The History of Fluorescent Lights

How were fluorescent lights and lamps developed?  Ã¢â‚¬â€¹When most people think of lighting and lamps, they think of the incandescent light bulb developed by Thomas Edison and other inventors. Incandescent light bulbs work by using electricity and a filament. Heated by electricity, the filament inside the light bulb exhibits resistance that results in high temperatures that cause  the filament to glow and emit light. Arc or vapor lamps work differently (fluorescents fall under this category), the light is not created from heat, the light is created from the chemical reactions that occur when electricity is applied to different gases enclosed in a glass vacuum chamber. The Development of Fluorescent Lights In 1857, the French physicist Alexandre E. Becquerel who had investigated the phenomena of fluorescence and phosphorescence  theorized about the building of fluorescent tubes similar to those made today. Alexandre Becquerel experimented with coating electric discharge tubes with luminescent materials, a process that was further developed in later fluorescent lamps. American Peter Cooper Hewitt (1861-1921) patented (U.S. patent 889,692) the first mercury vapor lamp in 1901. The low-pressure mercury arc lamp of Peter Cooper Hewitt is the very first prototype of todays modern fluorescent lights. A fluorescent light is a type of electric lamp that excites mercury vapor to create luminescence.The Smithsonian Institute says that Hewitt built on the work of German physicist Julius Plucker and glassblower Heinrich Geissler. Those two men passed an electric current through a glass tube containing tiny amounts of gas and made light.  Hewitt worked with mercury-filled tubes in the late  1890s  and found that they gave off abundant but unappealing bluish-green light. Hewitt didnt think people would want lamps with blue-green  light in their homes, so he looked for other applications for it in photographic studios and industrial uses.  George Westinghouse and Peter Cooper Hewitt formed the Westinghouse-controlled Cooper Hewitt Electric Company to produce the first commercial mercury lamps. Marty Goodman in his History of Electric Lighting cites Hewitt as inventing the first enclosed arc-type lamp using metal vapor in 1901. It was a low-pressure mercury arc lamp. In 1934, Edmund Germer created a high-pressure arc lamp that could handle a lot more power in a smaller space. Hewitts low-pressure mercury arc lamp put off a large amount of ultraviolet light. Germer and others coated the inside of the light bulb with a fluorescent chemical that absorbed UV light and re-radiated that energy as visible light. In this way, it became an efficient light source. Edmund Germer,Friedrich Meyer, Hans Spanner, Edmund Germer: Fluorescent Lamp Patent U.S. 2,182,732 Edmund Germer (1901-1987) invented a high-pressure vapor lamp, his development of the improved fluorescent lamp and the high-pressure mercury-vapor lamp allowed for more economical lighting with less heat. Edmund Germer was born in Berlin, Germany, and educated at the University of Berlin, earning a doctorate in lighting technology. Together with Friedrich Meyer and Hans Spanner, Edmund Germer patented an experimental fluorescent lamp in 1927. Edmund Germer is credited by some historians as being the inventor of the first true fluorescent lamp. However, it can be argued that fluorescent lamps have a long history of development before Germer. George Inman and Richard Thayer: The First Commercial Fluorescent Lamp George Inman led a group of General Electric scientists researching an improved and practical fluorescent lamp. Under pressure from many competing companies, the team designed the first practical and viable fluorescent lamp (U.S. Patent No. 2,259,040) that was first sold in 1938. It should be noted that General Electric bought the patent rights to Edmund Germers earlier patent. According to The GE Fluorescent Lamp Pioneers, On Oct 14, 1941, U.S. Patent No. 2,259,040 was issued to George E. Inman; the filing date was Apr 22, 1936. It has generally been regarded as the foundation patent. However, some companies were working on the lamp at the same time as GE, and some individuals had already filed for patents. GE strengthened its position when it purchased a German patent that preceded Inmans. GE paid $180,000 for U.S. Patent No 2,182,732 that had been issued to Friedrich Meyer, Hans J. Spanner, and Edmund Germer. While one might argue the real inventor of the fluorescent lamp, it is clear that GE was the first to introduce it. Other Inventors Several other inventors patented versions of the fluorescent lamp, including Thomas Edison. He filed a patent (U.S. Patent 865,367) on May 9, 1896, for a fluorescent lamp that was never sold. However, he did not use mercury vapor to excite the phosphor. His lamp used x-rays.

