Sony Computer Science Laboratories

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TOPIC - HBR Case Study
Analysis/Submission

• Sony Computer Science Laboratories

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TEAM MEMBERS ARE -

GUIDED BY- Dr. Mohammed Bakhtawar Ahmed Sir
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Sony Corporation FOUNDERs
Sony corporation was founded by - Masaru Ibuka
and Akio Morita in 1946
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Masaru Ibuka Founder
Masaru Ibuka was a Japanese electronics
industrialist and co-founder of Sony, along with
Akio Morita.  Born 11 April 1908, Nikko,
Tochigi, Japan Died 19 December 1997, Tokyo,
Japan Education Waseda University, Hyogo
Prefectural Kobe High School, Waseda University
Junior Senior High School Organizations
founded Sony Corporation, Sony Group, Sony
Education Foundation
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Akio Morita Founder
Akio Morita was a Japanese entrepreneur and
co-founder of Sony along with Masaru
Ibuka. Wikipedia Born 26 January 1921, Nagoya,
Aichi, Japan Died 3 October 1999, Tokyo
Saiseikai Central Hospital, Tokyo,
Japan Organizations founded Sony
Corporation, Sony Corporation of America, Sony
Group, Sony Indonesia Pty. Ltd. Spouse Yoshiko
Morita (m. 19511999)
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BRAND LOGO HISTORY

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PRESENT LOGO OF SONY
THE BRAND NAME SONY COME FROM SONUS, LATIN FOR
SOUND AND SONNY MEANS LITTLE MAN
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OVERVIEW OF SONY

• Sony quickly became famous for its innovative
  consumer electronics, such as the first
  transistor radio (1955).
• In the 1980s, Sony's leadership realized its
  consumer electronics competitive advantage would
  not last for decades. The company's core strength
  was analog technology, but engineers were
  unprepared for digital advancements. Toshitada
  Doi, an electrical engineer, pushed Sony to be at
  the forefront of technology, leading to the
  development of Sony CSL.

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FUNDAMENTAL
RESEARCH AT OTHER ORGANIZATIONS

• The IBM Watson Research Center, founded in 1945,
  was the first pure science research lab within a
  corporation in the US.
• over 3,000 employees and 12 different
  laboratories across six continents, the center
  struggled to launch and grow new businesses. IBM
  employees were risk-averse and resisted
  developing innovations outside of existing lines.
  
• The company designated its projects as Horizon 1,
  Horizon 2, or Horizon 3. H3 projects were managed
  differently, with a different leadership style
  and performance evaluation based on project
  milestones.
• A three-color system was established to measure
  progress, with red indicating serious problems,
  yellow indicating limited progress, and green
  indicating sustained success.

• IBM WASTON RESEARCH CENTER

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GLOBAL IMPACT

• It has a impact maximizing Sony CSLs global
  influence was powerful and elegant.
• involve an expansion of Sony CSL by creating
  several labs in different locations around the
  world, each patterned after the original Sony CSL
  
• Scaling the impact of Sony CSL was not the same
  thing as scaling its size.
• These geographically distributed labs would allow
  Sony CSL to take advantage of local talent around
  the globe and to gain local market .

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SCALING BUSINESS AND SOCIETAL IMPACT

• Sony CSL was not operating at a loss, as some
  projects had moved to Sony BUs, generating
  revenue. Kitano believed the financial benefits
  could cover the entire cost of operations, but
  realized these contributions were not explicitly
  listed on Sony's balance sheet. Unrestricted
  expansion was risky if the business climate
  changed or a new CEO deemed a bigger budget
  problematic.

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COMPETITOR ANALYSIS

• SAMSUNG

• TOSHIBA

• ONE OF JAPANS OLDEST AND LARGEST PRODUCER AND
  CONSUMER ELECTRIC PRODUCTS .
• ITS HEAD QUARTERED IN TOKOYO, JAPAN

• SOUTH KOREANS WORLD LEADING ELECTRONICCOMPANY
  ESPECIALY IN ASIA
• IT OPERATES IN AROUND 65 COMPANIES
• AROUND WORLD .

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EXHIBIT RESEARCH PROJECT OF SONY
CSL
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CONCLUSION
Sony has faced many difficulties for several
years and has now been able to properly identify
many of its real problems. The latest strategy
will lead to address them to some extent. The
basic reason behind it is that Sony is not a
market leader now. Resultantly it does not have
that old power to influence the direction of the
market and follow its own plan. Moreover, the
policy of defending its own interests has proved
to be exigent. The strategies need not be
deliberate always, they can emerge as well. This
strategy is good in many aspects and can lead to
revive Sony Corporation but still Sony needs to
work hard if it wants to survive and regain its
market-leading position again.
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