The document outlines a proposed research study on consumer buying behaviour towards electronic goods with reference to Sony in the Meerut region of India. It provides background information on Sony's history and operations in India. The study will be conducted for partial fulfillment of an MBA degree at Mahamaya Technical University in Noida, under the supervision of Dr. Deepali Monga.

1. A
PROPOESD RESEARCH STUDY
ON
“CONSUMER BUYING BEHAVIOUR TOWARDS ELECTRONIC
GOODS WITH REFERENCE TO SONY IN MEERUT REGION”
SUBMITTED TO
MAHAMAYA TECHNICAL UNIVERSITY, NOIDA
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE
OF
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR INVESTIGATOR
DR. DEEPALI MONGA AMIT SRIVASTAVA
COLLEGE DEAN Roll No: 1026370009
VIDYA SCHOOL OF BUSINESS
BAGHPAT ROAD, MEERUT
UTTAR PRADESH
2011-12
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2. COLLEGE CERTIFICATE
It is certified that the research project report entitled “CONSUMER BUYING
BEHAVIOUR TOWARDS ELECTRONIC GOODS WITH REFERENCE TO SONY
IN MEERUT REGION “ submitted in partial fulfillment of the requirement for the degree of
Master of Business Administration, to Mahamaya Technical University, Noida is a record of
bonafide research project work carried out by Mr. AMIT SRIVASTAVA , Roll No
1026370009. The data given in project report is genuine and original to the best of my
knowledge. The summer training project report is complete in all respect and is fit for
submission.
Date: (Dr Satish Kumar)
Director
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3. DECLARATION
It is certified that the Research Project Report entitled “CONSUMER BUYING
BEHAVIOUR TOWARDS ELECTRONIC GOODS WITH REFERENCE TO SONY
IN MEERUT REGION” submitted in partial fulfillment of the requirement for the degree of
Master of Business Administration of Mahamaya Technical University, Noida is a record of
bonafide research project work conducted by me. I have collected the data personally. The data
given in the Research Project Report is genuine and original. Further, I also declare that it not
submitted to any other university for the award of any degree or diploma.
Date: Name Amit Srivastava
Roll No 1026370009
Session 2011-12
Address 12/75vikas nagar
lucknow
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4. ACKNOWLEDGEMENT
It gives me immense pleasure to express my indebtedness and deep sense of gratitude to
my supervisor and guide Dr. Deepali Monga ,college dean, Vidya school Of Business, Meerut
for his valuable and scholarly guidance. His sympathetic and helpful attitude and motivation
helped me to work on this dissertation.
I am extremely grateful to Dr. Satish Kumar, Director, Vidya School of Business, Meerut
for having extended his guidance during the course of this research project. I wish to express
my sincere regards and heartful thanks to Mr.Sachin Chauhan, Class Coordinator and Mr. P. K.
Roopak, Co-ordinator , Research Project Report, Vidya School of Business, for their
cooperation that enabled me to complete this dissertation.
I am extremely thankful to Mr. P.K. Pathak, Librarian, & Mr Pawan Kumar , Asstt.
Librarian of this college for gracious cooperation in making this research projects a success.
This acknowledgement would be incomplete without grateful mention of all the people who
formed the sample and were kind enough to fill in the questionnaire and respond warmly to my
questions.I acknowledge my heart full gratitude to my dear father and mother Sh. D P Singh &
Smt. Shashi respectively I shall be falling in my duty if I do not thank to Bajaj computers who
typed this report well in time.
Last but not the least; I thank ALMIGHTY for His blessings.
Amit Srivastava
(1026370009)
(MBA-IV Sem)
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5. CONTENTS
CHAPTER ITEMS PAGE
NO.
CHAPTER - I INTRODUCTION AND OBJECTIVE
7-38
INTRODUCTION
7
INTRODUCTION OF TOPIC
8
SONY HISTORY
9-23
SONY STORY
24
COMPANY PROFILE
29
OBJECTIVE OF PROPOSED RESEARCH
38
CHAPTER – II LITERATURE REVIEW
39
CONSUMER BUYING BEHAVIOUR
40-44
BUYER BEHAVIOUR TOWARDS ELECTRONIC GOODS
44-46
CHAPTER -III RESEARCH METHODOLOGY
47-54
RESEARCH METHEDOLOGY
48-51
RESEARCH PROCESS
52-53
CHAPTER-IV DATA ANALYSIS AND INTERPRETATION
55-87
ANALYSIS AND FINDINGS
84-87
CHAPTER-V FINDINGS, RECOMMENDATION, CONCLUSION, & LIMITATIONS
88-99
FINDINGS
89-90
LIMITATIONS
90
RECOMMENDATIONS AND SUGGESTIONS
91
CONCLUSION
92-93
REFERENCE
94-95
QUESTIONNAIRE
96 - 98
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6. CHAPTER - I
INTRODUCTION
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7. Introduction
One of the most recognized brand names in the world today, Sony Corporation, Japan,
established its India operations in November 1994, focusing on the sales and marketing of Sony
products in the country. In a span of 12 years Sony India has exemplified the quest for
excellence in the world of digital lifestyle becoming the country‟s foremost consumer
electronics brand. With relentless commitment to quality, consistent dedication to customer
satisfaction and unparalleled standards of service, Sony India is recognized as a benchmark for
new age technology, superior quality, digital concepts and personalized service that has ensured
loyal customers and nationwide acclaim in the industry.
In India, Sony has its footprint across all major towns and cities through a distribution network
comprising of over 7000 channel partners, 215 Sony World and Sony Exclusive outlets and 21
direct branch locations. Manned by customer friendly and informed sales persons, Sony‟s
exclusive stores „Sony World‟ are fast becoming the most visible face of the company in India.
Sony India also has a strong service presence across the country with 21 company owned and
172 authorized service centers. A distinctive feature of Sony‟s service is its highly motivated
and well-trained staff that provides the kind of attentive and sensitive service that is rare today.
Sony is committed to ensuring that both the products and the marketing activities employed
truly make a difference to people‟s lifestyles and offer them new dimensions of enjoyment and
an experiences which are „like no other‟.
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8. INTRODUCTION OF TOPIC
Consumer behavior refers to the mental and emotional process and the observable behavior of
consumers during searching, purchasing and post consumption of a product or service.
Consumer behavior involves study of how people buy, what they buy, when they buy and why
they buy. It blends the elements from psychology, sociology, socio-psychology ,anthropology
and economics. It also tries to assess the influence on the consumer from groups such as family,
friends, reference groups and society in general. Buyer behavior has two aspects: the final
purchase activity visible to any observer and the detailed or short decision process that may
involve the interplay of a number of complex variables not visible to anyone.
Consumers are mainly focused on the broad-scale adoption of new technologies that can
empower them in previously unimagined ways. As a result, buying behavior of consumer is
changing to adapting to new technological advances so rapidly that marketers or the consumer
based enterprises sometimes cannot keep pace.
To maintain the pace of consumer for advanced technologies Sony is putting in the effort over
the years in Meerut region and has the limits of possibilities and boggled the mind with its
breakthrough technology. In fact, it won‟t be wrong to say that it‟s been the soul of technology
for the past few years.
Sony cutting-edge digital products have set new standards in entertainment for Meerut
customer.They have enriched and evolved Meerut people lifestyle. Whether people consider the
brilliance of the Sparkling Wega technology in its colour televisions or the incredible colour and
clarity of BRAVIA in its LCDs, they are engineering marvels that bring images to life of Meerut
people.
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9. Company Profile
Sony is a name synonymous with technological revolutions. Over the last 53 years, the company
has evolved into a luminous brand with a unique selling proposition - technology innovation,
quality and premium.In the last 50 years, the company had already established itself in the field
of hi-tech entertainment. Today, Sony has gone further by becoming a preferred choice for
professional requirements as well, whether it is broadcast media or color monitors. The
company's leadership position in the world, today, is a reiteration of its ability to connect with
the customer's mental space.
Sony is not new to India. Whether it was the television, or the walkman, a Sony always
remained a must on the wish list of any Indian returning home. This love for the brand
culminated in a new relationship when inspired by a reform friendly Indian business
environment, Sony Corporation decided to set up a 100% subsidiary called Sony India on 16th
January 1995.
In a fiercely competitive Indian consumer durables market, Sony India's mission is to "make a
difference in the lifestyles and introduce new dimension to enjoyment. Offer new age
technology and digital concepts; work hand in hand with the domestic industry to produce and
sell excellence and come closer to the Indian customers through committed service."
Since its inception in 1995, Sony decided to have sales and distribution channels, which are
exclusive to Sony India. The business partners are country managers in their own areas.Sony
India today has about 33 distributors and 1475 dealers. In all the metros the Company has direct
sales operations. The company also has about 13 exclusive Sony outlets, which showcase
products ranging from analog to digital throughout the country.
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10. Company Perspectives:
Recognizing that environmental protection is one of the most pressing issues facing mankind
today, Sony incorporates a sound respect for nature in all of its business activities. With this
philosophy, Sony has defined environmental conservation as an important part of its
management strategy. The Sony Group has created a global action plan and conducts
environmental preservation programs. This program has five core components: reducing the
environmental impact of business activities and production processes; designing
environmentally sensitive products and promoting recycling; developing environmental
technologies; promoting the environmental education and full participation of Sony employees;
and disclosing environmental information to the public.