A Report On The Cyber Security - 1320 Words

EXECUTIVE SUMMARY According to Gartner Inc., the market for cloud-security services is expected to reach nearly $4 billion in revenue in 2016, up from $2.1 billion last year. As more businesses move to the cloud, it’s essential that we understand best practices of cloud security and provide transparency when it comes to the solutions. The Cyber security in cloud computing is aimed at reducing the security threats in cloud environment. The project involves building a knowledge base to establish comprehensive research plans for automotive cybersecurity and develop enabling tools for applied research in this area. It is aimed to research the feasibility of developing minimum performance requirements for automotive cybersecurity. PROJECT†¦show more content†¦OBJECTIVES †¢ Develop a clear understanding how transactions are performed in the current financial system at a high-level. This should also include an understanding of the various business rules that are in use among the various constituencies and what data is required to complete each transaction. Leverage the information that is already available where possible. †¢ Create an inventory of interfaces to the financial system. †¢ Complete the startup activities on-time, on-budget, and with complete scope. †¢ Maintain a highly functioning and happy team. SUCCESS CRITERIA †¢ A documented inventory of current transactional business processes (including business rules that are applied in the different constituencies) is deemed complete. †¢ An inventory of interfaces has been created and is deemed complete by each college/unit. The inventory will also include named technical and functional point people currently responsible for the maintenance of the interfaces. †¢ Startup phase delivers complete scope without exceeding budget or schedule commitments. †¢ Lessons learned will be conducted upon completion of the phase and will include questions pertaining to their experiences on the project team. REQUIREMENTS FUNCTIONAL REQUIREMENTS †¢ Comprehend and manage the politics of the project. †¢ Pursue targeted, strategic project selection. †¢ Pay close attention to good customer relations at all levels. †¢ Develop project management

Marketing Management Essay Example For Students

Marketing Management Essay Marketing ideas have made singularly little penetration intothe centres of influence of the construction industry. To some extent thisfollows from the character of the industry as an agglomeration of serviceorganisations, not without structural relationship to one another, but serving aclientele from which individuals seek service very infrequently. (Jepson Nicholson, 1972: p.1) Although times have and are changing the abovestatement despite being written over twenty five years ago is still to someextent very true. The subject of this assignment is a construction firm that hasrecently designed and implemented a marketing management strategy. The objectiveof this assignment is fourfold, firstly the companys approach to marketingmanagement will be documented this will then be related to marketing managementtheory Then by analysing data collected through research the effectiveness ofthe strategy will be discussed. Finally using marketing management theory as afoundation recommendations will be made to identify where the initial strategycould be improved in order to promote future business development and success,in line with the strategic mission of the company. The organisation in questionhas strong foundations, since its incorporation in the mid fifties turnoverhas grown in line with inflation. In 1984 the Company was purchased by the sonof the original managing director, he took up the role of new managing director. By the beginning of the 1990s it became apparent that the company had reacheda stage where it was no longer a small hands-on enterprise. Thelevel of turnover and number of employees had increased at such a rate that theorganisation now employed a sizeable management team. All with an experiencedtechnical background in the fields of surveying, estimating or site managementand who had either progressed through the ranks of this firm or otherorganisations of a similar size and nature. The company was at the time of theinitial implementation of this initiative inexperienced in marketing managementand strategy. However, the senior personnel realised the company had reached astage where future business growth wasnt just going to come from hard work,doing the job well and relying on a good reputation. The view was taken that itwas necessary to pursue new ventures to bring about growth and development. TheCompany has a large contracting portfolio with contracts completed for publicand privat e clients in the commercial and industrial sectors. Appendix A showsthe diversification with the selection of recently completed projects and listthe clients for whom work has been carried out. The reason for a firm of thissize carrying out such a wide range of activities is largely based on the beliefthat in such a competitive industry as