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Case Study Assignment Help
Answer-1
As per the opinion of Ahmadi et al., (2012), strategies are connected with the main outcome for the organisations. It means that if the strategies are proficient and perfect, then the probability of gaining competitive advantage would have been located on a possible node. The entire environment has become highly competitive, but it promotes the concept of industrialisation and globalisation perfectly. Most of the companies throughout the world are focusing on the strategies in order to become edgy over their competitors. It is essential for the organisations to make them up to date in order to sustain in a competitive environment. Proper strategies help an organisation to manoeuvre their actions properly. Before the planning, it is essential for the companies to utilise their resources professionally and makes their capabilities high (Cândido& Santos, 2015).
Apart from devising a strategy, the most important thing that sounds valuable in the same aspect is Strategy Implementation. Strategy implementation is the process exhaust to execute the strategy for the best possible actions of an entity (Gershkov et al., 2013). These strategies enable the organisations to fully utilise their resources and capabilities professionally, as it has a very strong connection with the strategy utilisation and implication. Size and complexity of a business havef a connection with the strategy implications in a positive and productive manner. Håkonsson et al., (2012) is one of those authors who identified the fact that organisations which are larger in size and complexities have to struggle more in an industry to connect with the business. The main aim of this part of the assignment is relating to strategy implementation. It focuses on the Sony Corporation. There is a case study that embedded with the same question which has to be taken into the consideration for the same
case study analysis.
Sony is one of the
largest Electronic Companies in the world. The company is highly recognised in the entire world to emerge as a major electronicn company. The main focus of Sony was on Television and Cameras. Sony is one of those electronic companies of the world who visualised and implemented the concept of Liquefied Colour Display (LCD) and LEDs. It means that they are trendsetters in the electronic television industry. The case study help of Sony has mentioned a los of ups and downs pertaining to the company that made them think regarding the strategies and implications. The case study of Sony has demonstrated a strong connection between the strategy implications and the strategy of the companies. The case study has clearly revealed that Sony has used a Decentralised Strategy for the purpose of adding competitiveness to their structure. According to the study conducted by Lin & Hsieh (2010), there is two main structure on which the entire working and operations of a company depend upon such as Centralised Structure and Decentralised Structure. Theoretically, the companies in which the management is held responsible for taking all the actions is known as Centralised Structure. It means that the engagement of the employees is not rationalised and required by the management of the companies to devise strategies and take timely actions and decisions. On the contrary, the organisations that require the engagement of their shareholders and employees for the decision making perspective is known as decentralised structure. Sony Corporation has used the Decentralised decision making which became one of the main reasons behind their exceptional growth and proficiency in such a competitive marketplace (Manelli& Vincent, 2010).
The market condition has a strong connection with the strategic implications and its structure, and the same is applied in the context of Sony as well. From the case study of Sony, it is found that Sony Corporation is highly efficient and competitive as far as utilising its resources and capabilities is concerned. The case also found that the strategies of Sony subject to the market condition, which has been generated for them. Sony found a great revolution in their products and its
marketing case study help activities. They emerged as a major innovator of the products. Sony has divided into different Strategic Business Units (SBUs), and each of the SBU is obliged to take their decisions on their own(Manelli& Vincent, 2010). This particular strategy helped Sony to devise and implement the strategy in accordance with the given situation and condition of the market. Sony has empowered their employees to bring high competitiveness and innovation in their products. The company divided their Engineers into a different position and required them to outperform the market. Apart from bringing high-class rewards for their employees, the company have announced exceptional growth opportunities for them that persuaded them to give their maximum efforts. The strategy helped them to increase their innovation skills positively in the long run(Manelli& Vincent, 2010).
