Culture and Strategy.
intellects
sony-_feedback.docxRunning Head: ORGANIZATIONAL ASSESSMENT 1
ORGANIZATIONAL ASSESSMENT 2
Assess your work. Did you address each of these areas and questions supporing your points with research and examples? Always make sure you address all areas of an assignment:
· Mission, Vision, and Values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
· Strategy Clarification: Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage (these are inputs from M5: Assignment 1).
· Cultural Assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
· Value Chain Analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
· Summary of Findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and capabilities (often lacking) that place the organization at a disadvantage relative to competitors.
Executive summary
This analysis looks at a brief introduction to Sony Corporation. The analysis evaluates the mission, vision and values at Sony Corporation. Further, the study looks at the strategy employed by Sony in the industry. Assessment of a firm internal environment is very important in decisions regarding strategy and so this report looks at the internal environment of Sony. An analysis of value chain is made and factors such as logistics, operations, marketing, infrastructure, services, HR, procurement, and technology are highlighted. In conclusion the analysis looks at the strengths and weaknesses identified for Sony Corporation which are…??? What are your recommendations?.
State your goal, your analysis method and the analysis, the results, your recommendations
Table of Contents
You Need a Title
Sony Corporation is involved in the development, design, manufacture and distribution of a range of electronic equipment, instruments, gadgets for industries, consumers and professionals and software products. Consumer segment products include LCD television, personal computers, cameras, and navigational systems, audio and video equipment (U.S Sony Corporation, 2013). For professional customers, they include products such as audio, monitors for commercial use. Sony has production facilities in major markets, and its products are a household name. A look at the financial statements reveals a profit after tax of over one billion US dollars for the year ending March 2013. The balance sheet shows an asset basses that are in excess of the liabilities.
Mission, Vision, and Values
Mission and vision refer to organization’s purpose and desires (Martins & Terblanche, 2003). The mission communicates an organization’s reason for existence and how it seeks to serve its stakeholders (Bart & Baetz, 1998). The vision is a statement that is future oriented, and it declares purpose and aspirations. The two guide strategy development, communicate a firm’s reason and influence the goals and objectives to evaluate strategy (Stanford, 2007). Values are beliefs attached and embraced by individuals and organizations
Vision Comment by StyleWriter: What is your analysis of this mission and vision
The company envisages creating exciting new digital entertainment experiences by use of the latest generation content and services.
Mission
Sony is devoted to developing a wide assortment of innovative products and multimedia services that test the way customers experience digital entertainment. Through synergy, Sony is constantly determined to produce new entertainment that can be experienced on diverse products.
Business strategy Comment by StyleWriter: I know you like italiacs but this is not a proper Level 1 heading Please see : http://owl.english.purdue.edu/owl/resource/560/16/
Sony has embarked on repositioning the electronic business (digital imaging, mobile and game) as their main focus and concentrate resources in the three areas. It is projected that his will contribute about 80 percent from the electronic business. The television business is undergoing structural changes by enhancing design engineering efficiency and scaling down the number of models which will ensure a reduction in fixed business costs. Sony aims to increase the share in the emerging markets and achieve a 60 percent of share of AV/IT products by year 2014. Apart from peripheral medical business such as medical printers, cameras and recorders, it plans to venture into components such as endoscopes. Plans are underway at Sony to hasten on-going business mixture and focus to enable concentrate in core and emerging areas. It is realigning the portfolio to move resources to growth segments/areas (Stanford, 2007).
Merging the vision with business strategy we see that the new business ventures and technology reflects the vision of providing emerging digital experiences. The wide range of businesses answers the mission in providing a wide selection for choices. The various businesses work together and provide the synergy to provide innovation and diversity in entertainment.
The mission and vision are in agreement since they both converge on the need to enhance quality experience through offering customer need, embracing new technology, reaching customers across the world and internal realignments to meet operational efficiencies and effectiveness.
Shared values at Sony include innovation, learning, taking risks, honesty, valuing diversity in opinion, and sharing knowledge. Behaviors promoted by the values include integrity, hard work, appreciation and recognition of efforts, career and personal development, loyalty, stability and a sense of direction (U.S Sony Corporation, 2013).
Strategy Clarification
The company pride in a value proposition that promises quality and unique experiences. This comes with a price, and it has been a challenge in the poor economy. Sony’s market positioning entails segmentation and use of differentiation strategies to provide enhanced and quality products for its markets. Competitive advantages and competencies include may include well designed and entrenched structure, highly skilled manpower, advanced technology, strong physical infrastructure, and strong financial resources among others (Prahalad, & Hamel, 1990). These competencies are clearly reflected in Sony Corporation. The management shows a great understanding of the company’s current situation. Despite these, the current unfavorable economic environment and increased competition from other cheaper brand provide a critical moment for the firm as to whether they need to change their current approach.