construction it has been necessary totake on whatever type of work was available in order to maintain a consistentorder book. In developing the companys marketing management strategy numerousworkshops were held, attending these were the company directors and two seniormanagers. Information on the company was gained from interviews with the personsattending these workshops. There are many reasons for running a business, thiscompany wanted to be clear on why it wanted to improve or introduce themarketing effort so that appropriate goals can be set. The aim of wanting togrow the business by increasing sales while at the same time sustaining thelevel of profit margin is the underlying factor in this case. Turnover could beincreased very easily as most of the work is procured on an invitation to tenderbasis where the deciding factor is almost always price, however, buyingin work will not necessary have a long term positive effect. The secondaryobjective was to secure profitable business relationships. These objectives arereflected in the mission statement in the appendix B. The development of themission statement was the start of the companys marketing managementinitiative. The companys overall objective in the eyes of the leaders wasdefined. It was thought the development of a mission statement would provide thefoundation needed. Perhaps the implementation of a mission statement doesnthave a direct link to the theory of marketing management however its place inthe overall field of strategy is illustrated below. A firms mission istop managements view of what the organisation seeks to do and become over thelong term. Expressed in the form of a mission statement it provides a publiclyavailable summary of the long term goals of a firms top managers.(Barney, 1997: p.10) After the preliminary stage it was decided that careful andcritical examination of the company would be needed. The questions of what do wedo well and what do we do badly ? were asked, however, analysis of what wedo? was first necessary. Previously there had been no formalcategorisation so the next step was to analyse the business in relation toits markets. It became apparent that this was impossible without analysingthe different business activities and categorising the market areas. Thecategories for such a division were decided upon as being type of client, sectorof work, type of work, type of contract and location of work. These divisionsproduced provided the workshop team initially with the sufficient tools foranalysing the business. The areas highlighted under these headings are shown inappendix C. This way of thinking doesnt have a direct link to marketingmanagement theory but can be proved to be a form of market segmentation. For theconstruction industry the application of marketing theory in order to segmentthe market is not directly appropriate, but it can be applied in the way statedto produce effective results as the common goal is the identification oftarget markets. Even though demographic, ethnic, religious and nationalclassification are not appropriate as regards construction, industry ownclassifications appear to make data collection and analysis possible. Market segmentation is the analysis of the total demand in a market intoits constituent parts, so that different sets of consumers, with distinctiveneeds and behavioural patterns, can be identified, (Page, 1995:p.40) Itwould become apparent later that the market segmentation would be extremelyuseful when analysing markets. At this moment the initial divisions would helpthe effort of gathering information from various sources enabling criticalanalysis of the company. From the customers point of view, theinformation process is the least visible of all the marketing functions. It is,nevertheless, the basis of all marketing activity. If the product / service issaid to be the cornerstone of marketing, then it must be remembered that goodproducts / services accurately reflect the needs and wants of customers, whichcan only be ascertained by gathering information. Information provides the meansfor a company to fulfil the marketing concept, (Lancaster Reynolds,1995: p.57) Examination of the company began by using the personal experience ofthe persons attending the workshop. In this forum, lists were made of thingsthat were likely to happen in the business environment which could havebeneficial or negative effects on the companys fortunes. Subjects that wereconcentrated on were, new technology such as Information Technology and thelatest building methods, the development of communication methods and any knowndevelopments within local and general government. This type of analysis of themacro environment could be perceived as a form of STEP or PEST analysis. From itthe company compiled a list, developed from the personal experience of theworkshop members, of all the external factors affecting the organisation. Further factors relating to the proximate macro environment about markets andcompetitors were also noted. These environmental factors are in a broadercontext and are ones that the organisation has little