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Sony Corporation – Restructuring Continues, Problems Remain
BSTR/361 IBS Center for Management Research Sony Corporation – Restructuring Continues, Problems Remain This case was written by Indu P, under the direction of Vivek Gupta, IBS Center for Management Research. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2010, IBS Center for Management Research. All rights reserved. To order copies, call +91-08417-236667/68 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad 501 504, Andhra Pradesh, India or email: [email protected] www.icmrindia.org BSTR/361 Sony Corporation – Restructuring Continues, Problems Remain “Seven out of eight years, Sony has failed to meet its own initial operating profit forecast. This is probably the worst track record amongst most major exporters. That means that either management is not able to anticipate challenges … or they fail on execution almost every time. Either way, it does not reflect well on Sony’s management.”1 - Atul Goyal, Analyst, CLSA2, in January 2009. SONY IN CRISIS, AGAIN In May 2009, Japan-based multinational conglomerate, Sony Corporation (Sony) announced that it posted its first full year operating loss since 1995, and only its second since 1958, for the fiscal year ending March 2009. Sony announced annual loss of ¥ 98.9 billion3, with annual sales going down by 12.9% to ¥ 7.73 trillion. Sony also warned that with consumers worldwide cutting back on spending in light of the recession, the losses could be to the extent of ¥ 120 billion for the year ending March 2010 (Refer to Exhibit IA for Sony‘s five year financial summary and Exhibit IB for operating loss by business segment). -
80 the MARKET Sony Corporation Is a Leading
THE MARKET a very small group of young peo- Sony Corporation is a leading man- ple with the energy and passion for ufacturer of audio, video, communi- unlimited creation. cations, and information technology This passion and creativity products for the consumer and pro- eventually led to the development of fessional markets. Additionally, the Sony’s Trinitron TV in 1968, which company’s music, motion picture, set the world standard for high television-production, game, and quality in home theater products. online businesses make Sony one of As a proponent of global oper- the most comprehensive entertain- ations based on a local presence, ment companies in the world. Morita set up manufacturing plants all over the world. Its Trinitron® ACHIEVEMENTS color television assembly plant Today, Sony employs almost 170,000 in San Diego, California, built in people worldwide, with almost 1972, was the first consumer elec- 22,000 working in the United States. tronics manufacturing facility built For fiscal year 2001, Sony Corpor- in the United States by a Japanese- ation had total sales of more than based company. $56.9 billion, with the electronics Morita’s deep confidence in segment making up more than two- another legendary Sony product, thirds of the revenues. the Walkman personal stereo, was Sony Electronics Inc. (SEL), the key factor in its ultimate formerly known as Sony Corpor- success. While retailers were ation of America, was established in initially resistant, the Walkman 1960 to oversee Sony’s sales and stereo’s compact size and excel- marketing activities in the United lent sound quality attracted con- States. -
Oy Ema Produced by Thomas Z
ie ph oy ema Produced by Thomas Z. Shepard M2 : 30852 Columbia : MASTERWORKS Previously released as CBS Records 32 21 0002. PIERRE BOULEZ conducts ALBAN BERG’S “WOZZECk” “This new recording of ‘Wozzeck’ comes as near to an ideal realisation of WINNER GRAND PRIX DU DISQUE this finest opera of our century as could be wished for. The fact that the conductor is Pierre Boulez is of course crucial, but his cast, the Chorus and Orchestra of the Paris Opera and the CBS recording engineers are also ‘‘He seems to take us into Berg’s creative mind.” equal to the enormous challenge.” —Records and Recording —The Gramophone “In the CBS set we are moved by precision, vivid articulation of the score, exact rhythms, and Boulez’s unerring sense of the ‘meaning’ of a particular