Cultural assessment This is not a cultural assessment
Cultural values at Sony include innovation, learning, taking risks, honesty, valuing diversity in opinion, and sharing knowledge. These values inform the conducts that are not easy to design in the formal structure. The organization has embraced the value of the team and group work which greatly support sharing information and knowledge (Zien & Buckler, 1997). The company encourage informal sessions where information sharing is enhanced. Team projects play a major role in fostering innovation, and this helps solve customer problems and address their needs. Despite the anticipated slow in processing shared information, the company values of hard work and performance suppress such delay tendencies.
Value chain Analysis
This describes the functions and activities that happen in a business and relate them to an analysis of the competitive might of the company. According to Porter (1996), there are primary and support activities in a firm. Primary activities entail inbound logistics, operations, outbound logistics, marketing and sales and services. Support activities include infrastructure, HR management, technology development and procurement. The two sets of activities work to enhance the effectiveness and efficiency and consequently attainment of profit margin. These activities provide the company with an opportunity to create superior value. Reconfiguring the value chain can lead to lower cost or differentiation and further experience a competitive advantage (Talluri et al, 1999).
Have a transition from one section to another
Primary activities at Sony that facilitate cost competitive advantage include: Comment by StyleWriter: What are you basing this information on? IN text citations needed
Inbound logistic- The firm has outsources suppliers for various components spread across
The globe. It also has large facilities to receive and warehouse raw materials and distributions. These functions are well managed, and since they contribute significantly to cost reduction, they are a critical competitive advantage (Zien & Buckler, 1997
Operations- The Company has embraced technology and its systems are more efficient and effective. The process of transforming inputs to outputs is managed and operated through mechanized and streamlined systems that reduce costs significantly.
Outbound logistics- The warehousing and distribution of products is well managed through elaborate outbound logistics. The company has a strong network of distributors across the globe. The company employees and distribution partners are well trained and positioned to handle challenges arising and hence forms a crucial component of the firm’s strength. Efficient network minimizes the cost of doing business (Talluri et al, 1999).
Marketing and sales- Sony is reputed for identification and fulfillment of customers needs. This is a differentiation strategy since it is able to identify the needs of different customer segments and meet them.
Services- Sony has a unique customer proposition which include after sale services, warranty offers, services, customer service facilities and trade exhibitions. The services play a significant role in differentiation.
Support activities at Sony that facilitate cost competitive advantage include:
Infrastructure - Support facilities include the organizational structure, culture and values, and control and monitoring systems. These resources are important in facilitating cost reductions and enhancing competitive. For example, effective and efficient systems ensure quality is upheld, and waste is avoided.
Human resources management- Activities include recruitment, employment, training, coaching, development and remuneration. Well trained and remunerated employees are motivated to work harder and achieve better results. Skills are not easy to copy by competitors hence the highly trained team at Sony is key sources of competitive advantage.
Technological development- It supports the value by establishing better cost effective methods to perform various activities.
Procurement - Processes of purchase have an impact on warehouse costs, quantity discounts and quality of material among others. Streamlined processes at Sony help in checking costs through competitive sourcing and minimal waste as a result of quality inbound purchases.
You need a transition
Summary of Findings
You need to explain the information that will be in this section
Strengths
· Huge internal reserves that can be used to fund programs
· It has a rich tradition of technological expertise that can be used to address emerging needs
· Strong internal checks and balances that ensure effectiveness and efficiency
· Highly skilled and motivated staff
Weakness
· Diversification has moved it further from core competency of making consumer electronic products
· High brand equity associated with quality and consistency
· It is undergoing restructuring and changes in its business strategies which distracts it from the pace of growth
You need a conclusion
References
Bart, C. K., & Baetz, M. C. (1998). The relationship between mission statements and firm
Performance: An exploratory study. Journal of Management Studies, 35, 823–853.
Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity
And innovation. European Journal of Innovation Management, 6(1), 64-74.
Porter, M. E. (1996). What is strategy? Harvard Business Review, November–December, 61-
78. The value chain
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Resources, firms,
And strategies: A reader in the resource-based perspective, 235-256.
Sony Corporation (2013). Who we are. Retrieved on 3rd May, 2013.
http://www.sony.com/SCA/who-we-are/overview.shtml
Stanford, N. (2007). Guide to Organisation Design: Creating high-performing and adaptable
Enterprises (Vol. 10). Bloomberg Press.
Talluri, S., Baker, R. C., & Sarkis, J. (1999). A framework for designing efficient value chain
Networks. International Journal of Production Economics, 62(1), 133-144.
Zien, K. A., & Buckler, S. A. (1997). From experience dreams to market: crafting a culture of
Innovation. Journal of Product Innovation Management, 14(4), 274-287.
