CHAPTER-1

COMPANY PROFILE
Sony Corporation (Sonī Kabushiki Kaisha, /ˈsoʊni/ SOH-nee, stylized as SONY) is
a Japanese multinational conglomerate corporation headquartered in Kōnan, Minato, Tokyo.[9][1] Its diversified business
includes consumer and professional electronics, gaming, entertainment and financial services.[10] The company is one of the
leading manufacturers of electronic products for the consumer and professional markets.[11] Sony was ranked 105th on the
2017 list of Fortune Global 500.[12]

Sony Corporation is the electronics business unit and the parent company of the Sony Group (SonīGurūpu), which is engaged
in business through its four operating components: electronics (AV, IT & communication products, semiconductors, video
games, network services andmedical business), motion pictures (movies and TV shows), music (record labels and music
publishing) and financial services (banking and insurance). These make Sony one of the most comprehensive entertainment
companies in the world. The group consists of Sony Corporation, Sony Pictures, Sony Mobile, Sony Interactive
Entertainment, Sony Music, Sony Financial Holdings and others.

Sony is among the semiconductor sales leaders[16] and as of 2016, the fifth-largest television manufacturer in the world
after Samsung Electronics, LG Electronics, TCL and Hisense.

The company's current slogan is BE MOVED. Their former slogans were The One and Only (1980–1982), It's a Sony (1982–
2002), like.no.other (2005–2009)[19] and make.believe (2009–2014).[20]

Sony has a weak tie to the Sumitomo Mitsui Financial Group (SMFG) keiretsu, the successor to the Mitsui keiretsu.[21]

Sony’s Vision Statement

With regard to its corporate vision, Sony states, “Our vision is to use our passion for technology, content and
services to deliver kando, in ways that only Sony can.” In this vision, emphasis is on the concept of kando.
The following components are present in Sony Corporation’s vision statement:
1. Deliver kando
2. Use our passion for technology, content and services
3. Ways that only Sony can

Sony’s Mission Statement

Sony’s corporate mission is to be “a company that provides customers with kando – to move them
emotionally – and inspires and fulfills their curiosity.” The mission highlights the importance of kando and
what it does for customers. Sony’s mission statement has the following components:
1. Provides customers with kando
2. Inspires and fulfills their curiosity
In its mission statement, Sony Corporation focuses on the concept of kando. Such focus aligns the corporate
mission to the vision statement. To effectively apply the concept, the mission statement requires that Sony
must develop products that evoke emotion that moves customers. For example, the PlayStation attracts and
retains customers through an emotional bond based on gaming experience. In relation, the second component
of Sony’s mission statement focuses on what the business must do for customers. In this case, the company
must inspire and fulfill customers’ curiosity.

OBJECTIVES OF COMPANY
As a leading automaker, we want to play a key role in shaping the mobility of the future.
Accordingly, we are focusing on four strategic areas of action:

• CORE: We want to further reinforce and expand our economic base through profitable growth in our global
core business.

• CASE: This acronym stands for four key topics for the future: connectivity (Connected), autonomous driving
(Autonomous), flexible use (Shared & Services), and electric drive systems (Electric). We want to be a leader
in these future developments.

• CULTURE: We are reorganizing our corporate culture in order to effectively support this transformation.
Our employees are playing a creative and energizing role in this process.

• COMPANY: We want to make even better use of market opportunities through our restructuring plans.

BOARD OF DIRECTORS

Name (Connections) R e l a t i o n s h i p s T i t l e Age

K a z u o H i r a i 44 Relationships C h a i r m a n 5 7
K e n i c h i r o Y o s h i d a 5 2 R e l a t i o n s h i p s CEO, President, Representative Corporate Executive Officer & Director 5 8

Other Board Members On Board Members

N a m e ( C o n n e c t i o n s ) R e l a t i o n s h i p s Type of Board Members P r i m a r y C o m p a n y Age
O s a mu Na gay a m a 5 3 R e l a t i o n s h i p s Member of the Board of Director s R o c h e H o l d i n g A G 7 0
T a k a a k i N i m u r a 4 2 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 6 8
E i k o h H a r a d a 1 9 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 6 9
Louis Gerstner Jr. 1 2 3 R e l a t i o n s h i p s Mem b er o f Ad v iso ry Bo ard S o n y C o r p o r a t i o n 7 5
T i m S c h a a f f 1 9 R e l a t i o n s h i p s Member of the Board of Director s Intertrust Technologies Corporation 5 8
Kazu o Ma ts u n ag a 1 9 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 6 5
K o i c h i M i y a t a 7 7 R e l a t i o n s h i p s Member of the Board of Director s Sumitomo Mitsui Financial Group, Inc. 6 4
J o h n R o o s 5 6 R e l a t i o n s h i p s Member of the Board of Director s G e o d e s i c C a p i t a l 6 2
E r i k o S a k u r a i 4 0 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 5 7
P e t e r L i g u o r i 2 6 R e l a t i o n s h i p s Mem b er o f Ad v iso ry Bo ard S o n y C o r p o r a t i o n 5 6
KunihitoMinakawa 1 4 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 6 3
S h u z o S u m i 7 4 R e l a t i o n s h i p s Member of the Board of Director s Tokio Marine Holdings, Inc. 7 0
KunihitoMinakawa 1 4 R e l a t i o n s h i p s Member of the Board of Director s S o n y C o r p o r a t i o n 6 3
SONY Organizational Structure

