each of the Electronics, Game and Pictures segments, but across the entire Sony Group.
Sony will target annual sales of 2 trillion yen in the BRIC countries (including revenues from Sony Ericsson Mobile Communications and SONY BMG) by FY2010, doubling FY2007 sales with annual Electronics segment sales alone slated to grow from 600 billion yen to 1.2 trillion yen during this period.
Environmental Initiatives - Green Management 2010
"Green Management 2010" is a series of mid-term environmental targets that are guiding the Sony Group in its efforts to help prevent global warming, recycle resources, ensure appropriate management of chemical substances and address a broad range of other environmental issues. Through these initiatives, Sony is striving to achieve an absolute reduction in greenhouse gas emissions, specifically a 7% or greater reduction in CO2 emissions by FY2010 compared to the level of FY2000.
Financial Strategies for the Mid-Term
In order to generate funds to continue to grow and innovate, Sony has identified a 5 percent operating margin as a baseline of profitability. Sony is also establishing return on investment capital as a fundamental framework for evaluating capital investments and potential acquisitions across the Sony Group to ensure the optimum use of resources. Our targeted investment (an aggregate of 1.8 trillion yen by the end of FY2010) will put Sony in a position to drive further growth and innovation over the next three years and beyond. Sony will also target an annual return on equity of 10% by FY2010. Going forward, we will work to deliver a stable, high level of profitability while enhancing shareholder value.
The business environment in which Sony operates is changing rapidly and, with the advance in digital technology and broadband networks, technological innovation is moving at a pace never experienced before. In order to be a leading company in the digital age, Sony aims to leverage its unique advantage of producing both hardware and content, continuing to offer cutting-edge products together with superior content and services to meet the needs and expectations of our customers.
Sony Group Operations Affected by Natural Disaster:
Operations at several Sony Corporation and Sony Group sites and facilities have been affected by the Pacific Coast of Tohoku Earthquake and tsunami, and Sony is monitoring the status of each of these sites on an on-going basis, while also considering the most effective recovery measures. Sony also has responded to reports of widespread power outages by voluntarily suspending operations at several sites. No significant injuries have been reported to employees working at any of these sites when the earthquake or tsunami occurred. The company is currently evaluating the full impact of the earthquake, tsunami and related power outages on Sony's businesses and consolidated financial results. As of 11:00 am, March 14, manufacturing operations have been suspended at the following affected production sites: Sony Chemical & Information Device Corporation, Tagajyo Plant (Miyagi Prefecture) <Magnetic Tapes, Blu-ray Discs etc.> Tome Plant, Nakada/Toyosato Sites (Miyagi Prefecture) < Optical devices, IC cards etc.>
Sony Shiroishi Semiconductor Inc. (Miyagi Prefecture) <Semiconductor Lasers etc.> Sony Energy Devices Corporation, Koriyama Plant (Fukushima Prefecture) <Lithium Ion Secondary Batteries etc.> Sony Energy Devices Corporation, Motomiya Plant (Fukushima Prefecture) <Lithium Ion Secondary Batteries etc.> Sony Manufacturing Systems Corporation, Kuki Plant (Saitama Prefecture) <Surface mounting equipment etc.> Sony DADC Japan Inc., Ibaraki Facility (Ibaraki Prefecture) <CDs, DVDs etc.>
In addition to these manufacturing sites, Sony Corporation Sendai Technology Center (Tagajyo, Miyagi) has ceased operation due to earthquake damage. While certain production sites in Japan other than those listed above have been moderately affected, there has been no report of employee injury or facility damage, and operations continue. Possible damage at other Sony Group companies in Japan is currently being reviewed. Additionally, Sony Chemical & Information Devices Corporation, Kanuma Plant (Tochigi Prefecture), Sony Energy Devices Corporation, Tochigi Plant (Tochigi Prefecture) and Sony Corporation Atsugi Technology Center (Atsugi, Kanagawa) temporarily suspended operations on a voluntary basis, to assist with the alleviation of widespread power outages.
