1. A
Project Research Report
On
SONY India Pvt. Ltd.
“CONSUMER BUYING BEHAVIOUR TOWARDS ELECTRONIC
GOODS WITH REFERENCE TO SONY IN JAIPUR REGION”
Award of degree of
Master of Business Administration (MBA)
Submitted By Submitted To
Baliram yadve Dr. Manish Jain
MBA 4thSEM. Head of the Department
RTU Roll No.-12MAIXX608 Department of Management
ARYA INSTITUTE OF ENGINEERING &TECHNOLOGY
KUKAS, JAIPUR (RAJ.)
2012-14

2. 2
Acknowledgement
I express my warmest thanks & deep sense of gratitude to the individuals for their generous
help in discussing the project and giving their valuable time in successful completion of this
project. Time to time I got constructive suggestions, guidance and encouragement.
I would like to express my deep thanks to Dr. Arvind Agarwal, President, Arya Group of
Colleges, Dr. Surendra Sharma, Director, Arya Institute of Engg. and Technology and
Prof. M. L. Gupta, Principal, Arya Institute of Engineering & Technology, Jaipur for
extending me the opportunity of presenting the Final year project and providing all the
necessary resources for this purpose.
With much pride and delight I would like to express my sincere thanks to Dr. Manish Jain
(Head of the department) for his excellent guidance and valuable suggestions throughout the
project work. I express heartfelt thanks to Ms. Anchal Sharma (Project Guide) for her
wonderful support and for giving me an opportunity to present project report on “CONSUMER
BUYING BEHAVIOUR TOWARDS ELECTRONIC GOODS WITH REFERENCE TO SONY
IN JAIPUR REGION”.
I also want to give my humble regards to Ms. Gundeep (Head- Training & Placement Cell),
Ms. Roopneet, Ms. Padma Sharma, Mr. Hitesh Tikyani , and Ms. Ankita Jain for their
valuable support and believe in my work. Without their sustained interest and encouragement,
this work could not have been possible to reach the state of completion with satisfaction. In
fact it is their real devotion to the development work, which instilled in me, the need of a
passionate commitment to pursue this project.I am also grateful to all my friends for providing
critical feedback and support whenever required. There are times in such projects when the
clock beats you time and again and you run out of energy, you just want to finish it once and
forever. Parents made me endure such times with their unfailing hum our and warm wishes.
I regret for any inadvertent omissions.
Baliram yadve
MBA 4thSEM.
RTU Roll No.-12MAIXX608

3. 3
PREFACE
Management of Modern business requires an opportunity of multidisciplinary concept and in
depth knowledge of specific analytical tools, geared to the solution the real life problems. No
doubt every real situation is unique but a set of theoretical tools of knowledge, itself based on
empirical foundation can help in developing the mechanism for handling such situation. So the
MBA curriculum has been desired to provide to the future manager sample practical
exposures to the business world.
Project study report is essential for the fulfilment of MBA curriculum. It provides an
opportunity to the student to understand the industry with special emphasis on the
development of skills in analysing interpreting practical problems through application of
management.
The essential aim of management should be to assist management in decision making and
improving the efficiency of the organisation.

4. 4
Executive Summary
Mobile phone market in India is going through major changes. Key players are losing market
share while new and young companies, mostly from Asian countries, are coming to the market.
At the same time the market is slowly expanding when people are buying more phones than
ever. The whole process of buying mobile phones has changed in the last few years. People
no longer carry the same phone year in year out, change is the fast technological development
of the phones. But also consumer‟s but they change their phone very year, some even twice a
year. One reason for these attitudes towards mobile phones has changed. Mobile phones are
no longer seen as expensive, hi-tech products, but they have become accessories like
jewellery or a piece of clothing. “Nokia is still the largest mobile phone company in the world,
but its long-term dominance is now challenged more than ever. Observers have begun asking
whether the cutting edge that has turned Nokia into the No 1 vendor still exists, as Nokia‟s
market share and revenues have been on the decline. Falling average sales prices (ASPs) and
market share have had an impact and forced Nokia to further re-think its strategy towards
developed and emerging markets.” This report gives an overview on what is happening on the
mobile phone market today and analyses Nokia‟s market position in the growing market. This
report includes a brief introduction to Nokia followed by an environmental analysis, SWOT
analysis of the company. Half way through the report you can find information about consumer
behavior and segmentation. At the end, this report introduces the main strategies and
objectives of Nokia for the competitive market. Finally we try to make a conclusion of the topics
discussed and attempt to give some possible answers to the question at hand.