Sony's organizational structure for CSR implementation is spearheaded by the CSR Section at
Sony Corporation headquarters, which is overseen by the executive officer in charge of CSR. The
CSR Section plans and sets objectives for CSR-related initiatives, makes these initiatives known
throughout the Sony Group, and provides relevant information to the public.

It also discloses CSR-related information to the public, promotes dialogue with stakeholders,
reports on various external inputs to the CSR officer, and works to ensure that these external
inputs reach pertinent managers and relevant departments at headquarters (including those in
charge of legal affairs and compliance, the environment, product quality, procurement, investor
relations, human resources, and marketing) and are incorporated into management's actions. The
CSR Section and other relevant headquarters departments then implement CSR activities
throughout the Group by ensuring Sony's policies and initiatives are conveyed to Group
companies around the world.

Raising Awareness

Recognizing the importance of raising employee awareness with regard to the effective promotion
of CSR, Sony offers a variety of educational programs based on a three-level approach, whereby
employees are encouraged first to learn about CSR, second to participate in CSR activities, and
third to incorporate CSR into their day-to-day work.

e-learning

understanding of CSR
Sony and some of its group companies offer e-learning training programs for all employees focused on
instilling know-how and introducing Sony's CSR program as well as enhancing general

Sony India is one of the most recognized consumer electronics brand in the country, with a reputation for new
age technology, digital concepts and excellent after sales service. In India, Sony has its footprint across all
major towns and cities in the country through a distribution network comprising of over 20,000 dealers and
distributors, more than 300 exclusive Sony outlets and 25 branch locations. Sony India also has a strong
service presence across the country with 365 service outlets. Manned by customer friendly and informed sales
persons, Sony’s exclusive stores ‘Sony Center’ are fast becoming the most visible face of the company in
India. A distinctive feature of Sony’s service is its highly motivated and well-trained staff that provides the
kind of attentive and sensitive service that is rare today.

Sony is committed to ensuring that both the products and the marketing activities employed truly make a
difference to people’s lifestyles and offer them new dimensions of enjoyment. Relentless commitment to
quality, continuous dedication to customer satisfaction and unparalleled standards of service is what
differentiates us from countless competitors and reflects a true image of all that is Sony.

Company Outline

C o m p a n y : S o n y I n d i a P v t . L t d .

M a na gi n g Di r ec t o r : M r . S u n i l N a y y a r

Date of Establishment: N o v e m b e r 1 7 , 1 9 9 4

L o c a t i o n : A-18, Mohan Cooperative Industrial Estate, Mathura Road, New Delhi - 110044, India.
Staff Strength: 9 0 0

Share Capital: I N R 5 5 4 M i l l i o n

Share Holding: 100% subsidiary of Sony Corporation, Japan

Branch Offices: Delhi, Mumbai, Bangalore, Chennai, Kolkata, Hyderabad, Jaipur, Chandigarh, Lucknow, Pune, Ahmedabad, Indore, Cochin, Coimbatore, Ghaziabad, Ranchi, Mangalore, Guwahati, Gurgaon, Bhubansehwar, Vijaywada, Nagpur and Ludhiana (23 Direct Branch Locations)

Business Activiti es : Marketing, Sales and After-Sales Service of electronic products & software exports Products: LCD Televisions, Video and Digital Stil Cameras, Notebo ks and Busines Projectors, Personal Audio, Audio Video Acces ories, Hi-fi Audios and Home Theater systems, Car Audio and Visual Systems, Game Consoles, Mobile Phones, Recording Media and Energy Devices, Broadcast and Profes ional products.

