SONY ’S INVESTMENT POTENTIAL Prepared by N.A.R. Report Distributed November 17‚ 2006 Prepared for English 302-B19-F06 ABSTRACT This report explores Sony Computer Corporation‚ in an effort to provide detailed information regarding the company ’s most recent stock trends. The purpose of this report is more specifically to show the performance of the company ’s stock after a video game console release‚ in order to provide investors with information to help decide whether or not to
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Running head: ARTICLE & DISCUSSION Johns Hopkins University Master in Organizational Development Facilitating Strategic Planning‚ Problems Solving and Decision Making By Carolina Goicochea Castro January 8‚ 2007 ARTICLE & DISCUSSION Overview Introduction of Strategic Planning and Facilitation Strategic Planning Strategic planning is the continuous and systematic process of guiding members of an organization to make decisions about its future‚ develop the necessary procedures and operations
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Strategic Groups * “the group of firms in an industry following the same strategy along the same strategic dimensions” (Porter‚ 1980) * “a set of firms competing within an industry on the basis of similar scope and resource commitments” (Cool & Schendel‚ 1968) Competitive strategy = a choice of which strategic group to compete in = the choice of the easiest group to ‘get into’ Strategic groups are organisations within an industry with similar strategic characteristics‚ following similar
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Sony Corporation Strategic Analysis Executive Summary Sony Corporation is a Japanese multinational conglomerate consisting of a number of business units (consumer electronics‚ gaming‚ movie production‚ music and financial services) making it one of the most comprehensive entertainment companies in the world. However‚ the start of the 21st Century has been a difficult period for Sony resulting in a decline in operating profits and share prices. A SWOT and PEST analysis indicates that economic
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FORTUNE APRIL 4‚ 2005 "Inside the Shakeup at Sony‚": Sony replaces Nobuyuki Idei‚ its departing CEO with Sir Howard Stringer in 22 June 2005. The public previously had the impression that either Kunitake Ando (Idei ’s previous nomination) or Ken Kutaragi (Mr. Norio Ohga ’s favourite) would take over this position. Though Norio Ohga has given his title in 1999 to Nobuyuki Idei‚ he stills hold the title of Chairman and interferes with daily operation and influenced directors ’ board decision. Ohga
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PORTER’S GENERIC COMPETITIVE STRATEGY Automobile Sector MARUTHI: Low Cost Product – Differentiated service Product Pricing: Maruthi build high walls of safety against competition by its very competitive pricing i.e. pricing as low as possible for the particular product. Maruthi has also been a company that has strived for sustainable development with their “three R” framework standing for “reduce‚ recycle‚ reuse” in its plants‚ so that there is a minimal stress on resources emphasizing on low
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analyzing the multiple sources of Samsung’s competitive advantage you are invited to make recommendations about how Samsung should respond to the growing Chinese threat of entry. It should be noted that for the father of Competitive Strategy‚ Michael Porter‚ it was axiomatic that firms could not pursue both lowest cost and differentiation strategies simultaneously. His research showed that firms that tried to bridge this contradiction became "stuck in the middle"‚ doomed to lower than average profits
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Strategic Human Resources Management of SONY About Sony: Company Name: Sony Corporation. Founded: May 7‚ 1946. Headquarters: 1-7-1 Konan‚ Minato-ku‚ Tokyo 108-0075‚ Japan. President and CEO: Kazuo Hirai. Numbers of Employees: 162‚700 (as of March 31‚ 2012). Sales and Operating revenue (2011): 6‚493‚200 million yen. Activities: The requirements of effective labor planning and success as: * Planning should contribute to a lot of time. * The alternative plan or amendment‚ if any‚ should
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framework of generic strategies (overall cost leadership‚ differentiation‚ focus) ➢ Describe each of the strategies ➢ Provide examples of firms that have successfully attained as a means of outperforming competitors in their industry ➢ Address how these strategies help a firm develop a favourable position vis-à-vis the five forces ➢ Pitfalls managers must avoid if to pursue successfully these generic strategies ➢ Conditions under which firms may effectively combine generic strategies
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In the article "Generic Strategies"‚ the world-renowned master of competitive strategy‚ Michael Porter‚ pilots the reader through a macro-level guide to the three chief mechanisms that a company can use to achieve that elusive business world goal: Sustainable competitive advantage. Porter exalts that companies are essentially faced with a mutually exclusive decision in terms of broad level strategy. Deciding between more than one broad or generic strategy significantly increases the risk that the
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