INTERNATIONAL PRAISE. GREETS ALBAN BERG’S passage—his revelation of why the composer set it down in the way he did. Z0th-CENTURY MASTERPIECE: He defines the forms. He handles the cross references, the motifs, the “MUSIC DRAMA OF ALMOST OVERWHELMING EMOTIONAL orchestral colours boldly and emphatically; he seems to take us into» POWER.” —Newsweek, Emily Coleman Berg’s creative mind.” —The Gramophone “ONE OF THE GREAT, ORIGINAL WORKS OF OUR TIME.” ABOUT “WOZZECK” —The New York Times, Howard ‘Taubman “The opera’s hero, Franz Wozzeck, is a cloddish German soldier haunted by nameless terrors, persecuted by everybody around him... He is ridiculed by his Captain, who seems to stand for the bluster of petty militarism. “ONE OF THE REMARKABLE OPERATIC INTERPRETATIONS He is used as a guinea pig by a doctor, a sadistic, fanatical embodiment of OF OUR GENERATION.” —The London Times science. -
Us-400 £1.50
z August 1987 £1.50 o US-400 o .11 co o SOUND AND BROADCAST ENGINEERING www.americanradiohistory.com This is the mixing console that will cause a revolution in 24 track studios. The world's first Dual Mode mixing console. With the advanced features and performance of a desk you'd expect to cost a great deal more than it actually does, it's a remarkable achievement. Take Dual Mode. When you record with the T512, its in -line monitoring means you create a control room mix on ALL THE FEATURES the main faders. YOU'D EXPECT In mixdown this becomes the basis for your IN A £30,000 CONSOLE, EXCEPT ONE. master mix. Saving time and helping you keep a train of thought as to how the final mix will sound. THE PRICE. Unlike other in -line desks, though, the T512 also allows true stereo subgrouping on long -throw group faders. In this mode the routing matrix offers either six stereo groups or four extra auxiliary sends - totalling ten sends - plus four stereo groups. No other console in the world provides such versatility. The T512 is an open -ended investment, with op- tional disc -based SMPTE automation for faders, mutes, EQ in/out and auxiliary on /off. Again, at the price it's unique. And fittingly, ,audio performance is superb. Recent Soundcraft advances in summing amp technology, and in grounding and decoupling systems, make the T512 one of the cleanest and quietest consoles ever. The mic amplifiers, a critical factor in console quality, create less than 0.01% distortion at 10kHz at 70dB of gain. -
SONY Corporation Presentation of a Company
SONY Corporation Structure of the presentation: 1. General facts 2. Company structure 3. Figures 4. Management styles / recruitment methods 5. Advertising / marketing 6. Environmental affairs General facts: founded: May 7, 1946 headquarters: Tokyo representatives: Norio Ohga (Chairman and Representative Director, Chief Executive Officer) Tsunao Hashimoto (Vice Chairman and Representative Director) Nobuyuki Idei (President and Representative Director, Chief Operating Officer) number of employees: 151.000 (as of March 21, 1997) capital: 332.036.923.736 yen (as of March 31, 1997) SONY Corporation is the 3rd biggest electronics company in the world Company structure: Electronics Business (Video Equipment, Audio Equipment, Televisions, Others) Entertainment Business (Music Group, Pictures Group) Insurance and Financing Figures: 1997 1996 Income Statement Sales (mil.) $45.670 $43.326 Cost of goods sold (mil.) $29.545 $28.203 Assets Total (mil.) $45.809 $47.601 Liabilities Total (mil.) $34.040 $36.571 Equity Shares outstanding (mil.) 384 374 Common stock eq. (mil.) $11.770 $11.030 as of March 31 (fiscal year end) Recruitment methods: SONY is a trailblazer, always a seeker of the unknown. SONY never intends to follow old trails, but hopes to find its own paths of progress by opening up new trails, yet to be trod. Through this progress, SONY wants to serve mankind. New trails are strewn with hardships. But the people in SONY work in harmony to surmount these hardships, finding joy and pride in participating creatively to achieve the goal of each pioneering effort. Sony’s policy is to respect and foster each one’s abilities --- the right person in the right position --- always striving to bring out the best in the person, believing in each one and constantly allowing the individual to develop his or her abilities. -
