Research Topics: Sony Case Studies

The more media subscribed to entertainment programs the more people are hooked and hold to watch

Case Study of Video Game     Introduction             Today, mass media become the primary source of entertainment and information. Most of the time, people are more entice to turn-on the television set to watch entertainment programs. The more media subscribed to entertainment programs the more people are hooked and hold to watch. The addiction of people on media especially those which produce entertainment lures is rooted from the hedonistic human nature of man—the desire to gratify our pleasures. In fact, media theorists believed that what predominantly preoccupied media is how to create programs which are entertaining. In fact, even the news programs are not devoid of entertainment. Moreover, we have now what we call infotainment—a combination of information and entertainment in a single unit of program.             One of the enticing moments that man subscribes into is gaming. Studies revealed based on psycho-social researches that people adhere or even addicted to games because of the pleasure it ushers. More than the surface elements it revealed were the usefulness it afforded to cognitive development. Yet, with much exposure to gaming eventually lead to addiction and destabilizing behavior towards other human psychological aspects.             On the other hand, let us see how the main propagators of medium on games with its great impact on people struggling to market their high-ends products and assumed a powerful place in their respective industry. The use therefore of environmental and organizational analysis is important in order to understand the internal and external processes organizations undertaken in order to be successful in marketing their own products. Environmental Analysis             The political, economical, social and technological factors are primary forces which affect the marketing strategies of any business company. Vital in establishing effective marketing strategies are the consideration on the PEST factors. It must be pointed out that the treatment in making strategies should considerably favorable to the forces embedded within the society and structures it interacts. Hence, the industry’s profitability level goes up when these forces are being taken seriously. The three business firms which marketed video game products waged a higher competition by exquisitely use technology as the powerful means to take a competitive advantage. The technological innovation sets the tone for each competitor to develop complex and intricate products that would strongly appear to the pleasure of people engaged on gaming.             The basis of competition is grounded on technology and marketing strategy. The use of technology as a raw material becomes vital to the creation of video game products. We see how industries develop high-end software and create artistic and sophisticated hardware in order to take an advantage from other competitors regardless of the expenses it will consume. The evolution of video game products and the innovative strategies of different major distributors and makers provide us the idea that in business like this “winner takes all” is insufficiently viable. Moreover, competitors still believe that through the proper use of technology and utilization of it can gain a “winner takes all” status.         Organizational Analysis             The strategic moves of each business firms like Nintendo, Sony, Microsoft, and Senga are different. Each of them develops marketing strategies that primarily hampered the competitiveness and profitability of the competitors. However, more of the marketing strategy is the strategy method of use how to develop a quality product based on highly qualified technological raw materials. The availability of sophisticated and high-ends software enforce the quality of products and eventually attract consumers. The “consumer friendly” approach irregardless of its costs is very important. To take an example was the problem of Microsoft video products marketed in Japan when consumers reacted negatively about the incapability and low quality of the product. In contrast to other products, Nintendo and Sony set a competitive atmosphere to gain the status of being a leading manufacturer of video games. Some industry may have lost its competitive advantage, yet, struggling to regain the position of being in the same line of those still in the power house.             The highly competitive performance of each business company is notable and the explicit appearance of each capabilities show how the company’s management deals on competition. Indeed the need of effective marketing strategies and sophisticated use of technology are vital elements to confront and establish a highly competitive advantage against other industries of the same manufacturing products. Hence, not only marketing and technology have the vital role but also the collective effort and performance of people utilizing resources and knowledge in order to gain consumers’ satisfaction and loyalty. Recommendations             The ever fast growing of trends and technology today would be an avenue for any organization to wage higher standard on competition. The fact that in order to stay at the global club of powerful businesses, the need of having foresight to be vigilant with the drastic changes in technology is significant. Organizations now in order to gain the attention of consumers are not merely dwell on how to develop and use exquisitely technology and marketing strategy but also on how to manage the organization culture within and the knowledge management.             These I think are significant too in making abreast with the competitive world. Unexpected changes and trends brought about the magnificent construction of man’s ability to create and invent things are brought by the power of our knowledge. Thereby the need to have an effective management of knowledge, the use of technology, organizational culture, and the exploitation of media are recommendable to further enhance and maintain the business power.             If  and Microsoft are businesses which contend to establish high competition the need for integration of different effective modes in production available outside can be used.             Hence, not only technology and management skills can lead an organization to a higher prosperity and profitability. But, the determination and the significance of various entities which are effectively discharge information and attraction to consumers are highly recommendable. Lastly, deep evaluation and research analysis are important and significant.   Credit:ivythesis.typepad.com

The more media subscribed to entertainment programs the more people are hooked and hold to watch

Case Study of Video Game Introduction Today, mass media become the primary source of entertainment and information. Mo...