Sony’s History -- Through The Eyes of the Company’s Leaders
Sony Corporation is one of the best-known names in consumer electronics and ranks second
worldwide in electronics behind Matsushita Electric Corporation. Since it was established
shortly after World War II, Sony has introduced a stream of revolutionary products,
including the transistor radio, the Trinitron television, the Betamax VCR, the CD player, the
Walkman portable cassette player, and the PlayStation game console. The company's
electronics segment--which includes audio and video products, televisions, personal
computers, monitors, computer peripherals, telecommunications devices, and electronic
components (such as semiconductors)--generates about two-thirds of the overall revenues.
Sales of game consoles and software account for about 9 percent of revenues. Another 10
percent of revenues are derived from Sony's music businesses, which include the Columbia
and Epic record labels. About 7 percent of revenues come from Sony's motion picture and
television business, which includes the Columbia TriStar studio. Sony's other major
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11. business segment is insurance, from which about 6 percent of revenues originate.
Early History: From Tape Recorders to Transistor Radios to the
Trinitron
Sony was founded by a former naval lieutenant named Akio Morita and a defense
contractor named Masaru Ibuka. Morita, a weapons researcher, first met Ibuka during
World War II while developing a heat-seeking missile-guidance system and a night-vision
gun scope. After the war Ibuka worked as a radio repairman for a bomb-damaged Tokyo
department store. Morita found him again when he read in a newspaper that Ibuka had
invented a shortwave converter. In May 1946 the two men established a partnership with
$500 in borrowed capital, and registered their company as the Tokyo Tsushin Kogyo
Kabushiki Kaisha (Tokyo Telecommunications Engineering Corporation, or TTK). Morita
and Ibuka moved their company to a crude facility on a hill in southern Tokyo where they
developed their first consumer product: a rice cooker, which failed commercially. In its first
year TTK registered a profit of $300 on sales of less than $7,000.
But as the Japanese economy grew stronger, demand for consumer goods increased. Morita
and Ibuka abandoned the home-appliance market and, with injections of capital from
Morita's father, concentrated on developing new electronic goods. Ibuka developed a tape
recorder fashioned after an American model he had seen at the Japan Broadcasting
Corporation. Demand for the machine, which was introduced in 1950 and was the first
Japanese tape recorder, remained low until Ibuka accidentally discovered a U.S. military
booklet titled Nine Hundred and Ninety-Nine Uses of the Tape Recorder. Translated into
Japanese, the booklet became an effective marketing tool. Once acquainted with its many
uses, customers such as the Academy of Art in Tokyo purchased so many tape recorders
that TTK was soon forced to move to a larger building in Shinagawa.
Norio Ohga, an opera student at the academy, wrote several letters to TTK criticizing the
sound quality of its recorder. Impressed by the detail and constructive tone of the criticisms,
Morita invited Ohga to participate in the development of a new recorder as a consultant.
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12. Ohga accepted, and subsequent models were vastly improved.
Constantly searching for new technological advances, Masaru Ibuka heard of a tiny new
capacitor called a transistor in 1952. The transistor, developed by Bell Laboratories, could
be used in place of larger, less-durable vacuum tubes. Western Electric purchased the
technology in order to manufacture transistorized hearing aids. Ibuka acquired a patent
license from Western Electric for $25,000 with the intention of developing a small tubeless
radio.
TTK began mass production of transistor radios in 1955, only a few months after they were
introduced by a small American firm called Regency Electronics. The TTK radio was
named Sony, from sonus, Latin for 'sound.' The Sony radio had tremendous sales potential,
not only in the limited Japanese market but also in the United States, where the economy
was much stronger.
Traditionally, international sales by Japanese companies were conducted through trading
houses such as Mitsui, Mitsubishi, and Sumitomo. Although these trading companies were
well represented in the United States, Morita chose not to do business with them because
they were unfamiliar with his company's products and did not share his business
philosophy. Morita traveled to New York, where he met with representatives from several
large retail firms. Morita refused an order from Bulova for 100,000 radios when that
company required that each carry the Bulova name. Morita pledged that his company would
not manufacture products for other companies and eventually secured a number of more
modest orders that assured his company's growth at a measured pace. Another highlight of
1955 was the first listing of the company's stock on the over-the-counter market of the
Tokyo Stock Exchange.
The rising popularity of the Sony name led Morita and Ibuka to change the name of their
company to Sony Kabushiki Kaisha (Corporation) in January 1958. The following year
Sony announced that it had developed a transistorized television, which was introduced in
1960. That same year, after a business dispute with Delmonico International, the company
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13. Morita had appointed to handle international sales, Sony established a trade office in New
York City and another in Switzerland called Sony Overseas.
A subsidiary called Sony Chemicals was created in 1962 to produce adhesives and plastics
to reduce the company's dependence on outside suppliers. In 1965 a joint venture with
Tektronix was established to produce oscilloscopes in Japan.
During the early 1960s Sony engineers continued to introduce new, miniaturized products
based on the transistor, including an AM/FM radio and a videotape recorder. By 1968 Sony
engineers had developed new color-television technology. Using one electron gun, for more
accurate beam alignment, and one lens, for better focus, the Sony Trinitron produced a
clearer image than conventional three-gun, three-lens sets. In what has been described as its
biggest gamble, Sony, confident that technology alone would create new markets, invested
a large amount of capital in the Trinitron.
Also in 1968, Sony Overseas established a trading office in England, and entered into a
joint venture with CBS Inc. to produce phonograph records. The venture was under the
direction of Norio Ohga, the art student who had complained about Sony's early tape
recorder, whom Morita had persuaded in 1959 to give up opera and join Sony. The
company, called CBS/Sony, later became the largest record manufacturer in Japan. In 1970
Sony Overseas established a subsidiary in West Germany to handle sales in that country.
1970s: Betamax and the Walkman
After a decade of experience in videotape technology, Sony introduced the U-matic three-
quarter-inch videocassette recorder (VCR) in 1971. Intended for institutions such as
television stations, the U-matic received an Emmy Award for engineering excellence from
the National Academy of Television Arts and Sciences. In 1973, the year Sony Overseas
created a French subsidiary, the academy honored the Trinitron series with another Emmy.
Sony developed its first VCR for the consumer market, the Betamax, in 1975. The
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14. following year the Walt Disney Company and Universal Pictures filed a lawsuit against
Sony, complaining that the new machine would enable widespread copyright infringement
of television programs. A judgment in favor of Sony in 1979 was reversed two years later.
Litigation continued, but by the time the matter reached the U.S. Supreme Court the
plaintiffs' original case had been severely undermined by the proliferation of VCRs, making
any legal restriction on copying television programs for private use nearly impossible to
enforce.
During the mid-1970s, competitors such as U.S.-based RCA and Zenith and Japanese-based
Toshiba and Victor Company of Japan (JVC) effectively adopted and improved upon
technologies developed by Sony. For the first time, Sony began to lose significant market
share, often in lines that it had pioneered. Strong competition, however, was only one factor
that caused Sony's sales growth to fall (after growing 166 percent between 1970 and 1974, it
grew only 35 percent between 1974 and 1978).
Like many Sony officials, Akio Morita lacked formal management training. Instead, he
relied on his personal persuasive skills and his unusual ability to anticipate or create markets
for new products. In typical fashion, Sony introduced the Betamax VCR well before its
competitors, in effect creating a market in which it would enjoy a short-term monopoly. At
this stage, however, Morita failed to establish the Betamax format as the industry standard
by inviting the participation of other companies.
Matsushita Electric (which owned half of JVC) developed a separate VCR format called
VHS (video home system), which permitted as many as three additional hours of playing
time on a tape, but which was incompatible with Sony's Betamax. When the VHS was
introduced in 1977, Morita was reported to have felt betrayed that Sony's competitors did
not adopt the Betamax format. He appealed to 81-year-old Konosuke Matsushita, in many
ways a patriarch of Japanese industry, to discontinue the VHS format in favor of Betamax.
When Matsushita refused, many believed it was because he felt insulted by Morita's failure
to offer earlier collaboration.
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15. Matsushita launched a vigorous marketing campaign to convince customers and other
manufacturers not only that VHS was superior, but that Betamax would soon be obsolete.
The marketing war between Matsushita and Sony was neither constructive nor profitable;
both companies were forced to lower prices so much that profits were greatly depressed.
Although Betamax was generally considered a technically superior product, the VHS format
grew in popularity and gradually displaced Betamax as a standard format. Despite its falling
market share (from 13 percent in 1982 to 5 percent in 1987), Sony refused to introduce a
VHS line until the late 1980s.
In 1979 Morita personally oversaw the development of a compact cassette tape player
called the Walkman. Inspired by Norio Ohga's desire to listen to music while walking,
Morita ordered the development of a small, high-fidelity tape player, to be paired with
small, lightweight headphones that were already under development. The entire program
took only five months from start to finish, and the product's success is now legendary--
Walkman even became the generic term for similar devices produced by Sony's
competitors.
1980s: CD Player, Video Cameras, CBS Records, Columbia Pictures
During the 1970s, Masaru Ibuka, 12 years Morita's senior, gradually relinquished many of
his duties to younger managers such as Norio Ohga, who was named president of Sony in
1982. Ohga became president shortly after a corporate reorganization that split Sony into
five operating groups (marketing and sales, manufacturing, service, engineering, and
diversified operations). While not formally trained in business, Ohga nonetheless
understood that Sony was too dependent on an unstable consumer electronics market. In one
of his first acts, he inaugurated the 50-50 program to increase sales in institutional markets
from 15 to 50 percent by 1990.
