Sony's Strategic Management Analysis

This assignment requires a comprehensive analysis of Sony's strategic management. Students must examine Sony's business model, identify its key competitors and analyze the industry using Porter's Five Forces, and evaluate Sony's value chain. The analysis should draw upon relevant academic theories and frameworks like Ansoff Matrix and Strategic Planning models. The assignment also includes a section on organizational change management within Sony.

Strategic Management- 2
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Executive Summary
In order to develop and grow the business within market it is essential for firm to carry
out both internal and external analysis. However, globalization is the best factor that helps
organization in creating a wide impact upon the growth and development of enterprise. For
instance, by adopting market penetration strategy it is useful for Sony Corporation to expand its
business globally. Further, carrying out hybrid marketing strategy in order to implement market
penetration helps in focusing on attaining high market share and profitability. In the current
consultant report it analyzes that Sony organization needs to evaluate its business and corporate
strategy so that its stakeholders can be satisfied. Further, evaluating the best strategic options
helps firm to achieve organizational goals.
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Table of Contents
INTRODUCTION...........................................................................................................................5
CHOICE OF CORPORATE STRATEGY......................................................................................5
CHOICE OF BUSINESS STRATEGY...........................................................................................8
EVALUATION OF THE STRATEGY...........................................................................................9
CONCLUSION AND RECOMMENDATIONS .........................................................................12
REFERENCES..............................................................................................................................13
Appendix 1.....................................................................................................................................15
INTRODUCTION...........................................................................................................................1
INDUSTRY ANALYSIS................................................................................................................1
Strategic analysis of Sony Corporation..................................................................................2
COMPANY ANALYSIS.................................................................................................................3
External analysis.....................................................................................................................3
Competitive analysis .............................................................................................................4
Internal analysis......................................................................................................................6
Core competencies..................................................................................................................6
Value chain analysis...............................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
.......................................................................................................................................................10
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Illustration Index
Illustration 1: Ansoff matrix............................................................................................................7
Illustration 2: Strategic planning......................................................................................................2
Illustration 3: Porter 5 Force analysis..............................................................................................5
Illustration 4: Value chain analysis .................................................................................................7
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INTRODUCTION
In the present consultant study, it provides recommendations regarding the business and
corporate strategy undertaken by Sony Mobile Corporation within UK. Furthermore, it also helps
in providing an evaluation of the recommended strategies through examining their suitability
against the market trends in the industry, acceptance by the stakeholders and feasibility in terms
of having proper competitive advantage (Cavusgil, 2009). Also, it can be stated that it is crucial
for businesses to determine its growth and development factor so that they can attain required
organizational goals and objectives. Sony possesses innovative technology and best features that
help in developing effective position of firm in the marketplace. Further, business operates in
worldwide market and undertakes market penetration business strategy in order to increase sales
and gain favorable results (Davidson, 2012).
This study is based on a previous study done by the scholar in order to examine the
attractiveness of Sony Corporation in the market and the distinctiveness of Sony business in the
particular industry. However, as per the previous analysis of mobile phone industry in the UK, it
has been stated that company possesses high threat of substitutes, suppliers and new entrants.
While, on the other hand, threat of rivalry and bargaining power of buyers are also high. Also, it
can be stated that threat of new entrants is low in the electronic segment as it requires high
investment and brand image in the market (Gelder, 2003). Meantime, it is very beneficial for
businesses which are already carrying out its business from long time within the industry.
Additionally, assessing Sony's core competencies and analyzing them through VRIN framework
identify about the competitive edge that company possesses. However, there are varied other
rivals clenching similar competitive advantage. Therefore, it has assessed that Sony is not having
a distinctive image in the market. This study involves other options for the further development
of Sony Corporation at both the corporate and business level. After that, it will focus on
evaluating as well as justifying the same (Gregory, 2010).