Annual Report 1992
fiNANCIAL HIGHLIGHTS Sony Corporation and Consolidated Subsidiaries Year ended March 31 OPERATING RESULTS Thousands of U.S. dollars Millions of yen (Note 1) Percent change 1991 1992 1992/1991 1992 FOR THE YEAR Net sales. ¥3,616,517 ¥3,821,582 +5.7% $28,733,699 Operating income 297,449 166,278 -44.1 1,250,211 Net income (Note 2) 116,925 120,121 +2.7 903,165 Per Depositary Share (Yen and U.S. dollars): Net income ¥ 285.9 ¥ 293.1 +2.5 $ 2.20 Cash dividends 50.0 50.0 0.38 Cash dividends (Note 3) 45.5 AT YEAR-END Stockholders' equity ¥1,476,414 ¥1,536,795 +4.1 $11,554,850 Total assets . 4,602,495 4,911,129 +6.7 36,925,782 Number of employees . 112,900 119,000 Notes: 1. U.S. dollar amounts have been translated from yen, for convenience only, at the rate of~133=U.S.$1, the approximate Tokyo foreign exchange market rate as of March 31, 1992, as described in Note 2 of Notes to Consolidated Financial Statements. 2. Net income in 1992 includes the ~61 ,544 million ($462,737 thousand) gain on subsidiary sale of stock, as described in Note 4 on page 37. 3. Cash dividends per Depositary Share after giving effect to the free distribution of common stock by way of stock split determined on May 22, 1991 were ~45.5 for the year ended March 31, 1991. NET SALES (Billion ¥) '92 CE::Z::m:ll!Z:;:::::zr::::::::::::::::::::::::::::::::::::::::::::::::::=:::::~:::~ 3,822 '91 3,617 '90 I!El~~E~~~B:l~~~~~~~~ 2,880 '89 ------------· 2,145 '88 1,555 NET INCOME (Billion ¥) '92 lEDmlB&gm~~~~~~m~~:!rJ~m::m§~tm 120 '91 117 '90 103 '89 ------------· 72 '88 ------· 37 NET INCOME PER DEPOSITARY SHARE (¥) '92 293.1 '90'91 ---------------------·279 285.9.0 '89 Billi!DliiimBmiJg~m~~[]]~B~:mrn 219.7 '88 137.2 TO OLJR SHAREHOLDERS uring the fiscal year ended March 31, 1992, the the inventory level. -
13-Page PDF Handout
www.Breaking News English.com Ready-to-use ESL/EFL Lessons by Sean Banville “1,000 IDEAS & ACTIVITIES FOR LANGUAGE TEACHERS” The Breaking News English.com Resource Book http://www.breakingnewsenglish.com/book.html “Father of the CD” dies http://www.breakingnewsenglish.com/1104/110425-cd.html Contents The Article 2 Warm-ups 3 Before Reading / Listening 4 While Reading / Listening 5 Listening Gap Fill 6 After Reading / Listening 7 Student Survey 8 Discussion 9 Language Work 10 Writing 11 Homework 12 Answers 13 25th April, 2011 THE ARTICLE From http://www.BreakingNewsEnglish.com/1104/110425-cd.html The pioneer of the compact disc (CD) Norio Ohga has died aged 81 of multiple organ failure in the Japanese capital Tokyo. Mr Ohga was president and chairman of Sony between 1982 and 1995. He is credited with pioneering the use of the CD. Sony sold the world's first CD in 1982. Mr Ohga was responsible for its size. He recommended a disc should be 12 cm in diameter because it contained enough space to store Beethoven's Ninth Symphony, which is 75 minutes long. The size of CDs have remained unchanged since and became the format for DVDs. CD sales in Japan overtook record sales within five years of their introduction. Ohga was an avid music enthusiast and studied to become an opera singer in his youth. Sony's current chairman, Sir Howard Stringer, paid tribute to Mr Ohga’s leadership and vision. He said the former chairman transformed Sony from a company that sold radios and electronics into a global entertainment giant. -
The Sony Corporation 1025
The Sony Corporation 1025 The Sony Corporation Sony, which will be 60 years old in 2006, became renowned throughout the world as an innovatory, pioneering company with an international presence and reputation in the consumer electronics industry. Sony is now an acknowledged leader in a number of very competitive and dynamic industries where no single company enjoys a dominant market share. Sony has always sought to develop unique products rather than copy other companies. Although profitable, profitability per se has not been the driving objective. Sony has invested in research and development at a rate above the average both for its industry and for Japan. Technologists are seen as a