Mass media become the primary source of entertainment and information

Case Study of Video Game     Introduction             Today, mass media become the primary source of entertainment and information. Most of the time, people are more entice to turn-on the television set to watch entertainment programs. The more media subscribed to entertainment programs the more people are hooked and hold to watch. The addiction of people on media especially those which produce entertainment lures is rooted from the hedonistic human nature of man—the desire to gratify our pleasures. In fact, media theorists believed that what predominantly preoccupied media is how to create programs which are entertaining. In fact, even the news programs are not devoid of entertainment. Moreover, we have now what we call infotainment—a combination of information and entertainment in a single unit of program.             One of the enticing moments that man subscribes into is gaming. Studies revealed based on psycho-social researches that people adhere or even addicted to games because of the pleasure it ushers. More than the surface elements it revealed were the usefulness it afforded to cognitive development. Yet, with much exposure to gaming eventually lead to addiction and destabilizing behavior towards other human psychological aspects.             On the other hand, let us see how the main propagators of medium on games with its great impact on people struggling to market their high-ends products and assumed a powerful place in their respective industry. The use therefore of environmental and organizational analysis is important in order to understand the internal and external processes organizations undertaken in order to be successful in marketing their own products. Part 1 Political/Legal – The case study about rivalry among multinational video games manufacturers implicitly provides semblance of thoughts regarding the political and legal aspect among multinational producers. Throughout the case analysis of contending video games producers, what was only construed to have a political and legal underpinning was the Japanese consumers’ alienated expression towards an American video game product Microsoft Xbox. Other concerns on political aspect may be seen in a larger scale like the open trade and political systems of other regions which allows other countries to open business ventures and exchange goods but still observe the regulated laws and economic policies. Economic – The global and technological trends set forth for the economic boom of Japan. With its sophisticated and innovative technological production such as video games gadgets provide a wider audience and access to various continents and regions of the world as also set by the globalization. Moreover, as global, national and local economic trends changes, competition among video game manufacturers also change economic and business strategies in order to attune to global changes. Socio-Cultural – the socio-cultural factor is more evident in the case analysis since the object of this reflection is focused on consumers. The adaptability and significant gratification of consumers brought an economic growth and competition among leading manufacturers. In the level of behavior, consumers tend to behave differently and perceive to have higher percent of interest in video gaming. Technology – Quite clear in the analysis the technological advancement created by different manufacturers in order to achieve the highest position in the industry, which Sony successfully made it. Technological sophistication and mobilization was catered to attract more consumers and gain bundle of profits. Environment – Any material production inescapably causes the environment. Issues on differentiation of cultural and social human behavior brought by commodification of products such as video gaming can indirectly affect the environmental processes. In this case, the mere process of production materials can have hazardous effects to the environment in general. Part 2 Threats of New Entrants – this can be a long explanation if one of each entry like Sony, Nintendo, Senga and Microsoft will be put into account. What is viable and significant to underline in this aspect was that each entrants prepared a tedious and rigorous management strategies and invested multimillion resources to defeat its competitors. The competition between Sony, Nintendo, Senga and Microsoft clearly speak of how each of them tried to get the pick the head of the line. Bargaining power of suppliers – Different companies employed suppliers that can reach their expectations regarding the product output. Like the Sony, and Nintendo which they employed software and hardware makers that performed their work more than what the company expected from them. This high level of performance coming from the suppliers exceedingly contributes to the profits of Sony and eventually maintains their status as a leading manufacturer of video games or even home entertainment. Bargaining power of Buyers – Each company’s products have their own consumers and buyers yet, some consumers who are more into advance and sophisticated products shifted to another company that met his/her expectation. The strong competition among companies like Sony, Nintendo, and Microsoft, brought significant ambiguity from the buyers. Yet, Sony made it to gather powerful buyers compared to its competitors like Microsoft and Nintendo. Threat of Substitutes – this became prevailing among the companies in order to adapt to the changes of consumers behavior towards material products. Moreover, substitutes also becomes detrimental if executed wrongly like what the Senga tried to risk when it introduced a new product which Sony defeated in terms of its worldwide production. Rivalry – Quite interesting to observe and see how each company tries to compete and defeat each other’s weaknesses. Understandably, the competition is fierce and close-knit. Yet who prevails among the rest is one with great power to strategize highly effective managerial and business methods and create friendly and attractive products for consumers’ consumption.       Credit:ivythesis.typepad.com

Mass media become the primary source of entertainment and information

Case Study of Video Game Introduction Today, mass media become the primary source of entertainment and information. Most...

“Marketing Management Sample” Generation Y also known as the echo boomers or the millenium generations are considered to be the new type of clients

Marketing Management   Topic No. 3 Discuss which brands do you feel successfully target the group “Generation Y”. Which brands do not? What could they do better?             Generation Y also known as the echo boomers or the millennium generation are considered to be the new type of clients that 21st century companies should be given attention. With the growth of the Generation Y composed of teens and college students of this generation.  They are defined as the linear extension of the market trends noted for the Generation X (2008). It has been noted that Generation Y are known to be highly marketing-savvy group which understands how various industries actively covert their business operations. The brands that targeted Generation Y include cell phone or mobile phone brands such as Nokia, Sony Ericsson, Samsung, I-Phone and other mobile phone brands, computer brands including laptops such as Mac, Dell, Apple, IBM and others, automobile brands like Toyota and sports brands like Nike and Adidas and other high technology brands and gadgets. These brands have been able to effectively target generation Y groups. On one hand, the brands that do not successfully meet the needs of this generation Y include banking industries or financial industries. In order to do better in the marketing arena, these brands should be able to establish their brands well and innovate their products and services to meet the needs of this generation Y market. In the competitive market environment, connecting with the target market is getting more complicated for different industries (2003).  Accordingly, it takes an effective management and approaches to win over the skeptical target market which suggest that it is the moment to forget everything that has been learned regarding marketing and branding ( 2003). It is mentioned that it is the target market that is in control of improving the power of branding. In this regard, it is not the company who brand their target market, but the clients are the one which brands the company and their products and services offered.       Topic No. 5 Discuss what is meant by the lifetime value of the customer and customer relationship management (CRM). Using examples, what changes do organisations need to make if they totally embraced the concept of lifetime value of customers.             Good customer relationship is among the top priorities of current marketing approaches of businesses and organizations. Within the marketing, organizations must consider how individual customer needs can be provided so as to provide high levels of customer satisfaction to gain good customer relationship. Furthermore, organizations must be able to identify their specific customer groups clearly. The marketing concept has been able to produce different terms and contexts and this include customer lifetime value. Customer lifetime value is a measurement used to determine how a company can provide greater attention on customer services and long-term customer satisfaction, than giving attention on short-term sales. Customer relationship management, better known as CRM, is a set of strategic practices that purports finding, marketing to, selling to and servicing customers. CRM is a broadly used term that covers different functions and concepts of organisations in aspects of operational, collaborative and analytical frameworks. There are many benefits the company could derive upon implementation of CRM systems. These benefits are: customers, suppliers and co-suppliers linkage, access, hassle-free communication, and reduction of implementation cycles, centralised and regularised systems upgrade, centralisation of maintenance and enhancement expertise and homogenisation of CRM technology ( 2001).                 In order to totally embrace the context of customer lifetime value, the company should consider an organizational change of having a new customer relationship management approach and the management should also establish a new department who will be responsible for computing the customer lifetime value.   Topic No. 7 When it comes to buying decision process, what are the differences between consumer buying behaviour and that of business-to-business? Why is it important for a marketing manager to know the difference? Discuss using examples. Customers are said to be loyal when their buying behavior remains consistent to one type of item and completely ignore the pleas of competitors. Indeed, it is a known fact that customer loyalty is beneficial to businesses (2000). Customer buying behavior is yet another factor that affects consumer choices and trends. Recognizing consumer behavior’s essentiality to business, marketers attempt to develop means on assessing or measuring how a customer behaves ( 2000). Consumer buying behaviour is said to be different in business-to-business context in a way that consumer buying behaviour tends to have varying attitudes regarding the needs and purpose of buying while the business-to-business approach is an approach which is more on supplier-company relationship. Business to business is one of the categories of e-commerce that has been characterized as profit-oriented whose aims is to obtain information and retain information that uses different type of motivation in which it has a shorter route of channel in terms of distribution.  In B2B it seeks to realize transactions that necessitate performed financial and commercial activities via the internet while in consumer buying behaviour in tends to follow their desires based on customer self-need. For instance, in buying new sports shores, the individual customer tends to follow their personal attributions than the business attributions.   Topic No. 8 “The notion of market segmentation is very important and is in fact marketing’s contribution to business management”. Do you agree or disagree with the statement above? Formulate your answer around, though not necessarily limited to the following issues: • The definition of segmentation. • The underlying assumptions of segmentation. • The criteria for effective segmentation. • The notion of mega-marketing. Support your arguments using examples, include…more   Topic No. 10 Using the Product Life Cycle concept, do you feel brands have finite lives? Discuss some of special categories of product life cycles.     Topic No. 12 Discuss the different means of differentiating products and services. Which ones do you think have the greatest impact on consumer choices? In your answer, use examples of certain brands that rate highly on a number of these different means of differentiation.   Topic No. 13 Is service marketing different from product marketing. Discuss using examples.     Topic No. 15 & 16 A job description of a Marketing Director is shown below: “A cornerstone position with Disney Land Merchandise, as Marketing Director you will be responsible for the development and implementation of publicity, advertising campaigns and distribution of Disney Toys. With full responsibility for the strategic positioning, public relations, advertising campaign and distribution, the role is critical to the successful launch and profitability of Disney Toys in Hong Kong”.   Topic No. 17 What are some of the Public and Ethical issues in Direct Marketing? Using examples, how are marketing databases used by consumer products marketers?    Topic No. 19 a. Discuss some of the key issues facing retailers in Hong Kong. b. Discuss the opportunities and risks of major brand Manufacturers providing and selling private label products.      Topic No. 18 Discuss the key retail e-commerce lessons for businesses in the Asia-Pacific region. What are the main differences between pure-click companies and Brick-and-click companies?       Credit:ivythesis.typepad.com