During this time, Sony's research and development budget consumed approximately 9
percent of sales (Matsushita budgeted only 4 percent). Another groundbreaking result of
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16. Sony's commitment to research and development was a machine that used a laser to
reproduce music recorded digitally on a small plastic disk. The compact disk (or CD)
player, introduced by Sony in 1982, eliminated much of the noise common to conventional,
analog phonograph records. Sony developed the CD in association with the Dutch
electronics firm Philips, partly in an effort to ensure broad format standardization. Philips,
which had developed the most advanced laser technology, was an ideal partner for Sony,
which led in the pulse-code technology that made digital sound reproduction possible. Soon
the CD format was adopted by competing manufacturers; by the mid-1990s it had virtually
replaced phonograph systems as the recording medium of choice.
Early in the 1980s, Morita began ceding some of his duties to Sony's president, Norio Ohga,
the young opera student hired 30 years earlier to improve Sony's tape recorders. Under
Ohga, Sony entered into a new acquisitions phase with the intent of protecting itself from
the costly mistake it had made with Betamax. One example of the changes Ohga brought
about was Sony's video camera, introduced in 1985. Lighter, less expensive, and more
portable than VHS cameras, the camera used 8mm videotape, and was incompatible with
both Betamax and VHS machines. The key difference between this and earlier Sony
products was that Sony developed the new 8mm video format in conjunction with over 100
competitors. While the camera may have been incompatible with the older Betamax and
VHS technologies, Sony ensured that it would be compatible with the next generation of
video cameras. Within three years of its introduction, the camera captured over 50 percent
of the European, 30 percent of the Japanese, and 20 percent of the North American markets.
In May 1984 Sony purchased Apple Computer's hard-disk-technology operations. As a
result of this acquisition, Sony was able to control about 20 percent of the Japanese market
for workstations, personal computers used in business offices, thus helping to increase the
proportion of its sales derived from institutional customers. Ohga also broke a decades-old
tradition in 1984 when he established a division to manufacture and market electronics
components for other companies. By 1988, fueled by strong sales of semiconductors (once
manufactured only for Sony products), the components division had grown to represent
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17. about 11 percent of Sony's total sales.
Sony also sought to gain control of the software end of the electronics/entertainment
industry. On November 29, 1985 the Sony Corporation of America, which operated several
assembly plants in the United States, purchased the Digital Audio Disk Corporation from its
affiliate CBS/Sony. Two years later, Sony purchased CBS Records for $2 billion. CBS
Records, whose labels included Epic and Columbia, was during this time the largest
producer of records and tapes in the world.
Sony had learned through its Betamax experience that a superior product alone would not
ensure market dominance; had Sony been able to flood the market with exclusively Beta-
formatted movies, the VCR battle might have turned out differently. Looking toward the
future development of audio equipment, including digital audio tape (DAT), Sony bought
the record manufacturer with an eye toward guaranteeing that the products it manufactured
to play music would remain compatible with the medium used to record music. The
acquisition marked less of a diversification for Sony than an evolution toward dominance in
a specific market.
Sony sought further diversification in U.S. entertainment companies. In 1988, the company
considered an acquisition of MGM/UA Communications Company, but decided the price
was too high. Then in 1989 Sony made headlines around the world when it bought
Columbia Pictures Entertainment, Inc. from Coca-Cola for $3.4 billion. Columbia provided
Sony with an extensive film library and a strong U.S. distribution system. It also carried $1
billion in debt, which almost tripled Sony's short-term debt to around ¥8 billion. Industry
analysts applauded the move; when a recession hit the film industry shortly after Sony's
purchase, however, some began to question Sony's ability to deliver its traditionally strong
profits.
1990s and Beyond: PlayStation, VAIO, and the Networked Future
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18. Sony did deliver, however, posting record earnings in 1990 of ¥58.2 billion ($384 million),
a 38.5 percent increase over 1989. In 1992, Columbia Pictures and its subsidiary TriStar
jointly captured 20 percent of the U.S. market share, far above the shares held by competing
studios. By this time the entertainment operation had been renamed Sony Pictures
Entertainment, Inc.
The complexities of operating a truly multinational corporation, however, began taking their
toll on Sony. Most of the world's largest economies (Europe, Japan, and the United States)
were experiencing a slowdown in the early 1990s. This factor created what Sony called 'an
unprecedentedly challenging operating environment.' Although sales in most of Sony's
businesses increased in 1992, operating income dropped 44 percent to ¥166 billion ($1.2
billion). Net income increased slightly to ¥120 billion.
The ongoing appreciation of the yen against most major currencies had an even more
adverse effect on Sony's bottom line in 1993: net income fell a dramatic 70 percent to ¥36
billion ($313 million) on sales of ¥3.99 trillion ($34.4 billion). Had the yen's value held
steady at 1992 figures, Sony's net income would have totaled about ¥190 billion ($1.3
billion).
During that year, Ohga assumed the duties of chief executive in addition to his role as
president. He and Morita responded to Sony's tough economic situation by bolstering
marketing, reducing inventory levels, streamlining operations, and keeping a watchful
control of capital investments. The company also embarked on an extensive reorganization
effort with the goal of decentralizing operations and reducing unnecessary management.
Despite these measures, Sony was unable to stem the slide. Net income plummeted another
50 percent in 1994 to ¥15 billion, on sales of ¥3.73 trillion.
By this time Morita had relinquished virtually all his duties in the company, having suffered
a stroke in late 1993. In Sony's 1994 annual report, his picture and signature were
conspicuously absent from the letter to shareholders, implicitly announcing Ohga's new
leadership position. Under Morita's leadership, Sony's rise to preeminence in the world
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19. consumer electronics market was almost entirely self-achieved; Sony outperformed not only
its Japanese rivals, among them associates of the former zaibatsu (conglomerate)
companies, but also larger American firms, which by 1995 had all but abandoned the
consumer electronics market.
In the late 1980s Morita told Business Week that he regarded Sony Corporation as a 'venture
business' for the Morita family, which had produced several generations of mayors and
whose primary business remained the 300-year-old Morita & Company. Under the direction
of Akio Morita's younger brother Kuzuaki, Morita & Company produced sake, soy sauce,
and Ninohimatsu brand rice wine in Nagoya. The company, whose initial $500 investment
in TTK was worth $430 million in 1995, owned a 9.4 percent share of Sony.
In April 1995, Ohga ascended to the chairmanship of Sony, and Morita was made an
honorary chairman. The company's new president was Nobuyuki Idei, a 34-year veteran of
the company, who had founded Sony's French subsidiary in 1970 and had since played a
role in many of the company's major accomplishments, including audio CD technology,
computer workstations, and the 8mm video camcorder.
Sony's success had been a direct result of the wisdom of its founders, who had the talent to
anticipate the demands of consumers and to develop products to meet those demands; Idei's
presidency, some suggested, signaled a new era for the company.
Immediate among Idei's concerns were helping Sony become an integral player in the
information highway industry. He also hoped to help the company establish an industry
standard for DVDs, or digital videodisks, CD-like disks capable of holding full-length films
for play on television screens via players. Once again, Sony had teamed up with Philips to
develop a DVD format, but the partners quickly discovered they were facing a rival format
developed by Toshiba and Time Warner. This rival format quickly gained the support of a
number of the world's consumer electronics powerhouses. Rather than face a replay of the
bloody battle between the Betamax and VHS formats, Sony and Philips in late 1995 agreed
to support the DVD format developed by Toshiba and Time Warner. Sony subsequently
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20. introduced its first DVD player in March 1997.
Meanwhile, Sony unexpectedly entered the video game market in the mid-1990s, making an
immediate splash. The development of the Sony PlayStation had actually begun in the late
1980s as a joint project with game giant Nintendo Co., Ltd. Nintendo had agreed to help
develop a new game console that would combine the graphic capabilities of a computer
workstation with Sony's CD-ROM drive, but then pulled out of the project in 1992. Sony
decided to develop the new machine solo, introducing the 32-bit PlayStation to the Japanese
market in 1994 and the U.S. market one year later. It was an immediate and huge success, in
part because of the hundreds of software titles that were quickly available for the console
thanks to Sony's ability to entice top Japanese and U.S. developers to create games for the
PlayStation. By 1998, the PlayStation had grabbed about 40 percent of the worldwide game
market, and Sony's game unit, Sony Computer Entertainment, accounted for 10 percent of
the company's worldwide revenue and a whopping 22.5 percent of its operating income.
Unfortunately, the mid-1990s were also marked by continued problems at Sony Pictures
Entertainment. Top management at the motion picture arm spent hundreds of millions of
dollars on a string of flops, such as Last Action Hero and Geronimo, in addition to spending
lavishly on hiring, studio renovations, and other expenses. Sony ended up taking a $3.2
billion write-off--one of the largest ever by a Japanese company--related to the
entertainment unit during the fiscal year ending in March 1995; consequently, the company
posted a net loss for the year of $2.8 billion (on sales of $44.76 billion). A major
management shakeup occurred as well.
As Sony attempted to turn around its motion picture unit, in electronics the company
surprised many observers by entering the crowded and low-margin personal computer
business in 1997. That year, through a partnership with Intel, Sony began selling its VAIO
line of PCs. Including both desktop and notebook models, the line received plaudits for its
quality but got off to a slow start in the United States thanks to its above-average price tags.
Sony designed the VAIO computers specifically for the home market, and they sported
unique features that made them particularly well-suited to consumers who owned other
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21. Sony products. For example, software and ports were included to allow owners of Sony
camcorders to transfer their home videos to the VAIO PC and to edit and manipulate the
videos in a variety of ways. Sony also continued to stay on the cutting edge in the venerable
television field, introducing its first flat-screen TV in 1996 and its first digital, high-
definition model two years later. Also in 1998 came the launch of AIBO, a robot dog, which
was touted as having the capability of expressing emotions and learning.