CHOICE OF CORPORATE STRATEGY
This particular section helps in examining the strategic options available on the corporate
level through determining different choices of products and markets for Sony Corporation in
order to enter or exit within the market. In the current scenario, Sony operates its business in
manufacturing of electronic and professional products in order to achieve organizational goals
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effectively and efficiently. Strategy can be defined as the long term direction of an organization.
On the other hand, at corporate level, strategy developed is concerned with the overall purpose
and scope of business and how it helps in adding value to the business units (Heinecke, 2011). It
can be evaluated that at corporate level, it is essential for business to possess options in order to
increase its diversity in relation of two axes i.e. enhancing originality of products and services or
increasing originality of market or both in order to attain desired goals effectively. Here, Ansoff
matrix can be implemented in order to determine corporate strategic direction that involves
market penetration, market development, product development and conglomerate diversification
(Desouza and Awazu, 2005).
Furthermore, it can be evaluated that product development is the best way through which
firm can deliver new or modified product in the existing market. For instance, Sony launches its
X series in the market in order to gain attention of consumers. While, market development states
that business aims to provide current product line into a new market. However, main aim of
market development is to help in attracting a new customer segment by adopting slightly
different strategy in order to enhance the market share. For instance, Sony could develop its
range of phones for using it in army (Griffin, 2002). Moreover, diversification states that it is the
strategy that entails offering a new product into a new market and it is often used at the time
when market is saturated and profits are limited. However, such type of strategy is used by
business at the time when they are entering into a completely new market and wants to achieve
desired results. For instance, Sony moves from manufacturing and selling electronic products to
producing medical equipment for hospitals and care homes (Snyman and Kruger, 2004).
At the end, market penetration stands for improving Sony's share in the existing market
by using available products. Through analyzing UK electronic industry, it has been assessed that
industry is very much attractive for businesses which are already established and have their
presence in market. Thus, it puts market development and diversification into the less favorable
corporate strategic options because here, business enterprise starts its operations into different
market (Vinzant and Vinzant, 2000). Further, Sony's current strategic capability is that they are
able to provide the best mobile phones to its consumers and attain competitive advantage. On the
other hand, as per the value chain tool, business is also not suitable to master new technology
and processes from which they are not familiar. Hence, it can be evaluated that if Sony adopts
6

product development strategy as corporate strategic direction than it would lead to great risk for
business (Whipp, 2000).
Illustration 1: Ansoff matrix
(Source: Huan and et. al., 2008)
Furthermore, it can be assessed that it is essential for Sony to undertake market
penetration strategy as a corporate strategic direction in order to attain desired goals. Also, it
helps organization to develop strategic capabilities, operate in the same scope and attain
attractiveness of the commercial market of the UK electronic industry. Hence, competitive
advantage for Sony is within the electronic segment and thus it helps business to grow and
develop within the competitive marketplace (Drejer, 2002).
Sony Corporation operates within electronic industry and thus it is attractive because
business uses innovative design and features in order to attract consumers and enhance their
market share. Adopting effective technology is the best tool as it helps firm to create wide and
significant impact upon the product quality and creativity within the market. Also, Sony analyses
the market trends as well as demands and then produces similar products in order to satisfy the
needs of consumers (Freeman, 2010).
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CHOICE OF BUSINESS STRATEGY
It can be evaluated that business level strategy is concerned with the way a business seeks
to compete successfully in the particular market and carry out desired goals. Further, proposing
the strategy helps in developing a framework in order to generate tactics at the business level.
Further, there has been a sharp contrast among differentiation and cost leadership has been
considered in order to implement effectual strategy within the business and attain competitive
advantage (French, 2009). However, such tools are much more focused tool as it proposes
strategies as per the perceived value by customers and price to customer rather than cost to firm.
Cost leadership is the best concept that helps in describing a way in order to establish the
competitive advantage attain by firm such as gaining lowest cost of operations within the
industry. Moreover, there are four different options available within business level strategies
such as differentiation, low price, hybrid and non-competitive strategies (Harrison and John,
2013).