“Marketing Management Sample” Generation Y also known as the echo boomers or the millenium generations are considered to be the new type of clients

Marketing Management Topic No. 3 Discuss which brands do you feel successfully target the group “Generation Y”. Which brands do not? ...

Sample paper of Sony Ericson’s management of change

MODULE: MANAGEMENT OF CHANGE The individual assignment will required the student to select an organization that has undergone transformational changes to critically evaluate the management by the organization of such changes. The organization use will by SONY ERICSSON. Words: 2000 plus minus 10% Harvard Referencing Minimum of 12 references from textbook, journals, business magazine, newspaper Layout: 1) Introduction 1a) Background of Organization 2) Change event x02 2a) Actions taken x 02 2b) Success? or Failure? Contrast between the 2 of them 3) Critical evaluation 4) Summary Tips from the lecturer: Assignment to include ·        Change (eg: 1st order change / 2nd order change / Between 1st and 2nd order change) ·        Resistance ·        Approach ·        Implementation         Credit:ivythesis.typepad.com

Sample paper of Sony Ericson’s management of change

MODULE: MANAGEMENT OF CHANGE The individual assignment will required the student to select an organization that has undergone transform...

Management of Change of Sony Ericson

Management of Change of Sony Ericson

MODULE: MANAGEMENT OF CHANGE The individual assignment will required the student to select an organization that has undergone transform...

Sony Ericson’s resources and it’s competencies

Sony Ericson’s resources and it’s competencies

Part 1 Sony Ericsson, its resources and its competencies Multinational strategies had always featured in the telecom industry. Ericss...

