Sony Ericsson Marketing Plan

Sony Ericsson Marketing Plan Content: Sony ericsson Description: Sony Ericsson is a joint venture established in 2001 by the Japanese company Sony Corporation and the Swedish telecommunications company Ericsson to make mobile phones. Both companies have stopped making their own mobile phones. The reason for this merger is to combine Sony's consumer electronics expertise with Ericsson's technological leadership (see Ericsson Mobile Platforms) in the communications sector.The company's global management is based in Hammersmith, London. It also has research & development teams in Sweden, Japan, China, Canada, the Netherlands, the United States, and the United Kingdom. Sony Ericsson has approximately 8,000 employees worldwide. The current President is Miles Flint and the Corporate Executive Vice President is Anders Runevad. Ericsson, which had been on the forefront of cellular phone innovation for decades, decided to divest its mobile phone business in 2001 following huge losses. Ericsson had decided to source chips for its phones from a single source, a Philips facility in New Mexico. In March 2000 a fire at the Philips factory contaminated the sterile facility. Philips assured Ericsson and Nokia (the other major customer of the facility) that production would be delayed by less than a week. Nokia began buying available chips from alternate sources and when it became clear that production at the Philips factory would be compromised for months, Ericsson was faced with a serious shortage. This compromised Ericsson's ability to compete by preventing the launch of new handsets and production of current models. Sony its first joint products in March 2002 and now has a full product portfolio covering all target groups. Sony Ericsson introduced the Walkman-branded W series music phones in 2005 (fourteen models to date: W200, W300, W550, W600, W610, W700, W710, W800, W810, W830, W850, W880, W900 and W950). The Sony Ericsson W-series music phones are notable for being...

Sony Global Strategy Introduction Over several decades, there are several forces and rapid change in worldwide businesses which have been driven companies around the world attempting to survive in this

uncontrollable changing. Such factors are tariff reduction, non-tariff barrier, free trade agreement, maturity in domestic market, threat from worldwide competitors and the rise of newly industrializing counties (NICs) such as Thailand, Hong Kong, Taiwan and so on where able to back up for sophisticated manufacturing operations with low labor costs. These examples force worldwide companies to act more and more globally in order to be able to stay in the high competitive level in the rapidly change in global businesses and also to exploit the benefits from globalization. Consequently, many companies have come up with several global strategies. Currently, many worldwide companies being enjoy the benefits through their global strategies. However, to success in the global markets only good global strategies are not adequate; balancing a degree of using global strategies is also importance. This is because local culture and taste are significant factors which cannot be ignored. There is undisputed that Japanese companies are good examples for worldwide companies to benchmark the way they doing business globally. Japanese companies always come up with the effective global strategies and eventually can conquer many western markets and also US markets. This report will mainly focus on Sony Corporation which has been successful over several decades to exploit the benefits from globalization. The example of their global strategies and benefits which they have exploited from those strategies will be discussed in this paper. Globalization Definition To success in developing global strategy, understanding the meaning of globalization is a significant requirement for every company. The term “globalization” describes the increased mobility of goods, services, labors,...

Evaluation Of Sony Corporation’S Strategy Evaluation of Sony Corporation’s strategy Sony have successfully created an incredible brand name previously, however, its legend seem to be falling apart recently. In fact, Sony’s net profit for the July-September quarter for 2006 falling 94% to 1.7 billion Yen, compared to 28.5 billion Yen for the same period last year (Benson, 8th Nov 2006). The major reasons for the declining profit are affected by the critical strategic issues faced by Sony which became a main drawback for them. The first strategic issue faced by Sony was the inefficient manufacturing structures which decrease Sony’s quality that badly affects their reputation and caused a decline in product competitiveness. DeWit & Meyer (2004: p192) argue that “the essence of most uniquely Japanese management practice will be they productivity improvement, TQC (Total Quality Control) activities, QC (Quality Control) circles, or labour relation – can be reduced to one word: Kaizen”. They also argue that “the implication of TQC or CWQC (Company Wide Quality Control) in Japan have been that these concepts have helped Japanese Companies generate a process-oriented way of thinking and develop strategies that assure continuous improvement” (p192). However, in the case of Sony, they did not make any improvement or perform well in Kaizen or implement an efficient manufacturing structure that ensure high product quality which affect their product quality and caused a massive damage to the company. For example, there is the recall of 9.6 million Sony Laptop batteries which were liable to overheat and potentially burst into flames where Sony even failed to fully study the problem (Forbes.com, 2nd October 2006) and there are complaints from Japan’s consumer about PS3’s new system (Wonova.com, 15th Nov 2006) which will affect the compatibility and status of Sony badly. The failure of Sony in effectively implements Kaizen or sustain an effective manufacturing structure to ensure that they have high quality...

Sony Ericsson Sales Project KNOWLEDGE OF THE PRODUCT OR SERVICE AND EVERYTHING RELATED TO IT, IS A PREREQUISITE FOR SUCCESS IN PERSONAL SELLING 1) I agree with the above statement. You have to outsmart your competitors, and the only way is to know your product, consumers and even your competition. It is absolutely essential that the salesperson has done enough research about the relevant product or that he/she has been well informed. If this is achieved, the salesperson will be well equipped to inform customers or even to answer questions correctly about the product. This will help boost the sales of the specific product and this simple action will have spurred on the following processes: • Economic growth • Job opportunities • Satisfying a demand for a certain product • Optimum production With the correct knowledge the salesperson can now, with confidence and enthusiasm, approach potential customers. If he knows his product well, he will easily be able to distinguish the facts and advantages off the product and compare it with that of the competitor, who might be selling a similar product. If the salesperson is knowledgeable about the company itself, and not only the product, he/she could inform potential customers about e.g. money being donated towards a charity every time a product is purchased. Also it builds trust and loyalty in the company.