Ernest & Julio Gallo PRODUCT OR SERVICE: PRICE Early market strategies featured a cost leadership strategy and strict control of distribution channels. MARKET CONDITIONS DICTATE Responding to increasingly sophisticated consumers, adopted a differentiation strategy focused on higher priced quality product. The New York Times AND MARKETING STRATEGY Unlike most newspaper, the number of news page is not linked to a ratio based on advertising IMAGE IMPACTS FINANCIAL HEALTH Image changed from cheap low quality to higher quality but still reasonably priced product. CORPORATE STRUCTURE Corporate structure is likely product divisional but the business remains under family control. Durability Imitability Transparency Transferability Replicability Other comments space sold. REFOCUSING FOR BOTTOM LINE After a short period of other media acquisitions it began divesting many of them to refocus on core business and electronic delivery of news. Sony Corporation Began as a producer of cheap low- end electronics such as the "Walkman" and was not selective in product mix ORIENTED STRATEGIES Maintains its 150 year old image as America's benchmark news source. Is true to its mission of "all the news that's fit to print". The company has moved away from becoming a conglomerate and is either divisional or SBU Shifted its core competency toward research and development. A differentiation strategy was implemented by focusing on high end quality products. Sony was instrumental in changing Japan's image from imitator to innovator. Strategy presently seems more focused on implementation than on formulation Rate each of the above five vertical axis elements as high, medium or low. The more closely each fits t Wheelen and Hunger definitions, P 130/131, the higher the value. State your reasons in a few words. Ernest & Julio Gallo Five criteria The New York Times Rating Main Reason Rating Main Reason Sony is ambivalent as to whether or not it is or will become a conglomerate and remains a strategic business unit structure Sony Corporation Rating Main Reason
Ernest & Julio Gallo PRODUCT OR SERVICE: PRICE Early market strategies featured a cost leadership strategy and strict control of distribution channels. MARKET CONDITIONS DICTATE Responding to increasingly sophisticated consumers, adopted a differentiation strategy focused on higher priced quality product. The New York Times AND MARKETING STRATEGY Unlike most newspaper, the number of news page is not linked to a ratio based on advertising IMAGE IMPACTS FINANCIAL HEALTH Image changed from cheap low quality to higher quality but still reasonably priced product. CORPORATE STRUCTURE Corporate structure is likely product divisional but the business remains under family control. Durability Imitability Transparency Transferability Replicability Other comments space sold. REFOCUSING FOR BOTTOM LINE After a short period of other media acquisitions it began divesting many of them to refocus on core business and electronic delivery of news. Sony Corporation Began as a producer of cheap low- end electronics such as the "Walkman" and was not selective in product mix ORIENTED STRATEGIES Maintains its 150 year old image as America's benchmark news source. Is true to its mission of "all the news that's fit to print". The company has moved away from becoming a conglomerate and is either divisional or SBU Shifted its core competency toward research and development. A differentiation strategy was implemented by focusing on high end quality products. Sony was instrumental in changing Japan's image from imitator to innovator. Strategy presently seems more focused on implementation than on formulation Rate each of the above five vertical axis elements as high, medium or low. The more closely each fits t Wheelen and Hunger definitions, P 130/131, the higher the value. State your reasons in a few words. Ernest & Julio Gallo Five criteria The New York Times Rating Main Reason Rating Main Reason Sony is ambivalent as to whether or not it is or will become a conglomerate and remains a strategic business unit structure Sony Corporation Rating Main Reason
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Transcribed Image Text:Ernest & Julio Gallo
PRODUCT OR SERVICE: PRICE
Early market strategies featured a
cost leadership strategy and strict
control of distribution channels.
MARKET CONDITIONS DICTATE
Responding to increasingly
sophisticated consumers, adopted
a differentiation strategy focused
on higher priced quality product.
The New York Times
AND MARKETING STRATEGY
Unlike most newspaper, the
number of news page is not linked
to a ratio based on advertising
IMAGE IMPACTS FINANCIAL HEALTH
Image changed from cheap low
quality to higher quality but still
reasonably priced product.
CORPORATE STRUCTURE
Corporate structure is likely
product divisional but the business
remains under family control.
Durability
Imitability
Transparency
Transferability
Replicability
Other comments
space sold.
REFOCUSING FOR BOTTOM LINE
After a short period of other media
acquisitions it began divesting
many of them to refocus on core
business and electronic delivery of
news.
Sony Corporation
Began as a producer of cheap low-
end electronics such as the
"Walkman" and was not selective in
product mix
ORIENTED STRATEGIES
Maintains its 150 year old image
as America's benchmark news
source. Is true to its mission of "all
the news that's fit to print".
The company has moved away
from becoming a conglomerate
and is either divisional or SBU
Shifted its core competency toward
research and development. A
differentiation strategy was
implemented by focusing on high end
quality products.
Sony was instrumental in changing
Japan's image from imitator to
innovator. Strategy presently seems
more focused on implementation than
on formulation
Rate each of the above five vertical axis elements as high, medium or low. The more closely each fits t
Wheelen and Hunger definitions, P 130/131, the higher the value. State your reasons in a few words.
Ernest & Julio Gallo
Five criteria
The New York Times
Rating Main Reason
Rating Main Reason
Sony is ambivalent as to whether or
not it is or will become a
conglomerate and remains a strategic
business unit structure
Sony Corporation
Rating Main Reason
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