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Authors: William A. Stoever (Seton Hall University)
Published in: 1994

Abstract

This case describes how Sony Corporation''s international expansion strategy evolved over time, from market-seeking to technology-seeking to product diversification to following customers to cost minimization to product complementarity. Raises questions whether company''s marketing philosophy ("we sell what we make") is suitable for US market. Examines pros and cons of its long-term perspective. Briefly raises question of low-wage Third-World production. Discusses management problems arising from cultural differences between Japanese top managers and American subsidiary executives, and raises question whether Sony could develop a hybrid Nippo-American management style. Discusses problems arising from listing its stock on foreign stock exchanges, especially the short-term orientation of American analysis and stockholders. Focuses on problems arising from the corporation''s late-1980s move into the American entertainment industry.
Location:
Size:
Major multinational
Other setting(s):
1991

About

Abstract

This case describes how Sony Corporation''s international expansion strategy evolved over time, from market-seeking to technology-seeking to product diversification to following customers to cost minimization to product complementarity. Raises questions whether company''s marketing philosophy ("we sell what we make") is suitable for US market. Examines pros and cons of its long-term perspective. Briefly raises question of low-wage Third-World production. Discusses management problems arising from cultural differences between Japanese top managers and American subsidiary executives, and raises question whether Sony could develop a hybrid Nippo-American management style. Discusses problems arising from listing its stock on foreign stock exchanges, especially the short-term orientation of American analysis and stockholders. Focuses on problems arising from the corporation''s late-1980s move into the American entertainment industry.

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Location:
Size:
Major multinational
Other setting(s):
1991

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