Research Articles Base: Company Mission / Corporate Objectives

Australian Gas Light Company

Australian Gas Light Company Since 1837 Australians have been discovering the utility of The Australian Gas Light Company’s services. Australia’s first energy company, AGL is the major electricity retailer in Australia and operates an electricity network. It is also a top gas retailer and distributor in Australia and New Zealand. AGL retails gas and electricity to 3 million residential, commercial, and industrial customers and has interests in gas transmission networks in Australia and New Zealand and has a gas company in Chile. AGL provides energy infrastructure through its Agility unit. The group plans to buy Southern Hydro in 2005 and then split its retail energy and infrastructure operations into two listed companies (). Company’s Mission AGL’s continuing ambition is for their stakeholders to be their advocates. AGL see this as a barometer of their success.  For each key stakeholder groups have specific ambitions, linked to this philosophy. These are to: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> delight customers so they choose AGL first </li> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> reward shareholders so they feel good about their investment </li> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> motivate people so they want to achieve </li> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> give back to the community</li> </ul> Company’s Values The company’s purpose is to use energy to help people get on with their lives.  At the core of this effort is expertise in the energy industry, what they call energy know-how.  Underpinning that is a set of common values to guide behavior, thinking and decisions.  These values are achievement, credibility and teamwork. To AGL: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> achievement means working towards desired outcomes, reaching goals, making the right things happen and celebrating successes </li> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> credibility means being honest, acting with integrity and being good at what we do </li> <li class="MsoNormal" style="color: black; text-align: justify; line-height: 200%; margin-bottom: 1.5pt"> teamwork means working well together for a common purpose</li> </ul> AGL want to continue to be known as the leading Australian energy company, whose expertise can be depended upon (www.agl.com.au). Leadership Models Employment Practices – AGL’s workforce is drawn from a range of people with diverse skills and backgrounds. Their objective is to attract and retain high performing people. Health, Safety and Environment – Keeping people safe and protecting the environment is essential to the way doing business at AGL.  The ongoing commitment and passion for making the workplace safer has resulted in AGL being a leader in safety performance within the energy industry. Remuneration and Awards to Employees – AGL offer a market rated remuneration structure which aligns with other leading Australian organizations.  AGL remuneration structure is a combination of both fixed salary and incentives, both of which are aligned to performance.   Credit:ivythesis.typepad.com

Australian Gas Light Company

Australian Gas Light Company Since 1837 Australians have been discovering the utility of The Australian Gas Light Company’s services. A...

Precious Books Company : It’s strengths and weaknesses and the marketing approach

Table of Contents  TOC \o “1-3″ \h \z \u 1.     Executive Summary.. PAGEREF _Toc217380564 \h 2 2.     Section 1. PAGEREF _Toc217380565 \h 2 2.1       Philosophy. PAGEREF _Toc217380566 \h 2 2.2       Vision.. PAGEREF _Toc217380567 \h 2 2.3       Mission Statement PAGEREF _Toc217380568 \h 3 2.4       Description of Business / Products. PAGEREF _Toc217380569 \h 4 2.5       Target Market PAGEREF _Toc217380570 \h 4 2.6       Customer Base. PAGEREF _Toc217380571 \h 5 3.     Section 2. PAGEREF _Toc217380572 \h 6 3.1       Sources of Competitive Advantage. PAGEREF _Toc217380573 \h 6 3.2       Competitive Business Strategy. PAGEREF _Toc217380574 \h 6 3.3       Marketing Mix. PAGEREF _Toc217380575 \h 7 4.     Section 3. PAGEREF _Toc217380576 \h 11 4.1       Business Legal Format and organizational Structure. PAGEREF _Toc217380577 \h 11 5.     Section 4. PAGEREF _Toc217380578 \h 13 5.1 Business Controls. PAGEREF _Toc217380579 \h 13 6.     Conclusion.. PAGEREF _Toc217380580 \h 15 6.1 Strategic Direction.. PAGEREF _Toc217380581 \h 15 7.     Reference.. PAGEREF _Toc217380582 \h 18     1.    Executive Summary Precious Books Company is a new business and need to be known in the marketplace. This time, the company wanted to please Saudi Arabian audiences.  This report provides intensive marketing and implementation plan, including the market segmentation plan that Precious Books Company can be used to meet the needs and expectations of Saudi Arabia audiences. To gain management buy-in, the integrated marketing communications plan for launching the Precious Books Company performances considered marketing approaches. Based on the analysis conducted, with Precious Books Company, they can be able to gain competitive advantage in Saudi Arabia community. This paper also tackles information about the strengths and weaknesses of the company and the marketing approach that should be considered. 2.    Section 1 2.1     Philosophy             The company that will be given emphasis in this marketing plan is Precious Books Company. This book store is committed to excellences and that can be found on their efficient services. The company believed that their clients are their greatest asset and the company is dedicated to serve their needs.             2.2     Mission Statement             We are to become the leader in delivering or providing excellent service to our target audiences. Our company wants to make our services affordable to our target audience and to provide academic books to meet audience expectations.             