or no control, however,they could highlight the marketing opportunities and threats of the future. Successful companies recognise that the environment is constantly spinningnew opportunities and threats and understand the importance of continuouslymonitoring and adapting to the changing environment. (Kotler, 1997 :p.147)The next stage was the development of the organisations strengths weaknessesopportunities and threats through a SWOT analysis. First came the opportunitiesand threats using the results of the analysis of the external environmentalfactors. Using a pragmatic approach all things on the horizon which could have anegative effect on the business. Including not knowing key competitors wellenough, changes in government spending. It was found the most of the threatswere also opportunities and vice versa, depending on how a firm made predictionsand reacted to changes. From the list produced the top three items that: had anextremely high probability of happening and a potentially high impact on thebusiness were identified. Following this the internal factors were considered,h ighlighting the sectors that the panel believed they were good at (internalstrengths) and areas were they were lacking in some way and where there waspotential for dangerous situations (internal weaknesses). This type of SWOTanalysis gave the firm the means by which to identify its own strengthsand weaknesses as they relate to external opportunities and threats.(McDonald, 1995: p.28) Following SWOT analysis further investigation into thebusiness was required as the SWOT had only dealt with the personal views andexperience of senior personnel. The various business classifications broughtabout following segmentation were analysed for the preceding five years. Factorsanalysed were profit, turnover, levels of enquiries and level of competition. Asmost of the work in the building industry is gained through tendering andselective tendering the competition factor would be the average number ofcompanies tendering for a particular project. All agreed profit margin analysiswas particularly im portant as profit margin was fundamental to both survival andfuture growth. Insufficient margins are unlikely to give the business thefreedom to choose the best strategic option because of the impact on break evenlevels. From the data analysis the following conclusions were drawn, themajority of the companys turnover came from work on schools and colleges andthe industrial sector from the construction of warehouses and other similarbuildings. Over recent years there had been a swing, however, towards work inthe leisure industry. Industrial and commercial work had risen while public workhad remained constant as the overall turnover increased. As far as profitabilitywas concerned it was difficult to see any particular definite trend as to themore and less profitable sector of work. As regards the other areas of analysis,design and build work had increased steadily over the last couple of years andhad proved profitable but was also considered an area where the company lackedexperience. Repair and maintenance work accounted for a small percentage ofturnover but was highly profitable. Location analysis didnt prove anyparticular use apart from the fact that contracts carried out outside the northwest region were generally for existing clients. At this stage the companydidnt have the set-up and was reluctant to venture further a field unless itwas to carry out work for valued clients. Following the analysis and informationgathering stage, the workshop team were in a situation where numerous internaland external factors affecting the companys ability to achieve profit andsales had been identified. They were asking the question How do we reach ourgoal using the results of the analysis undertaken? In order to make marketingmanagement decisions some kind of formal marketing planning would now berequired. There can be little doubt that marketing planning is essentialwhen we consider the increasingly hostile and complex environment in whichcompanies operate (McDonald, 1995 : p.21) The team focused their attentionon the options for development. Stay offering our regular clients the sameservices which would only be possible with the large clients that carryoutregular building work and profitability would need to be maximised by reducingcosts through increased efficiency. Provide a new type of service to existingclients possibilities included offering regular repair and maintenance serviceor offering the complete service from the initial design stage tothe finished product. The advantage would be that the company would be dealingwith clients where good stable relationship existed but the disadvantage was thecompanys unfamiliarity. Another option was to offer the usualservice to a wider range of clients, not necessarily meaning a different type ofclient but to increase the marketing effort as regards selling the company orperhaps by widening the geographic region. This type of strategy undertaken bythe company fits well with the theory of product / market expansion. Meaning theroute