Location
Sony India Registered Office

Head Office
A - 18, Mohan Co-operative Industrial Estate, Mathura Road
New Delhi - 110044
Ph No : 011-66006600
Fax No : 011 - 26959141/ 26959142

Sony India Branch Offices

EAST
Bhubaneswar
A-5/1 Bhoi Nagar, Unit-9 , 3rd Floor,
SachivalyaMarg,Bhubaneswar -751022
Phone No: 0674-2391914/15,
Fax No: 0674-2391910
Guwahati
1st Floor, Monal Tower, Opp. Assam Secretariat,
G.S. Road, Dispur,
Guwahati -781006
Phone No : 0361-2237857/2237859
Kolkata
PS Arcadia Central, 5th floor,Plot No-4 A ,
AbanindraNath, ThakurSarani ( Camac Street)
Kolkata -700017 , West Bengal
Phone No : 033 -44185000
Patna
4th Floor, Block-B, Sai Corporate Park,
Rukanpura, Bailey Road, Patna - 800014
Phone No : 0612-3269866
Fax No: 0612-2599965
Ranchi (Rep. Office)
First Floor, Samridhi Complex, Near St. Xavier School,
Doranda, Ranchi - 834002

NORTH
Chandigarh
3rd Floor, Adarsh Mall, Plot No 50, Industrial and Business Park,Phase-2, Chandigarh - 160002
Phone No : 0172-66 555 55,
Fax No : 0172-66 555 66
Delhi
A-18, Mohan Cooperative Industrial Estate,
Mathura Road, New Delhi - 110044.
Phone No: 011 - 42458888,
Fax No: 011 - 42458800
Ludhiana
SCO 38-39 G, 1st Floor, BRS Nagar,
Ludhiana -141012
Phone No : 0161-4632222,
Fax No: 0161-4632225
Ghaziabad
24 Advocate Chambers, 2nd Floor, RDC Raj Nagar
Ghaziabad, Uttar Pradesh-201002
Phone No : 0120 - 4940150,
Fax No : 0120 - 4940180
Jaipur
C-7, Sultan House, 1st floor,Sawai Jai Singh Highway,
Bani Park, Jaipur - 302016
Phone No : 0141-4041896, 4041897,
Fax No : 0141-4041894
Lucknow
4th Floor, Eldeco Corporate Chambers,
VibhutiKhand , Opposite KisanMandiBhawan,
Phase 1 Gomti Nagar, Lucknow - 226010
Phone No : 0522-4921555,
Fax No: 0522-4921510
Gurgaon
Global Business Centre, Plot no. 32,
Ground Floor, sector -44 ,Gurgaon, Haryan-122002
Phone No : 0124 - 4896200,
Fax No: 0124 - 489
CHAPTER-2
ACHIEVEMENTS
Award Marketing Services, LLC (and MAF Marketing, Inc.) have been recognized by their factories, their
peers and the Incentive Industry numerous times for outstanding performance over the years.

All awards listed except those noted in brackets (MAF Marketing, Inc.) were achieved by Award Marketing
Services during their 30 years in business!

Effective January 1st MAF Marketing has merged with Award Marketing Services!

2014
Seiko Corporation of America
Rep of the Year

2013
SONY
2013 Top Rep Firm of the Year

2013
COLEMAN

Oustanding Sales Achievement

2012
COLEMAN
OUTSTANDING SALES ACHIEVEMENT

AWARDS AND REWARDS

2011
COLEMAN (JARDEN CUSTOM) “Outstanding Sales Achievement – Most Improved Imprint Sales 2011”
16th Annual Company of the Year Award by Incentive Magazine
“Top in Customer Service”
WWRD - "2010-2011 Wedgwood Top Performer”

2010
TCMPI - "Rep of the Year"

Red Dot Award 2018

The Red Dot Award is an internationally renowned product competition created by the Design
ZentrumNordrheinWestfalen. Its prize, the Red Dot, has established itself worldwide as one of the most
sought-after quality marks for excellent design.
We received 17 awards in Red Dot Award: Product Design 2018, 2 of which received Red Dot: Best of the
Best.
April 09, 2018
iF Design Award 2018
The iF Design Award is a worldwide design award given to industrial products with superior designs. The
award is sponsored by the Industrial Forum Design Hannover (iF), an international organization that seeks to
promote good designs.
We received 19 awards in iF Design Award 2018, 4 of which received iF Gold Awards.
March 12, 2018

Good Design Award 2017

Managed by the Japan Institute of Design Promotion, the Good Design Award is Japan’s comprehensive
design award program.
We received 3 Good Design Gold Awards.
updated on November 02, 2017

National Commendation for Invention 2017

Japan's Invention and Innovation Prize.
We received The Prize of the Chairman of HATSUMEI KYOKAI(JIII) for National Commendation for
Invention 2017.
May 25, 2017

A subsidy, often viewed as the converse of a tax, is an instrument of fiscal policy. Derived from the Latin
word 'subsidium', a subsidy literally implies coming to assistance from behind. However, their beneficial
potential is at its best when they are transparent, well targeted, and suitably designed for practical
implementation.subsidies are helpful for both economy and people as well. Subsidies are having long-term
impact on economy like green revolution etc. are only because farmers were given good quality of grain on
subsidised prices like wise we can see that how govt of India is trying to reduce air pollution to subsidies lpg

Like indirect taxes, they can alter relative prices and budget constraints and thereby affect decisions
concerning production, consumption and allocation of resources. Subsidies in areas such as education, health
and environment at times merit justification on grounds that their benefits are spread well beyond the
immediate recipients, and are shared by the population at large, present and future. For many other subsidies,
however the case is not so clear-cut. Arising due to extensive governmental participation in a variety of
economic activities, there are many subsidies that shelter inefficiencies or are of doubtful distributional
credentials. Subsidies that are ineffective or distortionary need to be weaned out, for an undiscerning,
uncontrolled and opaque growth of subsidies can be deleterious for a country's public finances.