We are deliver superior and high quality services for our audiences through the quality and academically related books and good relationship. Our company exists to attract and maintain audiences. When the audience adheres to its maxim, everything else will fall into places. Our company’s services will exceed expectation of our target audiences. 4.            Business Aim / Objective Precious Books is a new business established to provide all your academic Books and computer needs. We offer books that enables cognitive growth and to help the students in different universities have alternative sources aside from their textbooks.  We provide computer systems, parts, software, etc. that will be suitable for your budget.  Also the company is dedicated to ensure quality products and services before and after sales. Precious Books, we offer a secure on-line ordering process. A computer system provided to the universities at affordable cost and having the latest and fastest equipment built to satisfy the individual’s needs. And we offer office works software that would change the working place. 2.3     Description of Business / Products             As mentioned above, this business aims on providing academic services through books and computer related software.  The lists of the product will be available for the on-line marketing purposes so that customers and clients will easily get the products information and the price.   Table 1 Previous Books Product Lines 		Products 		Product Description 		Pricing 		Books <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Best 			Seller Academic Books </li> <li class="MsoNormal" style="text-align: justify"> Books 			for children and adults </li> <li class="MsoNormal" style="text-align: justify"> 			Magazines and other Journals </li> </ul> 		  		  		All the books are included especially 		those best selling books that are proven to help students achieve 		academic excellence.  The company is offering clear prints for all the 		books and magazines that would be helpful for students.  		  		  		  		The prices of the products are 		definitely lower and affordable for all the target consumers. The price 		will range from .95-.95. 		Computer Products <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> 			Computer parts </li> <li class="MsoNormal"> 			Computer software (Office Automation  and Collaboration Software) </li> <li class="MsoNormal" style="text-align: justify"> School 			Computer </li> </ul> 		  		  		  		The company will provide all quality 		and up graded computer products that will be suitable for office needs 		and school needs. 		  		The prices of the products will be 		depended on the needs of the customer or clients and that will include 		the services that will be offered together with the purchase products.   2.4     Target Market For the Precious Books Company  become successful the company must be able to determine first its target market.  The company must used demographics to group or to determine the target markets of the company.  Demographics include profiles of the consumers and these profiles would determine the behavior of the consumers.  The Precious Books Company will make its focus on its target market in a different level of recognition.  The total markets (consumers or clients) will be divided into smaller, comparatively homogenous groups. Basically, its goal is to group its customers with similar or analogous characteristics, behavior and needs.  The main target is to offer its Academic book products to its target market demanding the said products and to offer quality computer system and tools to the customers from School to their office needs and to give proper marketing strategies for each consumer. Demographics is used in order to statistically analyze the total market, subdividing the clients according to their ages, gender, income distribution most especially, diving them into Academic books customer and Computer system customers.  Age will be from 4 years old Academic to adult ages , either male or female whose purpose is to make enhance their studies.  For computer products, any age as long as computer literate.  Office customers will be provided with different software and packages and School customers will be provided with simple computer tools both affordable and quality products.   2.5     Customer Base             The customer base will mostly cater those individuals within universities and other parts of Saudi Arabia who wishes to have a good academic skills and grants. It can be said that the target audiences also includes students from 6 universities in Saudi. This include, King Fahd University for Petroleum and Minerals, Ki g Faisal University and Prince Mohammad University which are located at Dammam and other three Universities including King Saud University, Imam Muhammad bin Saud Islamic University and King Saud bin Abdul-Aziz University for Health Sciences all located at Riyadh. It can be said that the marketing strategy of the company to penetrate these universities will be the same for all universities. 3.    Section 2 3.1   Sources of Competitive Advantage Based on the given case, it ca be said that the source of competitive advantage of core competencies of PRECIOUS BOOKS COMPANY includes the management and their employees and staffs. Their main competencies are the ability of the management to determine the possible demands of their target audiences in terms academic needs and computer needs. Ensuring the quality of their products shown for their target audiences is another core competency of the company over their rival companies. The strongest point of Precious Books Company is the ability of the company to provide modern and contemporary academic books for their clients through their highly trained and professional staff and professors. In addition, the PRECIOUS BOOKS COMPANY will also include programs that would help the students in their academic studies. 