chosen to achieve company goals through the range of services it offers toits chosen market segments. The simplification of the firms competitivesituation into only the two dimensions of products and markets. Despite notactually using a framework such as Ansoffs expansion matrix the group managedto simplify their task to produce a logical path towards their objectives. Computer Software EssayCompanies which fail to recognise and take account of changes in theirenvironment have, in the past, either failed to capitalise on theiropportunities or worse still have suddenly realised that their markets havedisappeared. (Lancaster and Massingham, 1998: p.26) A successful externalanalysis needs to be directed and purposeful. There is always the danger that itwill become an endless process resulting in an excessively descriptive report. Without discipline and direction, volumes of useless descriptive material caneasily be generated. The external analysis process should not be an end initself. It should be motivated throughout by a desire to affect strategy and itshould contribute to the decision of the application of investment, by doing allof these it will be responsible for the development of a sustainable competitiveadvantage. External analysis can also contribute to the marketing managementstrategy by identifying significant trends, future events, opportunities andthreats. It has to be recognised that by identifying these areas threats to oneorganisation can become opportunities for another in being able to sustaincompetitive advantage. Attempting to lay any sort of plans for the futurewithout first gathering enough information is not only foolish, it alsodemonstrates dangerous tendencies towards complacency and arrogance. Knowingthat information must be gathered is one thing, knowing how much and what togather is quite another. (Fidfield, 1992: p.39) As the customers are thefocus of the marketing concept the first logical step when beginning marketingmanagement is to analyse the customers. The workshop teams approach tosegmentation was the right platform. However, as we saw their segmentation forthis type of industry is applied differently than that of other differentindustries that tend to be referred to in marketing theory. Nevertheless,through segmentation we can identify customer groups that respond differentlythan other customer groups. The way that the workshop team undertook the task ofdefining the segments was good as it identified the variables that candifferentiate between one project and another. Following this the subdivisionwas useful because it recognised the broad categories like to the industry wereto vague. In essence the divisions proved to be effective and can be linked tothe industry standard. The act of segmentation opens the doors for analysis ofthe industry, an indi vidual organisation, its markets and its customers. It also provides the focus for the organisations strategy for businesssuccess. The workshop teams method of segmentation links directly to theDepartment of Trade and Industrys method of segmentation when analysing thewhole of the construction industry for government statistics. For this reason itis very easy to collect data and analyse the external sectors and then link thisto the companys own business. The data has been collected from varioussources and this is stated in the appendix D. The conclusion are drawn below. The output of the construction industry for work done for the industrial sectoris relatively small. The current output for this sector is estimated to be ?3.26bn, where as the total output of the industry as a whole is in excess of ?55bn. The problem with this particular sub sector is the manufacturing sector has notgrown by very much, steel has undergone radical changes and coal has all butdisappeared. Fewer factories and warehouses are being built. For the company theonly work undertaken in the industrial sector is the construction and majoralteration to warehouses, it is a large and important part of the companysturnover. Clearly the prospects for the industrial sector are less favourablethan for those of the others. In general, there has been no change in thepattern of investment and, although there has been an increase in the value oforders in the private sector, it is not large enough to make a significantdifference to future output of the construction industry. However, the level ofoutput for work carried out in relation to warehouses is increasing year on yeardespite the shift from a manufacturing to a service economy. The deciding factoris whether or not this will continue to be the case. Commercial construct ion isa much more important sector in that it represents nearly 39.8% of the output ofthe construction industry. It is highly cyclical and very sensitive to changesin economic conditions. The sector has been favourably affected by privatisation. In the private sector the sub sections of offices shops and entertainment arethe dominant factors. While for the public sector output is concentrated in theareas of education and health. The overall trends for both