Multinational strategies had always featured in the telecom industry

Part 1 Sony Ericsson, its resources and its competencies   Multinational strategies had always featured in the telecom industry. Ericsson, based in the small Swedish market, established manufacturing operations in Russia and sales subsidiaries in China and Mexico as early as the 1890s. Around one-third of Ericsson’s total production was manufactured in eleven factories outside Sweden in the 1930s. By 1990 it only operated telephones in Argentina. By that year Ericsson was the fourth largest telecom manufacturer, holding around 7 percent of the world market, and having 70 000 employees ( 2005). In the 1980s the industry underwent a major change with the development of cellular or mobile telephony. The mobile phone industry had two components: mobile communication infrastructure and mobile handsets. The early mobile networks were for the most part incompatible between countries. In the United States, several competing systems and standards evolved in different parts of the nation. Subsequently second generation systems, which used digital rather than analog technology, were introduced. A pan-European system known as global system for mobile (GSM) communication was launched in 1990, and accounted for seven-tenths of the world’s subscribers by the new century. The remainder used two competing US standards or the Japanese standard ( 2005).   The market for telecom equipment came to be dominated by a small number of large multinationals. In 2000 Ericsson’s sales of over billion included nearly one-third of the world mobile infrastructure equipment market and 10 percent of the world cellular phone market; however competitive pressures led it to divest rather than further expand international manufacturing. During the 1990s it reduced the number of its production plants from seventy to less than ten worldwide. The residual plants either focused on the development and design of new products, or on standardized products. The latter were concentrated in a few low-cost sites ( 2005). A decision to concentrate on mobile telecom infrastructure led to the sale of many of its plants at the turn of the century and the outsourcing of its non-core manufacturing to contract electronic manufacturers. In 2000 Ericsson and Sony established a London-based joint venture, Sony Ericsson, to exploit the opportunities of third generation mobile systems, whose implementation had begun in Japan. Ericsson’s strategies were broadly emulated by its major competitors in the world telecom industry, including Nokia, the Canadian firm Nortel, the US firms Lucent, Cisco Systems, and Motorola, and Germany’s Siemens, all of whom had telecom equipment sales in excess of billion in 2000. These firms all moved, although at varying rates, to outsource production to contract manufacturers. They also progressively outsourced innovation to cheaper locations (2005). Sony Ericsson’s resources come from reliable suppliers and manufacturers.  The materials used in creating the products have to agree with the company’s greenheart process wherein most part of the product should be recyclable or harmless to the environment. Sony Ericsson’s competences include its highly advanced product, competitive products and concept of sustainability. Sony Ericsson makes use of its competences to achieve continuous growth and development. Governance Chain Diversity and social inclusion are core themes which guide governance applications at the social, organization, institutional, political and economic levels. In turn, governance considerations focus on concerns of how institutions and people understand the processes of inclusion/exclusion and diversity at these various societal levels, including that of the family. In particular, governance is concerned with how employment and inclusion are enabled by sound economic and financial policies that generate the funds driving the economy, provided such policies are grounded in an inclusive and sustainable framework policy formulation ( 2001). At the organizational level, corporate governance traditionally has addressed issues concerned with the exercise of choice and the creation of opportunities, and how choices and opportunities have an impact on institutions, decision-making and accountability. Corporate governance has focused on corporate entities, created under the law, and often locked together by ownership within groups. Corporate governance is concerned with holding to account the modern corporation, whether it is a large or small holding company and subsidiaries, listed, private, government or non-profit entity. One influential interpretation of corporate governance is to find a way to maximize wealth creation in a manner that does not impose inappropriate costs on third parities or on society as a whole. Corporate governance application requires a system of checks and balances designed to define appropriately the parameters of authority through accountability ( 2001). The following presents the governance chain for the company. The key players include the stakeholders, board of directors and the employees. The stakeholders, board of directors and employees are the ones that will be affected by any change in management strategy.  Any changes in management strategy can affect the service given to the stakeholders. Any changes in the management strategy can alter the position and responsibility of the management team and the personnel. The beneficiaries of any change in the management strategy include the clients and the government. The clients are beneficiaries because any change in the management strategy can lead to better service to them and it can lead to the emergence of better products.  The government is a beneficiary of the change in the management strategy because they can now make business dealings with Sony Ericsson. The government can ask the company to make products that fits with their communication needs. This in turn can help the government provide better service to their constituents and deal better with outside forces. Sony Ericsson ethics and Social Responsibility The process of globalization over the past decade has created unprecedented opportunities for global companies in trade, investment, services, and production. The fact that the rapid pace of growth of economic opportunity has not corresponded with the growth of leadership in business ethics and a sense of corporate responsibility has potentially threatening consequences for the reputation of free market economies and businesses. Public concern is accelerated by a wider use of electronic communications that is changing the nature of politics as much as that of business operations ( 2003). The leadership of a few progressive companies, the rise in consciousness of corporate responsibility as an essential feature to sustain global capitalism, and emerging evidence of partnership initiatives which hold the key to equitable development, are all encouraging pointers towards progress. Corporate responsibility is a pact for the mutual benefit between society that needs business for economic and social development, and business that needs a supportive business environment. It is also a pact between capital and management in modern companies, which has been as shaken up by some recent scandals where management disregarded the bond of transparency with shareholders ( 2003).   All too often professional managers and their advisers have been tempted to see the resources of public companies as their own property without the sense of stewardship that owner-managers once had. The balance can only be struck by combining professionalism with transparency. The international nature of the operations of business in trade, investment, and production brings a more complex dimension to business ethics and corporate responsibility in both the cultural aspect of doing business in environments with different norms and values, and in diversity of employees and stakeholders. While, until recently, some companies would argue that they should respect local values even if these are more tolerant of low standards and corruption, the prevailing ethos of the leading multinational enterprises and international institutions is that standards should be universal (1996). This is not without dilemmas in operating in different cultures, not least where preference is given to relationships along family, tribal, ethnic, and community lines. One of the fundamental problems of addressing ethics and corporate responsibility in an international setting is the existence of many governments that lack the capacity for proper market regulation, let alone the many states which are weak, corrupt, and in a few cases failed states engaged in internal conflict and civil war. Companies engaged in such locations have a compelling reason to engage in collective efforts to promote an enabling environment for corporate citizenship (1996). Sony Ericsson has and believes in corporate responsibility. The company makes sure that it follows all laws and regulations in every country they operate in. It has procedures and processes that make sure that corporate responsibility is implemented not only in internal environment but within its suppliers and trading partners. Sony Ericsson gives much importance to their personnel; the company makes sure that the welfare of the personnel is given appropriate attention.  