3.2     Competitive Business Strategy The main goal of the company is to provide superior quality school that will cater to the needs of people who wants to be academically skilled. The company exists to attract and retain their target market.  The objectives of the company are to maintain steady, positive, and growth each month in the Saudi Arabia market In addition, the company also aims to generate more sales for their performances and experience an increase in new clients who are turned into long-term clients. In addition, the company’s financial objective is to be able to be known as a book stores inside the universities In a company like Precious Books, the firm has to try to attain this level of marketing position as a way of staying and maintaining sustainable competitive advantage.  In this regard, the school must be able to determine an efficient and effective marketing approach to be successful in the Saudi Arabia market. In addition, one of the objectives of the intended strategies of Precious Books Company is to improve their means of promoting their business to people who mostly need their help.  This strategy will help overcome competition as well as increase profit margins. For this purpose, this intended strategy attempt to focus on their existing promotional aspects. Precious Books Company will change its focus to differentiate itself from the existing books and computer system and improve the business by filling the real need of adults and office workers or business professionals in terms of having a diversion for their computer software.             The approach that will be implemented as part of this marketing plan is the use of integrated communication. This can be used to create and sustain close relationship with the enrolled adults and office workers.   3.3   Marketing Mix ·         Price: Ø  Our customers includes students from different universities which have been mentioned above Ø  The pricing approach tends to use the market penetration strategies since the company intends to have penetrated and enter the Universities market easily with eventual market control. In this regard, the initial price would be low as compared to the existing book and computer stores.       To be able to make the book and computer stores more appealing to the target market and as a new entrant, PRECIOUS BOOKS COMPANY will give its target audience an affordable cost with high quality academic services.  The school will give the audiences a price which is lesser than the existing acadmic services in Saudi Arabia so that the target market will be encourage to try the services of PRECIOUS BOOKS COMPANY. Even if the company provides lower cost, PRECIOUS BOOKS COMPANY will also ensure that the cost tagged to its services and academic sessions is enough to give profit to the entire company. Precious Books Company will identify different regional or national consumers, distributors as our primary audiences.   ·         Place:   Ø   The location of the school will be in Riyadh, this is to ensure that Universities in Saudi and their students will be easily see and avail their services. Ø   Our school is in the Commercial Building so it will near our target market and our customers.         For PRECIOUS BOOKS COMPANY, marketing placement and distribution strategy, the school intends to increase our market share for our newly developed academic approaches. In doing so, the school will integrate pricing, advertising and sales promotion strategies. In this regard, the school will be able to position and distribute our academic services in Saudi Arabia market, promote its new product and overcome strong competitors. As PRECIOUS BOOKS COMPANY aims to preserve its company standards and conduct efforts that will directly address its objectives, this growth strategy will be applicable.       Precious Books Company services will be distributed through the school establishment that will be provided to students who will enroll to the school. In addition, the service will also be distributed to the community within Saudi Arabia. In this way, our company will be able to cover a higher level of market coverage. The level of profitability in this distribution channel is relatively high as our services are directly made accessible to the consumers. In addition to retailers, the PRECIOUS BOOKS COMPANY will also be distributed through online market. By developing a company website that will cater to provide information online, PRECIOUS BOOKS COMPANY will be able to open a new channel at an even greater market range. This will also allow the active adults and problematic individuals target segment to be aware of the academic and computer store.   ·         Product: Ø  Individuals: audience who wants to improve their academic achievement Ø  Let the customers can be advance release of their minds  Precious Books Company philosophy is that whatever needs to be done to make the customer happy must occur, even at the expense of short-term profits.  In the long term, this investment will pay off with a fiercely loyal customer base that is extremely vocal to our friends with referrals.   