During 1999, a year that saw the passing of company cofounder Morita (the other founder,
Ibuka, died in 1997), Idei launched a sweeping reorganization to position the company for
the future--in Sony's vision, 'the network era of the 21st century.' In March 1999 Sony
announced that it planned to cut its workforce by 10 percent and its manufacturing capacity
by one-third before 2003. The cutbacks were slated for areas where growth had been
slowing: analog televisions, VCRs, and Walkmans. The company planned to increase the
amount of resources committed to such hot areas as digital products and the PlayStation, as
well as placing increased emphasis on developing software, hardware, and services for the
new networks that were beginning to emerge at the end of the 20th century--home
networks, broadband networks, wireless networks. For Idei, the key for Sony was a historic
shift in focus: hardware had traditionally driven product development, but Idei instead
wanted software development and services to drive hardware design.
Perhaps the first example of such an approach came with the 2000 introduction of the Sony
PlayStation 2. Although it was a technical marvel featuring high-end 3-D graphics and more
processing power than most desktop PCs, the 128-bit PlayStation 2 was much more than a
souped-up version of the original. It was of course designed for game software but it was
not just a game console, having been conceived as a home entertainment center. Its DVD
drive not only played game software but also audio CDs and DVD movies. It had the
capability of connecting to the Internet and as such could be used as a broadband device
controlling an Internet-connected home network. Despite manufacturing difficulties that
limited production during the first year, the PlayStation 2 had a stellar debut, with about
nine million units sold in the first 12 months. The high costs associated with developing and
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22. manufacturing the machines, however, depressed profits at Sony for the 2001 fiscal year.
Also in the wake of its debut came rival Sega's exit from the game console business in favor
of concentrating on developing game titles for other companies' machines, including the
PlayStation 2. Sony continued to face competition in the game field from Nintendo, which
planned to release a new machine in the fall of 2001, and faced the prospect of a new
competitor, Microsoft Corporation, which was also planning a fall 2001 release of its XBox
machine.
In June 2000 Idei was named chairman and CEO of Sony, while Kunitake Ando, who had
headed the VAIO unit, was named president and COO. Rounding out the new management
team was Teruhisa Tokunaka, a former head of the PlayStation unit, who was named deputy
president and CFO. The new team faced a myriad of challenges in the rapidly changing
high-tech world of the early 21st century. One example was in Sony's music business,
which was being rocked by the industry-wide threat of the rampant and unauthorized
downloading of digital music files over the Internet. Sony joined other music giants in suing
Napster, the most obvious threat to their hegemony. The company also entered into a joint
venture with Vivendi Universal S.A. to develop an online subscription service that would
allow music downloads through what was called a 'virtual jukebox.' Such a service was part
of a new push by Sony into broadband delivery of the audio and video material owned by
its content arms. With its aggressive moves in the areas of games, networking, and delivery
of digital content, Sony was almost certain to remain a frontrunner in the ever broadening
field of consumer electronics and related platforms and services.
Principal Subsidiaries: Aiwa Co. Ltd. (50.6%); Intervision Inc.; Sony Ichinomiya
Corporation; Sony Inazawa Corporation; Sony Oita Corporation; Sony Enterprise Co., Ltd.;
Sony Kisarazu Corporation; Sony Kita Kanto Corporation; Kibo Industry Corporation;
Sony Chemicals Corporation; Sony Kohda Corporation; Sony Kokubu Corporation; Sony
Communication Network Corporation; Sony Computer Entertainment Inc.; Sony
Components Chiba Corporation; Sony Siroisi Semiconductor Inc.; Sony Life Insurance Co.,
Ltd.; Sony Senmaya Corporation; Sony Assurance Inc.; Sony/Taiyo Corporation; Sony
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23. Digital Products Inc.; Sony Denshi Corporation; Sony Tochigi Corporation; Sony Trading
International Corp.; Sony Nagasaki Corporation; Sony Nakaniida Corporation; Sony
Neagari Corporation; Sony Hamamatsu Corporation; Sony Pictures Entertainment (Japan)
Inc.; Sony Pictures Television Japan Inc.; Sony PCL Inc.; Sony Finance International, Inc.;
Sony Plaza Co., Ltd.; Sony Precision Technology Inc.; Sony Broadcast Products
Corporation; Sony Broadcast Media Co., Ltd.; Sony Bronson Corporation; Sony Marketing
Co., Ltd.; Sony Max Corporation; Sony Mizunami Corporation; Sony Minokamo
Corporation; Sony Miyagi Corporation; Sony Music Entertainment (Japan) Inc.; Sony
Logistics Corporation; Sony of Canada Ltd.; Sony Computer Entertainment America Inc.
(U.S.A.); Sony Corporation of America (U.S.A.); Sony Electronics Inc. (U.S.A.); Sony
Latin America Inc. (U.S.A.); Sony Magnetic Products Inc. of America (U.S.A.); Sony
Music Entertainment Inc. (U.S.A.); Sony Pictures Entertainment Inc. (U.S.A.); Sony
Argentina S.A.; Sony Comercio e Industria Ltda. (Brazil); Sony Componentes Ltda.
(Brazil); Sony da Amazonia Ltda. (Brazil); Sony Chile Ltda.; Sony de Mexico S.A. de C.V.;
Sony Corporation of Panama, S.A.; Sony Puerto Rico, Inc.; Sony de Venezuela S.A.; Sony
Austria GmbH; Sony DADC Austria A.G.; Sony Service Centre (Europe) N.V. (Belgium);
Sony Czech, spol. s.r.o.; Sony Nordic A/S (Denmark); Sony France S.A.; Sony Berlin
G.m.b.H. (Germany); Sony Deutschland G.m.b.H. (Germany); Sony Europe GmbH
(Germany); Sony International (Europe) G.m.b.H. (Germany); Sony Hungaria kft
(Hungary); Sony Italia S.p.A. (Italy); Sony Logistics Europe B.V. (Netherlands); Sony
Poland Sp.z.o.o.; Sony Portugal Ltda.; Sony C.I.S. A/O (Russia); Sony Slovakia Spol. Sr.
O.; Sony España, S.A. (Spain); Sony Overseas S.A. (Switzerland); Sony Eurasia Pazarlama
A.S. (Turkey); Sony United Kingdom Limited; Sony Computer Entertainment Europe
Limited (U.K.); Sony Entertainment Holdings Europe Ltd. (U.K.); Sony (China) Limited
(Beijing); Sony Corporation of Hong Kong Ltd.; Sony International (Hong Kong) Ltd.;
Sony India Limited; P.T. Sony Indonesia; P.T. Sony Electronics Indonesia; Sony
Electronics of Korea Corp.; Sony Electronics (Malaysia) Sdn. Bhd.; Sony Technology
(Malaysia) Sdn. Bhd.; Sony Philippines, Inc.; Sony Electronics (Singapore) Pte. Ltd.; Sony
Industries Taiwan Co., Ltd.; Sony Video Taiwan Co., Ltd.; Sony Magnetic Products
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24. (Thailand) Co., Ltd.; Sony Mobile Electronics (Thailand) Co., Ltd.; Sony Semiconductor
(Thailand) Co., Ltd.; Sony Siam Industries Co., Ltd. (Thailand); Sony Thai Co. Ltd.
(Thailand); Sony Vietnam Limited; Sony Australia Ltd.; Sony New Zealand Ltd.; Sony
Gulf FZE (United Arab Emirates); Sony South Africa (Pty.) Ltd.
Principal Competitors: Nintendo Co., Ltd.; Matsushita Electric Corporation; Motorola, Inc.;
Hitachi, Ltd.; Koninklijke Philips Electronics N.V.; Toshiba Corporation; Yamaha
Corporation; Victor Company of Japan, Limited; Sharp Corporation; Bose Corporation;
Samsung Group; Pioneer Corporation; SANYO Electric Co., Ltd.; Canon Inc.; AOL Time
Warner Inc.; BASF Aktiengesellschaft; Bertelsmann AG; Compaq Computer Corporation;
Daewoo Group; Dell Computer Corporation; EMI Group plc; Fuji Photo Film Co., Ltd.;
Fujitsu Limited; Harman International Industries, Incorporated; International Business
Machines Corporation; Intel Corporation; LG Electronics Inc.; Microsoft Corporation; NEC
Corporation; Nokia Corporation; Oki Electric Industry Company Limited; Viacom Inc.;
Virgin Group Ltd.; Vivendi Universal S.A.; The Walt Disney Company.
Chronology
Key Dates:
1946: Akio Morita and Masaru Ibuka found Tokyo Tsushin Kogyo Kabushiki
Kaisha (TTK).
1950: TTK introduces the first Japanese tape recorder.
1955: TTK begins selling Japan's first transistor radio; company goes public.
1958: Company's name is changed to Sony Corporation.
1960: Sony introduces the world's first transistor television.
1968: The revolutionary Sony Trinitron color television debuts; Sony enters
the record business through a joint venture with CBS Inc.
1975: Company launches the Betamax VCR.
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25. 1979: The Sony Walkman is introduced.
1982: Sony introduces the first CD player.
1985: Company introduces its first 8mm video camera.
1987: CBS Records, and its Epic and Columbia labels, is acquired for $2
billion.
1989: Columbia Pictures is acquired for $3.4 billion.
1994: The Sony PlayStation debuts.
1997: The VAIO line of PCs for the home market is launched.
2000: The PlayStation 2, featuring enhanced graphics, processing power,
and DVD and broadband capabilities, is released.
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26. Sony story
It was in 1946 that Masaru Ibuka and Akio Morita together with a small team of passionate
and committed group of employees started to build “Tokyo Tsushin Kenkyujo” (Totsuko)
or “Tokyo Telecommunications Research Institute” into the billion dollar global
conglomerate that it is today. The main objective of the company was to design and create
innovative products which would benefit the people.
