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SONY CORPORATION

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Deborah Pettit

on 3 December 2014

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Transcript of SONY CORPORATION

SONY CORPORATION
BACKGROUND
BACKGROUND
STRATEGIC FORMULATION
BACKGROUND
Current Issues and problems
STRATEGY IMPLEMENTATION
Realization of Strategic objectives
Strategic Alignment of Projects
PROJECT SUCCESS
PROJECT SUCCESS
CONTENTS
REFERENCES
Background
Strategic Formulation
Strategic Alignment
Strategy Implementation
Project Success
References
Japan multinational conglomerate corporation.
Competitors
Competitive Advantage
Device technologies
Image sensors
Batteries
Low energy consumption

Information processing technologies
Natural User Interface
Signal processing
Electronics Business Area

- Face extremely challenging environment
- Net loss for two successive years
- Fail to meet stakeholder expectations
Vision
Strategic objectives
Creating devices to entertain people every day as well as to develop a substantial culture of revealing the strongest sides of their employees.
One Sony Initiative
Restructure the business units
Accelerate decision making
CSR Initiative
Raise corporate value
Benefit society
Founded on 7th May 1946 by Masaru Ibuka and Akio Morito.
Engaged in the electronics (mobile, gaming and imaging), entertainment, medical and financial services industry sectors.
Mobile
- Sudden changes in the business environment
- Dips in demand.
Game
- Shift in digital content delivery
STRATEGY IMPLEMENTATION
Mobile
Games
Imagery
• Adopting new technologies
• On time delivery
• Rapid launch of new
products
Continuous development of
innovative projects
• Build on their core
competence
• Sensory developments
Provide product diversity
• Use advanced technologies
Provide quality gaming experience
Haniff, A. (2014). The connection between strategy and projects, [Lecture] Heriot Watt University, Edinburgh, 2 October.
Deliver products on schedule.
Work on budget
Adopt the right project procedures
Are innovative
Maintains good business position
Result in highly dependable products with high customer satisfaction
(Haniff, 2014; Westerveld, 2003).
Westerveld, E. (2003). The Project Excellence Model: linking success criteria and critical success factors. International Journal of Project Management, 21(6), 411–418.
STRATEGIC ALIGNMENT
Project success is a multi-dimensional strategic concept.
Major dimensions with which to measure project success
Project efficiency (meeting constraints)
Impact on the customer
Business & direct success
Preparing for the future
(Shenhar et al, 2001)
Shenhar, A.J., Levy, O., & Dvir, D., Maltz, A.C. (2001). Project Success: A Multidimensional Strategic Concept. Long Range Planning, 34, 699–725
(Shenhar et al, 2001)
De wit (1988) and other writers
Project Success
Project Management Success
De Wit, A. (1988). Measurement of project success. International Journal of Project Management, 6(3), 164-170.
Corporate Strategy
Strategic Business Unit
Project
Programme
Communicate Objective
Benefits
Benefits
Communicate Objective
Communicate Objective
Benefits
Strategic alignment between the formation and implementation of projects

Companies’ activities complement each other
Value delivery to customers
Maximizing profit
Sony
Electronics
Entertainment
Finance
Imaging
TV
Games
Mobile
Music
Pictures
Online
Financial Services
Current CEO is Kazuo Hirai
Sony Corporation, 2014. Corporate Strategy Meeting Report [online], available at: http://www.sony.net/SonyInfo/IR/info/strategy/ [Accessed 18 November 2014].
(Sony Corporation, 2014)
(Dodson et al, 2004 cited in Haniff, 2014)
The projects are enablers that give benefits which lead to business change.
Group: Trailblazers
Members: Ichebadu Adele
Deborah Pettit
Juste Sapokaite
Sarah Salawu
Full transcript