Assignment help

澳洲市场营销论文代写:索尼

索尼的首席执行官宣布另一个名为“转换60”的重组计划,这是一个为期三年的重组计划。计划专注于降低成本通过裁员和整合制造、分销、客户服务设施和简化采购。通过重组计划,索尼旨在达到成本节约¥3000亿在2006财年。的关键策略是创建融合单独的产品。例如,在电子集团融合电视和游戏,在娱乐融合电影、音乐和游戏,等。索尼公司重组成八个业务实体——四个网络公司,微系统的网络公司,它和移动解决方案网络公司,宽带网络公司和家庭网络公司,和三个商业团体,商业团体游戏,娱乐商业团体和个人解决方案业务集团。

然而,在2004年,索尼电子业务连续两年面临损失。主要原因是由于传统电视的销量大幅下降和便携式音频产品,和日本的情况尤其重要,Vaio个人电脑和阴极射线管电视机的需求显著下降。同时,游戏部门也没有表现得很好,2 PlayStation游戏机的销售急剧下降。

的时候,索尼宣布10 – 2004结果;很明显,该公司远未达到的目标设想转换60计划。根据索尼的2004年财务报告,收入低于相应的季度收入的7.5%和2003年的营业收入已经侵蚀了13%。索尼的2004 – 2005财年利润率为1.6%,远低于10%的,索尼计划到2006年实现。“转换60”的重组计划是2004年不成功。

为公司的问题,结合比赛和缺乏远见,索尼的营收和净利润一直在下降。分析师认为,“筒仓文化”,阻止索尼沟通,互相配合。

澳洲市场营销论文代写:索尼

In October 2003, Idei, the CEO of Sony, announced another reorganization plan called “Transformation 60”, which was a three-year restructuring plan. The plan focused on reducing costs by downsizing and consolidating manufacturing, distribution, customer service facilities and streamline procurement. Through this restructuring plan, Sony aimed to reach cost savings of Â¥300 billion at fiscal 2006. The key strategy was to create convergence between separate products. For example, in the electronics group, converging television and games; in entertainment converging movies, music and games, etc. Sony Corporation was reorganized into eight business entities – four network companies, which are Micro Systems Network Company, IT and Mobile Solutions Network Company, Broadband Network Company and Home Network Company; and three business groups, which are Game Business Group, Entertainment Business Group and Personal Solutions Business Group.

However, in 2004, Sony’s electronics business faced losses for two consecutive years. The mainly reason was due to the significant decline in sales of conventional televisions and portable audio products, and the situation is especially significant in Japan, where the demand for Vaio personal computers and cathode-ray-tube televisions fell prominently. At same time, the games division also did not fare well with sales of PlayStation 2 consoles falling rapidly.

By the time, Sony announced its October-December 2004 results; it was evident that the company was far from reaching the goals envisaged in its Transformation 60 plan. According to Sony’s financial reports in 2004, the revenues were 7.5 per cent lower than the revenues during the corresponding quarter in 2003 and the operating income had eroded by 13 per cent. Sony’s profit margins for fiscal 2004-2005 were at 1.6 per cent, far lower than the 10 per cent that Sony planned to achieve by 2006. The restructuring plan of “Transformation 60” was not successful in 2004.

For the company’s problems, combined with competitions and lack of vision, Sony’s revenue and net profit has been in decline. Analysts blamed the “silo culture”, which prevented Sony from communicating and cooperating with each other.