From early attempts at creating products like the rice-cooker to the later success of creating
Japan‟s first magnetic recorder, the innovative company went on to create other hit products
which won the company widespread recognition and international acclaim as a truly global
company known for its quality and innovative products. Significant product milestones
included Japan‟s first transistor radio (1955), Trinitron colour television (1968), Walkman
personal stereo (1979), Handycam video camera (1989), PlayStation (1994), Blu-ray Disc
recorder (2003) and PlayStation 3 (2006).
The company name of Sony was created by combining two words of “sonus” and “sonny”.
The word “sonus” in Latin represents words like sonic sound. The other word “sonny”
means little son. Used in combination, Sony is supposed to represent a very small group of
young people who have the energy and passion towards unlimited creations and innovative
ideas. With the far-sight of expanding worldwide, it was in 1958 that the company formally
adopted “Sony Corporation” as its corporate name. Easy to pronounce and read in any
language, the name Sony, which has a lively ring to it, fits comfortably with the spirit of
freedom and open-mindedness.
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27. List of SONY Products
BRAVIA
The era of High Definition has arrived and Sony‟s Bravia LCD TVs are here to help you
fully enjoy its advantages. Innovation, creativity and technology come into play in the
creation of our LCD TVs, bringing an unprecedented level of realism and stunning clarity to
your movies, both visually and aurally. With slim and stylish designs, Bravia LCDs can fit
anywhere in your home. Additional features like faster response time and PC connectivity
help create the full entertainment experience.
X Series
Precision colour reproduction and high quality screen resolution are the key factors when
creating the Bravia X-Series. Including features like a Full HD (1920 x 1080) LCD panel,
Live Colour Creation and Sony‟s intelligent picture enhancement technology- the Bravia
Engine, your movies will come alive. The X-Series also offers astounding stereo sound to
match the spectacular visuals, providing you a wholesome entertainment experience.
Watching movies at home is never the same again.
W Series
The era of High Definition has arrived and Sony‟s Bravia LCD TVs are here to help you
fully enjoy its advantages. Innovation, creativity and technology come into play in the
creation of our LCD TVs, bringing an unprecedented level of realism and stunning clarity to
your movies, both visually and aurally. With slim and stylish designs, Bravia LCDs can fit
anywhere in your home. Additional features like faster response time and PC connectivity
help create the full entertainment experience.
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28. V Series
Enjoy stunning image quality and convenience with Sony‟s LCD Bravia V-Series, which on
top of an unprecedented degree of detail, also provides high connectivity, thanks to the
HDMI input that allows you to link up to any other HD sources like Blu-ray players,
PlayStation 3 gaming console and HD camcorders. It delivers an uncompressed, all digital
audio/ video interface between your Bravia TV and any HDMI-equipped audio/video
components. Turn your viewing into an incredible experience now.
S Series
The Sony Bravia LCD S-Series follows in the Sony Bravia line of high performance and
stylish LCD TVs. Thanks to Sony‟s unique S-PVA technology; you can now enjoy vivid
colours, wide viewing angles and quick response time. Designed to be versatile, the S-
Series is equipped with an extensive range of input interfaces; the PC input allows your TV
to double up as a computer monitor; while with HDMI, you can hook your TV up with
other compatible players. Experience the world of high definition now.
G Series
With Sony‟s Bravia LCD G series, you get to enjoy stylish design and superior image and
sound quality. Be it for home or office use, you will find the G-series a great addition. The
TVs come with user-friendly navigation, convenient front mounted controls, and an easily
comprehensible remote control. You can also adjust the angle of the TV to suit viewers‟
position with the base stand that can tilt, or choose to mount it on the wall with the Sony
wall mounting bracket.
Home Theatre System
Combining the latest in video and audio technologies, Sony has developed a series of Home
Theatre Systems that provides you with an enhanced home theatre experience. Our up
scaling DVD players ensure the delivery of the best in video performance while our Digital
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29. Signal Processing guarantees a surround sound environment. Some are even compatible
with the latest digital television and have dedicated audio input for connecting to your
portable digital music players.
Cyber-shot (Digital Camera)
Everyone can be a photographer with the wide range of Cyber-shot cameras of Sony that
aim to provide you utmost satisfaction. Packed with plentiful features like Super Steady
Shot, High Sensitivity and Real Imaging Processor, you can be sure that each of our Cyber-
shot cameras delivers a superior performance. To complement their functions, Sony has also
developed a series of accessories that specifically caters to the Cyber-shot range.
Handycam (Video Camera)
It doesn‟t matter if you are making family videos, filming documentaries or developing
feature films. Whatever the purpose, we have the right kind of camcorder you need and can
afford. Sony‟s Handycam® Camcorders have a variety of different features and functions
that help deliver spectacular video performances of stunning clarity.
VAIO
Combining form, function and the latest in technology, Sony provides a range of IT and
computing devices, storage media, accessories and peripherals to better serve all your IT
needs.
PlayStation
Gaming would not be the same without the invention of the Sony PlayStation series. In
addition to the highly popular PlayStation 2, there‟s the handy PlayStation Portable and
next-generation console PLAYSTATION 3. Powerful consoles must be accompanied with
compelling games, and Sony offers games of all genres to match your gaming preference.
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30. X-plod
If you spend long hours in your car everyday, it‟s important to equip it with enough
entertainment so that you‟ll never have a dull moment. Car audio entertainment need not be
limited to just your favorite radio stations or CDs. Thanks to Sony Xplod mobile
entertainment technology, you can enjoy music from more sources. You now can even
experience visual entertainment with our innovative Touch-Screen Multimedia Centre
receiver. Riding the car is never the same experience again.
Hi-Fi System
Audiophiles need look no further than Sony‟s selection of high-power Hi-Fi Systems that
can fill your whole room with high quality stereo sounds, thanks to superb speakers and
powerful components.
Sony Ericsson
With Sony Ericsson‟s colourful and innovative collection of mobile phones, you can
definitely find one that will fit into your lifestyle, budget and shows off your character.
We‟ve also created a series of handy mobile phone accessories so you can spruce up your
mobile phone‟s appearance, prevent it from damage, or enhance its usage
WEGA (CRT) TV
It‟s all about features, quality, style and price with Sony‟s CRT TVs. Our range of CRT
TVs offer analog and digital high-definition inputs, superior audio features and picture-
enhancing technologies for superior visual and aural results.
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31. Sony: The Leader in Product Innovation
The new millennium is here and Sony has plenty to celebrate. The company‟s approach –
doing what others don‟t – has paid off, in the form of great products that people covet.
Throughout its history, Sony has demonstrated an ability to capture the imagination and
enhance people‟s lives. The company has been at the cutting edge of technology for more
than 50 years, positively impacting the way we live. Further, few companies are as well
positioned to drive the digital age into homes and businesses around the world for the next
50 years and beyond.
Sony innovations have become part of mainstream culture, including: the first magnetic
tape and tape recorder in 1950; the transistor radio in 1955; the world‟s first all-transistor
TV set in 1960; the world‟s first color video cassette recorder in 1971; the Walkman
personal stereo in 1979; the Compact Disc (CD) in 1982; the first 8mm camcorder in 1985;
the MiniDisc (MD) player in 1992; the PlayStation game system in 1995; Digital Mavica
camera in 1997; Digital Versatile Disc (DVD) player in 1998; and the Network Walkman
digital music player in 1999.
Today, Sony continues to fuel industry growth with the sales of innovative Sony products,
as well as with the company‟s convergence strategy. Examples include: VAIO notebooks
that raise the bar in both form and function; digital cameras that capture pictures on a floppy
disk, CD-R or Memory Stick; a handheld device that lets you store and view photos as well
as moving photo; MiniDisc recorders with a digital PC Link to marry high quality digital
audio with downloadable music; DVD/CD multi-disc changers that playback both audio
and video; digital network recorders that pause, rewind and fast-forward "live" television
using a hard-disc drive; and Hi-Scan flat screen TVs that deliver near HDTV picture quality
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32. through Digital Reality Creation (DRC) circuitry.
But Sony is not just the market leader in consumer electronics.
Through research and development, the company has made considerable inroads in the
areas of professional broadcasting (with the creation of the Betacam, DVCAM, HDCAM
and 24P formats); mobile communications (with digital phones and the CLIE handheld);
PCs (with VAIO notebook and desktop computers); storage and media (with the invention
of the floppy disk, AIT and DTF drives, and the Memory Stick) and, now, the Internet.
Sony‟s future brand success will be determined by how the company meets the challenges
of change. Sony has always led the market in terms of innovation. But in a digital
networked world, products will no longer be developed with just hardware in mind. The
convergence of technologies – consumer electronics, computing and telecommunications –
is a reality, with new competitors forming and consumer mindshare up for grabs.
Broadband Network Era
Sony is a corporation with convergence at its very heart. Driven by an integrated business
model, the company is well positioned to bring new benefits to consumers by combining
hardware, software, content and services.
Sony‟s approach is to make it possible for consumers to enjoy various forms of content on
both "home networks," consisting of connected electronic devices, and "mobile networks"
that are accessible through mobile terminals.
Products such as the i.LINK® interface and Memory Stick® digital storage media provide
greater connectivity between digital devices and will help create seamless home and
personal networks.
From a hardware perspective, Sony‟s strategy is focused on four gateways to the networked
world: 1) Digital televisions and set-top boxes; 2) VAIO personal computers; 3) Mobile
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33. devices, such as the CLIE handheld devices and digital phones; and 4) PlayStation2 game
consoles.
The company‟s software strategy includes the development of new audio-visual
applications designed to personalize technology. Recent examples include updated Open
MG Jukebox music management software, and digital video editing products, such as
PictureGear, MovieShaker and DVGate.