Differentiation can be stated as the concept that helps in developing uniqueness which is
valued by customers and allows business to charge premium prices for its products and services
to attain organizational goals. For example, Apple phones are the premium phones in the mobile
phone market. Further, low price strategies can be evaluated as becoming the lowest cost
business operating in the domain of the activity so that best actions can be carried out (Hill and
Jones, 2012). There is tough competition among mobile phone manufacturers therefore, it is
essential for organizations to produce low price products in order to attract consumers towards
the company and achieve desired goals. Moreover, non-competitive strategies can be stated as
business adopting such tactics relies on charging high prices and low benefits that ultimately
leads to failure. Therefore, it is crucial for business to undertake effectual strategy so that it can
be implemented within firm and thus effective organizational objectives can be attained (Eshun,
2009).
At the end, hybrid business strategies can be assessed as the best and efficient strategy
implemented by Sony in order to enhance the market share and achieve more benefits as
compared to low price strategies and differentiating the product from other rivals. Sony
implements cost leadership strategy within business strategic corporate option because it
possesses certain competitive advantage in the electronic field and provide products and services
at best cost so that results can be attained (Faulkner, 2002). Adopting cost leadership strategy
8

helps in assessing that business produces products and services with unique features that are
acceptable by customers at the lowest price as compared to the other rivals. For instance, the
main competitive advantage of Sony Corporation is its electronic segment and thus it represents
that firm operates at the lowest cost within the industry (Grosse, 2000).
Moreover, it can be assessed that Sony adopts hybrid strategy as the business strategy
because companies have succeeded using a single strategy i.e. either low cost or differentiation.
Therefore, undertaking differentiation strategy helps firm to produce unique or differentiated
products and services as compared to rivals in the form of technology and features assists Sony
to achieve best results (Grunig, Clark and Kuhn, 2010). Also, business position themselves
effectively as a unique brand image in the minds of consumers and provide best quality products
and services to consumers and attain satisfaction. Furthermore, there are wide range of
businesses who are implementing both cost leadership and differentiation strategy as well in
order to gain high market share and achieve desired outcomes (Mongay, 2006). Thus, in the
present consultant study it recommends that adopting hybrid business strategy which is based on
both low prices mobile phones and differentiation strategy i.e. by positioning the mobile phones
at a unique brand image in the minds of customers and achieve corporate strategy of market
penetration (Haley and Haley, 2006).
EVALUATION OF THE STRATEGY
Following is the key evaluation criteria that is suggested in order to evaluate the proposed
tactic such as suitability, acceptability and feasibility. Thus, it helps in examining the identified
market penetration strategy with hybrid business strategy and achieve desired goals and
objectives (Hansen, 2006). These are as follows-
 Suitability- It is concerned with the overall objective of the strategy and thus aligns best
relationship between the proposed strategy and the trends and opportunities within the
industry. However, at the time of designing the strategy it helps in proposing best strategy
so that it delivers value for money to consumers as it is the current trend in the UK
electronic industry (Ireland and Hoskisson, 2008). For instance, there are varied
consumers who avoid paying high cost to mobile phone and want to buy at cheap prices
because of economic breakdown in the country. Also, it is crucial for Sony to obtain
innovative technology and produce unique featured mobile phones as there is a huge
competition available within industry. In addition to this, the proposed strategy helps in
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enhancing consumer satisfaction and overcome the threat of high power of buyer. Thus, it
can be attained by expanding the variety of mobile phones and provide customers a
chance to use specific mobile phones that satisfies their needs (Macnamara, 2004).
Hence, it can be stated that the proposed strategy is suitable in order to deliver best value
price and position Sony as a quality manufacturer electronic products in order to fulfill
the trends in the industry and attain organizational goals (Strategic Marketing Planning,
2002).