are positive,however, there is a strong element of volatility in the output and the orders,for private sector work. There are still a large number of small and mediumsized firms in the industry but this number is declining. Design and build hasbeen a growth area in the construction industry in recent years. Design andBuild is where on organisation takes responsibility for both functions on behalfof a client. As the market for building contractors has become more competitiveand margins have been squeezed tighter the contractors sought other ways ofincreasing competitive advantage by offering the full service it had dualbenefits for client and contractor. Design and build projects do have anattraction nevertheless there are pitfalls to this market. To thedetriment of the tra ditional architects practice, recent times have broughtabout the augmentation of design and build contractors. It appears to be anincreasingly preferred method of tendering for private concerns in the lightindustrial and commercial sectors. More recently research suggests some buildingcontractors have paid the penalty for entering the new sector with littleexperience. The attractiveness of low competition and perceived greater marginshad blinded the judgment some what. (Ashworth, 1998: p.7) Theidentification of trends within the industry can provide vital information as tothe current and future state of the various sectors. The correct prediction offuture trends is the key to achieving the competitive edge. Trends withinthe market can affect current and future strategies and assessments of marketprobability. (Aaker, 1995: p.26) In the construction industry clear trendscan be identified. The long term trend in the industrial sector has been a moveaway from manufacturing towards a ser vice-based economy causing overall declinein the industrial sector. Decline also in coal mining and steel based industriescausing construction firms connected with these areas to switch their efforts toother activities. In the commercial sector an appreciable amount oftraditionally public sector work has been transferred to the private sectorthough the privatization of industries. Increase in demand for entertainment andleisure activities and the consequent increase in demand for the necessaryfacilities. Despite objections from various pressure groups, large commercial centersare increasing in number. There is a demand for modern offices adaptable to therequirements of information technology and computerization, together with therecognition of the fact that the working environment has a significant effect onthe performance of individuals. When analyzing the external environment usingPEST the company needs to have a list of areas to investigate for each of thefour factors; political, economic, social and technological. Political factorscould be to look at the effect of a change of government would have on spendingin the public sector. The state of play as regards the ability to obtain grantsfrom the European commission. Changes in the requirements for obtaining planningpermission. Changes in the health and safety regulations. Economic factors to belooked out for would be situation with the UKs Gross Domestic Product. Whichindustries are experiencing increased investment as this is likely to lead toincreased construction activities. Change in the demand for new buildings thatwill be suitable for changing needs of other industries for example the needs ofa high technology environment. Changes in interest and exchange rates have largeeffects on construction projects. Development grant awards for various regionsand sectors such as the national lottery. Social factors that could beidentified are as follows. Inner city regeneration and outer city developmentwould bri ng about an increased requirement for construction work. Environmentalist pressure for the extension of the Green Belt and other currentenvironmental factors. Demographic changes leading to increased need for specialhousing. Changes in social trends and consumer behavior. Technological factorsthat could potentially provide the company with competitive advantage can beidentified by looking at the following areas. Increased use of informationtechnology. Innovations in construction techniques for example the greater useof pre-fabricated elements. Further development in high technology creating aneed for suitable buildings. Using the information gathered from an appraisal ofthe external environment we need to turn the information into action. Whatsimportant is to search through the environment for specific opportunities whichappear to be open to our organization. It takes time to develop new services anddevelop new markets. If there is a hint that new market possibilities are likelyto open then we should plan our time accordingly to gain the m aximum benefit. Aswell as identifying the opportunities in tomorrows market place it is alsoimportant that we clearly identify the threats which may appear in the businessenvironment. The important thing is not just to identify the threats but to beable to do something about them.