Sony‟s vision is to give consumers easy, ubiquitous access to entertainment and information
anytime, anywhere – no matter whether the content comes from cable, satellite, terrestrial,
packaged media or the Internet.
In the company‟s view, the Internet is an "e.Playground" where consumers can collect,
share and manage everything from data and text information, to digital images, movie clips
and music. The result: New ways to enjoy Sony products.
Sony is also giving consumers new reasons to visit the Internet, including the recent launch
of SonyStyle.com, a new information rich, e-commerce site for everything Sony. Designed
to build a closer relationship between Sony and its customers, the site will offer a variety of
commerce, content, community and connectivity options planned for the near future.
Other new service offerings include www.ImageStation.com and www.eMarker.com.
ImageStation.com helps consumers create, share and enjoy digital pictures and video. The
service offers free online albums and eCards, and members can share their favorite pictures
as gifts, keepsakes and high-quality prints in a variety of sizes. Select Sony hardware and
accessories are also available for purchase in the ImageStation.com store.
eMarker.com is an online service that puts an end to the most frustrating part of hearing a
song on the radio -- not knowing the title or the artist‟s name. By pressing the button on the
tiny eMarker device, people can "eMark" songs they hear on the radio and locate the
information through the site.
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34. Sony has been at the forefront of the movement to help consumers adopt digital lifestyles,
which, in a broadband network era, means helping them maximize the power and control
found within digital technology.
However, even in this broadband network era, one fact about Sony remains the same: the
company‟s fundamental philosophy of providing products that are fun to use.
Sony‟s vision is not necessarily about refrigerators talking to toasters. It‟s about bringing to
market products that capture the imaginations of consumers and enhance their lives in the
process.
In the future, look for Sony to create entirely new forms of entertainment, blending movies,
computer generated worlds, games and music. Sony has the vision, technology and content
to forge a direction in consumer entertainment that no other company can match.
Promoting a World Class Brand
The phenomenal strength of the Sony brand worldwide is surely a testament to the
company‟s reputation for producing innovative products of exceptional quality and value.
And while traditional brand theory says brand essence should be narrowed down to one
element, Sony celebrates brand diversity -- with the Trinitron, VAIO and Walkman sub-
brands, to name just a few, each connecting with consumers across various lifestyle
segments.
Sony has the brand recognition and marketing savvy to create new product categories and
revitalize mature ones. Look no further than what the company did with the Walkman brand
and for the MiniDisc format.
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35. Sony, the company that changed the way the world listens to music with the introduction of
the Walkman personal stereo, again set its sights on transforming the portable music
landscape when it kicked off a comprehensive, integrated marketing campaign to relaunch
the Walkman brand in June 2000.
Titled "The Walkman Has Landed," the marketing campaign, which included broadcast,
print and online advertising; Internet and dealer events/promotions; and grassroots
consumer and public relations components; strategically communicated the lifestyle
attributes of the Sony Walkman line to generation Y, its primary target market.
Additionally, the campaign brought together an entirely new product line up comprised of
CD Walkman, MD Walkman and Network Walkman personal digital audio players.
The company knew that it needed to reinvent the Walkman brand for today‟s younger, more
digitally inclined music lovers. (To many, the brand had become generic, representing
"older," analog-based cassette technology.) Sony promoted a new Walkman ideology based
on personal freedom, independence, imagination and creativity in a way that appealed to
new techno-savvy, style-conscious consumers who favor digital downloading and ripping
CDs.
The star of the television commercial from the campaign is an alien character named Plato,
who is "quintessentially diverse and knows how to have fun." His persona offers Gen Y a
bit of humor and a good dose of enjoyment.
Another example of Sony‟s ability to reposition itself and its products is found in the
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36. MiniDisc. A huge success in Japan, where it has become the dominant recording format,
MD did not become a success in the U.S. until it was marketed as a digital music player that
could record from the Internet. With its inexpensive media and versatility (units are capable
of recording Internet music, tracks from personal CD collections and favorite songs off the
radio), MD has become a gen Y favorite. U.S. sales have increased by more than 40% since
the MD to PC link was introduced.
However, the company doesn‟t just rely on brilliantly executed advertising campaigns to
secure consumer attention. The company utilizes world class public relations to enhance
Sony‟s value, reputation and brand image. Communications campaigns are conducted on
both an individual product and strategic platform basis. This process ensures exposure for
the company‟s most important products as well as for the company‟s role in key industry
issues that cross multiple product categories and disciplines, including electronic music
distribution and digital television
Brand Values
When remarking about the importance of the Sony brand name, consider this quote from
Chairman of the Board, Norio Ohga: "In April of every year a large number of new
employees join the company. And what I always say to them is that we have many
marvelous assets here. The most valuable asset of all are the four letters, S, O, N, Y. I tell
them, make sure the basis of your actions is increasing the value of these four letters. In
other words, when you consider doing something, you must consider whether your action
will increase the value of SONY, or lower its value."
In the minds of consumers, Sony is one of the world‟s greatest brands -- the company was
once again rated the number one brand in the U.S. by the 2000 Harris poll. As noted, much
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37. of the brand equity Sony enjoys is rooted in product innovations.
However, to ensure the future of its brand, the company recently embarked on an extensive,
company-wide initiative in the U.S. designed to foster a common understanding of the Sony
brand among employees, customers and consumers. The project, dubbed Being Sony, was
necessitated because of expansive company growth, an influx of new employees, and
converging business opportunities.
Sony executives felt the need to clearly articulate the meaning and values inherent in the
Sony brand (to both internal and external constituencies), while re-examining the unique
relationship of the brand in American culture.
Despite involvement in disparate businesses, the company‟s desire is to leverage the brand
beyond the products -- the primary touchpoint with consumers, and add to the brand‟s value
by re-focusing it to the outside world.
In essence, Sony, the box manufacturer, is being replaced by a new Sony – a customer-
centric entity centered around broadband entertainment, yet driven by the venture spirit of
Sony‟s founding days.
We Help Dreamers Dream
Sony is a company devoted to the CELEBRATION of life. We create things for every kind
of IMAGINATION. Products that stimulate the SENSES and refresh the spirit. Ideas that
always surprise and never disappoint. INNOVATIONS that are easy to love, and
EFFORTLESS to use, things that are not essential, yet hard to live without.
We are not here to be logical. Or predictable. We‟re here to pursue INFINITE possibilities.
We allow the BRIGHTEST minds to interact freely, so the UNEXPECTED can emerge.
We invite new THINKING so even more fantastic ideas can evolve. CREATIVITY is our
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38. essence. We take chances. We EXCEED expectations. We help dreamers DREAM.
Things You Didn’t Know About Sony
Sony‟s first product was a rice cooker
Sony establishes its first major overseas operation in New York City (514 Broadway) in
1960 with a capital investment of $500,000. Sony becomes the first Japanese company in
the United States to make a public offering of 2 million shares of common stock in the form
of American Depository Receipts (ADRs) in 1961.
In 1986, Walkman was included in the Oxford English DictionaryBefore the Walkman
personal stereo became a worldwide brand name, it was introduced under a variety of
names, including the Soundabout in the U.S., the Stowaway in the UK and the Freestyle in
Australia.
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39. OBJECTIVE OF THE PROPOSED RESEARCH
1. To study the buying pattern of people towards consumer goods.
2. To determine the major factors influencing the buying decision process of the target
group.
3. To set out some basic marketing implications for the marketers to cater to different
needs of the targets group.
4. To have some insights on the relationship between marketing stimuli
and youth responses.
5. To serve as guideline for further research in this area
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40. Chapter -II
LITERATURE
REVIEW
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41. Literature review
Moneesha Pachauri
Nottingham University Business School
The Marketing Review, 2002, 2, 319-355
Consumer Buying Behaviour: a Literature Review In order to develop a framework for the
study consumer behaviour it is helpful to begin by considering the evolution of the field of
consumer research and the different paradigms of thought that have influenced the discipline.
As described in this article, a set of dimensions can be identified in the literature, which can be
used to characterize and differentiate, the various perspectives on consumer research. It is
argued that consumer behaviour itself emerged as a distinct field of study during the 1960s; and
is characterized by two broad paradigms, the positivist and the non-positivist. The positivist
paradigm encompasses the economic, behavioural, cognitive, motivational/trait/attitudinal,
and situational perspectives; these perspectives are referred to as the traditional perspectives as
they pre-date the development of the non-positivist paradigm. The positivist paradigm, which is
still the dominant paradigm, emphasizes the supremacy of human reason and that there is a
single, objective truth that can be discovered by science. This paradigm regards the world as a
rational and ordered place with a clearly defined past, present, and future. The assumption of
rationalism is therefore fundamental to the traditional perspective.
The opposing, non-positivist paradigm, envelops the interpretive and postmodern perspectives,
which have emerged more recently during the period post-1980 to date. The proponents of this
emerging perspective argue that positivism overemphasizes the rational view and the ideology
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42. of a homogenous social culture and thereby denies the complex social and cultural world in
which consumers live. This paradigm instead stresses, the importance of symbolic and
subjective experience and the idea that consumers construct meanings based on unique and
shared cultural experiences, and thus there can be no single unified world view.
Unsurprisingly, the two paradigms differ in their views on the benefits derived from
consumption and the objectives that underscore consumer research. The traditional, positivist
perspective takes a very utilitarian approach to the benefits from consumption. While the non-
positivist perspectives place much greater emphasis on the symbolic dimensions of choice. The
objective of non-positivist research endeavour is to achieve a better understanding of consumer
behaviour with no specific intent to influence consumer processes.Conversely, outcomes of
positivist research are directed toward advancing the goals of marketing practice. By identifying
the paradigmatic shifts within the field, this article aims to identify different streams of thought
that could guide future consumer research.