 Acceptability- Here, it can be assessed that the proposed strategy is able to meet the
expectations of the stakeholders or not. For instance, stakeholders can be divided into
four different groups such as economic, social, technological and community
stakeholders. The below presented table shows the stakeholders and their crucial desires
and also comparing their expectations with our offers (Madichie, 2008). These are as
follows-
Factors Stakeholders Expectations Company's offer
Economic Customers  Cost effective
prices
 Wide range of
options
 Quality
products
 Customized
features
 Low cost
 Variety of
models
available
 Best products
as compared to
competitors
 Easy to use by
anyone
Suppliers  Predicting the
demand earlier
 Timely
Payment
 Strategic
planning
 Adopting just-
in-time
strategy
Distributors  Requires
regular supply
 Company
offers best
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of products distribution
channel to
reach
consumers fast
Competitors  High
competition
 Possess strong
brand image
and position in
market
Shareholders  No money
losses
 Goodwill
 High profits
 Corporate
social
responsibility
Social Regulators  To follow
different rules
and regulations
 Should provide
no harm to
environment
 Providing best
quality
products
 Eco-friendly
and recyclable
products
Technological Standard agencies  Agreement
with the
industry norms
and standards
 Delivering
high quality
products
 Best offers
Community Society  Band image in
market
 Following CSR
activities
Thus, it can be stated that our proposed market penetration strategy i.e. hybrid business
strategy helps in providing best offers to shareholders in order to meet their expectations and
attain organizational goals (Fodness, 2005).
 Feasibility- It involves different capabilities, Sony possess in regard to implement our
proposed strategy. However, based on the firm's internal analysis, Sony Corporation
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possess threshold capabilities that helps company to attain distinctive brand image in
market. Further, implementing such strategy helps Sony to enhance its product range in
market *(Novicevic and et.al., 2008). For instance, delivering Sony X series latest mobile
phones in market at cheaper rates as compared to competitors products. Thus, it can be
stated that the proposed strategy does not require Sony Corporation to develop any new
competencies. While, it suggests them to maintain existing competencies and achieve
desired goals (Perrott, 2011).
CONCLUSION AND RECOMMENDATIONS
It can be articulated from the consultant's report that both internal and external analysis of
Sony Corporation helps in analyzing competitive advantage of firm in market. Thus, it helps
management in building long term growth and development of business in regard to enhance
market share and profitability. Further, business proposes and justifies both corporate and
business strategy for Sony Corporation. It can be stated that the options provided by Ansoff
matrix helps in assessing that market penetration is the best strategy that helps firm to implement
its corporate strategy in order to add value to the business enterprise. Further, hybrid business
strategy has been adopted in order to implement market penetration tactic in market. At the end,
the proposed strategy was implemented with the help of SAFe model and determine the suitable
trends in the electronic industry, acceptance by the stakeholders and feasible in terms of Sony's
capabilities and resources. Furthering, it can be suggested that the current strategy implemented
within Sony organization helps in enhancing their market share and aims to deliver cheap price
products to consumers.
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REFERENCES
Books and Journals
Cavusgil, T. S., 2009. Michigan State University Contributions to International Business and
Innovation. Emerald Group Publishing.
Davidson, H., 2012. Offensive Marketing. Routledge.
Desouza, C. K. and Awazu, Y., 2005. Segment and destroy: the missing capabilities of
knowledge management. Journal of Business Strategy. 26(4). pp.46–52.
Drejer, A., 2002. Strategic Management and Core Competencies: Theory and Application.
Greenwood Publishing Group.
Eshun, P. J., 2009. "Business incubation as strategy". Business Strategy Series. 10 (3). pp.156–
166.
Faulkner, D., 2002. Strategy: Critical Perspectives on Business and Management, Volume 3.
Taylor & Francis.
Fodness, D., 2005. Rethinking strategic marketing: achieving breakthrough results. Journal of
Business Strategy. 26 (3). pp.20–34.
Freeman, E. R., 2010. Strategic Management: A Stakeholder Approach. Cambridge University
Press.
French, S., 2009. Critiquing the language of strategic management. Journal of Management
Development. 28(1). pp.6–17.
Gelder, V. S., 2003. Global Brand Strategy: Unlocking Brand Potential Across Countries,
Cultures & Markets. Kogan Page Publishers.