critically important resource and allowed freedom to work within rel- atively open-ended briefs. However, the company has come under enormous pressure as it has struggled to remain a leader in the changing world of consumer electronics and, as a result, there have been major changes in its strategies and struc- in the 1990s and again in the early 2000s. ture in the 1990s and again in the early 2000s. This case traces the growth, development, successes and setbacks of The The Sony Corporation. It encapsulates issues of corporate and competitive strategies, structural evolution and the the Japanese style of management. SonyÌs strategy of diversification into the American entertainment industry is examined in detail.The case deliberately stops short before the Sony PlayStation was launched, taking Sony in a fresh direction, and consequently does not deal with the subsequent growth of DVD technology. This version of the case was written by John L Thompson in 1996. -
Beiträge Zur Geschichte Der Arbeiterbewegung Trafo Verlag Dr
BzG 4/98 1 Beiträge zur Geschichte der Arbeiterbewegung trafo verlag dr. wolfgang weist, Berlin 4 40. Jahrgang 1998 Fritz Zimmermann: 40 Jahre BzG 3 Manfred Behrend: “Der Wandschirm, hinter dem nichts geschieht”. Bildung, Tätigkeit und Ende der ersten deutschen Sozialisierungskommission 18 Wladislaw Hedeler: “Alte Garde” oder Schurkengalerie? Die Berichterstattung über den Moskauer Schauprozeß gegen den “Block der Rechten und Trotzkisten” im “Völkischer Beobachter” und in der “Rundschau” 36 Diskussion Ulla Plener: Lenin über Parteidisziplin. Ein Exkurs 56 Dokumente und Materialien Ruth Stoljarowa: Vor 80 Jahren wurde Leo Jogiches ermordet. Vier unbekannte oder vergessene Dokumente aus den Jahren 1917-1919 65 Wolfgang Buschfort: Munition für Herbert Wehner. Schreiben an Wehner in den Unterlagen der Staatssicherheit entdeckt 83 Wissenschaftliche Mitteilungen Wladlen Loginow: Die ausgebliebene Sensation. Zu einem Lenin-Ergänzungsband 94 Heinrich Gemkow: Karl Marx’ Taschenuhr – ihr Weg durch 130 Jahre 106 Rezensionen August Bebel, Ausgewählte Reden und Schriften. (Wolfgang Schröder) 111 2 BzG 4/98 Heinrich August Winkler: Streitfragen der deutschen Geschichte. Essays zum 19. und 20. Jahrhundert. (Manfred Behrend) 114 Kurt Faller/Bernd Wittich: Abschied vom Antifaschismus (Karl Heinz Jahnke) 116 Hans Modrow: Ich wollte ein neues Deutschland Mit Hans-Dieter Schütt. (Manfred Behrend) 118 Arthur L. Smith jr.: Kampf um Deutschlands Zukunft. Die Umerziehung von Hitlers Soldaten. (Paul Heider) 121 Heike Bungert: Das Nationalkomitee und der Westen Die Reaktion der Westalliierten auf das NKFD und die Freien Deutschen Bewegungen 1943-1948. (Paul Heider) 123 Martin Schnackenberg: “Ich wollte keine Heldentaten mehr vollbringen” Wehrmachtsdeserteure im II. Weltkrieg. (Paul Heider) 124 Ilona Schleicher/Hans-Georg Schleicher: Die DDR im südlichen Afrika Solidarität und Kalter Krieg. -
The Intertwined Histories of Playstation and Final Fantasy VII
Winning the Game: The Intertwined Histories of PlayStation and Final Fantasy VII Andrew Park STS 145: History of Computer Game Design Prof. Henry Lowood Perhaps Nintendo owes much of its success to Mario—the cheerful Italian plumber and his brother Luigi have heralded the release of every Nintendo home-console with a groundbreaking game bearing their names. Sega too enlisted a mascot, Sonic the Hedgehog, as its #1 salesman; Sonic’s bad-boy attitude gave Sega personality while distinguishing it as a more mature console than Mario’s Nintendo. Yet the Sony PlayStation attained supremacy of the console market in the mid-1990s without the presence of a definitive mascot. Although game critics may point to Crash Bandicoot (Taves 1) or Lara Croft as PlayStation’s mascot (Poole 8), neither currently adorns Sony’s PlayStation website, a far cry from the open-armed greeting extended by Mario at Nintendo.com. Instead, a game, Final Fantasy VII, came to represent PlayStation as it tipped the scales toward Sony in the console wars. So closely linked are the two that the evolutions of PlayStation and this game that immortalized it provide a window through which both the success and the impact of the PlayStation can be seen. With 72 million units sold worldwide, PlayStation accounted for nearly 40% of Sony’s profits in 1998. Yet PlayStation’s success has had ramifications that extend far beyond the world of video games—Sony is betting that a next-generation PlayStation will serve as the heart of its integrated home entertainment network. Sony executives envision a world in which Sony digital devices seamlessly fuse Sony’s hardware with content over a lightning-fast network, and PlayStation serves as Sony’s entryway into the homes of millions. -