Ø  Promotion: ·         Promotion will go to the Universities which include King Fahd University for Petroleum and Minerals, King Faisal University and Prince Mohammad University which are located at Dammam and other three Universities including King Saud University, Imam Muhammad bin Saud Islamic University and King Saud bin Abdul-Aziz University for Health Sciences located in Dammam and Riyadh, ·         Corporate advertising for students to identify the book and computer stores PRECIOUS BOOKS COMPANY will use print advertisements, and video advertisement and the context of e-marketing. The communication and promotion strategy will tend to reach customers from all over Saudi Arabia. Since the trend in the market place is the use of e-marketing, PRECIOUS BOOKS COMPANY will also include a website to make our company more accessible even in the international market. Pamphlets must be prepared to be given to the community and the market place. The pamphlets include the summary of the information given about the significance of academic skills on having quality living. It can be said that before the school program will start, the facilitator must be able to determine which topic will be given emphasis and who will be the participants. The book and computer stores curriculum will identify the specific needs of different clients. In terms of the academic curriculum design, the facilitator may use the preceded/process mode. Since the project give focus more on outcomes and not on inputs, it can be said that such program design is appropriate to use. The most successful advertising will be banner ads, TV ads and inserts in the Saudi Arabia premises as well as a PR campaign of informational articles and reviews also within Saudi Arabia. 4.    Section 3 4.1   Business Legal Format and organizational Structure 4.1.1     Premises One of the important things to consider is to find the right premise for the business. This is a very crucial aspect because the profit will depend on how and where a company established the business and launch it.  Since Precious Books Company is a school, the company should consider investing on building premises. Herein, the management should buy a space for establishing the business in the central market of Saudi Arabia. Finding a place in market hub locations can be helpful for making Precious Books Company be known in the Saudi Arabian market. 4.1.2     Recruitment and Personnel Management The management of the company must be able to implement effective human resource management, specifically in terms of recruiting and selecting the most appropriate personnel to make the business a success. The company will use an effective recruitment and selection approaches so as to hire skilful and efficient managers and instructors and psychologists to ensure competitiveness of the business in market and they also use standardized human resource management policies to ensure smooth operations in the entire region. These primary activities are the first steps done in hiring people. In selecting the right employee in the managerial position, the organisation takes note of several factors; however, positive work attitudes and technical skills appear to be the most prioritised qualities needed from employees to be hired (Rowden, 2002) in Precious Books Company.  The position that should be considered includes the following: Table 1 Description of Employees to be recruited 			Designation 			Degree/Diploma 			Work Experience 			Professor: 			  			Master in Worldview Studies 			Professional Diploma in Education 			  			Over 15 years 			  			Senior Instructor: 			  			Degree in Worldview Studies 			Professional Diploma in education 			 			  			Over 10 years experience 			 			  			Account Clerk and reception 			Bachelor in Office Administration/ 			  			2 years experience in doing 			clerical works.   The work of the senior instructor and professor will be integrated to ensure that goal and purpose of the client in doing the lesson will be met. 5.    Section 4 5.1 Business Controls 5.1.1 Management             The management will be responsible for handling overall operations of the Precious Books Company, including the marketing and business strategies. The management are also responsible for public relations operations to ensure that the company has been able to reach their target market upon their launch. The management is also responsible for reviewing and monitoring the situation in the business quarterly to know achievement of the company each quarter and what should be done to increase public awareness. All in all, the management must be consistent across organizations. 5.1.2 Sales The employees including the t faculty members department are exemplary when it publishing new books and computer systems to meet the needs of the students at different universities.  The knowledgeable employees are a leap against its competitors and the sales team is responsible for making the business a success.  In addition, the company will have experienced professors and instructors to meet the needs of the clients. 5.1.3 Costs             These are the estimated costs that will be considered upon the launch of the company. The advertisement of the entire project focuses on the TV, Newspaper ads, flyers as well as the Internet. Each TV advertisement causes 0 dollars per 30 second ad per station. The newspaper ads cost 0 per advertisement; furthermore, the flyers cost 0, where in .10 each (Jacksack 2008). 		Communication 		Estimated Quantity 		Estimated Cost Per Unit 		Estimated Subtotal 		Flyers 		5,000 		.10 		0 		Television 		10 		0 		000 		Website 		1 		0 		0 		Sponsorship 		3 		0 		0 		Total 		  		  		750               This communication and marketing costs will focus on the relationship of the organization towards the primary market.   6.    Conclusion 6.1 Strategic Direction 6.1.1 Future Opportunities Since PRECIOUS BOOKS COMPANY is not that familiar with the local Saudi Arabia audiences, conceptualizations of the value propositions of the business performances and entertainment are highly in synch with the traditional culture and entertainment in the Saudi Arabia audiences. In this regard, marketing approach come relatively easier to PRECIOUS BOOKS COMPANY management to enter Saudi Arabia audiences to reach their target market easily. Such market situation should be taken advantage by the management to gain competitive edge against other entertainment industries, which are performing in front of Saudi Arabia audiences to gain attention and informing them the benefits of book and computer stores to release negative energies.      