5. 5
CONTENT
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

6. 6
CHAPTER - 1
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‟.

7. 7
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 Wage technology in its color televisions or the incredible color and clarity of BRAVIA
in its LCDs, they are engineering marvels that bring images to life of Meerut people.

8. 8
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.

9. 9
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 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

10. 10
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. 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

11. 11
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 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

12. 12
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
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

13. 13
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.
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

14. 14
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 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

15. 15
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 about 11 percent
of Sony's total sales.
Sony also sought to gain control of the software end of the

16. 16
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.

17. 17
1990s and Beyond: PlayStation, VAIO, and the Networked Future
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

18. 18
announcing Ohga's new leadership position. Under Morita's leadership, Sony's rise
to preeminence in the world 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

19. 19
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
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

20. 20
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 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

21. 21
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 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

22. 22
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 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.;

23. 23
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 (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.

24. 24
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.
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.

25. 25
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.

26. 26
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.
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,

27. 27
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 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.

28. 28
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.
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

29. 29
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.

30. 30
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 through

31. 31
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.

32. 32
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 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

33. 33
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.
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.

34. 34
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.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

35. 35
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
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

36. 36
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 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.

37. 37
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 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.

38. 38
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

39. 39
Chapter -II
LITERATURE REVIEW
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 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

40. 40
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
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

41. 41
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
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.,

42. 42
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).
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

43. 43
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).
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).

44. 44
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.
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

45. 45
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.

46. 46
CHAPTER- III
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
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.

47. 47
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.
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

48. 48
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:
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.

49. 49
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.

50. 50
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.

51. 51
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: 50
Primary Data: Questionnaire distributed among 100 customers.
Secondary Data: Internet, Magazines and Newspapers.

52. 52
CHAPTER
ANALYSIS & INTERPRETATION
DATA ANALYSIS
1. WHAT ARE YOUR FAVOURITE BRANDS OF ELECTRONIC PRODUCTS ?
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.
SONY SAMSUNG LG TOSHIBA
Series 1 60 30 8 2
0
10
20
30
40
50
60
70
favourite brands

53. 53
2 people says that TOSHIBA is the favourite of electronic products.
DATA IN PERCENTAGE :
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.
60%
30%
8%
2%
SONY
SAMSUNG
LG
TOSHIBA

54. 54
2. HAVE YOU HEARD THE BRAND OF SONY PRODUCTS ?
100 people says that they heard the brand of sony.
YES NO
Series 1 100 0
0
20
40
60
80
100
120
sony products

55. 55
Data in percentage :
100% says that they heard the brand of sony.
100%
0%
YES
NO

56. 56
3. DID YOU KNOW ABOUT SONY PRODUCTS ?
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.
BRAVIA
CYBER
SHOT
VAIO X-PLOD
HANDYCA
M
PLAY
STATION
WALK
MAN
SONY
ERICSSON
Series 1 10 6 20 4 15 5 10 30
0
5
10
15
20
25
30
35
sony products

57. 57
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.
30 people says that they know about the SONY ERICSSON.
Data in percentage :
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.
10%
6%
20%
4%
15%
5%
10%
30%
BRAVIA
CYBER SHOT
VAIO
X-PLOD
HANDYCAM
PLAY STATION
WALK MAN
SONY ERICSSON