Before the changing of the market condition, the strategy of engaging the SBUs in the decision making and innovation process were perfect, but after the increment in the competition mainly in the iPod and TiVo digital devices, Sony has suffered a lot. Especially in the market of the United States and the United Kingdom, Sony has started to lose its market share. Apart from these products, the digital video recorders are one of the products whose production and marketing have increased heavily in parallel to the products of Sony. All of these products needed to be integrated with the hardware, software and other online services. Unfortunately, Sony worked totally against the same. The aspect had hit the company adversely because they were totally reluctant behind the utilisation and execution of the same changes. The entire management of Sony wasvery concerned with the same situation. However, they had an idea that they have the guts and tactics in their hands which allowed them to become competitive in the market. Sony had taken this opportunity as granted for their productivity in the long run that allowed them to become competitive in the market(Manelli& Vincent, 2010).
Sony is one of those organisations that has the ability and tendency to transform their strategies in accordance with the market condition. As mentioned and revealed from the case that Sony was a trendsetter and they segregate their entire firm into different units, showed SBUs. In order to comply with the market condition and industry requirement, Sony had used an SBU multidivisional structure. Through the utilisation of this model, the company had given the complete rights to their engineers to recommend the companies about the innovation and the strategies through which they can easily overcome on the incremental competition. Apple Computer Company had emerged as the largest competitor for Sony in the digital devices, especially in the Walkman.
The strategy of empowering their engineers’ have made the company highly efficient and proactive in the long run. The engineers that hired by Sony were highly qualified and experience that allowed them to integrate each of their hardware, software and other major elements together for the purpose of bringing a high level of innovation(Manelli& Vincent, 2010). With the innovation and technological development, the company had managed to overcome the products such as iPod and iTunes that allowed them to ascertain their growth in the market. The case revealed that Sony not only received tactful information about the products which have been manufactured and launched by the organisations which were operating in the same domain. The engineers had managed to empower their skills and maximise the potential of the company with the manufacturing and launching of the innovative products. Sony also realised the fact that the quality always matters to them, as the company was well recognized within the eyes of their end users that allowed them to visualise their growth exceptionally. The secret behind the exponential growth of the company is relating to their engineers who worked exceptionally well under their individual jurisdictions to maintain their effectiveness in the market.
The condition of market deems highly efficient and valuable for the sake of an organisation to devise strategies for their long-run attentiveness in the market. It is mandatory for a company to come up with the strategies which are efficient for them (Naidoo & Wu, 2011). However, they have to analyse the corporate environment accordingly in order to consider the right strategy at the right time. The
case study help is relating to Sony, which has a great accolade to transform their corporate strategies in accordance with the requirement of the market. Sony has initiated corporate restructuring in their entire process after realising the competition problem(Naidoo & Wu, 2011). It means that the company had taken the strategy in accordance with the requirement of the market and maintain their structure accordingly. Sony had managed to become one of the top-notch companies in the Electronics Industry again. In short, it can be said that corporate strategies are essential for an organisation, and corporations have to analyse their structure before considering and implicating the strategies that can maintain their attentiveness. It allows other companies as well likewise Sony to think strategically and plan their outcome before its execution.
Answer-2
Technology and industrialisation have a strong linkage with each other. It means none of them could be completed without the absence of one.
Organisations throughout the world are now focusing to maximise their potential accordingly through the effervescent utilisation of their resources(Naidoo & Wu, 2011). Resources for an organisation can be divided into two main parts such as Human Resources and Financial Resources. Theoretically, the resources that exhaust by the company for the purpose of managing their employees and take the most out of their work is known as Human Resources. On the other hand, the resources which are directly linking with the financial capability and maximisation of a company has been referred as Financial Resources. Companies have to utilise both of these resources perfectly in order to compete in the competitive environment. The utilisation of the resources has changed completely and dramatically due to the implications of technology, and the same has undermined in the article suggested for the reading (Ogbeide& Harrington, 2011).