6.1.2     Future Threats In terms of the threats, one of the threats facing Precious Books Company is with regards to the expenses and the inability to provide enough financial resources for each performance to be made within the specific market place. Aside from these, the threat of the exiting entertainment company may also affect the market entrants of Precious Books Company at Saudi Arabia audiences.   6.1.3     Future Direction Based on the analysis, the company is in need of a comprehensive marketing strategy to ensure market success in the Saudi Arabia audiences. For this strategic development plan, it is recommended that the management of PRECIOUS BOOKS COMPANY should focus on managing all their employees and talents of the company.  In addition, to be able to maximize their advantage in entering the Saudi Arabia audiences, the management should be able to manage this strategically. In line with the marketing development, the company should maximize the use of their financial resources in the latest trends in the market environment.  They also need financial resources, to sustain their strategic development in considering employee trainings to ensure that the changes in line with their interactive media planning sill be successful. There are various factors that affect the success of the company market entry strategy. One of these is the context of organisational culture. Accordingly, with an enhanced organisational culture, and change, both the management and the employees are extremely involved in a constant joint effort to enhance the quality of the firm’s products or services at every level through strategic renewal. This then involves an impact similar to that of a chain reaction in which, the united goal of the organization to improve its services will eventually enhance their customers’ satisfaction and minimize the firm’s total costs. Another factor includes the leadership ability of the management (Appelbaum, St. Pierre & Galvas, 1998). The role of the leaders for example, is significant in developing organizational efficiency to successfully implement strategic changes. According to Bohn (2002), efficient leaders have the ability to view the future. They are equipped with compelling abilities to visualize where things will naturally end or lead to. Unlike other people, individuals with leadership abilities see things that are not noticeable or obvious to others. In addition, leaders have the ability to build and establish confidence to others (Bohn, 2002). It can also be said that the resources, capabilities, and business environment of an organisation or industry can all contribute to the efficacy or success of implementing this strategic changes for Precious Books Company. The company should then design a project plan for this strategy. Important resources that will serve as the strategy’s framework should be prepared. It is also suggested that the company develop a monitoring system, which will regularly evaluate the strategy’s progress. This will be helpful for detecting problems ahead of time as well as in implementing strategy changes or improvements. In this strategic development, it can be said that the commonness of the two is the initiation of the strategic planning. Accordingly, strategic Planning is part of the strategic development wherein the management team identifies ways and techniques to initiate the development or execute their objectives.  Strategic planning can be utilised when an organisation intends to instigate or initiate a certain project, in this case the PRECIOUS BOOKS COMPANY information technology development and interactive media development and the marketing strategy development that will enhance the competitiveness of the organisation (Elkin, 1998). The strategic plan for each development, specifically in terms of their resource planning, assures that the company only utilised a strategic planning approach that will benefit the company to achieve its goal. In this manner, the management of PRECIOUS BOOKS COMPANY should be able to incorporate strategic planning and implementation in line with its resources for both strategic developments. 7.    Reference Appelbaum, SH, St. Pierre, N & Glavas, W (1998), “Strategic organizational change: the role of leadership, learning, motivation and productivity”. Management Decision, vol. 36, no. 5, pp. 289–301. Bejou, D & Palmer, A (1998), ‘Service failure and loyalty: an exploratory empirical study of airline customers’, Journal of Services Marketing, vol. 12, no. 1, pp. 7-22. Bohn, J (2002), ‘The design and development of an instrument to assess organizational efficacy’, Proceedings of the Academy of Human Resource Development, March. Bowers, MR, Martin, CL & Luker, A 1990, “Trading places: Employees as customers, customers as employees”, Journal of Services Marketing, vol. 4 (Spring), pp. 55-69. Clowe & Baack (2007).  Integrated advertising, promotion and marketing communications 3rd edition. Pearson Prentice Hall, 2007, 56 Czinkota, MR & Ronkainen, IA (2004). International Marketing. Thomson: South Western. David, HR (2003), Strategic Management: Concepts and Cases (Eighth Edition). Prentice-Hall, Inc. New Jersey: pp. 137-138. Jacksack, S 2008, Setting a Marketing Budget, Score, viewed November 24, 2008, <http://www.score.org/m_pr_11.html>                                                                                                                                                              Credit:ivythesis.typepad.com

Precious Books Company : It’s strengths and weaknesses and the marketing approach

Table of Contents TOC \o “1-3″ \h \z \u 1. Executive Summary .. PAGEREF _Toc217380564 \h 2 2. Section 1 . PAGEREF _...

