Marketing strategy on: Evaluation of Sony’s Performance

In the 90s Sony was one of the most powerful and dominant player in the consumer electronics segment. The company has had significant product milestones like Japan’s first transistor radio, colour television, walkman, Handycam, and Playstaion etc. Unfortunately, the company was unable to maintain its position in the market. Management gurus and business scholars reckon that the reason behind Sony’s failure was its inability to recognize opportunities. The question which baffles everybody is why Sony did not come up with a MP3 player after successfully selling walkmans. Sony could have launched a product like IPod much before 2001but it failed to seize the opportunity. (Nathan, 1999)

The organisational culture of Sony is also to be blamed for the company’s distressed condition. The top management of the company discouraged cooperation and communication between different sections; whereas innovation required coordinated efforts. It will be imprudent to say that Sony products were not up to the mark, the products were excellent, bad timing was the culprit.

 Sony’s strategy was to give a lot of options to the customers and this strategy proved to be successful in the past but the current product line confused the customers. There are so many variants that the customers have a hard time deciding which is the best for them. Whereas, Apple products offer a lot of customisation to the customers; this improves the overall product experience. Sony concentrated exclusively on hardware, Apple on the contrary was able to capture market because of combining the power of software and hardware. (Hill & Jones, 2008)

The Suitability, Acceptability and Feasibility Criteria

Strategy evaluation is conducted to meet two purposes a) to analyse past performance b) to choose the best strategy from various options. One of the popular methods of evaluating strategies is to test it on the basis of suitability, acceptability and feasibility. Given below is a brief description of each factor.

Suitability: this factor focuses on how well the strategy is able to exploit the opportunity in hand. Does the strategy capitalise on the organisation’s strengths, weaknesses and capabilities etc?    (Anthony, 1999)

Acceptability: this factor investigates whether stakeholders will accept the strategy on the basis on of the three Rs (Risk, Return, and Reaction)

Feasibility: this factor questions the applicability of the proposed strategy; strategies which look good on paper often fail on implementation. It is the duty of the management to analyse weather the current resources of the company are enough to support the strategy.  (John & Gillies, 2002)

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