The article with the name of “The art of Standard Wars” has been written by Sharpiro and Varian has articulated that technology has become an integral part of the companies to make and execute the strategies. In fact, proper utilisation of the technology has made organisations highly efficient and competitive in the long run. Sharpiro and Varian have stated in their article that “Technology is the mere focus of the Standard Wars, but the winner is most likely the one who has a better strategy than the others”. The main focus of this part of the assignment is to critically evaluate this statement in the context of the given article to make it more efficient and secure(Ogbeide& Harrington, 2011).
According to the study conducted by O'Reilly et al., (2010), technology is an important and integral part of an organisation. It means that none of the organisation can sustain their economic and strategic position in the market without proper utilisation of technology. The efficient and powerful the technology, the higher will be the chance for a company to maintain their line of effectiveness. Proper utilisation of technology has a great ability to reduce the operational cost of the companies. The examples of multinational companies are ahead of the same statement, such as Toyota, Ford and others. These companies are using robotics and machines to manufacture the cars. Ford Motors Company (FMC) has the accolade to manufacture a car in a matter of 2 to 5 minutes which is incredible (Salih, 2012). It means that technology has brought some serious revolution in the industry. Apart from making the companies profitable, technology has made the companies highly efficient. Efficiency means that they are able to perform the work in a matter of no time. This particular idea was backed completely by Salih, (2012), as according to them increasing efficiency means to conduct the work in a small period of time. It not only reduces the burdensome from the employees but also enables them to work in accordance with the requirements of the industry. Through technology, organisations have enabled them to work meticulously and worked sensationally for ages. The same study has accepted the hypothesis relating to technology and productivity. The author has found a strong and direct relationship between technology and productivity of the company. The study has been conducted on five big automobile companies. Based on the main hypothesis testing it can be said that the higher the technology or technological efficiency, the higher will be the productivity of a company. Most of the companies across the globe are operating on the same principle of utilising the technology properly.
Technology has a relationship with strategic well-being. It means that the efficient the technology, the higher will be the chance to make effective strategies for the company in the long run (Slater, Olson &Hult, 2010). Nevertheless, when compared technology with the strategies for the competitive wars of a company, then strategy always win for the companies, especially in the long run. Sharpiro and Varian clearly mentioned about the competitive strategies which organisations pursue the purpose of their long-term management and perfection. Sharpiro and Varian clearly stated the statement that when the wars among the companies are initiated, especially in a strategic environment, then the companies with superior and strong strategies are prone to win the contest.
The argument raised by Sharpiro and Varian in the article relating to the strategies and the strategic outlook is absolutely right. Strategies are situated at the heart of an organisation, and they should focus on the strategies in order to sustain its economic and strategic positioning in the market. In a battle of competition, companies that have a better strategy for dominating the market always win, as compared to the companies with a better technology (Manelli& Vincent, 2010). One of the main examples that may back the same statement is the comparison among the Smartphones of Apple INC and Samsung. Samsung Electronics is larger in size compared to Apple INC, in fact, they are way higher than Apple INC in terms of technology. But, still the rope of innovation and perfection in the Smartphone is in the hands of Apple INC instead of Samsung. Apple INC is the pioneer of the Smartphone. They are one who invented and visualised the concept of the Smartphone which has blazed in the entire world amazingly.
The article of Sharpiro and Varian has used a term “Trend-Setter” so many times in the article. Trend-Setters have been referred tothe individual or the companies who set the trends for the consumers. The example of Apple INC is quite suitable in the same application, as they set the trend of Smartphone and its usage in the market. Based on the same statement, it can be said that the graph of strategies is higher than that of technology(Manelli& Vincent, 2010). Enron one of the top-notch energy companies of the world with the most advanced and latest equipment failed to sustain their position in the market because of mal-practising and ineffective strategies. Nonetheless, organisations should think strategically while using the strategies for their operations. Strategies of the organisations should be competitive and in accordance with the requirement of the company. Sharpiro and Varian emphasized more on the strategies than technology. As per their working and outcome, strategies are device and execute by a company after looking over the requirements of their end users. Therefore, proper strategy and its execution are more than essential than the advancement of the technology.