Report on Sony Ericsson

DEVELOP VISION, MISSION, OBJECTIVES AND MEASURES     Sony Ericsson’s Vision, Mission and Objectives   Sony Ericsson’s Mission   The Company’s mission is ‘to establish Sony Ericsson as the most attractive and innovative global brand in the mobile handset industry.’ The job was to strategically position Sony Ericsson as the world leader in telecommunications through the combined strengths of the parent companies: Sony by means of providing the immeasurable experience in consumer electronics and entertainment and Ericsson through its extensive consumer base and mobile technology.     Sony Ericsson’s Vision   As the Company envisions itself as a sustainable company of the future, Sony Ericsson aimed at being in the forefront of innovation as it expects to gain the momentum through development of the 3G market (Sony Ericsson, 2005; Freedman, 2004). As such, Sony Ericsson envisions the company to acquire a strong and respected presence in the mid/high segment with exclusive and “I want it” products.   Sony Ericsson’s Objectives   Primarily, the objective of the company is to become one of the top three players in the mobile industry. Profitable expansion is one of its long-term objectives. A 50:50 joint venture, Sony Ericsson purports to create innovative, market-leading products and services in partnership. Sony Ericsson is developing and producing sophisticated, less expensive mobile phones that are simple to use. In simpler terms, the objectives of Sony Ericsson are to focus on the management of revenue-generating opportunities inherent in the mobile marketplace, to leverage marketing and promotional activities on a global basis and to focus on building value through the management of own global supply chain (Steinbock, 2005, p. 156).         Sony Ericsson’s Ethical, Cultural and Environmental and Social Backgrounds Discussion   Ethical Background   At Sony Ericsson, sound ethics is incorporated into all aspects of the business from human resource management to product designs to supplier requirements down to community outreach programs. Sony Ericsson upholds its corporate social responsibility especially in ethical treatment of their most important asset which is the people. The Company conforms to highest forms of respect for human rights and is accounted responsible in complying with applicable business laws and regulations. As such, the Company had developed its corporate social responsibility code since its inception in 2001. Such code ensures that employees at all levels are governed to make ethically correct decisions that are needed in performing job requirements and expectations on a daily basis.   As already mentioned, the ethics policy also covered the suppliers wherein supplier social responsibility code oversees the conduct of Sony Ericsson’s suppliers especially the first level suppliers. For the Company, quality is a norm that should be integrated and realised on a practical level and so ethical standards must be properly implemented in terms of business dealings. Suppliers are also expected to comply with the code particularly in aspects of providing a safe workplace for the employees and respecting basic human rights. In terms of its supplier management, Sony Ericsson ensures that all suppliers are acting in accordance with environmental and CSR requirements. For instance, suppliers should have clear policies in mining tantalum element.       Cultural and Environmental Background   According to Bergvall (2006), brands are both cultural as much as managerial concepts, and Sony Ericsson is not an exemption. Sony Ericsson is an emblem of a multilevel cultural forces affecting and being affected by the brand creation process itself (p. 186). The interaction between cultural cornerstones and Sony Ericsson has environment as one of its underpinnings. For instance, the environmental nature of Sony Ericsson is realised in four basic aspect of environmental sustainability: conscious design, energy, recycling and health.   Sony Ericsson, at the onset, takes full responsibility in sustainable product development through its GreenHeart™ concept. The concept centers the idea that all produce are environmentally-friendly in its entire life cycle. The goal is to take part in the world’s fight against natural environment contamination and global resource consumption and emissions. As part of the precautionary principle as well, chemical substances that are hazardous to human health and environmental wellbeing are constantly being monitored, leading to phasing out of these chemicals whenever necessary. Manufacturing of the products also complies with the Electronic Commerce Directives. Reviews of the designs before products are made publicly available are critical through an environmental coordinator.   Reducing energy consumption and CO2 footprints is Sony Ericsson’s way of partaking in the global sustainability. Contrary to other mobile companies focus on the actual products, Sony Ericsson focuses on chargers as the Company believes that chargers contribute mostly to energy emissions. Important for Sony Ericsson is to communicate how to minimise the waste of energy to the people, a part of the Integrated Product Policy (IPP). The newest range of models is manufactured in compliance with the requirements of European Union’s (EU) Code of Conduct and Energy Star. Lowering of energy consumption is an initiative that is being trickled down on its manufacturing sites as part of the Company’s goal to reduce carbon emission in all activities. As committed as it is, the Company also commends an environmental product declaration which provides environmental details of the product.      Sony Ericsson launched an environmental warranty that makes certain products are being managed and disposed in an environmentally sound way. Recycling is one significant factor for Sony Ericsson as it manifest the extent to which the Company takes responsibility of its products. Sony Ericsson is enveloped in various recycling schemas nationally, regionally like EU’s directive on waste electrical and electronic equipment (WEEE) and globally such as the United Nations Environmental Program (UNEP). Inside the Company, the ‘take back’ programme was realised wherein the Company measures the effectiveness of voluntary collection and recycling. When no longer needed, mobile phones undergo product asset and financial asset recovery wherein these products are being refurbished and resold.   