Sony Corporation

Company Overview Sony Corporation (Sony) is one of the leading electronics manufacturing and distribution Companies in the world. The company deals with the design, development, manufacture, and sale of products such as communication products, televisions, video and audio products among other electronic components (Stà ¤dtler, 2011). Apart for this entity, it also offers insurance services through its subsidiaries in Japan. Other business operations include advertising agency and network services.Advertising We will write a custom case study sample on Sony Corporation specifically for you for only $16.05 $11/page Learn More The company’s operations fall under six reportable segments. They include networked Products and Services; Music; Consumer Products and Devices; Pictures; Financial Services and others. It also operates its subsidiaries across 200 countries inEurope, North America as well as Asia. The Company’s headquarters is in Tokyo, Japan. Its major industry competitors include Dell, Creative technologies, LG, Samsung, Fujifilm Holdings, Philips, Pioneer Corporations, Hitachi, and Casio Computers (Stà ¤dtler, 2011). How Internal and External factors may affect the firm The internal factors are those whose origin and control are within the capacity of the firm. They include strengths and weaknesses. The strengths within Sony shall be material assets that will boost its performance if well administered. This firm may achieve strategic objectives through utilization of its strengths. On the other hand, external factors entail those influences that emanate from outside the firm. They come as opportunities and threats. Threats are harmful hence; they will impair on Sony’s growth objectives. Such threats may come in form of strong brands, imitation, and changing customer needs. On the other hand, opportunities are external factors that the business can utilize in achieving its objectives. Threats also fall u nder the external fundamentals that could damage performance of Sony Corporation (Jalan, 2004). Analysis of the company using this tool would be beneficial in diagnosing the external and internal environments in which Sony operates. As such, the information can steer growth and progress within the limits of its goals and aims. EFE Matrix It relates the firm’s performance ratings relative to a laid down aggregate score. The tool employs a factor approach is its analysis of the external opportunities as well as threats in which numerous factors relevant to the firm are established. Allocation of weights depends on the magnitude of their influence on the firm’s performance in order to develop their relative weights (Stà ¤dtler, 2011). The weights may take ratio or percentage form. No OPPORTUNITIES WEIGHTS RATINGS WEIGHTED 1 Maintenance of leadership in prices 0.10 3 0.3 2 Creativity and Innovation 0.25 3 0.75 3 Strong IT base in the industry 0.1 4 0.4 4 Wide N etwork and global Presence 0.1 4 0.4 5 Strategic Outsourcing and marketing 0.1 4 0.4 6 The capacity to develop Quality products 0.15 3 0.45 THREATS 1 Price wars 0.05 4 0.2 2 Product imitation 0.05 2 0.1 3 Strong and competitive brand in the industry 0.05 4 0.2 4 Changing consumer needs 0.05 3 0.15 TOTAL 1.00 3.35 The above analysis of 3.35 aggregate weight score in Sony’s EFE Matrix indicates that it is responding well in respect of its threats and opportunities in the electronics industry.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The analysis depicts the external environment in which Sony operates, and how it is doing relative to the industry participants (Jalan, 2004). It is therefore, important to note that strategic efficiency has capitalized on the opportunities presented by both environments. On the other hand, the company has done well in m onitoring and dealing with the threats that may deter its progress. The ratings used above for individual factors are calibrated on the scale of 1to 4. The total maximum score obtainable by any industry participant is four. The weights and ratings employed in the EFE Matrix demonstrate the effectiveness of a Company’s strategic framework (Jalan, 2004). Below is the interpretation of the weighted scores in order to show the outcome of the performance obtained by Sony. 4 = Excellent Response to factors; 3 = Above Average; Average Response and 1 = Poor Response. Internal Factor Evaluation Matrix (IFE Matrix) No INTERNAL STREGTHS WEIGHTS RATINGS WEIGHTED 1 Customer relationship 0.10 3 0.3 2 Production Adaptability 0.10 3 0.30 3 Leadership in Technology 0.10 4 0.40 4 Reliability of products 0.10 3 0.30 5 Leading Supply chain 0.10 4 0.40 6 Financial ratios 0.15 3 0.45 INTERNAL WEAKNESSES 1 Weak management 0.15 2 0.30 2 Little Diversification 0.10 3 0.30 3 Communication loops 0.10 3 0.30 TOTAL 1.00 3.05 The IFE Matrix is an audit tool of an organization. This strategic management tool helps the management to evaluate a company’s internal environment