Introduction
Consumer is the study “of the processes involved when individuals or groups select, purchase,
use, or dispose of products, services, ideas, or experiences to satisfy needs and desires”
(Solomon 1995, 7). In the marketing context, the term „consumer ‟ refers not only to the act of
purchase itself, but also to patterns of aggregate buying which include pre-purchase and post-
purchase activities. Pre-purchase activity might consist of the growing awareness of a need or
want, and a search for and evaluation of information about the products and brands that might
satisfy it. Post-purchase activities include the evaluation of the purchased item in use and the
reduction of any anxiety which accompanies the purchase of expensive and infrequently-bought
items. Each of these has implications for purchase and repurchase and they are amenable in
differing degrees to marketer influence (Foxall 1987).
The Traditional Perspectives on Consumer Research
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43. This first section outlines the perspectives that emerged during the traditional-positivist era in
consumer research. Thus, a brief discussion onthe early models of buyer behaviour, proposed by
economists is presented,followed by a discussion on each of the traditional perspectives in
consumerresearch that emerged thereafter. These are the behavioural, cognitive, trait,
motivational, attitudinal, and situational viewpoints. Overall, the objective of this section is to
outline the features and the central arguments of each of these perspectives. While a detailed
analytical review of the paradigms is presented in section two, at this stage it is worth noting,
that the traditional perspectives while diverse with respect to the many aspects of consumer
behaviour they investigate, are fundamentally similar in terms of their philosophical and
methodological bases for undertaking the examination of consumer issues. That is, they are
built on the common foundations of “rationalism” and share allegiance to the principles of a
single traditional, positivist-based approach to consumer research.
The Rational Perspective
The economists were the first to dominate model building, in the area of buying behaviour. The
early economic view considered consumer behavior in terms of a single act of purchase itself,
and post-purchase reactions.
Economic theory holds that purchasing decisions are the result of largely “rational” and
conscious economic calculations. Thus, the individual buyer seeks to spend his income on those
goods that will deliver the most utility (satisfaction) according to his tastes and relative prices.
The antecedents of this view can be traced back to Adam Smith (1776). Alfred Marshall (1890)
consolidated the classical and neoclassical traditions in economics, into a refined theoretical
framework which came to be known as the theory of marginal utility. His theoretical work
aimed to simplify assumptions and thereby examine the effects of changes in single variables
(e.g., price) holding all other variables constant.
The Behavioural Perspective
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44. As mentioned above, in contrast to the economic view which underscores the importance of
internal mental processes in consumer decision making, the behavioural perspective emphasizes
the role of external environmental factors in the process of learning, which it is argued causes
behaviour. the behaviourists approach the consumer, as a “black box” and thereby assume that
consumer behaviour is a conditioned response to external events. The behavioural perspective
therefore focuses on external environmental cues (such as advertising) that stimulate consumer
response through learning. The strategic emphasis, of the behavioural modification theories, for
example, are to devise a set of expanded behaviour modification techniques (e.g., respondent
conditioning; operant conditioning; vicarious learning etc.) that can be used to influence,
modify, and control consumer behaviour (Peter and Nord 1982). While a number of researchers
have proposed models to study learning principles e.g., Thorndike (1911); Watson and Rayner
(1920), this view is represented by two major approaches to learning: classical conditioning and
instrumental learning.
The Cognitive Perspective
In contrast to behavioural theories of learning, the cognitive perspective stresses the role of
information processing in consumer decision making. This perspective views people as problem
solvers who actively use information from the world around them to master their environment
However, much debate surrounds the issue of whether or when people are actually aware of
these learning processes. On the one hand, there is some evidence for the existence of
unconscious procedural knowledge. That is, people apparently do process at least some
information in an automatic, passive way, which is a condition that has been termed
mindlessness (Langer 1983). Nonetheless, many modern theorists are beginning to regard some
instances of conditioning as cognitive processes, especially where expectations are formed
about the linkages between stimuli and responses. Studies using masking effects, wherein it is
difficult for subjects to learn CS/UCS associations, show substantial reductions in conditioning
(Allen and Madden 1985).
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45. The Evolution of Consumer Research
This section aims to paradigmatically identify the developments within the field of consumer
research. Paradigms in consumer research can be broadly classified as a set of fundamental
assumptions that researchers make about what they are studying and how they study it. As
described below, a set of dimensions as identified by the literature, are employed to characterize
and differentiate, chronologically, the paradigms enveloping various perspectives. To further
support the discussion, this section provides a diagrammatic representation of the evolution of
the field of consumer research6, as identified
Conclusion
Overall, it is argued that the study of consumer behaviour is rapidly evolving as researchers
recognize and implement new techniques and trans- disciplinary perspectives to understand the
nature of purchase and consumption behaviour. This wider view attempts to study consumer.
BUYER BEHAVIOUR TOWARDS ELECTRONIC GOODS
International Journal of Enterprise and Innovation Management Studies (IJEIMS) Vol. 1 No. 3
Mrs. K. RAJASELVI
Assistant Professor in Commerce, Emerald Heights College For Women
Finger Post Ootacamund- 6.
ABSTRACT
Buyer behavior is the outcome of both individual and environmental influences‟ –BOONE
KURTZ. Buyer behavior is a study of how individuals make decision to spend their available
resources (time, money and effort) on consumption related items (what they buy, why they buy,
When they buy, Where they buy, How often they buy and use a product or service).
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46. I. INTRODUCTION
Buyer behaviour is a study of how individuals make decision to spend their available resources
(time, money and effort) on consumption related items (what they buy, why they buy, When
they buy, Where they buy, How often they buy and use a product or service).
II.FACTORSINFLUENCEBUYERBEHAVIOUR
The major factors influencing buyer behaviour are cultural, social, personal and psychological.
III.BUYINGROLES
For many products, it is fairly easy to identify the buyer. Many other products involve a
decision making unit consisting of more than one person. Five roles people might play in a
buying decision.
1. Initiator: A person who first suggests the idea of buying the particular product or service.
2. Influencer: A person whose views or advice carries some weight in making the final decision.
3. Decider: A person who decides on any component of a buying decision. Whether to buy,
what to buy, how to buy,or where to buy.
4. Buyer: The person who makes the actual purchase.
5. User: A person who consumes or uses the product or service.
A company needs to identify these roles because they have implication for designing the
product, determining and allocating the promotional budget.
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47. IV. PURCHASE DECISION
In evaluation stage, the consumer forms preferences among the brands the choice set. The
consumer may also form a purchase intension to busy the most preferred brand.
V. RESULTS AND DISCUSSION
SOCIAL- ECONOMIC CONDITION OF THE RESPONDENTS
VI. BRANDAWARENESSAND PURCHASE DECISION
VII. POSSESSION OF ELECTRONIC GOODS
VIII. CONCLUSION
Despite the basic characteristics of consumers the behavior pattern of consumers are more or
less similar to eachother, particularly in the aspects like quality, preference and decision
making. However it is evident that the presentapproaches to draw the attention of customers are
not adequate. The consumers are particular about the appropriatesystem of distribution and
hence there is a great need for change in the distribution system. It may not be always correct to
say that consumers behave in the same way as it much depends on type of products, quality of
the products and price of the products. Therefore the producer must be paid special attention at
least with regard to price and distribution system to cover the large number of customers. This
is mainly because of the fact that the buying capacity of the consumers may not be equal to the
buying capacity.
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48. CHAPTER- III
RESEARCH
METHODOLOGY
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49. RESEARCH METHEDOLOGY
Research methodology is simple framework or plan for the study that is as guide in
collection and analyzing the data. It is the blue print that is followed in completes the study.
Thus, good research methodology ensures the completion of project efficiency and affectivity.
Since there are many aspect of research methodology, the line of action has to be chosen from
the variety of alternatives, to choose the suitable method through the assessment from various
alternatives.
Research can be classified from three perspectives:
1. Application of research study.
2. Objectives in undertaking the research.
3. Inquiry mode employed.
APPLICATION:
From the point of view of application, there are two broad categories of research:
PURE RESEARCH
APPLIED RESEARCH.
Pure research: It involves developing and testing theories and hypotheses that are
intellectually challenging to the researcher but it may or may not have practical application at
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50. the present time or in the future. The knowledge produced through pure research is sought in
order to add to the existing body of research methods.
Applied research: It is done to solve specific, practical questions; for policy formulation,
administration and understanding of a phenomenon. It can be exploratory, but is usually
descriptive. It is almost always done on the base basic research. Applied research can be carried
out by academic or industrial institutions. Often, an academic institution such as a university
will have a specific applied research program funded by an industrial partner interested in that
program.
Objectives:
From the viewpoint of objectives, a research can be classified as
-descriptive
-co relational
-explanatory
-exploratory
Descriptive research: It attempts to describe systematically a situation, problem, phenomenon,
service or program, or provides information about , say, living condition of a community, or
describes attitudes towards an issue.
Co relational research: It attempts to discover or establish the existence of a relationship/
interdependence between two or more aspects of a situation.
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51. Explanatory research: It attempts to clarify why and how there is a relationship between two
or more aspects of a situation or phenomenon.
Exploratory research: It is undertaken to explore an area where little is known or to
investigate the possibilities of undertaking a particular research study (feasibility study / pilot
study).
In practice most studies are a combination of the first three categories.
