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` It's great, 'but when he tweeted, he used an Apple

2019-4-16 15:18| 发布者: 左二爷| 查看: 251| 评论: 0|来自: 四川耍耍网www.scshuashua114.com

摘要: It is rare to see an old technology company so ridiculed. For ordinary consumers, the Sony brand used to be popular. There was Triton on TV, Walkman, mobile phones, headphones, computers, cameras, bat ...

It is rare to see an old technology company so ridiculed. For ordinary consumers, the Sony brand used to be popular. There was Triton on TV, Walkman, mobile phones, headphones, computers, cameras, batteries ... All can use Sony.
However, since when, LCD TV has replaced Trilon, IPod has replaced Walkman, and Apple's rise has broken Sony's special position in the field of mobile phones and computers. Sony's brand is still everywhere, but it is no longer popular. Gradually became the 'belief' of a small group of people, so that in 2010 Sony's financial report suffered a huge loss, people began to ask: What happened to the Japanese company that started the miracle era of electronic products?
To answer a question, you have to start in 1946. In May of this year, a 'rich N generation' joined Tokyo Communications Co., Ltd. in the center of the city, not to inject capital, but only to run business for sales. This self-inflicted 'rich N generation' is called Akio Morita, the heir to a Japanese winemaking family. The Tokyo Communications Co., Ltd., which he gave up to join, is just a year old. Its main business is radio repair and transformation. By the way, a small company that develops rice cookers and vacuum voltmeters.
Akio Morita is willing to suffer because the founder of the company is deep. Seeing the stagnant economy of Japan after the war, Jingshen, who was 38 years old, gave up the seniority of PCL for more than 10 years and set up the company on his own, hoping to use 'technology to serve the country'. At the company's opening ceremony, Jingshen revealed his ambition: 'If we do the same thing as a big company, we can't match it. However, there are many technologies that have not been developed. We must do what large companies can not do. '
Innovation, to the small big! The prospects outlined by the company attracted Akio Morita. The two of them hit it off, Jingshen was responsible for technology, and Akio Morita was responsible for sales and management. This unique model lasted for 50 years. In these 50 years, Inoue and Morita Akio have proved countless times how wonderful the pair is.
Business difficulties, must constantly polish the signboard
In 1955, Jingshen University developed Japan's first transistor radio, and the large radio became everyone's favorite 'palm treasure'. The company's first 'burst' product was born. The concept of 'portable' also became Sony's killer.
In a few years, Akio Morita single-handedly promoted the company to be renamed Sony and founded Sony American Co., Ltd.. He refused to produce for local companies in the United States and personally opened sales channels in the United States.
When he wanted to challenge the black and white television market and insisted on making color TVs, the high R&D costs almost made Sony desperate. It was also Akio Morita's personal loan that allowed Sony to survive the dark period before the profit of color TVs.
In the late 1970s, when tapes became popular, Sony seized the opportunity to launch Walkman, a portable player + headset + tape combination that quickly exported to Europe and the United States, and countless young people began to recognize the Japanese brand. Jobs became a loyal fan of Sony, so that Apple's IPod was also a Walkman shadow.
At this time, under the efforts of Akio Morita, Sony's internationalization was also smooth, becoming the first Japanese company officially listed on the New York Stock Exchange. Within a few years, Sony's shares were listed on 18 stock exchanges in 10 countries. That means investors can trade Sony's shares any day of the day.
The first generation of Walkman, the gospel of music lovers
In the 1980s, video tapes became popular. Sony also launched several digital video formats before and after with its own playback equipment and video equipment. Since then, Sony has also been at the forefront of industry standards for audio coding, optical disk and disk storage. Although not always able to win the right to speak, Sony has therefore expanded production lines such as speakers, DVD/VCD players, floppy disks and flash memory cards.
Akio Morita successively acquired CBS Records and Columbia Film Company for US$ 2 billion and US$ 3.4 billion, respectively, and made a promotion channel for Sony hardware equipment.
The starting point of Jingshen in the product is always 'what big companies can not do'. This kind of thinking is crucial in the early stages of Sony. What Mr Morita has done is sell these innovative products and stocks around the world, allowing Sony to internationalize its products and equity capital.
The combination of the two has enabled Sony to become a giant in the world's consumer electronics industry in just 50 years, and has also carved a gene for Sony that emphasizes technology and innovation. This uncompromising quality and price wiped out the cheap, shoddy label of 'made in Japan' at the time. As a fan of Sony, jobs even made a big offer early in his career, "hoping Apple will be the next Sony." '
Since 1967, Sony has been seeking cooperation with CBS.
Finally successfully acquired CBS Records, soft and hard into the music industry
However, when it came to the world, in the 1990s, Sony had become the "big company" in the old well mouth. When both Ichigo and Morita Akio both withdrew from Sony, Sony's road began to blur.
In 1995, Izumi Nobuyuki, who graduated from economics, became president. This is Sony's first non-entrepreneur and non-technical leader in 50 years. In Mr NOI's view, Sony has been expanding in the last decade of good economic times, regardless of profits. So he introduced performance evaluation indicators, ended the DVD format dispute, and drastically cut off overseas branches, especially managers in Sony America, and set up a separate external board of directors to supervise.
In 2006, Sony's VAIO notebook computer exploded with lithium batteries, and about 9.6 million computers were recalled. Sony had to pay more than 51 billion yen for this. In the 60 years of starting a business, a former director of Sony technology reflected that because battery testing is a job that is difficult to see benefits in the short term, these testing processes will be despised in performance-oriented companies.
What Sony phones have been most criticized for since then, in addition to always being out of tune with the trend in the market, is that Sony clearly has a strong screen, battery, camera system, but can only make a lost level of mobile phone. The bottom line is that Sony's departments are being held back by 'performance' for fear that one part of the phone(especially the camera) will be too good to affect their sales performance.
This is not Sony's only challenge after 2000. In fact, in the field of digital appliances that Sony has made a fortune in, South Korean, Chinese and Taiwanese companies have also squeezed in with their own advantages. The homogenous competition of Japanese companies that Sony used to have slowly evolved into diversified competition. Over the years, Sony has insisted on not cutting prices, leaving other South Korean and Chinese companies with a large low-end market blue sea.
To make matters worse, Sony has long been looking to the game industry. Due to the long-term loss of game hardware PlayStation sales, the corresponding game software has progressed slowly and had to declare a loss of 200 billion yen in 2007. Unfortunately, the financial crisis of 2008 has affected Sony, which is fully internationalized. Since then, Sony has lost money for seven consecutive years. It looks as if Sony's collapse is imminent, so that netizens begin to quibble 'Is Sony bankrupt today? '
At this point, Hirai took over the steering wheel of Sony. At that time, public opinion was not optimistic about Mr. Hirai. His Qianrensijinge was an American who had been working in the United States for a long time. Although he had also aggressively cut some business, he had little effect on the stop-loss. Instead, it took more effort to reform the management structure of the company, and the concept of out of line.

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