Marketing Mid-Term Sony AIBO: Case Analysis Prepared by: 1. a. What was Sony’s positioning strategy for AIBO? The AIBO is a robot. In its most simplistic form it is an amalgamation of steel‚ circuitry‚ and software. Sony‚ however‚ did not position the AIBO as a robot. Instead they positioned the AIBO as a pet with no utility or usefulness‚ but rather as a source of entertainment and companionship. Takeshi Yazawa‚ Vice President of Sony Entertainment Robot America‚ succinctly
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What is the value proposition? AIBO was not only a lovable toy but also an intelligent functional product that Sony programmed to respond with affection to creatures that ask for people’s nurturance. Sony made it have “brain” and motor skills by artificial intelligence software‚ made it have “emotion” and “personality” which made customers take it as real pet‚ or companion. People give care to it and get reaction as well. This kind of feedback loop is an area where people are really emotionally vulnerable
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CHAPTER SIX – SONY 1. How did Sony internationalize its R&D activities? What were the initial motivations for Sony to establish technology centres abroad? How would Kuemmerle categorize the R&D centres at Sony? 2. How have the motivations for internationalizing R&D changed over time? 3. Why did Sony feel the need to internationalize its R&D activities in the late 1980s and early 1990s? 4. How did Sony manage its overseas R&D activities? How did the managerial approach evolve over time? 5
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Assignment 2.2: Applying and Critiquing Team Models BC541: MANAGING HIGH-‐PERFORMANCE TEAMS Assignment 2.2: Applying and Critiquing Team Models In looking over the types of teams in Module 1: Introduction to Teams in
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Bibliography Alan M. Rugman and Alain Verbeke1993‚ [35(4)] How to Operationalize Porter’s Diamond of International Competitiveness; Thunderbird International Business Review (ISSN 1096-4762) Wiley United States Charles W.L. Hill 2008‚ International Business; McGraw Hill United States ISBN 0073381349 John D. Daniels‚ Lee H. Radebaugh and Daniel P. Sullivan 2006‚ International Business: Environments and Operations; Prentice Hall United States ISBN 0131869426 Michael E. Porter1990‚ Competitive Advantages
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Diamond cut Diamond A merchant‚ after many years of poverty and hard work‚ moved to a distant region and grew rich. He decided to go home. A man told him that his road was beset by thieves‚ and the merchant left his box of jewels with him until he could get men of his own family to accompany him. When he returned‚ the man denied that it had ever happened‚ and threw him out of the shop. Koosby Ram saw him sitting on the road‚ and asked him what had happened. Then he told him to go back the next
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A PROJECT ON PORTERS FIVE FORCES MODEL FOR FOUR WHEELER COMPANY TATA NANO INDEX. 1. INTRODUCTION TO PORTER’S FIVE FORCES MODEL. 2. INTRODUCTION TO Tata Nano. 3. PORTER’S FIVE FORCES FOR HERO HONDA. 4. THREAT OF NEW COMPETITORS. 5. RIVALRY AMONG EXISTING FIRM IN INDUSTRY. 6. THREAT OF SUSTITUTES. 7. SUPPLIERS BARGAING POWER OF CONSUMERS. 8. BIBLIOGRAPHY. 1. PORTER’S FIVE FORCES Diagram of Porter’s 5 Forces Threat of Entry Rival Supplier Power Importance of volume to supplier
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Diamond Wire Saw Machining ABSTRACT The process monitoring and mechanics of fixed abrasive diamond wire saw machining are investigated in this study. New techniques to affix diamond particles to a steel wire core have advanced to make this process feasible for the machining of ceramics‚ wood‚ and foam materials. Developments in fixed abrasive diamond wire machining are first reviewed. Advantages of using fixed abrasive diamond wire machining are then introduced. The process monitoring and signal
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Sony AIBO case analysis AIBO‚ a robotic dog doesn’t do anything useful at all‚ but provides “entertainment” by stimulating some of the personality characteristics of a pet without the inconvenience of a real animal. According to Toshitada Doi‚ Sony’s leading computer engineer‚ AIBO is a computer that provides love and healing for people. The first generation ERS-110 can imitate dog’s behaviors‚ “see”‚ show “emotions”‚ “learn” and evolve “personality”. The second generation ERS-210 has voice recognition
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technology; 9 VI. Market place; 9 Question 3 10 Lewin’s three step model; 10 Kotler’s 8 steps change model 12 a. Establish sense of urgency; 13 b. Forming a coalition 13 c. Developing a vision 13 d. Communicate the vision 13 e. Empowering broad-based decisions; 13 f. Generate short term wins 13 g. Build on the change 14 h. Anchor the changes in corporate culture 14 Question 4 15 Sources of change in Sony 15 i. Fear of the unknown; 15 ii. Fear of redundancy 15
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