58. 58
4. WHICH PRODUCT YOU HAVE BUYED IN SONY OR HAVING INTERESTED
TO BUY ?
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.
BRAVI
A
CYBER
SHOT
VAIO
X-
PLOD
HAND
Y CAM
PLAY
STATI
ON
WALK
MAN
SONY
ERICSS
ON
MOBIL
E
WEGA
TABLE
T
SONY
HI-FI
HEAD
PHON
ES
Series 1 5 10 15 2 8 5 10 20 2 8 0 15
0
5
10
15
20
25
sony products

59. 59
5 people says that they have buyed PLAY STATION or having interested to
buy.
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 :
5%
10%
15%
2%
8%
5%
10%
20%
2%
8%
0% 15%
sony products
BRAVIA
CYBER SHOT
VAIO
X-PLOD
HANDYCAM
PLAY STATION
WALK MAN
SONY ERICSSON
WEGA
TABLET
SONY HI-FI

60. 60
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.
5. FROM WHERE YOU LIKE TO BUY THE SONY PRODUCT AND WHY ?

61. 61
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.
Data in percentage :
SONY WORLD SONY EXCLUSIVE MULTI-BRAND COUNTER
Series 1 56 26 18
0
10
20
30
40
50
60
sony stores

62. 62
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.
6. ARE YOU SATISFIED WITH PRICE RANGE WHICH OFFERED BY SONY?
56%26%
18%
SONY WORLD
SONY EXCLUSIVE
MULTI-BRAND COUNTER

63. 63
50 people are SATISFIED with the PRICE RANGE of sony.
50 people are NOT SATISFIED with the PRICE RANGE of sony.
Data in percentage :
yes no
Series 1 50 50
0
10
20
30
40
50
60AxisTitle
price range of sony

64. 64
50 % are SATISFIED with the PRICE RANGE of sony.
50 % are NOT SATISFIED with the PRICE RANGE of sony.
7. ARE YOU SATISFIED WITH THE QUALITY OF THE SONY PRODUCTS ?
50%50% YES
NO

65. 65
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.
Data in percentage :
HIGHLY
SATISFIED
SATISFIED INDIFFERENT DISSATISFIED
HIGHLY
DISSATISFIED
Series 1 18 68 8 6 0
0
10
20
30
40
50
60
70
80
quality of sony products

66. 66
18 % are HIGHLY SATISFIED with the QUALITY of the sony products.
68 % are SATISFIED with the QUALITY of the sony products.
8 % are INDIFFERENT with the QUALITY of the sony products.
6 % are DISSATISFIED with the QUALITY of the sony products.
0 % are HIGHLY DISSATISFIED with the QUALITY of the sony products.
8 . ARE YOU SATISFIED WITH THE DURABILITY OF THE SONY PRODUCTS
?
18%
68%
8%
6%
0
HIGHLY SATISFIED
SATISFIED
INDIFFERENT
DISSATISFIED
HIGHLY DISSATISFIED

67. 67
1
0
pe
opl
e
are
HI
GH
LY
SA
TI
SF
IE
D
wit
h the DURABILITY of the sony products.
78 people are SATISFIED with the DURABILITY of the sony products.
4 people are INDIFFERENT with the DURABILITY of the sony products.
4 people are DISSATISFIED with the DURABILITY of the sony products.
4 people are HIGHLY DISSATISFIED with the DURABILITY of the sony
products.
Data in percentage :
HIGHLY
SATISFIED
SATISFIED INDIFFERENT DISSATISFIED
HIGHLY
DISSATISFIED
Series 1 10 78 4 4 4
0
10
20
30
40
50
60
70
80
90
AxisTitle
durability of sony products