In India, as also elsewhere, subsidies now account for a significant part of government's expenditures
although, like that of an iceberg, only their tip may be visible. These implicit subsidies not only cause a
considerable draft on the already strained fiscal resources, but may also fail on the anvil of equity and
efficiency as has already been pointed out above.

In the context of their economic effects, subsidies have been subjected to an intense debate in India in recent
years. Issues like the distortionary effects of agricultural subsidies on the cropping pattern, their impact on
inter-regional disparities in development, the sub-optimal use of scarce inputs like water and power induced
by subsidies, and whether subsidies lead to systemic inefficiencies have been examined at length. Inadequate
targeting of subsidies has especially been picked up for discussion.

COMPANY POLICIES

Basic Policy and Management System

Sony established a Global Policy on Occupational Health & Safety in 1998, with a philosophy stating that
"Sony recognizes that occupational health and safety (OH&S) is an integral part of all business operations.
Sony therefore secures a safe and healthy working environment for its employees." This policy is implemented
at Sony Group companies worldwide, who work together to secure occupational health and safety.
Nintendo of America
Sony Bigger Than Nintendo And Microsoft Combined .. . 202 documents

D e n o n
One doesn't have to look too far to see why the Sony outperforms the Denon in CD playback: 24 5 documents

C a n o n
Sony to take on Nikon and Canon, plans to spend Rs 22 .. . 41 documents

Apple Inc.
S o n y B e s t s A p p l e i n J a p a n 125 documents

R e d
S o n y h i t s b a c k a t R E D w i t h p a t e n t l a w s u i t 3 documents

Facebook
Sony Takes On Facebooks Oculus in Virtual Reality Race ... 7 documents

Sab TV
Star Plus stays at the top; Sab TV displaces Sony at number 4 2 documents

BIC Corp
... Bic, or Yodobashi Camera store the retail space devoted to iPod (and it's accessories) be 1 documents

Universal Studios
He cited Sony Corporation of America vs. Universal City Studios, the 1984 milestone usually 17 documents

Samsung
Sony thumbs nose at Samsung, confirms OLED TVs by December 138 documents

Oculus VR
Sony Takes On Facebooks Oculus in Virtual Reality .. . 2 documents

W F I N
S o n y O v e r t a k e s N i n t e n d o i n C o n s o l e S a l e s 1 documents

N i k o n
 Like Canon with the SX700 HS and Panasonic with the TZ60, Nikon has followed Sony into the market 30 documents

EMP Verbatim
LOY Earlier this year, we unboxed a similar Verbatim USB OTG drive and Sony has followed in the 1 documents

MEN
T Hitachi Consulting
Sony Hits Back At RED Denying Patent Infringements & RED Talk ARRI Case: Hitachi NAB Camera 1 documents
Well
being &
Employe
e
Engagem T o u i t
Touit 32 that much better than Sony 35 1.8?: Sony Alp ha ... 1 document
ent

We have
an
environment for fun and high energy. We have fun because we work hard. We organize Annual Family Day
function where our employees are invited along with their family members. We celebrate festivals together,
and organize sports events to engage our employees further.
Our employees enjoy a wide range of benefits. The benefits include a competitive compensation program,
health care insurance related benefits, paid holidays and leave, world class training, opportunities for career
growth etc.

Integrity, Ethical and Fair Employment Practices

We uphold and cherish the highest standards of Integrity and ethical practices in transacting our business and
have no different standards for employment conditions. In terms of fair employment practices some of the
common themes followed across our operations include

- Strict guidelines, monitoring and redress mechanisms to prevent any form of discrimination based on factors
other than work delivery and performance.
- Uncompromising polices and quick action mechanism to curb any form of sexual harassment and gender
discrimination
- Highest standards of workplace safety and security
- Strict adherence to all employment related laws
MAINTENANCE

Standard Warranty
We thank you for having purchased this Sony product and are sure you will enjoy it. In the event of your
product requiring service, please contact the nearest Sony Service Centre / Authorised Service Centre. In case
there is no such service centre in your city, please contact our Toll Free No. (1800-103-7799) for assistance.
We advise that you read the instruction manual carefully.