The management strategy that will be changed Expanding into additional segments, after reaching an acceptable market share position in the primary market is a prudent option. The common strategy is to penetrate with either line extensions or technology applications. It is an acceptable and logical move for a market leader particularly in a flat market. It’s only advisable though if sufficient resources are available to penetrate the new segment and, providing sufficient management attention and resources are available to vigorously protect the primary segment ( 2006). The target market of the company involves almost all sectors of the society. The company aims to provide mobile products to young or old, boy or girl. The company as much as possible aims to reach all walks of life. This target market is a good source of income. The company has different strategies that can cater to the taste and appeal of such markets.  The change in management strategy will focus on increasing the market of the company. In increasing the market the company will need to make sure that the stores where its products are located will be in the most profitable places. The distribution stores for the products should be in places where clients can easily see the store and they can be encouraged to visit the store and buy products.  The distribution store should make sure that competition in the location they want to put up the branch will not be too heavy. The market of the company can still be expanded to accommodate the elder people market. The company can consider such clients as a different segment that should receive a different kind of product. They should also provide a different kind of mobile products for such market. Part 2 The mission statement and how it contributes to the firm High-level leaders in innovative companies take the long-range view, looking down the road and striving to anticipate every contingency. They develop a mission and vision that are consistent, challenging, but realistic ( 1997).They also develop strategic plans to achieve the mission and cultural plans to achieve the vision. Innovative leaders attract the voluntary commitment of followers to the company’s mission and vision through example and assertive, convincing persuasion. Innovative high-level leaders take charge, make things happen, dream dreams, and then translate them into reality. They make decisions that serve long-term strategic and cultural purposes rather than making short-term politically expedient decisions. The innovative company and the role of the leader in it are dramatically different. Innovative leaders’ success will hinge largely on their ability first to plan and then to empower other people to implement the plans. An innovative organization must be led by a leader who develops and aligns the organization with the mission and vision, develops and maintains trust, ensures that coordinating and communicating occur, and encourages creativity and learning (1997).   High-level managers have an important role in formulating and implementing an innovative culture for their company. First, they set direction and get people in the organization aligned. Drawing on their own insights and the ideas from others, they develop a sense of what is possible, articulate their vision, and work with people to align them with it. Furthermore, they select, train, and develop people capable of realizing that vision. Through these people, they create, shape, and influence how work is done in order to ensure that it gets done in the best way possible. In essence, they are endeavoring to create their version of the company’s culture. At the heart of the innovative culture lies the vision of the leader. This vision includes the broader sense of who the company is, why the company is doing this work, why it’s important, the promises they have made to customers, and the code of conduct (2000).Developing the vision, though, is not enough. The leader must be able to inspire others with the vision so that others want to say yes to it. In articulating the broader sense of vision, the new leader must be able to touch the hearts of the employees. The first person the new leader must convert to his or her vision is himself. If he is not sold on the company’s vision, it will be next to impossible for him to effectively convert his employees. As innovative companies move into the twenty- first century they will be operating with a culture of greater employee autonomy and self-direction. Teams will be less controlled by management and will exercise more autonomy in completing tasks from start to finish. It will be the leader’s job to ensure that the team’s efforts are bound together by a shared commitment to the mission and vision ( 2000).   A necessary input to developing the vision, core values, and guiding principles of the organization is the mission statement from the strategic planning effort. If a corporate mission statement is not available, the company should take steps to have one developed before proceeding. The mission and vision should definitely be consistent and supportive, but they will not be exactly alike since they serve two different purposes ( 2002). Normally the mission should be developed first, with the vision of what the organization should be like to achieve the mission being developed second. Because the mission is directly linked to the customers and external environment, it makes sense for the vision to be based on the mission. It is extremely important that the organization’s mission and vision be consistent and mutually supportive. One of the better methods of testing the vision, core values, and guiding principles is through employee focus groups. The focus group approach involves leading a group of employees, from various divisions and levels in the company, through an open, in-depth discussion of the proposed vision, core values, and guiding principles. Members of each group session would be chosen from a list of volunteers, so that each group represents a valid cross section of the company’s employees. A session is usually conducted as a casual roundtable discussion with eight to twelve participants. The setting should be relaxed and casual to encourage a free and uninhibited flow of ideas ( 2002). Sony Ericsson’s mission statement concentrate on making sure that the company will produce the most attractive products.  This mission statement fits well with what the company is doing and showing to the public.  This mission statement can still be used to achieve the company’s overall goals.  Sony Ericsson has partly achieved its mission because it has created a wide array of eye catching products that are globally competitive and full of innovation. Objective setting Ambitions and objectives are formulated at three levels. For the long term, guiding objectives are important. For the short and medium term, a system of measurable objectives must be created. Finally, the actual missions are the concrete translation of those objectives to the social players involved. All companies that wants to have research on a new product or a new idea have applied strategic management procedures for the identification of new market opportunities related to the changing conditions of sustainability. Some companies started specific programs for the promotion of innovation through product stewardship. Others are adding issues of sustainability to existing regular strategic routines and audits for the identification of business opportunities (2004).  Some enterprises are designing new search efforts in and beyond the company to identify options for technological renewal and innovation in view of arising demands of sustainability. And most companies are right in the middle of a search process to find strategic management routines to adjust these changing external conditions. The procedures adopted appear to relate to regular approaches of strategic management. The enterprises also expressed difficulty in determining appropriate and clear short- and intermediate-term goals for sustainable strategies (2004).    This was especially the case in determining business objectives and strategies for the introduction of new technology (2004). Establishing focus is the competency through which managers ensure that their subordinates are aligned with the business’s objectives and that resources are appropriately prioritized and allocated. Communication is a key element of establishing focus, because employees usually perform better and accomplish more when they understand their role and how it relates to the bigger picture ( 2000).  Of course, to help others get and stay focused on the most important business objectives, managers need to stay focused themselves. It is a common complaint of many employees that their manager is not well focused and does not help them focus, either. Establishing focus is critical to ensuring that employees are all pulling in the same direction and making the best use of their time. It is the leaders’ job to align the organization around common goals and objectives. They are tireless in their efforts to reinforce how the duties and responsibilities of each individual, unit, and department relate to the organizations overall goals and objectives. Leaders also deal with nonalignment where it exists by allocating resources and establishing priorities to ensure that organizational activity supports business objectives. People know where the organization is going, they know their role in helping the organization get there, and they are provided the resources they need to play their part (2000).  In setting the objective a clear picture of the internal and external environment was used by the firm. The environment showed the firm its weak points or problem areas. Through knowing its weak points the company was able to plan for future possibilities and future plan of actions. After the company knew its weak points it was able to create the objectives by determining the weak points or problem areas that should be given top concern and priority.   Credit:ivythesis.typepad.com