Gregory, A., 2010. Planning and Managing Public Relations Campaigns: A Strategic Approach.
Kogan Page Publishers.
Griffin, P. C., 2002. Strategic planning for the internal marketing and communication of facilities
management. Journal of Facilities Management. 1(3). pp.237–246.
Grosse, E. R., 2000. Thunderbird on Global Business Strategy. John Wiley & Sons.
Grunig, R., Clark, A. and Kuhn, R., 2010. Process-based Strategic Planning. Springer.
Haley, V. C. U. and Haley, T. G., 2006. "The logic of Chinese business strategy: East versus
West: part II". Journal of Business Strategy. 27(2). pp.43–53.
Hansen, F., 2006. The ethics of business strategy. Handbook of Business Strategy. 7 (1).
pp.201–206.
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Harrison, J. and John, S. C., 2013. Foundations in Strategic Management. Cengage Learning.
Heinecke, P., 2011. Success Factors of Regional Strategies for Multinational Corporations:
Appropriate Degrees of Management Autonomy and Product Adaptation. Springer Science
& Business Media.
Hill, C. and Jones, G., 2012. Strategic Management: An Integrated Approach. Cengage
Learning.
Huan, G. and et. al., 2008. Strategic marketing in Chinese manufacturing companies. Asia
Pacific Journal of Marketing and Logistics. 20(3). pp.276–288.
Ireland, D. R. and Hoskisson, R., 2008. Understanding Business Strategy: Concepts and Cases.
Cengage Learning.
Macnamara, R. J., 2004. The crucial role of research in multicultural and cross-cultural
communication. Journal of Communication Management. 8(3). pp.322–334.
Madichie, O. N., 2008. International Business: Competing in the Global Market Place.
Management Decision. 46(2). pp.342–344.
Novicevic, M. and et.al., 2008. Historicism in narrative reviews of strategic management
research. Journal of Management History. 14(4). pp.334–347.
Perrott, E. B., 2011. Strategic issue management as change catalyst. Strategy & Leadership.
39(5). pp.20–29.
Snyman, R. and Kruger, J. C., 2004. The interdependency between strategic management and
strategic knowledge management. Journal of Knowledge Management. 8(1). pp.5–19.
Vinzant, C. J. and Vinzant, H. D., 2000. Strategic management spin-offs of the Deming
approach. Journal of Management History (Archive). 5(8). pp.516–531.
Whipp, R., 2000. The Management of Strategic and Operational Change. Management Research
News. 11(1/2). pp.27–28.
Online
Mongay, J., 2006. Strategic Marketing. A literature review on definitions, concepts and
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January 2016].
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Appendix 1
15

INTRODUCTION
Globalization is one of the major factor which has helped business units in creating wide
impact on organizational growth and development. It has enhanced both domestic and global
competition within the market. The widespread technological advancements and innovative
practices within the market have created an effective impact on major business operations (Kim,
2004). The widespread business operations and increasing market competitiveness demands
effective management practices by the business units in order to gain the favorable results.
Strategic management refers to continuous planning, monitoring and controlling of business
activities in order to attain organizational goals and objectives (Pollard and Hotho, 2006). This
helps in creating an effective impact on the strategic development of organization.
Present report will focus on creating an in-depth analysis of strategic management
approach adopted by the business units in order to gain high measures of growth within the
market. For the present study the business operations of Sony corporations will be analyzed and
evaluated. Sony is well established global unit which is operating successfully in more than 40
countries of the world. The organization is a leading manufacturer of electronic and professional
equipment for consumers. The report will critically analyze the strategic management approaches
adopted by Sony and its impact on the profitability of business. Various use of models and tools
will helps in developing a clear and in depth analysis of the given report.
INDUSTRY ANALYSIS
Electronic industry is one of the most dynamic and volatile industry of the global
economy. Regular innovation and development within the industry has posed wide measures of
threats and opportunities to the industry. Complex lifestyles and increasing standard of living has
developed wide range of demand for electronic products and services. Moreover smart-phone is
now the core need of every individual rather than luxury. Strategic development and growth
measures helps in developing a clear vision for the growth of the industry in the competitive
market. Sony Corporation is one of the leading electronic organization of the economy. The
organization is a leading manufacturer of electronic and professional products to attain
organizational needs within the market.