P r o d u c t C a t e g o r y Standard Warranty E x te n d e d W a r r a n t y

B R A V I A 1 y e a r Yes (Know more)

H o m e V i d e o / A u d i o 1 y e a r

H o m e T h e a t r e 1 y e a r

Digital Imaging(Cyber-shot, Alpha, Lens) 2 y e a r

H a n d y c a m ® 1 y e a r

P e r s o n a l A u d i o 1 y e a r

Walkman (Cassette) , Radio Cassette Recorder (CFS/CFM series) 1 y e a r

CD/VCD Walkman / Radio 1 y e a r

Network Walkman , IC Recorder , Micro Recorder 1 y e a r

Radio CD Cassette Recorder (CFD Series) 1 y e a r

H e a d p h o n e s 1 y e a r

Bl u et o ot h S p e ak e r s 1 y e a r

P l a y S t a t i o n ® 1 y e a r

Business Projectors 2 y e a r

Car Audio (Head Unit) 2 y e a r

Car Audio (Speakers) 1 y e a r

Car Audio (Amplifier & GS series Speakers) 2 y e a r

TRADE UNIONS
Trade Unions in India are registered and file annual returns under the Trade Union Act (1926). Statistics on
Trade Unions are collected annually by the Labour Bureau of the Ministry of Labour, Government of India.
As per the latest data, released for 2012, there were 16,154 trade unions which had a combined membership of
9.18 million (based on returns from 15 States - out of a total of 36 States).[1] The Trade Union movement in
India is largely divided along political lines and follows a pre-Independence pattern of overlapping
interactions between political parties and unions. The net result of this type of system is debated as it has both
advantages and disadvantages.

The firm or industry level trade unions are often affiliated to larger Federations. The largest Federations in the
country represent labour at the National level and are known as Central Trade Union Organisations
(CTUO). As of 2002, when the last Trade Union verification was carried out, there are 12 CTUOs recognised
by the Ministry of Labour.[2]
SHARE HOLDERS

S h a r e h o l d e r s Sony Corp (6758 - Tokyo)

N a m eE q u i t i e s%

A s s e t M a n a g e m e n t O n e C o . , L t d .59,674,90 0 4 . 7 1 %

C a p i t a l R e s e a r c h & M a n a g e m e n t C o . ( W o r l d I n v e s t o r s )5 3 , 9 9 7 , 0 0 0 4 . 2 6 %

N o m u r a A s s e t M a n a g e m e n t C o . , L t d .35,451,500 2 . 8 0 %

B l a c k R o c k F u n d A d v i s o r s34,696,597 2 . 7 4 %

T h e V a n g u a r d G r o u p , I n c .3 0 , 0 2 3 , 7 8 8 2 . 3 7 %

U B S A s s e t M a n a g e m e n t ( U K ) L t d .25,792,498 2 . 0 4 %

B l a c k R o c k J a p a n C o . , L t d .2 5 , 4 2 0 , 9 0 0 2 . 0 1 %

Capital Research & Management Co. (Global Investors )2 2 ,6 6 6, 80 0 1 . 7 9 %

N o r g e s B a n k I n v e s t m e n t M a n a g e m e n t18,105,563 1 . 4 3 %

D a i w a A s s e t M a n a g e m e n t C o . L t d .1 7 , 2 7 6 , 4 1 0 1 . 3 6 %
SONY CSR
Companies today are expected to engage in responsible business conduct. Sony's corporate social
responsibility (CSR) activities reflect its philosophy of implementing sound business practices, and innovating
to realize products, services and content that inspire and excite. In order to help build a more sustainable
world, Sony employs its CSR initiatives as a measure of the social impact of its business operations. At the
same time, Sony is engaged in ongoing efforts to contribute to society while enhancing corporate value.
CHAPTER-3

MANUFACTURING PROCESS

Sony Manufacturing
 At Sony UK TEC we manufacture market-leading Sony Broadcast and Professional Audio & Video products.
These product solutions combine unrivalled quality, reliability and choice. From movie making to TV drama,
live sport broadcast to news studios, our

PRODUCTS

AccessTelevisions & Home Cinema ›

 Televisions
 Home Theatre & Sound Bars
 Blu-ray Disc™ & DVD Players
Audio ›
 Headphones
 MP3 Players
 Wireless speakers
 High-resolution audio
Cameras ›
 Interchangeable Lens Cameras
 Lenses
 Compact Cameras
Mobile, Accessories and Smart Devices ›
 Smartphones
 Smart Devices
 ories
MARKETING STRATEGY

Aiming to achieve mid-range targets and create sustainably high profit and value

Sony Corporation ("Sony") today held a Corporate Strategy Meeting during which President and CEO, Kazuo
Hirai, provided an update on the progress of the current mid-range plan, the final year of which is the fiscal
year ending March 31, 2018 ("FY2017"). He also explained how Sony plans to achieve its mid-range financial
targets and continue to be a company that generates a sustainably high level of profit and creates new value
beyond FY2017. Highlights from his presentation are outlined below.
SEGMENTATION

Segmentation of Sony Bravia

by Christopher Faille; Updated September 26, 2017

The Bravia is a Sony brand of high-definition liquid crystal display, or LCD, TVs introduced in 2005. In
introducing Bravia to the market, Sony launched an extraordinary advertising campaign featuring TV spots
such as "Balls,""Paint,""Play-Doh" and "Pyramid." Each ad was designed to get the reader to think of the
visual world as made up of pixels of color, and of the combination of those pixels as the key to pleasurable
viewing.
PRICING STRATEGY

The Strategy and Tactics of Pricing has served as the leading authority on
strategic pricing. The sixth edition brings new perspectives, case studies, and
updated approaches from this ever-evolving practice.