High safety standards of the design have direct implications on the quality of life and wellbeing of end users that is why Sony Ericsson is committed in complying with standards and regulations. It is well understood at Sony Ericsson that phone models must be assembled with compliance on government health and safety regulations. For instance, the Company implements Specific Absorption Rate (SAR) testing by utilising standardised methods. Environmental requirements also include nickel information, by which Sony Ericsson willingly adhered into. Thereby, the surface parts of the mobile phones are all nickel-free and the Company continually addresses how nickel could be secured so as not to have direct, intentional and unintentional contact with the user.           Social Background   Sony Ericsson also creates a synergism with national, regional and international organisations. It is of Sony Ericsson’s best belief that the mobile technology could provide and bring new benefits and opportunities not just to the users but for the society in general. Sony Ericsson unites with the Columbia University Earth’s Institute in spearheading the project Millennium Villages. Such a project purports to reach 400, 000 people in developing countries through the combined power of the Internet and mobile communications. In realising the mobile phones’ capability into social and ethical use, phones are given to community health workers to aid in performing their duties specifically in rural communities.   Other socially-relevant projects that Sony Ericsson engaged into are the co-development of solar chargers, the mobile phone connectivity for refugees and the internal outreach programmes with Stanford University as the collaborator. The first is an outgrowth of the Millennium Villages project wherein solar chargers are developed and distributed in rural communities. Dubbed as the Village solar charger, Sony Ericsson had built this with standard components and which can be used for all types of mobile devices. The second project aimed at connecting refugee camps to mobile networks for the purpose of family reunification, education, healthcare and economic activity. This was carried out with the help of The United Nations High Commission for Refugees (UNHCR). For the third project, the Sony Ericsson engineers and Stanford University educators developed special software which could use the P990i smartphone model. This was intended for universities in Uganda, Tanzania and South Africa in its interactive international environmental education course.            Summary of Lynch Polygon of Purpose   Time – The establishment of Sony Ericsson is both a short-term and long-term objectives where the idea is to create a win-win situation for both Sony and Ericsson. The short term goal is to become a leader in imaging and connectivity while the long-term goal is to be a dominant player in the mobile phone industry worldwide. In the Q4 2008 and annual report of 2008, Sony Ericsson highlights achievement such as contracted consumer demand, initiated additional Euro 300 million in cost savings, joined Open Handset Alliance and developed new model using Android Open Source Software and successful roll out of Xperia™ X1, Cyber-shot™C905 phones and PlayNow™ plus music service.   Timing – Sony Ericsson embraces a broad platform sharing (Uggla and Verrick, 2008) where the focus is on anticipating the rivals’ moves. Although the Company is not very particular with the first-in approach, Sony Ericsson takes a more conservative approach but of optimal performance to the products. At the 2008 Mobile World Congress, Sony Ericsson announced the new naming system where suffixes are used to denote a particular market.     Innovation – Sony Ericsson has an array of mobile brand portfolio. As a brand-based business development enthusiast, the Company continuously rethink its brand portfolio strategy and how new product categories can subvert incumbent brands as part of strategic brand management. A Business Week report in September 2008 features Sony Ericsson and Play Now Plus as answers to Nokia’s Comes With Music and Apple iPhone.   Value-added – Sony Ericsson products are equipped with various features, accessories and applications as part of its value-added services. Value added products are also introduced in each market from voice to high end smart phones. In 2007 Media and Business Summit, Sony Ericsson phones are introduced by using PlayStation’s XMB.   Survival – The Company is amenable. In Q1 2008, profits fell significantly by 43% and market share dropped by 7.9% but in Q3 2008, Sony Ericsson was still named as the third largest mobile phone manufacturer in the world.      Growth – Although the Company did not realised an impressive financial report in 2008, there is a considerable growth in the network technology. Sony Ericsson continually taps business opportunities on digital networks, analogue networks, cellular, 3G and ITU.   Leadership – Industry standard setting is another goal of Sony Ericsson. Hence, the Company is a leader in environmental considerations of meeting the same stringent environmental requirements. In January 2008, there are four hazardous chemicals that had been phased out namely HFR, Antimony, Beryllium and Phthalates.    Stakeholders – Sony Ericsson produces necessary information for their stakeholders such as the environmental declarations, product material declarations as responses to the information requirement of media, officials, recyclers and other stakeholders and new question on other substances.   Lifestyle and value – Dubbed as the Company with the Green Heart, Sony Ericsson relies on its core values such as credible, sincere, long term and business driven. Nevertheless, Sony Ericsson combines with various institutions in realising the CSR; that is, implementing social projects in 2007 and 2008.   