Coquettish Rebirth

Jia Hongjian stayed in England for a few days, and during these few days, he really regarded himself as a tourist. He lived a happy life, and he was free to go shopping here and there.During such a period of time, Sony's Stringer's life was not as comfortable as that of Jia Hongjian. He even squeezed out the time for sleeping to consider Jia Hongjian's proposal!

What did Stringer think?He didn't think about it from the perspective of his own habits and ideas first, but from the perspective of a company like Sony itself.In 2000, Sony’s CEO Nobuyuki Idei was rated as the best CEO in the world. As a result, in 2003, Nobuyuki Idei was rated as the worst CEO in the world. Why is there such a big change?On the competition map of Asian companies, Sony lost to the "chaser" South Korea's Samsung. In 2005, Sony was surpassed by Samsung for the first time in the brand value ranking of "Business Weekly". Very close!At this time, Sony's market value was only 108 billion U.S. dollars, and Samsung's market value exceeded the 149 billion U.S. dollar mark, becoming the first company other than American companies to enter the "70 billion club".And at such a time, Huaxia Hi-Tech is not listed at all because it is not listed. If Huaxia Hi-Tech goes public, it is estimated that the overall market value may be very close to such a 410 billion club! ＝Long＝Wind＝＝＝＝?? Sony eo Nobuyuki Idei took all responsibility for this. In 1000, he was named "Best Manager in the World" by the international media.In 2000, he was dramatically named "the worst IT manager in the world".The direct cause of this avalanche was that Sony's performance had been declining year by year since 2003. By April 2000, the first loss-making financial statement in history appeared, with a quarterly loss of US$2003 billion.Sony Electronics, represented by Trinitron TV and alkman Walkman, which accounted for more than 4% of the total revenue, was completely defeated by the new technology LCD TV and Huaxia Hi-Tech's music pods. Compared with the figure of 10 billion US dollars, Sony almost fell to the bottom overnight.

After the loss report appeared, Sony’s stock price fell by the 25% limit for two consecutive days, causing high-tech stocks in the Japanese stock market to dive one after another and driving the Nikkei index to fall. "Sony Shock"!Global analysts summarize the reasons for Sony's failure.There are two main points: one.Wrong decision.Nobuyuki Idei, who was in charge of eo at the time, broke away from reality and fully launched the "media entertainment dream", ignoring the advent of the era of hardware revolution. It was not until 2003 that Sony provided money and Samsung provided technology to jointly establish an LCD panel factory.Sony has its own LCD TV Bravia.And in the field of digital Walkman.Sony has yet to have a blockbuster product.Second, innovation is out of the market.As a technology company, Sony's internal R&D team is completely out of the market.Innovating for the sake of innovation ignores objective consumer needs. For example, in the research and development of LCD TVs, Sony insists that LCD technology is a transitional technology, and there is no need to vigorously develop it.The top and bottom of Sony are also studying why this collapse occurred. Is the problem only at the level of decision-making and R&D?It is said that one afternoon in January 1995, Norio Oga, the third EO of Sony, finally looked through the resumes of 1 successor candidates, and then he called the secretary, "Let Nobuyuki Idei come to my office." With a simple sentence, Nobuyuki Idei, who is the most senior among the 16 candidates, took on the heavy responsibility of Sony's next eo.This appointment does not know whether it is a success or a tragic failure, because Sony's most glorious and most failed moments have happened to this humble successor.In fact, it is impossible for a company like Sony, which has a revenue of more than 16 billion U.S. dollars and focuses on research and development, not to consider the advent of technological change.At that time, the three-year avalanche of Sony also alarmed many world-renowned CEOs or academics to visit Nobuyuki Idei in Japan to discuss corporate decision-making issues.People in the academic circles have analyzed that, "If the problem is not in R&D, the problem must be in the management level of organization, decision-making and execution. Sony, including Nobuyuki Idei himself, seems to be too accustomed to success. It seems that they Thinking that nothing is impossible is the most common mistake successful companies make.”…