Co-authors Thomas Nagle and Georg Müller are two of Deloitte's thought
leaders on the topic of pricing and revenue management, leveraging decades
of experience in advising high-profile businesses on how to drive organic
growth profitably through strategic revenue management. In the latest edition,
they reiterate the need for seamless integration of strategic know-how,
technology, and organizational design within a pricing strategy.

By drawing upon their expertise and the knowledge across several of

Deloitte's practices, the authors have redefined the standard of how to achieve
pricing success through the following:
 Strategy: Delivering profitable growth via offer design, better value communications, and revenue model
design

 Technology: Building the tools needed to inform good pricing decisions

 Organization: Designing the capabilities to operationalize the go-to-market strategy

TARGET CUSTOMERS
Sony to Target Commercial
Customers (SNE)
SNE

SONY CORP

45.50

-9.33%

View Watchlist

Japanese conglomerate Sony Corp. (SNE

SNE

SONY CORP

45.50

-9.33%

) is targeting commercial customers for its virtual reality headset PlayStation VR, because the rate of adoption
of the virtual reality technology has been slower than expected, according to a report in The Wall Street
Journal. (See also: Sony Exceeds Its Playstation VR Sales Expectations.)

The Journal cited sources familiar with the plan as saying the video game unit of Sony is planning to market
its VR headset to entertainment facilities including video game arcades and theme parks in Japan. This comes
about a month after the company said it

SOURCES OF FUNDS

Funding is the act of providing financial resources, usually in the form of money, or other values such as
effort or time, to finance a need, program, and project, usually by an organization or company. Generally, this
word is used when a firm uses its internal reserves to satisfy its necessity for cash, while the term financing is
used when the firm acquires capital from external sources.[1]

Sources of funding include credit, venture capital, donations, grants, savings, subsidies, and taxes. Fundings
such as donations, subsidies, and grants that have no direct requirement for return of investment are described
as "soft funding" or "crowdfunding". Funding that facilitates the exchange of equity ownership in a company
for capital investment via an online funding portal as per the Jumpstart Our Business Startups Act (alternately,
the "JOBS Act of 2012") (U.S.) is known asequitycrowdfunding.

Funds can be allocated for either short-term or long-term purposes.

BALANCE SHEET
Assets
Fiscal year is April-March. All values JPY Millions. 2 0 1 7 2 0 1 6 2 0 1 5 2 0 1 4 2

C a sh & S ho r t Te r m In v e s tm e nt s 2,011,583 1,930,009 1,886,144 1,889,895

C a s h O n l y 9 6 0 , 1 4 2 983,612 949,413 1,046,466

S h o r t - T e r m I n v e s t m e n t s 1,051,441 946,397 936,731 843,429

Fiscal year is April-March. All values JPY Millions. 2 0 1 7 2 0 1 6 2 0 1 5 2 0 1 4 2

Cash & Short Term Investments Growt h 4 . 2 3 % 2 . 3 3 % -0.20% 22.35%

C a s h & S T In v e s t m e n t s / T o t a l A s s e t s 1 1 . 3 9 % 11.58% 11.91% 12.33%

T o t a l A c c o un t s R e c e i v a b l e 1,177,443 1,059,650 1,131,849 1,048,725

Accounts Receivables, Net 9 5 3 , 8 1 1 853,592 899,902 871,040

Accounts Receivables, Gros s 1,006,961 926,375 986,500 946,553

Bad Debt/Doubtful Accounts (5 3 , 1 5 0 ) (72,783) (86,598) (75,513)