As per the study conducted by Naidoo & Wu (2011), strategies usually taken on the basis of the main line of operations of a company. It means that organisations take different things and provisions into their consideration while considering and implementing the strategies for their betterment. One of the main strategies that considered by the organisations is Product/Service Strategy. This particular strategy tries to bring effectiveness to the operations of a company. The product/service strategy of a company should be connecting with their competitors. The strategy should be focused on the main product/service of the company. Apart from the product, the most important strategy that undertakes by the organisations is Pricing Strategy (Lin & Hsieh, 2010). It is obligatory for the organisations to make their product completely affordable for their end users, as it is the only thing through which they can become one step closer to their end users.
Sharpiro and Varian also emphasized the pricing strategy and referred this strategy as a major competitive strategy that visualises on the productivity of the company, especially in the long run. Another study on which the article assimilated by Sharpiro and Varian focused is Place Strategy. This particular strategy is the main one to make the products easily available to the end users. Finally, there is a promotional strategy that focuses on different marketing tactics and channels that available to accompany to increase their efficiency in the market(Lin & Hsieh, 2010). This is something where the organisations need technology. It means that with the focus on the technology, organisations can devise strategies that can help them to be utterly competitive.
As a conclusion of this part, it can be said that both, technology and strategies are essential for an organisation to operate and sustain in this competitive environment. However, at the end, the organisations with a better operational strategy and thinking capability takes an edge over the one with a
better technology. But, it doesn’t mean that technology is useless, as without technology it is impossible to execute any technology properly. In short, it can be said that organisations should focus on the betterment of their strategies, as it will be more efficient and worthwhile for them, but they should use the latest technology for the same outcome, in order to make their strategies more competitive and impeccable, as demonstrated and mentioned by Sharpiro and Varian in their article about the competitive wars and strategies.
References
Ahmadi, S. A. A., Salamzadeh, Y., Daraei, M., & Akbari, J. (2012). Relationship between organizational culture and strategy implementation: typologies and dimensions. Global Business and Management Research, 4(3/4), 286.
Cândido, C. J., & Santos, S. P. (2015). Strategy implementation: What is the failure rate?. Journal of Management & Organization, 21(2), 237-262.
Gershkov, A., Goeree, J. K., Kushnir, A., Moldovanu, B., & Shi, X. (2013). On the equivalence of Bayesian and dominant strategy implementation. Econometrica, 81(1), 197-220.
Håkonsson, D. D., Burton, R. M., Obel, B., &Lauridsen, J. T. (2012). Strategy implementation requires the right executive style: Evidence from Danish SMEs. Long range planning, 45(2), 182-208.
Lin, S. L., & Hsieh, A. T. (2010). International strategy implementation: Roles of subsidiaries, operational capabilities, and procedural justice. Journal of Business Research, 63(1), 52-59.
Manelli, A. M., & Vincent, D. R. (2010). Bayesian and Dominant‐Strategy Implementation in the Independent Private‐Values Model. Econometrica, 78(6), 1905-1938.
Naidoo, V., & Wu, T. (2011). Marketing strategy implementation in higher education: A mixed approach for model development and testing. Journal of marketing management, 27(11-12), 1117-1141.
Ogbeide, G. C. A., & Harrington, R. J. (2011). The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry. International Journal of Contemporary Hospitality Management, 23(6), 719-738.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How leadership matters: The effects of leaders' alignment on strategy implementation. The Leadership Quarterly, 21(1), 104-113.
Salih, A. A. (2012). A middle management perspective on strategy implementation (Doctoral dissertation, Walden University).
Slater, S. F., Olson, E. M., &Hult, G. T. M. (2010). Worried about strategy implementation? Don’t overlook marketing's role. Business Horizons, 53(5), 469-479.
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