Multinational strategies had always featured in the telecom industry

Part 1 Sony Ericsson, its resources and its competencies Multinational strategies had always featured in the telecom industry. Ericss...

Globalization is todays business trend

Report Writing “Why Strategic Alliances and Partnership of Logistics is important in modern business. What are some of the analytical measuring tools and techniques a company can apply to better manage the success of Alliances and Partnerships.”   Table Of Contents:   1: Introduction – Definition, Conception and Beneficial. 2 : The Business Trend  – Evolution and Globalization.  3: The Competition of the Logistics Industry   4: Manage the Outsource by Outsourcing-3PL versus 4PL 5: Analytical measurement tools & techniques. (i)       Determining strategic partnering of logistics objectives. (ii)          Establish a realistic analytical measurement tools/ techniques that meet your objectives. (iii)       Understanding the benefits and risk brought to alliances . 6: Case Study 7: Conclusion 8: References       Introduction. Strategic alliances are defined as “the pooling of specific resources and skills by the cooperating organizations in order to achieve common goals, as well as goals specific to the individual partners” (1995). For small and medium sized businesses, strategic alliances can be used to build innovative capability and technological competence. Through a strategic alliance, small or medium sized firms have a greater opportunity to overcome weaknesses such as a poor financial position or low levels of expertise in production, marketing, and management Strategic partnerships and alliances are integral to business strategy.  The objective of these relationships is to share knowledge and core capabilities in order to increase competitiveness and the value of services offer to clients.  Additionally, these strategic partnerships and alliances bring together complementary industry relationships and further broaden the range of potential business opportunities for all parties. The success of these relationships is reflected in the long-term relationships that have established with clients and impressive contract retention rates.  Partnership/alliance approach creates an ideal environment in which to explore synergies, bring about close alignment of goals and increase performance. Alliances of many different types: agreements between transportation companies to share equipment and terminals and to extend each participant’s reach; alliances between logistics providers in different countries to create a more global service; partnerships between software companies to offer a broader set of solutions; alliances between manufacturers and suppliers to speed the development and production of goods, and between manufactures and retailers to more accurately forecast demand; and a mélange of less obvious alliances that are designed in some way to provide a complementary match of corporate strengths.  “Creating value, a bigger pie, is fundamentally a cooperative activity involving customers and suppliers that a company can’t accomplish alone”     Strategic alliances and partnerships between logistics companies will enhance its industry’s comprehensive integrated technology-enabled  management systems and services. The combination of the Logistics’ advanced technology infrastructure, provides state-of-the-art tracking for product shipments and instant Internet visibility to document imaging for expedited delivery receipt and claim management while integrating over-the-road and interposal transportation alternatives. The new alliance enables a combined team of dynamic, experienced professionals to provide customers the flexibility to ship more time-sensitive and customer-direct business via the best, most efficient and cost-effective route The benefits of Strategic Alliances are ·        Reduce costs ·        Increase access to new technology ·        Increase ROI ·        Inhibit competitors ·        Enter new markets ·        Reduce cycle time ·        Improve quality                       THE BUSINESS TREND                              Economies are continually evolving and globalization is one among several other continuing trends. One such trend is that as industrial economies mature, they are becoming more service-oriented to meet the changing demands of their population. Another trend is the shift toward more highly skilled jobs. But all the evidence is that these changes would be taking place—not necessarily at the same pace—with or without globalization. In fact, globalization is actually making this process easier and less costly to the economy as a whole by bringing the benefits of capital flows, technological innovations, and lower import prices. Economic growth, employment and living standards are all higher than they would be in a closed economy. But the gains are typically distributed unevenly among groups within countries, and some groups may lose out. For instance, workers in declining older industries may not be able to make an easy transition to new industries. ( May 2000. )           Trend Continues                                                                        The world moved the industrial economy to the networked and digital economy. In this new century, with the advance of information technology and the expansion of Globalization, you will see the world economics environment coming out with a new and different nature. The economics world has shifted from being a small group of national economy to a Global and interdependent marketplace. This is the era of full and entire Globalization of economic activities. Business and markets are no longer confined to geographical borders, but they are links to a complex worldwide network. The new economy is Global, because its aspects, from financial to productions, are organized on a Global scale, directly through multinational corporations or directly through networks of association. What differential the new Global economy from the economy of the previous ages is “ it is an economy with the capacity to work as a unit in real time on a planetary scale. The increasing Global Trading is changing the nature of firms, and they have shifted from national firms to international and global corporations. The complexity of business environment has forced companies to form collaborative agreements with their suppliers, buyers, competitors and allies. With such arrangement the firm create a network of complex business relationships, and these organizational relationships have become an integral of part of globalization. Mergers of companies, joint ventures, collaborative agreements and short and long term alliances between firms have characterized the business world of today.     GLOBALIZATION                                                             Economic “globalization” is a historical process, the result of human innovation and technological progress. It refers to the increasing integration of economies around the world, particularly through trade and financial flows. The term sometimes also refers to the movement of people (labor) and knowledge (technology) across international borders. There are also broader cultural, political and environmental dimensions of globalization that are not covered here. At its most basic, there is nothing mysterious about globalization. The term has come into common usage since the 1980s, reflecting technological advances that have made it easier and quicker to complete international transactions—both trade and financial flows. It refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity—village markets, urban industries, or financial centers. Markets promote efficiency through competition and the division of labor—the specialization that allows people and economies to focus on what they do best. Global markets offer greater opportunity for people to tap into more and larger markets around the world. It means that they can have access to more capital flows, technology, cheaper imports, and larger export markets. But markets do not necessarily ensure that the benefits of increased efficiency are shared by all. (  May 2000 ) GLOBALIZATION is a current business trend which even involved the SMEs ,which are gradually become significant participants. Nonetheless, the SME segment has not been able to match with the speed and scale of the larger organisations, they are able to do so with the private equity investor’s influences and even more aggressively. ADVANTAGES SUPPLY CHAIN – eventually a tremendous proportion of the financial transaction will be seamlessly integrated into the sale of goods and services. VALUES RECOGNITION – global valuation and the ability to have initial public offers in the best context. MERGERS & ACQUISITION – consolidations to survive , and ability to issue shares when making acquisition as the newly issued shares will be the currency of the new economy.         There’s Always an Alternative “Alliances and partnerships may offer a lower cost and potentially faster and less risky alternative to globalization. They use the capital, competencies and existing business bases of allies to bolster capability.” They can also reduce or spread the risk. [1]                         The Competitive Logistics Industry The Global Logistics and Freight Forwarding market has undergone significant change and widespread consolidation. This has dramatically impacted on the dynamics of the market as well as the competitive capabilities of many players. Most customers now recognize that their global supply chain activity is a key potential source of competitive advantage. The impacts of globalize competition and the increasingly global capability of larger providers has led to effectiveness, efficiency, quality service and customer focused solutions becoming the key measures for providers and their customers in both the Logistics and Freight Forwarding arenas. We can see companies are getting more and more aggressive in ways of  doing businesses. Spending tons of money just buying another company for the sake of killing the market shares. “ The commercial world is always a battle field ” to all of us . The stronger will stays and the weaker will falls. A beautiful world which created by God has turned ugly because of too heavy competitions . Let see what will get worst from now…. Alliances and partnerships is important in business consolidation. They enable in the strengthening of vital elements in the logistical chain of an organization. This leads to an overall improvement in organizational efficiency. Strategic Alliance (SA) is one such partnership which enables the allying firms to pursue specific market opportunities by collaborating their resources. The compulsions of today’s global economy have given rise to the practice of strategic alliances and partnerships. This enables a firm to develop long term relationships with like-minded firms and the synergy, thus developed, drives all the participating firms forward. Trust is the underlying factor in any partnership. It is the key to success of a partnership.   