FUTURE STRATEGY
Through research and development, the company has made considerable inroads in the areas of professional broadcasting (with the creation of the Beta cam, DVCAM, HDCAM and 24P formats); mobile communications (with digital phones and the CLIE handheld); PCs (with VAIO notebook and desktop computers); storage and media (with the invention of the floppy disk, AIT and DTF drives, and the Memory Stick) and, now, the Internet. Sony s future brand success will be determined by how the company meets the challenges of change. Sony has always led the market in terms of innovation. But in a digital networked
world, products will no longer be developed with just hardware in mind. The convergence of technologies consumer electronics, computing and telecommunications is a reality, with new competitors forming and consumer mindshare up for grabs. In the future, look for Sony to create entirely new forms of entertainment; blending movies, computer generated worlds, games and music. Sony has the vision, technology and content to forge a direction in consumer entertainment that no other company can match. As the competition is increasing, Sony Company faced many challenges and will be facing more challenges and that can be aggressive in seeking advantages by any means. The competitive risks of introduction of products from Japan are more in the dominion of quality and trust than in any truly competitive risk. The story of Nintendo s decline and the raise of Sony s Play station illustrate the importance of strategic planning. Managers at Sony formulated and implement strategies that have made play station to be the best player in the video console business while Nintendo s, managers failed to respond to increased competition and changing customer expectation. The story of Nintendo s decline and the raise of Sony s Play station illustrate the importance of strategic planning. Managers at Sony formulated and implement strategies that have made Play station to be the best player in the video console business while Nintendo s, managers failed to respond to increased competition and changing customer expectation.
CONCLUSION
The mission statement of the company is To approach the customers through advanced technological products in the various fields to fulfill their needs . This statement shows that Sony produces innovative products and customers also expect a bit from Sony company that it will offer them value added services and products which will enhance their living style and quality of life and provide a better solution to their demands. This statement indicates the major part of strategy and that is the development of business.. Understanding the strategy concept, the levels of strategy formulation versus implementation is an important start toward strategic thinking.
REFRENCE: REFERENCES
Textbooks
y y y Bowman, C. & Asch, D. (1996), ³Managing Strategy´, MacMillan. DeWit, B. & Meyer, R. (2004), ³Strategy: Process, Content, Context´,3rd Edition, Thomson International Business Press. Finlay, P. (2000), ³Strategic Management: An introduction to business and corporate strategy´, Prentice Hall.
Internet Resources
y Benson, M. (8th November 2006), ³Has the sun set on Sony? - [Available at http://www.wonova.com/11/2006/has-the-sun-set-on-sony/ ] Hall, K. & Edwards, C. (26th October 2006), ³Sony's Singed Reputation´ - [Available at http://www.businessweek.com/globalbiz/content/oct2006/gb20061026_545666.htm?cha n=search ] Hall, K. (30th January 2007), ³Sony Financial Arm Bent On an IPO´ - [Available at http://www.businessweek.com/globalbiz/content/jan2007/gb20070130_957918.htm?cha n=search ] Rowley, I. (2nd October 2006), ³Sony's Battery Exchange: A Huge Price Tag´ - [Available at http://www.businessweek.com/globalbiz/content/oct2006/gb20061002_176559.htm?cha n=search ] Simmons, D. (17th November 2006), ³Sony's rough ride through 2006´ - [Available at http://news.bbc.co.uk/1/hi/programmes/click_online/6157430.stm ]
y
y
y
y
y
Veiga, A. (21st December 2006), ³Sony to pay millions for damaging software´ [Available at http://www.msnbc.msn.com/id/16314555/wid/11915829 ]
³Sony Hits More Problems In Japan With The Launch Of The PS3´ (15th November http://www.wonova.com/11/2006/sony-hits-more-problems-in2006) - [Available at japan-with-the-launch-of-the-ps3/ ]
y
y
³Sony suffers 94% loss on battery recall in 2Q´ (26th October 2006) - [Available at http://news.xinhuanet.com/english/2006-10/26/content_5253924.htm ] ³Fire-risk laptops hit Sony shares´ (16th http://news.bbc.co.uk/1/hi/business/4797073.stm ]
y
August
2006)
-
[Available
at
y
³PlayStation 3 Euro launch delayed´ (6th September 2006) - [Available at http://news.bbc.co.uk/1/hi/technology/5319190.stm ] Sony Global Corporate information http://www.sony.net/SonyInfo/CorporateInfo/ ] ³± [ Available at
y
y y
http://www.sony.net/SonyInfo/News/Press/201103/11-0314E/index.html Sony news releases: Sony and Wimbledon serve as 3D ace. [ Available at http://www.sony.net/SonyInfo/News/Press/201103/11-028E/index.html ] Sony Support for Japan Earthquake Relief Efforts [ Available at http://www.sony.net/SonyInfo/News/Press/201103/11-033E/index.html ]
y
doc_134732682.docx
