Want proof at sony's reputation ? Just look at all the divisions they've sold off or shuttered. Look at their cell phone division that continues to loose money quarter after quarter or their tv division that is doing worse and worse.
Well the Reputation Institute that tracks reputation of the largest companies across 25 countries have regularly put Sony in the top 5 since at least 2010. In 2010 and 2012 they were number 2 in the world while they are were ranked number 5 in 2014. In Europe they were ranked #1 last year.
2014 http://www.reputationinstitute.com/...l_RepTrak_100_Press_Release_April_9_FINAL.pdf
2013 http://www.rankingthebrands.com/PDF/Global RepTrak 100 Report 2013, Reputation Institute.pdf
2012 http://www.rankingthebrands.com/PDF/2012 RepTrak 100-Global_Report, Reputation Institute.pdf
What enterprise software do they have a monopoly in ?It might not work out the way you want. Microsoft is rich but at the same time, their reputation is also not that good overall.
They also lost a lot of money trying to roll out many things, but they have a monopoly in enterprise software to fuel their expense. So all is good.
Are you kidding? Windows, Office and Exchange.What enterprise software do they have a monopoly in ?
Looks like sony releases different products in Europe , they had the best score there out of anyone.
What enterprise software do they have a monopoly in ?
But they [Microsoft] are simply milking us for to much money. So Apple and Google are enjoying our money instead.
That's not the only possible cause of reduced sales, and there's plenty enough posted here to show this argument of yours is bunk. You can have a great reputation but fail to compete with other companies, quite often because they're much cheaper with a worse reputation, but people value lower price over reputation and core quality. I've seen Xperia feature highly on Top Ten mobile lists, for example, but being highly regarded doesn't guarantee sales.Poor reputation leads to reduced sales. which leads to reduced profit.
but they have a monopoly in enterprise software to fuel their expense. So all is good.
@Reggy72 : the issues of Sony's Old School Japanese structure are well known, but an attempt to change them began with Stringer, and Hirai is clearly making further reform and actually seemingly making some progress to. I don't think modern Sony can be equated to Sony of 15 years ago. Modern Sony is the beaten down prize-fighter of 15 years ago trying to get back up.
We see the same arguments regards Nintendo.
Could you quote or link to the figures you're using for this analysis? Sony's financial situation has improved measurably quarter-on-quarter, year-on-year, solidly for the last three years. Shedding unprofitable business operations and downsizing others costs money up front but saves money over the long term.Sony is like the titanic , it has a huge gapping wound across its side and taking in tons of water so quickly that no matter how much they try and dump to close up the wound they keep sinking.
Sure it doesn't , that's why sony's own emails talk about them selling their music division. That's why their cell phones continue to fail to take off and sony will be laying off another 1000 people from that division and are open to new options for the division including a sale
Like I said sony has a gaping wound and is sinking , yes they have slowed down the amount of water they are taking on but they continue to on more water.
If the playstation segment of the company starts to take on water itself there will come a point where sony will sell that off
I hear Apple are really short of money
Former Nintendo executive describing how Nintendo's corporate structure holds it back:I disagree.
In many interviews, you’ve spoken publicly about how difficult it was to pass policies and get things done at Nintendo. For example, in your Kotaku interview you said, “I absolutely did try to fight internally to change whatever I could.” In your IndieGamerchick interview, you said, “Unfortunately, it was hard to get the changes I needed because no one could hear me over the ringing of all the cash registers.”
But why was it so difficult to get things done at Nintendo?
Is there a lot of bureaucracy, additional layers of management, and red tape?
Is it because NOA offices are not very autonomous, and you need to always report to Japan (NCL)?
Adelman: Nintendo is not only a Japanese company, it is a Kyoto-based company. For people who aren’t familiar, Kyoto-based are to Japanese companies as Japanese companies are to US companies. They’re very traditional, and very focused on hierarchy and group decision making. Unfortunately, that creates a culture where everyone is an advisor and no one is a decision maker – but almost everyone has veto power.
Even Mr. Iwata is often loathe to make a decision that will alienate one of the executives in Japan, so to get anything done, it requires laying a lot of groundwork: talking to the different groups, securing their buy-in, and using that buy-in to get others on board. At the subsidiary level, this is even more pronounced, since people have to go through this process first at NOA or NOE (or sometimes both) and then all over again with headquarters. All of this is not necessarily a bad thing, though it can be very inefficient and time consuming. The biggest risk is that at any step in that process, if someone flat out says no, the proposal is as good as dead. So in general, bolder ideas don’t get through the process unless they originate at the top.
There are two other problems that come to mind. First, at the risk of sounding ageist, because of the hierarchical nature of Japanese companies, it winds up being that the most senior executives at the company cut their teeth during NES and Super NES days and do not really understand modern gaming, so adopting things like online gaming, account systems, friends lists, as well as understanding the rise of PC gaming has been very slow. Ideas often get shut down prematurely just because some people with the power to veto an idea simply don’t understand it.
The last problem is that there is very little reason to try and push these ideas. Risk taking is generally not really rewarded. Long-term loyalty is ultimately what gets rewarded, so the easiest path is simply to stay the course. I’d love to see Nintendo make a more concerted effort to encourage people at all levels of the company to feel empowered to push through ambitious proposals, and then get rewarded for doing so.
Looks like sony releases different products in Europe , they had the best score there out of anyone.