Global technology connectivity is ubiquitous today, creating more opportunities to shrink supply chain problems to manageable sizes and farm them out to specialized providers. Globalization enables this hyper-specialization.   It also demonstrates how business, like water, always seeks its own level. We licked the problems of connectivity, of delivering data to users without the need for intermediaries, and of providing real-time data.   So what now? We have a plethora of small, specialized chunks of information that can be offshore or outsourced. Globalization plays a significant role in solving these problems because it allows us to leverage the knowledge of people in different parts of the world even though they are not physically there. Also, because of technologies that grant visibility into different transportation systems, companies have become agnostic in terms of where they source. This is crucial because it keeps production going.   Businesses today maintain a lot of goods and services in the pipeline, which is fine as long as the line is flowing and they have inventory outputs and inputs. If the pipeline gets blocked and production is stopped, however, the cascade effect can be devastating.   Leading companies can be toppled quickly if they lose capital, market share, customers, suppliers, and their reputation. In this global age, the difference between leadership and bankruptcy is actually very small. So logistics companies must be nimble and quick to change as processes and conditions change.           MANAGE THE OUTSOURCE BY OUTSOURCING  - 3PL VERSUS 4PL Outsourcing is a viable option for companies. Businesses outsource for many and varied reasons-increase shareholder value, reduce costs, business transformation, improve operations, overcome lack of internal capabilities, keep up with competitors, gain competitive advantage, improve capabilities, increase sales, improve service, reduce inventory, increase inventory velocity and turns, mitigate capital investment, improve cash flow, turn fixed costs into variable costs and other benefits, both tangible and intangible. To the maximum, and if done correctly, outsourcing and business process outsourcing can be used to create a viable virtual corporation. Third Party Logistics (3PL) A third-party logistics (3PL) firm is an external supplier that performs all or part of the company’s logistics functions. The definition encompasses providers of services such as transportation, warehousing, distribution, financial services and so on. The use of third party logistics providers has grown dramatically over the last several years and has increasingly become an effective way to reduce costs and spread risks for traditional, vertically integrated firms. The economic advantages of using 3PL suppliers are: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal"> Elimination of infrastructure investments </li> <li class="MsoNormal"> Access to world-class processes, products, services or technologies </li> <li class="MsoNormal"> Improved ability to react quickly to changes in business environments </li> <li class="MsoNormal"> Risk sharing </li> <li class="MsoNormal"> Better cash-flow </li> <li class="MsoNormal"> Reduction of operating costs </li> <li class="MsoNormal"> Exchange of fixed costs with variable costs </li> <li class="MsoNormal"> Access to resources not available in one’s own organization </li> </ul> As customers grow accustomed to using the services of a 3-PL provider for certain activities such as transportation and warehousing, they become better candidates for a broader range of service offerings, or value-added services. Examples of value-added services provided by 3PL providers are: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal"> Pick and pack </li> <li class="MsoNormal"> Marking, tagging, and labeling </li> <li class="MsoNormal"> Product returns and reverse distribution </li> <li class="MsoNormal"> Packaging and repackaging </li> <li class="MsoNormal"> Salvage and scrap disposal </li> <li class="MsoNormal"> Telemarketing </li> </ul> 3PL is an extension of trucking, warehousing, and distribution. It is the provision of these products under one roof, with the aim of taking over some of the associated functions such as stock keeping and documentation. 3PL services also include basic functions comprising physical activities such as transportation, warehousing, line haul and the rental of material handling equipment. However, the task of providing a full outsource solution comprising different services from one service provider is difficult. It is, therefore, not surprising that opportunities are created for 4PL service providers to assist companies in coordinating all the different 3PL activities, which are provided by different service providers. 4PL Service Providers 4PLs represent the next stage of development in logistics service providers. Consequently, while the traditional activities of warehousing, inventory management and transportation may be given out to one 3PL, other processes like HRD, security and product development are done by other 3PLs. In effect, the activities done by a set of internal departments are now being carried out by a set of 3PLs. As a result the companies now have to deal with a whole set of 3PLs and each needs to be coordinated with and linked via personnel and IT. The number of transactions and the costs reduced are thus offset to a great extent by the cost and time of transacting with all these 3PLs. Today more and more business processes are being outsourced. In the West, processes like bill payment, credit tracking, invoice generation, HRD, transport and warehousing are all being outsourced. Outsourcing of these activities may indeed add considerable value to the product, but on the flip side, even in a developed economy like the US, there are no 3PLs that offer every process with equal competence or reach. The 4PL is an integrator that assembles the capital, technology and resources of its own organization and other organizations to design, build and run supply chains. The typical 4PL would eliminate complexity, share benefits of scale and capital and can drive innovation due to its overall view. In other words, a 4PL manages other 3PLs. The primary role of the 4PL is the management of complexity and time. Two key distinctions make the concept of 4PL unique and set it apart from other supply chain outsourcing options available in the market today: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal"> A 4PL delivers a comprehensive supply chain solution </li> <li class="MsoNormal"> A 4PL delivers value through the ability to have an impact on the entire supply chain. </li> </ul> In both these concepts, 4PLs have evolved because of constraints faced by the 3PLs. In other words, 4PL is the evolution of supply chain outsourcing. The convergence of technology and the rapid acceleration of e-capabilities have heightened the need for an over-arching integrator for supply of chain spanning activities. 4PL is a non-asset based logistics operator which has chosen to become an outsourcing specialist – assessing the entire supply chain and contracting those best able to provide the required services, all in order to reduce the customer’s investment in inventory. 4PL operators handle the client’s entire logistics function for optimum results. It is not just about reducing costs of warehousing and transport, but rather about managing the logistics functions and achieving optimization. 4PL consultants are being used to analyze certain areas and recommend solutions where processes can be optimized. It follows naturally that 4PL service providers must become long-term partners, as they are directly involved in the business processes and strategies. The 4PL service provider manages and coordinates the relationship between all the different activities of the consumer. It must be able to strategize and manage all the different assets that are dedicated to a customer and, where possible, coordinate break-bulk distribution by co-loading different customers’ products on the same vehicle. This can be done when a 3PL service provider has a great number of customers, thus providing the critical mass to allow break-bulk distribution. The 4PL planning in such a scenario plays a great role in reducing costs. In essence, the 4PL logistics provider is a supply chain integrator and assembles and manages the resources, capabilities and technology of its own organization with those of complimentary service providers to deliver a comprehensive supply chain solution.   The development of 4PL solutions leverages the capabilities of 3PL providers, technology service providers and business process managers to deliver a comprehensive supply chain solution through a centralized point of contact. The 4PL will integrate the client’s supply chain activities and supporting technologies across these “best of breed” service providers with the capabilities of its own organization.     Analytical Measurement Tools & Techniques.     To compete in this changing environment and be positioned as the partner of choice with key strategic player, management should review their companies’ approaches to mapping out, establishing, and managing alliances. Becoming the industry leader and maximizing the value obtained from alliances and partnership of logistics involves three key steps.   Step 1: Determining strategic partnering of logistics objectives. Step 2: Establish a realistic analytical measurement tools/ techniques. Step 3: Understanding the benefits and risk brought to alliances.   Step 1: Determining strategic partnering of logistics objectives. ·        Benchmark or target value for logistics costs and key performance measurements.                                                                    ·        Increasing logistics skill requirements. ·        More advance on logistics information system/ Technology. ·        Focus resources and concentration core business area. ·        More adequately meet end-user customer requirement. ·        Attain a competitive position.     After determining the objectives, the next step is to establish a realistic measurement tools or techniques. In this report we will list out four types of tools / techniques which enable companies to better manage their alliances and partnership. They are Logistics Outsourcing, Engage Third Party Logistics Provider, Joint Venture and lastly using Key Performance Indicator to measure your logistics performance and process. [2]   Step 2: Establish a realistic analytical measurement              tools/ techniques that meet your objectives.   ·        Logistics Outsourcing.                                                                    ·        Engage a Third Party Logistics (3PL). ·        Joint Venture Partnership. ·        Key Performance Indicator measuring performance and process.     Outsourcing refers to the delegation of non-core operations from internal production to an external entity specializing in the management of that operation. Logistics Outsourcing is one of the analytical tools/ techniques that shifts the organization logistics activities and process to a third party provider who can better manage it, the third party logistics provider (3PL). [3] As we have mentioned earlier, Third Party Logistics is supply chain where one or more logistics functions of a firm are outsourced to a 3PL provider. Typically, they are specialize in warehousing, distribution and value added services or products that can be scaled and customized to customer’s needs based on market conditions and the demands or delivery service requirements for their products and materials. Outsourcing logistics to 3PL had  prove to solves the problems caused by suppliers and carriers who fail to coordinate shipments and deliveries, and late shipments that result in the loss of money and customers.[4] A joint venture is an entity formed between two or more parties to undertake economic activity together. The parties agree to create a new entity by both contributing equity, and they then share in the revenues, expenses, and control of the enterprise. Joint ventures enable the companies to share their company resources, manpower, information, knowledge and technologies in order to gain a better awareness of their logistics process best practices. The results help to minimize their logistics operation cost, better customer services and attain a competitive position in their logistics business. [5] Maximizing value from alliance-based strategies requires a continuous cycle of performance measurement. Those performance measurements are referred as Key Performance Indicators (KPIs) which will assist your company in determining what is important to measure, how you will measure it, and how you will use that information to run a more successful logistics business. Key logistics performance indicators normally measure for the customer response, Inventory management, supplies, transportation, and warehousing. Indicators are captured in the areas of financial performance, productivity performance, quality performance, and cycle time performance.[6]    Step 3: Understanding the benefits and risk brought to alliances. Manage the success of alliance and partnership mean how to make your analytical tool/ technique work therefore understanding what the key benefits and risk factors would bought to alliances are important.   Key Benefits. ·        More Focus on core competencies.                                                                    ·        Enjoy world class technology/system. ·        Benchmark against competitive logistics practice. ·        Spreading costs and risks       Vertical alliances are relationships between organizations in different industries. This is a type of alliance most commonly found in the service sector where collaboration of expertise can be coordinated to offer complete solutions to clients. Outsourcing your logistics to 3PL is good example of vertical alliance. This allows company to only focus on their core business area by getting rid a lot of time and money on the non-core sophisticate logistics operation to a third party provider. The significant benefits are to enjoy the efficient use of worldwide Labour, technology and resources which provided by a 3PL while still maintain your logistics operation at lower rates and high customer satisfaction level. [7]   Horizontal Alliance included firms from the same industry. Alliances are usually used to achieve scale, to adjust for seasonal changes or handle niche areas of expertise. Joint venture is an example of horizontal alliance when two or more company from the same industry decided to conduct a business together. The strategy helps companies to combine and share their resources, manpower, technology and knowledge together in order to achieve their common goals. In return both or all parties will be able to minimize costs/risk and maximize return in investment. [7]   Performance Measurement has become an important measuring tool for any kind of alliances. Companies use key performance indicators (KPI) not only to measure their own performance, but also the performance of their business partners. The benefit of applying this strategy is to have more visibly on your partner performance in order to benchmark against competitive logistics best practice.[6]        Risk In Logistics Outsourcing    Hidden Cost – many firms underestimate the costs related  to selecting a third party logistics provider, and negotiating and drafting a logistics outsourcing contract.  Estimating of transition cost can be very difficult. Most firm do not realize how much they have spend until the transition is complete. Managing the effort probably represents the largest category of hidden costs because it covers three areas :-  1. Monitoring to see logistics providers fulfilling their contractual obligations, 2. bargaining with them, and 3. negotiating any needed contract changes. Management often does not consider these costs because they only become visible when overall outsourcing costs have noticeably escalated ( 2001 ).   Dependence on 3PL provider  – A firm that outsourcing its logistics activities to an third party logistics runs the risk of becoming dependent on that provider over a long period of time, the firm may find itself in an increasingly vulnerable position and even lose control of part of its logistics activities.         Loss of Logistics Innovative Capacity – A third party logistics provider does not guarantee a firm to maintain long term comprehensive ,competitive, competencies and to have new ways of providing customized logistics services.   The Possibility of Inefficient Management – It is difficult for a firm to manage logistics outsourcing . In some cases , there will be a need for a more professional and highly trained purchasing and contract management group.                          Case Study     One successful business alliance of partnership happened in Sony is the Sony Vaio notebook door-to door distribution in Pan Asia. Sony Japan decided to set up Vaio hub in Asia. To facilitate the distribution in Pan Asia region, Sony Japan selected Sony Supply Chain Singapore as hub for the distribution of VAIO notebook business.  VAIO business is very different as compared to the AV products of SONY, which no or minimal inventory is kept at Sony dealers shop fronts. All stocks are auto replenishment once the set was sold at dealer shop fronts. To meet this short lead-time we need a forwarder who is able to fulfill the shipment and delivery to end customer within the next day. After much consideration, Sony Supply Chain Singapore decided to establish a business alliance partnership with FedEx who are able to provide a door-to-door service worldwide. Sony Supply Chain being the sister company of Sony Japan has the advantages as compared to the 3PL companies. Following are the advantages: a)      Know Sony business culture well b)      Close contact with Sony sales company worldwide c)      Familiar with trade regulation, documents and documents legalization (example: C/O application and embassy documents legalization…) d)      Strong team of logistics personnel. (e.g.: packing, picking, storage…) e)      As for the  Singapore market distribution , Sony Supply Chain has their owned fleet of trucks to carter for the island wide distribution f)        For documents support, they have a team of staffs to prepare the necessary documents for example: CO application, permit application, SASO application and document legalization) As for FedEx, they are strong in their door-to door service worldwide. On tap of this, they have the tracking system which can help Sony Japan to track the cargo movement. As compared to other air freight forwarder, FedEx has the advantage of express clearance at the custom check-point.   This is a very successful business alliance of partnership because both Sony and FedEx as they are able to tap on each other strong point and neutralize their weakness.                       Conclusion.   Strategic partnerships and alliances are integral to business strategy.  It is important in the modern business world as their combination and relationships will to share knowledge and core capabilities in-order for increase in competitiveness and the value added of services which can offer to customers is great.  To compete in this changing environment and be positioned as the partner of choice with key strategic player, management should review their companies’ approaches to mapping out, establishing, and managing alliances with the help of analytical tools. Globalization is today business trend. It refers to the increasing integration of economies around the world, particularly through trade and financial flows. Global markets offer greater opportunity for people to tap into more and larger markets around the world. It means that they can have access to more capital flows, technology, cheaper imports, and larger export markets. Sometimes we ask ourselves , what will be the trend of tomorrow … will it benefit the peoples or just for the commercial world…        Strategic Credit:ivythesis.typepad.com

Globalization is todays business trend

Report Writing “Why Strategic Alliances and Partnership of Logistics is important in modern business. What are some of the analytical m...