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Strategic analysis of Sony Corporation
Strategic analysis is a well structured approach adopted by the business units to analyze
and evaluate business vision, mission, goals and objective of the business in order to create wide
impact on business growth competitive measures in the industry. The strategic planning helps in
defining management activities in order to plan the priorities and future of the organization for
growth and prosperity of business. Various elements of strategic planning helps in developing
effective development measures within the organization while involving both external and
internal business environment.
Illustration 2: Strategic planning
(Source: Larsen, Tonge and Lewis, 2007) Mission: This element of planning develops the purpose of business by defining their
values and reason for existence. Sony Corporation aims at innovation in order to meet
consumers’ needs and requirements to set new trends in technological market (Sony
2015). Vision: This is the statement which defines the broad aim of the company. Sony's vision
is to create a exciting and new digital entertainment for the buyers by producing
advanced and innovative products and services (Sony 2015).
 Goals and objectives: These are the growth focused plans which are time bound to define
the objectives for laying road-map for success of the organization. The objective of Sony
s to develop its electronic segment and produce innovative and digital gadgets to provide
high convenience to the buyers. While the goal of the company is to enhance its market
share in the global economy.
2

COMPANY ANALYSIS
Sony Corporation has developed a well established brand image within the market to
enhance the sales and profitability of the company in the competitive world. The business
analysis of the company helps in analyzing the strengths and weakness of the company to sustain
growth and development within the market.
External analysis
The external factors which impact the business growth of smart phone sector more
prominently of Sony Corporation have significant impact on the growth of the industry. The
industry has low control on these factors as they are macro factors which are beyond
organizational control. To analyze the external analysis on smart phone sector, PESTEL
framework has been implemented.
EXTERNAL BUSINESS ANALYSIS
Factors Analysis
Political Smartphone sector at UK has high impact from the political factors and
it certainly makes a significant impact on the business operations that
runs in this sector. Government policies and framework regulates the
industry highly as changing policies and regulation limits growth
opportunities and enhances threats for the business (Allen and et.al.,
2008).
Economic Factors such as inflation, growth rate, population rate etc. has wide
impact on the industry. Increasing inflation in the economy cuts down
the budget of people which has direct impact on the sales of smartphone
market and hence the economic factors have a direct impact on the sales
prospects of the organization.
Social Changing trends and demands within the market is one of the most
crucial factors which develop the business prospects for the company.
Social factors of the country helps smartphone industry in analyzing the
trends and demands within the market thus provide wide opportunities
for growth (Carr and Hancock, 2006). Effective analysis of social
3

factors helps this industry in gaining high growth prospectus.
Technological This is one of the most crucial requirements of the cited industry.
Technological factors help the business unit of this sector in creating a
wide and significant impact on products quality, innovation factors and
creativity within the market. These factors help in developing the
organizational performance in the competitive market. Sony has
developed wide impact in the market by developing innovative and
advanced products.
Environmental The impact on environmental factors is vital on the growth and
development of the unit. Companies in this sector have implemented
various policies regarding environmental friendly policies and green
production etc. This has helped the business like Sony in developing
effective brand image within the market (Pollard and Hotho, 2006).
Legal The legal and regulatory framework has significant impact on the
business operations of the company. It abides the organization to
operate under legal framework to develop business operations within
the market.
Competitive analysis
The competitive analysis of Sony is as follows
4

Illustration 3: Porter 5 Force analysis
(Source: Strategic management, 2014)
Bargaining power of suppliers: The raw materials and resources required by the company
are not unique and limited. Thus supplier power is low for Sony as the company can easily
switch to cost effective supplier as per the convenience of the business.
 Bargaining power of buyers: Buyers power is significantly high in the market.