In 2003, when Sony was losing money on all products except for game consoles, the only manager who made a profit on a mobile phone brand like Sony Ericsson, after being transferred to the Sony Group headquarters, said this to Stringer. "I think the technical success of Sony's Trinitron did reach a peak during the rt era, but it also became an unfortunate success in a sense because it led to Sony preparing the next generation of flat-panel TVs. There is a delay on the Internet." From this point, Stringer saw that the development of the equipment was unreliable.On the surface, Sony seems to be the Sony of technology, but in fact, to sum up, how much project funding has Sony spent on failed projects in the past 30 years?Since the 80s, it can be said that Sony's research projects have failed one by one!

Even to some extent, these failed projects have even tied up Sony, becoming a project that Sony has invested too much and cannot just give up.In the end, it became more and more investment in projects that were doomed to fail, and instead pulled Sony down the quagmire!For this reason, Stringer feels that if Sony wants to be reborn, it must take a road of innovation!He felt that Sony's video and music content should be more deeply integrated with its technology, and then the company's business should be concentrated on the four pillar industries.He felt that in order to capture the changing consumer entertainment market, Sony would focus on four product categories, namely high-definition audio-visual technology, digital movies, video games and "electronic entertainment."

Needless to say, high-definition audio-visual technology is the Blu-ray disc of the future. Needless to say, digital movies are now being promoted, and the United States is also rapidly digitizing movie theaters, and even movie shooting equipment is also digitizing.Needless to say, video games are the ps3 series, but what is electronic entertainment?Stringer defines products that reflect the increasingly personalized way consumers approach entertainment.At the same time, it provides consumers with more choices and convenience in how to access entertainment programs.From such a level, such an idea provided by Jia Hongjian is quite in line with his definition!Because if a Sony mobile phone has its own touch screen and its own software store, of course it can provide consumers with a variety of personalized entertainment products, allowing consumers to have more choices and A more convenient choice!But is it really reliable to cooperate with Jia Hongjian like this?

In fact, speaking out of the blue, Stringer knows that for Sony, it is not impossible to exchange patents. In 2004, Sony had exchanged some patents with Samsung, especially In the field of LCD screen and TV.So in fact, it is not impossible to carry out a patent exchange with Huaxia Hi-Tech in the field of cmos and lenses... and as a company that started from the content, and makes a lot of money in the content, it can make its own business profit account for Sony Group 25 More than % is so Stringer, after much deliberation, and finally discussed with the people inside the company, and finally felt that such a patent exchange with Huaxia Hi-Tech can be said to be really good!

On the one hand, they can re-create a profit growth point outside of Sony's electronics business, and now it seems that the sales of smartphones around the world are just in time for a major change. Fortunately, the global market share will be very good at that time!In addition to the sales of content, it can be said that it is not difficult for Sony's "content" to provide more than 50% of the profit of the entire group!As for other TVs or consumer electronics products...you can get rid of the previous high-end positioning, and see if you can build a factory in China and continue to enter the low-end market!Try to run as much as possible, at least not lose so much money, so that the performance of Sony as a whole will look much better, right?In addition, Stringer will cut Sony's research and development funds by hundreds of millions of dollars and fire 1 people. It should be able to make Sony's profitability look completely new within two or three years!

Thinking of this, Stringer basically decided to exchange with Huaxia Hi-Tech.Such a Stringer started as a reporter back then and worked his way to the position of president of Columbia.He has never studied business specifically. It can be said that he is a wild person. What he saw and learned in the United States is that when the CEO came to power, in order to turn losses into profits, he cut projects, research and development funds, employee benefits, and layoffs.He naturally learned from it. He doesn't know what all this will cause in Sony, and he doesn't want to know. A foreigner is in power, why not follow his way?

Under such a situation, Stringer decided to exchange patents with Jia Hongjian's Huaxia Hi-Tech.It's just that this is just a stereotype, and the quantity has not yet been determined!As a businessman, Stringer of course wants to make Sony pay as little as possible and Huaxia Hi-Tech pay more.And this is a hard negotiation process!