Annual Report 2000 Year Ended March 31, 2000 TABLE of Contents Financial Highlights
Year Ended March 31, 2000 March Ended Year Annual Report 2000 Sony Corporation Annual Report 2000 TABLE OF contents Financial Highlights . 1 Management’s Discussion and Analysis of To Our Shareholders . 2 Financial Condition and Results of Operations . 39 A Tribute to Akio Morita . 8 Quarterly Financial and Stock Information . 59 Message From the Chief Executive Officer . 10 Five-Year Summary of Selected Financial Data . 60 Business Overview. 16 Composition of Sales and Operating Revenue by Business Review Business and Geographic Segment . 61 Electronics. 18 Consolidated Balance Sheets . 62 Game . 24 Consolidated Statements of Income . 64 Music . 26 Consolidated Statements of Cash Flows . 65 Pictures . 28 Consolidated Statements of Changes in Insurance . 30 Stockholders’ Equity . 66 Topics . 32 Notes to Consolidated Financial Statements . 68 Environmental Activities at Sony . 36 Report of Independent Accountants . 97 Management . 38 Investor Information . 98 New Directors, New Statutory Auditors, and Statutory Auditors . 99 CAUTIONARY STATEMENT WITH RESPECT TO FORWARD–LOOKING STATEMENTS Statements made in this annual report with respect to Sony’s current plans, estimates, strategies and beliefs and other state- ments that are not historical facts are forward–looking statements about the future performance of Sony. These statements are based on management’s assumptions and beliefs in light of the information currently available to it and therefore you should not place undue reliance on them. Sony cautions you that a number of important factors could cause actual results to differ materially from those discussed in the forward–looking statements. Such factors include, but are not limited to (i) general economic conditions in Sony’s markets, particularly levels of consumer spending; (ii) exchange rates, particularly between the yen and the U.S. -
Social Democratic Responses to Antisemitism and The'judenfrage'in
Social Democratic Responses to Antisemitism and theJudenfrage in Imperial Germany: Franz Mehring (A Case Study) PhD Thesis Lars Fischer Hebrew and Jewish Studies Department University College London ProQuest Number: U642720 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest. ProQuest U642720 Published by ProQuest LLC(2015). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code. Microform Edition © ProQuest LLC. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 Abstract This thesis examines German attitudes towards Jews in the late nineteenth and early twentieth century, focusing on a dimension of political discourse typically noted for its resistance to antisemitism: Social Democracy. Most scholarship on the dealings of Imperial German society with matters Jewish tends to focus specifically on self-defined antisémites and overt manifestations of antisemitism. In contrast, this study examines how a broader set of prevalent perceptions of (supposedly) Jewish phenomena was articulated by theoretically more sophisticated Social Democrats. Their polemics against antisémites frequently used the term 'antiSemitic' simply to identify their party-political affiliation without necessarily confronting their hostility to Jews, let alone did it imply a concomitant empathy for Jews. While the party-political opposition of Social Democracy against party-political antisemitism remains beyond doubt, a genuine anathematization of anti- Jewish stereotypes was never on the agenda and the ambiguous stance of Franz Mehring (1846- 1919) was in fact quite typical of attitudes prevalent in the party.