Market Analysis - Sony Bravia

When VIZIO first entered the highly competitive LCD TV market in 2003 the price point for 40 inch plasma TVs averaged around $2000 - $2500, while the average price for a CRT TV was only $500. The price difference limited the consumers to the ones that had a college education, were prosperous, and obviously had a significant disposable income. As such, the products only targeted the market segment that included customers that were 35+

Japan is the home to of the top companies in the world. One of the companies, which has helped Japan’s economy to be one of the top, is Sony. Modern day Sony is a high profit high output company, which is manly due to its marketing strategies and decision to its customers.

I decided to do my research on Sony due to the advancement in technology and the competition between companies such as Microsoft, Apple, and Sony. I have been around long enough to know about Sony’s products but the real reason that attracted me to them for this essay is because I actually believe that they are having a negative trend. I am starting to see less Sony items in stores and I haven’t really heard much about them. Whereas companies such as Apple are constantly being talked about and you often see people walking around with some type of apple product in their hands. Today we are going to research Sony through a horizontal analysis and through different ratio analyses. Let’s see what we find!

* Identification of the strategic goals of both the SBU and the parent company, Sony, and reevaluating goals as the market or technologies shift, or as Sony adjusts its corporate strategies;

Sony must reposition its “growth driven” and “stable profit generator” sectors in their markets to increase its audience, achieve sales growth, profit expansion and maximization, and capture market shares.

Therefore, marketing is all about identify as well as being committed to consumers needs. I have the pleasure of stating that this organization have successfully built a market that is loyal to their customers. Sony has alway created dissimilar products that allows them to build capital and become a leader within their respective industry. By working internally dealing with each divisional labor department to ensure correct research training as well as planning their marketing mix to serve the global community.

Consumers are also investing in home theaters. TV’s are bigger than ever and have digital and 3D capability. As the costs of all the components go down consumers are

It concludes that Vizio is able to achieve cost-saving throughout the LCD TV value chain and hence captures a

Sony is the company that developed the PlayStation consoles, which is the only console I prefer to use, and so I have always been a loyal customer to their company. Before having a smartphone to take photos on, I used to carry around a Sony camera to various events and because of this, Sony became a recognizable brand for me that I could rely on. When I think of Sony I have no negative judgments that come to mind. Sony has always provided exceptional service and their products have never failed to produce a finer quality and so this article makes me wonder how Sony could be losing revenue and why they would need to close their stores located in Canada.

Price is a factor that holds a large portion of Vizio’s executive’s visions for the company. They are strong believers in offering the greatest entertainment for a very affordable price. This is what creates the advantage they posses over competitors. There is a strategically effective approach the company takes in order to offer these products in the price range in which they do. The televisions themselves are designed in America, but manufactured in Taiwan by Amtrans Technology Ltd. They are then imported to America by Amtrans. Amtrans is widely known as being the best quality producer of HDTV’s and is the second largest producer of flat panel televisions. As for the screens on the televisions, Vizio’s LCD screens are made by LG and their plasma’s are made by Panasonic. This ensures that all of their televisions offer the same, if not better quality, than Vizio’s competitors. Using such a large manufacturer such as Amtrans also allows Vizio to import and sell their products for cheaper than other companies. Therefore, we believe using this process will allow Vizio to import their televisions to Australia for around the same cost as those companies that they will be competing

In 2008 Sony began to partake in an unprecedented study of cross-company and cross- regional segmentation. Sony believe this would help enhance the company’s understanding of consumers globally. This project was called Compass and it included data from over 30,000 respondents. Compass created six global consumer segments: Technosocializers, Performance Seekers, Status Focus, Unfussy Basics, Functional Socializers and Quality of Lifers.

Despite Sony Entertainment’s success, due to a declining industry, Sony has been unable to sustain their profit margins from previous years. After an in-depth analysis of Sony Music Entertainment’s industry position and it’s rival competitors , along with an assessment of their internal and external environment, I have developed two recommendations that will increase Sony Music’s long-term profitability in the digital music industry. The following recommendations, derived from the addendums below, will

And the reason of it was still the cost. Indeed, this former strategices failed to match their product characteristics with their supply priorities. That is, it cannot minimize their product cost. For example, using Japanese suppliers before was twenty to thirty percent more empensive than using Chinese suppliers, not to mention about the trasportation cost. In addition, their original Japanese design was still increasing the cost in China’s factories ----- increase equipment cost cannot make good use of the cheaper labor cost in China; increase producing cost by designing unnecessary function in China.

Sony's marketing strategy was to make use of its worldwide network of captive commercial video distributors which in turn worked with more than 1,500 dealers across the globe. Also Sony's strategy was to make use of brand name recognition which had a reputation of reliability and low price among dealers. Sony also took advantage of the fact that Barco was purchasing tubes from Sony Components. In some cases Sony's strategy was to be better off than Barco in terms of latest developments related to tubes with in-house supplier. Internal efficiencies were created from Sony Components – Sony projectors would know about new tubes before competitors and thus be able to design for new tubes immediately. This resulted in supply chain efficiencies of being more responsive to demand, and not carrying high inventories.

Sony has many products and started to branch out. Sony has mostly started to manufacture appliances and electronics. Even thou many new different products may arise, Sony can manage and maintain their quality.