Increasing trends for gadgets and high market competition has enhanced market
competition thus the power of buyer has increased. However quality ad brand image of
Sony creates wide impact on consumer choices. Hence buyers have moderate power.
 Threats of new entrants: It is low as electronic manufacturing industry demand high
degree of investment and brand image within the market (Rosen, 2006). Sony has
5

developed a well developed platform for competition which has raised the bar for the
industry thus threat for new entrant is low.
 Threats of substitutes: Samsung, Apple and Google are the crucial competitors in the
market. The consumer can easily switch from one seller to other to satisfy their needs and
demands hence the threats of substitute are high in the market.
 Industry rivalry: Large number of buyers and sellers exist within the market. This has
increased industry rivalry within the market significantly thus it is high for Sony.
Internal analysis
The internal factors of the business impact the growth f the business significantly as these
are in the control of business units and effective market analysis helps business in effectively
evaluating the factors which may lead to organizational success.
Core competencies
The core competency of Sony is in the electronic segment. This has helped the business
to grow and develop within the competitive market. The core competencies of Sony are as
follows: Innovation: The innovative products and services help the business unit in creating an
effective impact on the organizational growth and success. Sony has effectively indulged
in the regular innovation to provide wide options for the buyers. Technological advancements: This is the integral part of the business success. Sony
regularly develops the products to make them competitive and fit for the present
competitive market in order to attain the needs and demands of the consumers (Raymond,
and Bergeron, 2008).
 Miniaturization: The world is going micro presently. Consumers demands convenient
products in order to develop effective impact on demand. Sony has developed core
competency in the field.
6

Value chain analysis
Value chain analysis is the most significant measures of internal business analysis for the
organization. The value chain analysis of Sony is as follows:
Value chain analysis
Primary activity
Inbound logistic The company has developed effective and advanced measure of
inventory management. Using electronic services and tools has helped
the organization in delivering clear results.
Operations The organizational operations are highly advanced and effective for
the organization which has helped it I gaining wide success.
Outbound logistics Effective supply chain management has helped the business in
developing effective system of logistics (Announcing the Start of a
Logistics Joint Venture, 2015).
Marketing and sales The marketing and sales is strong and effective of the firm which
supports promotion and sale maximization
Services The consumer services and sales services have helped Sony in
7
Illustration 4: Value chain analysis
(Source: Strategic Management Journal, 2014)

building high level of trust and loyalty within consumers.
Secondary Activity
Firm infrastructure The internal infrastructure of the organization is well developed in
order to manage the vast business operation at global level.
HRM The organization recruits highly talented and skilled employees to
enhance products and services of the organization (Richardson, 2008).
Sony takes effective measures to train, develop and retain the
employees.
Technology
development
The technological infrastructure of the company is well developed and
organization which supports effective innovation and advancements of
the products.
Procurement Sony has developed effective supplier relations to attain quality raw
material at considerable rate.
CONCLUSION
Diverse business practices pose wide challenges for the development measures of the
companies. Strategies are developed by businesses in order to create a winning edge in the
market. The strategic management helps in enhancing growth and development of business to
increase its profitability and market share. It helps management in developing long terms
business objectives and developing strategies to attain the objectives to create competitive edge
within the market (Rosen, 2006). The above report effectively helps in analyzing strategic
management measures adopted by the company in order to create wide impact on the growth
measures within the competitive market. The report significantly reflects the internal and
external business operations of the company to evaluate its growth impact. Hence on the basis of
the report it can be said that Sony has wide prospects of growth and development in the global
market as the organization has developed effective means of strategic management measures.
8

REFERENCES
Books and Journals
Allen, S. R. and et.al., 2008. Porter's business strategies in Japan. Business Strategy Series. 9(1).
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Carr, A. N. and Hancock, P., 2006. Space and time in organizational change management.
Journal of Organizational Change Management. 19(5). pp.545–557.
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Management Decision. 42(8). pp.938–948.
Larsen, P., Tonge, R., and Lewis, A., 2007. Strategic planning and design in the service sector.
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