Inquiry Mode:
From the process adopted to find answer to research questions – the two approaches are:
Structured approach
Unstructured approach
Structured approach:
The structured approach to inquiry is usually classified as quantitative research. Here
everything that forms the research process- objectives, design, sample, and the questions that
you plan to ask of respondents- is predetermined. It is more appropriate to determine the extent
of a problem, issue or phenomenon by quantifying the variation, e.g. how many people have a
particular problem? How many people hold a particular attitude?
Unstructured approach:
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52. The unstructured approach to inquiry is usually classified as qualitative research. This
approach allows flexibility in all aspects of the research process. It is more appropriate to
explore the nature of a problem, issue or phenomenon without quantifying it. Main objective is
to describe the variation in a phenomenon, situation or attitude. e,g, description of an observed
situation, the historical enumeration of events, an account of different opinions different people
have about an issue, description of working condition in a particular industry.
Both approaches have their place in research. Both have their strengths and weaknesses.
In many studies you have to combine both qualitative and quantitative approaches. For
example, suppose you have to find the types of cuisine / accommodation available in a city and
the extent of their popularity.
Types of cuisine is the qualitative aspect of the study as finding out about them entails
description of the culture and cuisine The extent of their popularity is the quantitative aspect as
it involves estimating the number of people who visit restaurant serving such cuisine and
calculating the other indicators that reflect the extent of popularity.
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53. THE RESEARCH PROCESS
The research process is similar to undertaking a journey. For a research journey there are
two important decisions to make-
1) What you want to find out about or what research questions (problems) you want to find
answers to;
2) How to go about finding their answers. There are practical steps through which you must
pass in your research journey in order to find answers to your research questions. The path to
finding answers to your research questions constitutes research methodology.
At each operational step in the research process you are required to choose from a
multiplicity of methods, procedures and models of research methodology which will
help you to best achieve your objectives.
This is where your knowledge base of research methodology plays a crucial role.
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54. STEPS IN RESEARCH PROCESS:
1. Formulating the Research Problem
2. Extensive Literature Review
3. Developing the objectives
4. Preparing the Research Design including Sample Design
5. Collecting the Data
6. Analysis of Data
7. Generalization and Interpretation
8. Preparation of the Report or Presentation of Results-Formal write ups of conclusions reached.
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55. Objectives of Research
The objective of the study is to ensure that I as a management student develop in real life for
handling the specific project and also to develop all roundness in various management
activities related to the area of my specialization. This project gives me a substantial
corporate exposure and also serves as a useful tool of interaction with the corporate sector.
The project has been derived from the field of „Marketing‟ and is entitled as “Buying
Behavior/Need Analysis & Generation of Prospective Customer List for Sony Products in
Meerut”. The main idea behind this project is.
To get an overall view of the product sale, promotion and problem faced by SONY Products.
To make a knowledge about the market strategy of SONY in meerut .
Sample Size: 100
Primary Data: Questionnaire distributed among 100 customers.
Secondary Data: Internet, Magazines and Newspapers.
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56. CHAPTER -IV
ANALYSIS
&
INTERPRETATION
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57. DATA ANALYSIS
1. WHAT ARE YOUR FAVOURITE BRANDS OF ELECTRONIC PRODUCTS ?
favourite brands
70
60
50
40
30
20
10
0
SONY SAMSUNG LG TOSHIBA
Series 1 60 30 8 2
60 people says that SONY is the favourite brand of electronic products.
30 people says that SAMSUNG is the favourite brand of electronic products.
8 people says that LG is the favourite brand of electronic products.
2 people says that TOSHIBA is the favourite of electronic products.
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58. DATA IN PERCENTAGE :
2%
8%
SONY
30% SAMSUNG
LG
60%
TOSHIBA
60 % says that SONY is the favourite brand of electronic products.
30 % says that SAMSUNG is the favourite brand of electronic products.
8 % says that LG is the favourite brand of electronic products.
2 % says that TOSHIBA is the favourite brand of electronic products.
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59. 2. HAVE YOU HEARD THE BRAND OF SONY PRODUCTS ?
sony products
120
100
80
60
40
20
0
YES NO
Series 1 100 0
100 people says that they heard the brand of sony.
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60. Data in percentage :
0%
YES
NO
100%
100% says that they heard the brand of sony.
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61. 3. DID YOU KNOW ABOUT SONY PRODUCTS ?
sony products
35
30
25
20
15
10
5
0
CYBER HANDYCA PLAY WALK SONY
BRAVIA VAIO X-PLOD
SHOT M STATION MAN ERICSSON
Series 1 10 6 20 4 15 5 10 30
10 people says that they know about the BRAVIA .
6 people says that they know about the CYBER SHOT.
20 people says that they know about the VAIO.
4 people says that they know about the X-PLOD.
15 people says that they know about the HANDYCAM.
5 people says that they know about the PLAY STATION.
10 people says that they know about the WALK MAN.
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62. 30 people says that they know about the SONY ERICSSON.
Data in percentage :
10%
BRAVIA
30% 6%
CYBER SHOT
VAIO
20%
X-PLOD
10% HANDYCAM
5% PLAY STATION
15%
WALK MAN
4%
SONY ERICSSON
10 % says that they know about the BRAVIA .
6 % says that they know about the CYBER SHOT.
20 % says that they know about the VAIO.
4 % says that they know about the X-PLOD.
15 % says that they know about the HANDYCAM.
5 % says that they know about the PLAY STATION.
10 % says that they know about the WALK MAN.
30 % says that they know about the SONY ERICSSON.
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63. 4. WHICH PRODUCT YOU HAVE BUYED IN SONY OR HAVING
INTERESTED TO BUY ?
sony products
25
20
15
10
5
0
SONY
PLAY ERICSS HEAD
BRAVI CYBER X- HAND WALK TABLE SONY
VAIO STATI ON WEGA PHON
A SHOT PLOD Y CAM MAN T HI-FI
ON MOBIL ES
E
Series 1 5 10 15 2 8 5 10 20 2 8 0 15
5 people says that they have buyed BRAVIA or having interested to buy.
10 people says that they have buyed CYBER SHOT or having interested to buy.
15 people says that they have buyed VAIO or having interested to buy.
2 people says that they have buyed X-PLOD or having interested to buy.
8 people says that they have buyed HANDYCAM or having interested to buy.
5 people says that they have buyed PLAY STATION or having interested to buy.
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64. 10 people says that they have buyed WALK MAN or having interested to buy.
20 people says that they have buyed SONY ERICSSON MOBILE or having
interested to buy.
2 people says that they have buyed WEGA or having interested to buy.
8 people says that they have buyed TABLET or having interested to buy.
0 people says that they have buyed SONY HI-FI or having interested to buy.
15 people says that they have buyed HEAD PHONES or having interested to buy.
Data in percentage :
sony products
BRAVIA
5% CYBER SHOT
0% 15% 10%
VAIO
8%
15% X-PLOD
2%
HANDYCAM
PLAY STATION
20% 8% WALK MAN
5% 2%
10% SONY ERICSSON
WEGA
TABLET
SONY HI-FI
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65. 5 % says that they have buyed BRAVIA or having interested to buy.
10 % says that they have buyed CYBER SHOT or having interested to buy.
15 % says that they have buyed VAIO or having interested to buy.
2 % says that they have buyed X-PLOD or having interested to buy.
8 % says that they have buyed HANDYCAM or having interested to buy.
5 % says that they have buyed PLAY STATION or having interested to buy.
10 % says that they have buyed WALK MAN or having interested to buy.
20 % says that they have buyed SONY ERICSSON MOBILE or having interested
to buy.
2 % says that they have buyed WEGA or having interested to buy.
8 % says that they have buyed TABLET or having interested to buy.
0 % says that they have buyed SONY HI-FI or having interested to buy.
15 % says that they have buyed HEAD PHONES or having interested to buy.
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66. 5. FROM WHERE YOU LIKE TO BUY THE SONY PRODUCT AND WHY ?
sony stores
60
50
40
30
20
10
0
SONY WORLD SONY EXCLUSIVE MULTI-BRAND COUNTER
Series 1 56 26 18
56 people like to buy the sony products from SONY WORLD.
26 people like to buy the sony products from SONY EXCLUSIVE.
18 people like to buy the sony products from MULTI BRAND COUNTER.
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67. Data in percentage :
18%
SONY WORLD
SONY EXCLUSIVE
26% 56% MULTI-BRAND COUNTER
56 % like to buy the sony products from SONY WORLD.
26 % like to buy the sony products from SONY EXCLUSIVE.
18 % like to buy the sony products from MULTI BRAND COUNTER.
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68. 6. ARE YOU SATISFIED WITH PRICE RANGE WHICH OFFERED BY
SONY?
price range of sony
60
50
40
Axis Title
30
20
10
0
yes no
Series 1 50 50
50 people are SATISFIED with the PRICE RANGE of sony.
50 people are NOT SATISFIED with the PRICE RANGE of sony.
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69. Data in percentage :
50% 50% YES
NO
50 % are SATISFIED with the PRICE RANGE of sony.
50 % are NOT SATISFIED with the PRICE RANGE of sony.
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70. 7. ARE YOU SATISFIED WITH THE QUALITY OF THE SONY
PRODUCTS ?
quality of sony products
80
70
60
50
40
30
20
10
0
HIGHLY HIGHLY
SATISFIED INDIFFERENT DISSATISFIED
SATISFIED DISSATISFIED
Series 1 18 68 8 6 0
18 people are HIGHLY SATISFIED with the QUALITY of the sony products.
68 people are SATISFIED with the QUALITY of the sony products.
8 people are INDIFFERENT with the QUALITY of the sony products.
6 people are DISSATISFIED with the QUALITY of the sony products.
0 people are HIGHLY DISSATISFIED with the QUALITY of the sony products.
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