in relation to its threats and strengths. This tool summarizes the strengths and weaknesses of Sony Company in order to observe its performance from the internal space (Stà ¤dtler, 2011). The methodological approach used in the design of the IFE is similar to that used in EFE. The difference between the two is that IFE deals with the internal factor analysis whereas EFE examines the performance of a firm with regard to external. Sony’s weighted score of 3.05 represents an average performance and response to its internal factors influencing its operations. It shows a well strategically managed position in a bid to capitalize on the prevailing strengths while at the same time cushioning itself against its weaknesses (Jalan, 2004). Interpretation of the weightsAdvertisi ng We will write a custom case study sample on Sony Corporation specifically for you for only $16.05 $11/page Learn More 4 = Excellent Response to factors; 3 = Above Average; Average Response and 1 = Poor Response. SWOT Analysis Strengths Sony has the capacity to develop a high-quality product portfolio for its customers. historical results and record show that the company is reputable in the market Advanced and technological capacities capable of handling multiplicity of product lines present Sony with a rare opportunity for success. The company engineers have the knowledge of the previous failures and are capable of making up for the lost glory. The competitiveness of the company is good compared to its market rivals The ability to expand its market share and produce a wide range of products Weaknesses Prevailing price wars in the industry are a major undoing to Sony. The company has enjoyed the confidence of being a price leader the recent past, b ut the emergency of strategic price wars poses a potential threat (Jalan, 2004). Minimal diversification in its product portfolio is a critical scenario that may hamper Sony’s strategic growth. Retarded growth of its sales depicts a great slow down in its expansion plans. The management of the company seems to have no proper strategic management plan to forge the business ahead. Lack of proper formula of communication within the functional departmental network has led to reduced productivity. Opportunities Its originality and creativity is an essential asset for its potential growth. Its reputation may pose a significant platform for its progress. Its customer led pricing strategies aimed at winning market loyalty is a huge milestone opportunity presented to it (Jalan, 2004). Its technological strength may render its expansion plans possible in order to capture other income streams. Strong and robust supply chain- marketing and advertising departments have stepped up their strategies to create new market niches for its expanding product portfolio through strategic partnerships with leading chain suppliers. Threats Competitors- The industry is rife with competitors who are equally powerful. They are market participants with strong brands, and they include Samsung, Fujifilm, and LG among others. Market surveys and researches indicate that imitation of its products is on the increase. This product proliferation poses a huge threat on the originality of products and customer loyalty developed over many years. This trend occasioned by the emergence of new and cheaper technologies from the Asian region whose proponents have interfered with the brand (Jalan, 2004). Lack of adequate and comprehensive strategy implies that most of its rivals are doing better because their product penetration is doing well. Summary of SWOT matrix (Analysis) STREGNGTHS WEAKNESSES Production capacity and adaptability Stiff competition from strong brands on the market Fi nancial ratios Price wars Leadership in technology Little diversification Price leadership Lack of strategic communication plan Excellent customer service OPPORTUNITIES THREATS Wide market Coverage and global presence Price wars Maintenance of low price leadership Changing needs of the consumer Supply Chain Presence of other strong brands (Samsung, LG) Creativity and innovation Product Imitation (Chinese Electronic industry) Emerging markets Conclusion The SWOT analysis above demonstrates how Sony has been able to nurture is ability to gain a competitive advantage in the market. Although weaknesses and threats are inevitably present, their effects have remained detrimental due to capitalization on opportunities and strengths inherent within the firm. Some of the significant factors greatly responsible for this milestone include a robust and sustainable technology, price leadership, and innovation. References Jalan, P. K. 2004). Industrial sector reforms in globalization era. New Delhi: Sarup Sons. Stà ¤dtler, R. (2011). Strategy Coursework – Sony Corporation. Norderstedt: GRIN Verlag. This case study on Sony Corporation was written and submitted by user Broderick Valentine to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.