O t h e r R e c e i v a b l e s 2 2 3 , 6 3 2 206,058 231,947 177,685

Accounts Receivable Growth 1 1 . 1 2 % -6.38% 7 . 9 3 % 13.42%

Accounts Receivable Turnover 6 . 4 8 7 . 6 8 7 . 2 8 7 . 3 9

I n v e n t o r i e s 6 4 0 , 8 3 5 6 8 3 , 1 4 6 6 6 5 , 4 3 2 7 3 3 , 9 4 3

F i n i s h e d G o o d s 3 9 9 , 8 5 0 448,273 468,408 495,865

W o r k i n P r o g r e s s 1 4 0 , 7 1 8 130,383 96,700 85,361

R a w M a t e r i a l s 1 0 0 , 2 6 7 104,490 100,324 152,717

 CHAPTER-4

Mergers & Acquisitions

Mergers & Acquisitions (M&A) ist ein Sammelbegriff für Transaktionen im Unternehmensbereich
wie Fusionen,Unternehmenskäufe, Betriebsübergänge, fremdfinanzierte
Übernahmen, Outsourcing/Insourcing, Spin-offs, Carve-outs oderUnternehmenskooperationen. Auch
die Branche der hiermit befassten Dienstleister
wie Unternehmensberater,Wirtschaftsprüfer oder Investmentbanken wird unter Mergers &
Acquisitions aggregiert; im Sektor der Investmentbanken gilt M&A als Teilbereich der Corporate Finance.

 1Allgemeines
 2Geschichte
 3Arten
 4Ablauf
 5Rechtsfragen
o 5.1Deutschland
o 5.2Internationale Regelungen
 6Kritik
 7Literatur
 8Einzelnachweise

Allgemeines[Bearbeiten | Quelltext bearbeiten]

Die angelsächsische Wortkombination Mergers & Acquisitions besteht aus zwei Begriffen, die bereits einen
groben Hinweis auf die unternehmerischen Aktivitäten geben, die darunter zusammengefasst werden.
„Merger“ sind Unternehmensfusionen, unter „acquisitions“ versteht man Unternehmenskäufe. Ziel eines
jeden Unternehmers ist es, durch geeignete Maßnahmen die Existenz seines Unternehmens zu sichern und
Wachstum zu erreichen. Wachstum ist in Form des internen Wachstums(etwa durch Umsatzsteigerung) jedoch
nur sehr begrenzt möglich; größere Wachstumserfolge können kurzfristig nur durchexternes Wachstum erzielt
werden. Das wiederum ist nur durch Fusionen, Unternehmenskäufe oder sonstige externen Transaktionen
möglich. Das vom Käufer („Investor“) zu erwerbende Unternehmen („Target“ oder „Zielunternehmen“)
erhöht sofort durch den Zusammenschluss signifikant den Umsatz, die Marktanteile, die Betriebsgröße und

.NEWS ARTICLES
Sony’s Fortunes Improve, From Rising Profit to a Return for Aibo

Image

A demonstration of Aibo, Sony’s robot dog, in Tokyo on Wednesday. The mechanical pet, discontinued in
2006, is coming back, and will go on sale in Japan in January for about $1,750.CreditKim Kyung-
Hoon/Reuters

By Jonathan Soble
Nov. 1, 2017

TOKYO — Sony’s robot dog is getting a new lease on life. A decade after discontinuing Aibo, Sony said on
Wednesday that it was bringing the mechanical canine back as an experiment in cuddly, consumer-friendly
artificial intelligence.

Investors are giving Sony another chance, too.

Shares in the electronics and entertainment giant rose to their highest level in nearly a decade, a day after Sony
projected what would be its largest-ever annual operating profit.

With its Trinitron televisions and Walkman portable tape players, Sony grabbed ahold of global consumers
during Japan’s dizzying economic rise decades ago. But it has struggled more recently, losing ground to
international competitors like Apple and Samsung.
Sony lost money for years on once-profitable products like televisions — which it could no longer make
cheaply enough to keep up with plummeting prices — while failing to capitalize on the digital revolution that
turned Apple and its ecosystem of connected products into a global powerhouse.

NEWS PAPERS AND MAGAZINES

A newspaper is a periodical publication containing written information about current events.

Newspapers can cover a wide variety of fields such as politics, business, sports and art, and often include
materials such as opinion columns, weather forecasts, reviews of local services, obituaries, birth
notices, crosswords,editorial cartoons, comic strips, and advice columns.

Most newspapers are businesses, and they pay their expenses with a mixture
of subscription revenue, newsstand sales, and advertising revenue. Thejournalism organizations that publish
newspapers are themselves oftenmetonymically called newspapers.

Newspapers have traditionally been published in print (usually on cheap, low-grade paper called newsprint).
However, today most newspapers are alsopublished on websites as online newspapers, and some have even
abandoned their print versions entirely.

Newspapers developed in the 17th century, as information sheets for businessmen. By the early 19th century,
many cities in Europe, as well as North and South America, published newspapers.