68. 68
10 % are HIGHLY SATISFIED with the DURABILITY of the sony products.
78 % are SATISFIED with the DURABILITY of the sony products.
4 % are INDIFFERENT with the DURABILITY of the sony products.
4 % are DISSATISFIED with the DURABILITY of the sony products.
4 % people are HIGHLY DISSATISFIED with the DURABILITY of the sony
products.
9. RATE THE AFTER SALES SERVICES OF SONY .
10%
78%
4%
4%
4%
HIGHLY SATISFIED
SATISFIED
INDIFFERENT
DISSATISFIED
HIGHLY DISSATISFIED

69. 69
16 people says that AFTER SALES SERVICES of sony is EXCELLENT.
54 people says that AFTER SALES SERVICES of sony is GOOD.
24 people says that AFTER SALES SERVICES of sony is AVERAGE.
2 people says that AFTER SALES SERVICES of sony is POOR.
4 people says that AFTER SALES SERVICES of sony is VERY POOR.
Data in percentage :
EXCELLENT GOOD AVERAGE POOR VERY POOR
Series 1 16 54 24 2 4
0
10
20
30
40
50
60
after sales services

70. 70
16 % says that AFTER SALES SERVICES of sony is EXCELLENT.
54 % says that AFTER SALES SERVICES of sony is GOOD.
24 % says that AFTER SALES SERVICES of sony is AVERAGE.
2 % says that AFTER SALES SERVICES of sony is POOR.
4 % says that AFTER SALES SERVICES of sony is VERY POOR.
10. WHICH FACTOR INFLUENCE YOU TO PURCHASE THE SONY PRODUCT ?
16%
54%
24%
2%
4%
EXCELLENT
GOOD
AVERAGE
POOR
VERY POOR

71. 71
66 people says that COMPANY BRAND NAME influence them to purchase the
sony product.
30 people says that PRODUCT FEATURES influence them to purchase the
sony product.
0 people says that SERVICES influence them to purchase the sony product.
4 people says that PROMOTION ACTIVITIES influence them to purchase the
sony product.
COMPANY
BRAND
NAME
PRODUCT
FEATURE
SERVICES
PROMOTION
ACTIVITIES
PRICE
INFLUENCED
BY OTHERS
Series 1 66 30 0 4 0 0
0
10
20
30
40
50
60
70
AxisTitle
factors

72. 72
0 people says that PRICE influence them to purchase the sony product.
0 people says that they purchase the sony product on INFLUENCED BY
OTHERS.
Data in percentage :
66 % says that COMPANY BRAND NAME influence them to purchase the sony
product.
30 % says that PRODUCT FEATURES influence them to purchase the sony
product.
0 % says that SERVICES influence them to purchase the sony product.
4 % says that PROMOTION ACTIVITIES influence them to purchase the sony
product.
0 % says that PRICE influence them to purchase the sony product.
0 % says that they purchase the sony product on INFLUENCED BY OTHERS.
66%
30%
0%
4%
0
0
COMPANY BRAND NAME
PRODUCT FEATURE
SERVICES
PROMOTION ACTIVITIES
PRICE
INFLUENCED BY OTHERS

73. 73
11.WHERE DO YOU HEARD OF/GET INFORMATION OF SONY MOST OFTEN
?
62 people says that they get the information of sony products through
TELEVISION.
08 people says that they get the information of sony products through NEWS
PAPERS
16 people says that they get the information of sony products through
MAGAZINES.
14 people says that they get the information of sony products through FRIENDS
TELEVISION NEWS PAPERS MAGAZINES FRIENDS
Series 1 62 8 16 14
0
10
20
30
40
50
60
70
information of sony

74. 74
Data in percentage :
.
62 % says that they get the information of sony products through TELEVISION.
08 % says that they get the information of sony products through NEWS
PAPERS
16 % says that they get the information of sony products through MAGAZINES.
14 % says that they get the information of sony products through FRIENDS
62%
8%
16%
14%
information of sony
TELEVISION
NEWS PAPERS
MAGAZINES
FRIENDS

