After the financial crisis hit the global economy in 2008 many global companies found themselves in economic distress. To remain competitive and successful, it is vital for any company to be aware of their status quo and its future strategic direction.
Sony is a global company that operates in over 204 countries. According to Howard Stringer (CEO of Sony), Sony’s mission for the future is to become a leading global provider in the sector of network consumer electronics, entertainment and services. Sony wants to challenge its designers, engineers and producers to improve their hardware as well software in terms of innovation in order to further the differentiation process towards its competition.
The purpose of this report is to analyze Sony’s current situation within the electronics industry by assessing its macro- and micro-environmental factors in order to offer future strategic recommendations for the Corporation.
The following methods and theories will be applied throughout the essay:
1) Competitive Analysis of the Industrial Current Status of Sony
- Porter’s Five- Forces
- SWOT Analysis
- Value-Chain Analysis
- Resource-Based Analysis
2) Impacts of External Forces on the Competitive Advantage of Sony
- PESTEL
3) Recommendations of Future Strategic Decisions of Sony
4) Conclusion
Table of Contents
Introduction
1. Competitive Analysis of the Industrial Current Status of Sony
1.1 Porter's Five-Forces
1.1.1 The Threat of New Entrants
1.1.2 The Bargaining Power of Suppliers
1.1.3 The Bargaining Power of Buyers
1.1.4 The Threat of Substitute Products or Services
1.1.5 The Intensity of Rivalry Among Competitors in the Industry
1.2 SWOT Analysis
1.2.1 Strengths
1.2.2 Weaknesses
1.2.3 Opportunities
1.2.4 Threats
1.3 Value-Chain Analysis
1.4 Resource-Based Analysis
1.4.1 Intangible resources
1.4.2 Tangible Resources
1.4.3 Organizational Capabilities
2. Impacts of External Forces on the Competitive Advantage of Sony
2.1 PESTEL
2.1.1 Political
2.1.2 Economic
2.1.3 Social
2.1.4 Technological
2.1.5 Environment
2.1.6 Legal
3. Recommendations of Future Strategic Decisions of Sony
4. Conclusion
References