Some newspapers with high editorial independence, high journalism quality, and large circulation are viewed
as newspapers of record.
ARTICLES AND JOURNALS
Sony Corporation; a leading transnational media corporation in the production and sale of consumer
electronics, music and film entertainment and videogame technology. There are two main parts to this study.
Part I, examines the history and development of the Sony Corporation. This paper argues that the business
strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were
responsible for developing the organization and its business mission. Part II. examines the Sony Corporation
from the standpoint of business strategy. Special attention is given to the subject of organizational culture and
strategic decision‐making. A second argument of this paper is that while Sony is a transnational media
corporation, the organization is decidedly Japanese in its business values. The significance of this research lies
in its revelations concerning the complex changes facing a company that was once historically Japanese in its
origins but is tecoming increasingly transnational ïn scope and operations.
 SWOT ANALYSIS

Strengths
 Sony has built a brand. This is highlighted by the fact that the company was tagged in a 2011 survey as Asia's
most valued brand.
 The company is synonymous with technological excellence and has a rich heritage of technological expertise.
Besides creating the Trinitron Color television, VCR, and Walkman, the company helped develop the
magnetic recording tape, the compact disc, and the Blu-Ray disc, used today as a medium for high-definition
video playback. Its latest innovation, a Crystal LED television, was well received at the Consumer Electronics
Show in Las Vegas.
 Out of all its products at present, Sony's success with the Playstation is most noteworthy -- it has been
successful since inception, and still sees tremendous consumer demand.
 A strong foothold in the entertainment industry with Sony Music and Sony Pictures has been beneficial to the
company by offsetting losses in its consumer-products division.

Weaknesses
 The high cost of media production, especially in its television business, has affected the company's pricing
strategy. Its television business has lost an equivalent of $6.3 billion for eight years in a row. It's also losing
market share to manufacturers, such as LG and Samsung.
 While diversifying into too many business segments, the consumer electronics giant has shifted its focus from
its core competency -- making great consumer-electronic products. This has resulted in a distortion in Sony's
brand. Apple, which is also in the consumer electronics space, has managed to focus on just a few products,
build competency, and make them incredibly successful.

Opportunities
 The company can take advantage of its movie and music business along with its experience in the gaming
space to deliver value-added content to support and integrate its product line. It has talked about doing this
with afour-screen strategy, which looks like a good concept.
 The company lately bought off its entire Sony Ericson joint venture. This should give Sony the opportunity to
act independently and innovate in the booming smartphone and tablet market.
 The company has the opportunity to enter the healthcare-imaging sector in a significant way through a
possible acquisition of a 30% stake in Olympus.

Threats

 Sony faces price competition from competitors such as Samsung and LG, who are gaining traction with lower-
cost products such as televisions and mobile devices.
 If rumors are to be believed, Apple can give a tough time to Sony by introducing its own version of the
television, Apple TV. Moreover, Apple is seeing a significant appreciation in its brand value compared to
Sony on a global basis, according to Interbrand's Rankings.
 Sony's online network faces threats from hackers. The company's Playstation network was hacked, resulting in
leakage of customer information, such as credit-card data.

SUGGESTIONS

When you think about Sony, the first gadget that comes to mind may still be a big, beautiful TV. But Japan’s
venerable tech giant has weathered a difficult period and emerged as a stronger company, in part on the
strength of its success in product categories other than its historic mainstays.

Today’s Sony is a leader in camera technology, a fact that sometimes gets overlooked because much of that
tech ships in smartphones sold by others. (Apple’s latest iPhones and Google’s new Pixel phones, all of which
have received raves for their cameras, pack Sony sensors.) In addition, the company is successfully taking on
Canon and Nikon with cameras aimed at professionals and serious amateurs, a market that has held up even as
point-and-shoot models have given way to camera phones.

In a very different product category, Sony introduced t

CONCLUSION
The funny thing is, Sony's phone hit the Galaxy where it hurt most - low-light photography. Support
it properly, and the XZ2 will deliver better pictures that the S9 at night, in full auto at that. The
Galaxy saves face with solid output when shooting handheld - courtesy of OIS, and a bright aperture,
so not all is lost in the dark.

In daylight we'd really struggle to pick a winner. If you refrain from close-up scrutiny, the two are
actually very hard to tell apart and when you do zoom in, it's a clash of approaches, neither strictly
better than the other - the super-clean Galaxy versus the noisier but more detailed Xperia.

An unlikely winner in another area, the Galaxy is our pick for slow-mo video recording. Yes, Sony
introduced it last year, and even upped the resolution this year. But it's Samsung that's wrapped slow-
mo in more approachable and easier to use software, ultimately making it better as a whole.

Regular videos, on the other hand, are that little bit more likeable coming out of the Xperia, the
4K/30fps ones in particular, but it's not a night-and-day difference. What can possibly have you
leaning either way is the 4K/60fps capabilities of the Galaxy and the HDR recording of the Xperia.
Pick one.
BIBLIOGRAPHY

https://en.wikipedia.org/wiki/Sony

https://www.sony.net/SonyInfo/CorporateInfo/vision/

https://www.sony.net/SonyInfo/IR/strategy/

https://www.sony.net/SonyInfo/CorporateInfo/executive/

www.worldphoto.org/sony-world-photography-awards

https://www.fool.com/investing/general/2012/03/02/sony-corporation-
strengths-weaknesses-opportunitie.aspx