75. 75
12 .WHEN YOU PREFER TO BUY SONY PRODUCTS ?
54 people says that they prefer to buy the sony products on SALES OFFER.
46 people says that they prefer to buy the sony products on DISCOUNT
OFFER.
SALES OFFER DISCOUNT OFFER
Series 1 54 46
42
44
46
48
50
52
54
56
preference

76. 76
Data in percentage :
54 % says that they prefer to buy the sony products on SALES OFFER.
46 % says that they prefer to buy the sony products on DISCOUNT OFFER.
54%
46% SALES OFFER
DISCOUNT OFFER

77. 77
13.OVER ALL RATE THE SONY ?
28 people rate the sony EXCELLENT.
64 people rate the sony GOOD.
6 people rate the sony AVERAGE.
2 people rate the sony POOR.
0 people rate the sony VERY POOR.
EXCELLENT GOOD AVERAGE POOR VERY POOR
Series 1 28 64 6 2 0
0
10
20
30
40
50
60
70
AxisTitle
rating of sony

78. 78
Data in percentage :
28 % rate the sony EXCELLENT.
64 % rate the sony GOOD.
6 % rate the sony AVERAGE.
2 % rate the sony POOR.
0 % rate the sony VERY POOR.
ANALYSIS AND INTERPRETATION
Over all analysis :
28%
64%
6%
2% 0
rating of sony
EXCELLENT
GOOD
AVERAGE
POOR
VERY POOR

79. 79
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.
100% says that they heard the brand of sony.
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.
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.
56 % like to buy the sony products from SONY WORLD.
26 % like to buy the sony products from SONY EXCLUSIVE.

80. 80
18 % like to buy the sony products from MULTI BRAND COUNTER.
50 % are SATISFIED with the PRICE RANGE of sony.
50 % are NOT SATISFIED with the PRICE RANGE of sony.
18 % are HIGHLY SATISFIED with the QUALITY of the sony products.
68 % are SATISFIED with the QUALITY of the sony products.
8 % are INDIFFERENT with the QUALITY of the sony products.
6 % are DISSATISFIED with the QUALITY of the sony products.
0 % are HIGHLY DISSATISFIED with the QUALITY of the sony products.
10 % are HIGHLY SATISFIED with the DURABILITY of the sony products.
78 % are SATISFIED with the DURABILITY of the sony products.
4 % are INDIFFERENT with the DURABILITY of the sony products.
4 % are DISSATISFIED with the DURABILITY of the sony products.
4 % people are HIGHLY DISSATISFIED with the DURABILITY of the sony
products.
16 % says that AFTER SALES SERVICES of sony is EXCELLENT.
54 % says that AFTER SALES SERVICES of sony is GOOD.
24 % says that AFTER SALES SERVICES of sony is AVERAGE.
2 % says that AFTER SALES SERVICES of sony is POOR.
4 % says that AFTER SALES SERVICES of sony is VERY POOR.
66 % says that COMPANY BRAND NAME influence them to purchase the sony
product.
30 % says that PRODUCT FEATURES influence them to purchase the sony
product.
0 % says that SERVICES influence them to purchase the sony product.
4 % says that PROMOTION ACTIVITIES influence them to purchase the sony
product.
0 % says that PRICE influence them to purchase the sony product.
0 % says that they purchase the sony product on INFLUENCED BY OTHERS.
62 % says that they get the information of sony products through TELEVISION.

81. 81
08 % says that they get the information of sony products through NEWS
PAPERS
16 % says that they get the information of sony products through MAGAZINES.
14 % says that they get the information of sony products through FRIENDS
54 % says that they prefer to buy the sony products on SALES OFFER.
46 % says that they prefer to buy the sony products on DISCOUNT OFFER.
28 % rate the sony EXCELLENT.
64 % rate the sony GOOD.
6 % rate the sony AVERAGE.
2 % rate the sony POOR.
0 % rate the sony VERY POOR.