Knowledge – Informations are available as Sustainability Policy, Design for Environment Goals, Generic Requirements Specification of Design for Environment, List of Banned and Restricted Substances and Supplier Social Responsibility Code.     Evaluation of Sony Ericsson’s Mission   Emergent approach   Evidently, Sony Ericsson was a product of the consolidation of two dying divisions of the parent companies being Sony and Ericsson. They have entered a strategic alliance as a unit which will be devoted in producing handsets which will attract the consumers and uplift the position of the parent companies. Sony Ericsson makes use of its parent companies extensive knowledge and expertise towards becoming a global industry leader. The joint venture which is both task-oriented and equal aimed at contributing an established Sony Ericsson brand, its core mission. As such, their innovativeness and attractiveness were made possible by the combined utilisation of each other’s assets, knowledge and possibilities.    Prescriptive approach   Instead of dwelling on the cultural conflict of the parent companies (Sony being Japanese and Ericsson being Swedish), Sony Ericsson focuses on the global thinking in reliving its mission. The strategies that the people at Sony Ericsson applied are centered on aiming toward the future of the company as an independent body. In building the global brand culture inside the Company, Sony Ericsson strategised into creative and differentiated approach to integration. Sony Ericsson utilised a self-made change program without interventions from outside consultants. There are three elements that contribute in the achieving the mission: distinct design, technology transfer and narrowing cultural gaps.   Five elements   Applying a prescriptive approach to its Mission statement, Sony Ericsson embraces these five elements in making its mission a reality: timing, innovation, value-added, growth and knowledge. The objectives of the Company are acquiescent to what specific purpose the company is trying to accomplish. Whether long- or short term, Sony Ericsson strives at creating a win-win situation for all the stakeholders. As much as possible, the Company always aimed at introducing new products that will suit the requirements of the end-users. It is important for the company to offer, for instance, the most environment-friendly phones and best energy efficient chargers. Not only the features and accouterment of the mobiles, Sony Ericsson also attempts to produce products that are accessible and highly utilisable for every segment. Value-added is also realised in their reverse logistics services through voluntary take back initiative. Growth in terms of operational aspect is also consistent with the mission as evidenced by the continuous roll out of new products such as the Cyber Shot series. Intelligence is also important in putting-into-action the mission where data flows had its confirmation in terms of reports and policies.             Critical Discussion of Trade-offs relating to Sony Ericsson’s Objectives   		Short term 		Long term 		Initiate additional Euro 300 million in cost savings 		by end of 2009 		  		Continuously roll out hit products like Cyber Shot 		 		  		Continuously reduce CO2 emissions at manufacturing 		sites and at all levels 		Be a dominant player in the global telecommunications 		industry 		  		Penetrate new market segments 		  		Increase market share 		    		Profit margin 		Competitive position 		Sales were reported at Euro 2, 914 million, an 		increase of 4% probably because of the positive impact of currency 		fluctuations 		Third largest mobile phone manufacturer in the world                                 		Profit objective 		Non-profit objective 		Increase the profits by 10% by end of 2009 		  		Increase the number of units to be sold by 26 million 		by end of 2009 		CSR initiatives such as Millennium Villages project 		as well as co-development of solar chargers, mobile phone connectivity 		for refugees and internal outreach programmes with Stanford University 		as the collaborator.   		Related opportunities 		Non-related opportunities 		GreenHeart concept 		  		Analysing and verifying Sony Ericsson products from 		an environmental perspective 		  		Improving mobile communication networks 		Industry accolades 		  		Sporting event sponsorships   		Market penetration 		Market development 		Take advantage of the diversified region, catering to 		every segment 		  		Penetrate strong emerging markets such as India and 		China 		Introduce value-added product to every segment 		  		Capitalise on the strong brand image of Sony 		  		Have a stronger channel network   		Risk avoidance 		Risk taking 		Accurate intelligence reporting 		  		Industrial espionage and hacking 		Phasing out of models as a strategic brand management 		  		Widening the product portfolio despite the presence 		of other dominant players   References   Bergvall, S 2006, ‘Brand ecosystems: multilevel brand interaction,’ in J E Schroeder, M Salzer-Morling and S Askegaard, Brand Culture, Taylor and Francis, New York, pp. 186-196.   Freedman, M 2004, ‘Good call?’ Forbes Magazine, vol. 174, no. 11, p 130, 29 November.   ‘No short cuts,’ Teledotcom Asia¸ retrieved on 16 February 2009, from http://wwwen.zte.com.cn/.     Sony Ericsson Mobile Communications 2005, retrieved on 16 February 2009, from http://www.sonyericsson.com.            Sony Ericsson Global Activation Press Release 2008, retrieved on 16 February 2009, from www.irisnation.com/feeds/SE_Global_Activation.pdf.     Steinbock, D 2005, The Mobile Revolution: The Making of Mobile Services Worldwide, Kogan Page Publishers.   Uggla, H and Verick, H 2008, ‘Strategic brand management decision: the case of Sony Ericsson,’ Strategic Direction Journal, vol. 24, no. 9, pp. 3-5. Credit:ivythesis.typepad.com

Report on Sony Ericsson

DEVELOP VISION, MISSION, OBJECTIVES AND MEASURES Sony Ericsson’s Vision, Mission and Objectives Sony Ericsson’s Mission The ...