Success of Airbus and Sony Corporation-Free-Samples for Students

Question: Disucuss about the Theories behind the Success of Airbus and Sony Corporation. Answer Introduction Due to increasing technological advancements, social, and economical changes, many companies have been created and developed in different global business sectors. Every company practices different set of strategies and management styles that have lead to their success in the global market (Flanigan 2016). Some of the strategies are common but have different style of implementation. This article, therefore, looks at the factors and strategies that have both affect and led to the success of two major companies mainly the Airbus and Sony Corporations. Airbus The improving global economy has prompted the increased free movement of people, goods and services creating congestion in most of the Airports in the world (Peterson Merket 2014, p. 24). The improvement on the airlines has won the interest and curiosity of many airlines companies and mostly the Airbus. Airbus is a multinational company that was born after European aerospace firms came together with headquarters in both France and Netherlands. The company designs manufacture and sell both civil and military aeronautical products in the whole world. Airbus grew through using new technologies that have reduced fuel consumption concerning cost and burn, reduced noise and emissions and the management style as illustrated below. Good Customers service has been the mains companys objective. The Airbus Company has concentrated on listening to customers needs and concerns thus collecting more knowledge on various aspects (Peterson Merket 2014, p. 25).. Through this, Airbus is able to maintain its competitiveness in the market by being more efficient, effective, and responsive in service delivery. The company developed a program known as power eight that aims at restructuring the organization and production systems with the goal of integrating the Airbus into the new industrial society. The chain of value developed by the company has taken into account both the backward and forward channels such as the source of all raw materials and the consumer of the end product and service. The value of chain shows that both the airport and the customers are the main influencer of the company indirectly by providing the infrastructure and demand aspect respectively, while the bulk-buyers like the aircraft leasing enterprises form the suppliers. Therefore, it is very critical to forming a long-term relationship and strategic union to increase the number of customers and suppliers. Airbus has strategic management system known as a Transformational Process that consists of four Is. They are integration, innovation, improvement, and internalization (Peterson Merket 2014, p. 26). The integration aims at bringing together all the stakeholders such as the leaders, customers, and suppliers to create an integrated culture within the company. The innovativeness drives the company to come up with newly developed airlines to replace the older ones and can serve different aspects such as cargo used for carrying loads and passengers crafts. The improvement strategy addresses on the customer feedback to eliminate any obstacles and challenges faced to improve in service delivery. Sony Sony is a Japanese company began in 1946 by Akio Morita as an electronic shop in Tokyo (Zhu Wang 2017, p. 3794). Sony is a semiconductor corporation that engages its business through four main components that are audio-visual, electronic, information technology and communication products. Sony has been successful due to its progressive innovativeness of products that has been facilitated by increasing significance of computers and communication equipment. The growing need forced Sony to focus their thinking and research on the technological aspects of communication. The companys first product was the tape recorder when he realized the potential of the machine. The process of manufacturing the tapes was the shortage of the plastic bags in Japan. The company, therefore, opted to produce the reel-to-reel tapes. The law against the importation of the plastic bags from abroad created the shortage of the plastic bags. The company tried so many ways such as cellophane, rice paper and calen dared paper with the smooth surface which was coatable with magnetic powder. Later the company overcame the problem of the paper through building a superior quality into circulatory, recording head and amplification system. The company then produced transistor radios and continued innovating into more consumer electronics such as television and mobile phones. The company was very able to manage their risks that came with its ways, such as managing American acquisition (Zhu Wang 2017, p. 3796). Sony being a Japan company was controlled by Americans whom they recruited to control the company. The whole entertainment company, therefore, was being controlled from Hollywood by an American known as Mickey Schulhof till 1915. The company has recruited more European and American managers afterward bringing into different cultures in the company that has strengthened it. Therefore the company thought to give the Americans freedom to control their businesses. The second risk management aspect was political. The company experienced a hostile reaction from the public because of being well developed and renowned in the United States. The third risk was the strategic risk. Sony Company departed with a lot of money to develop its softwares. The company had to make its hardwares to be available to all softwares producers since it could not control the p urchases of the softwares. The management style of the Sony led to its success in the globe (Zhu Wang 2017, p. 3798). Arkio Morita was always a personal crusader who developed the strategic management system. Morita, even during the old age of seventy years could influence the company from home. After the Morita retirement in 1989, he remained active and participated in some decision making, and the entire successor imitated the Akio strategy of long-term development of people and believing that the pursuit of the profit is not the core goal of the company. The company has successfully coordinated the all the subsidiary in the globe by maintaining its values and policies through powering the communication system between the headquarters. Consistent productions of the new products have led the company to be globalized. Starting with a tape recorder, the company continued producing more quality products that appease to the consumers (Zhu Wang 2017, p. 3799). As the CD replaced the vinyl record, and the digital video replaces the video cassettes. The company is currently developing a digital video with its CD partner. These new products have continued to attract more customers to purchase the products hence increase their profitability and market share according to Rowlinson (2013). Lastly, the structural changes of Sony Company from a national to international strategy led to its development. The company, with its principal power in Japan, established both the productions and distribution chains around the world in four main parts that are Asia, Europe, America and Japan Conclusion Both companies play the major role in the global market by practicing diversion strategy of products and services. Both Airbus and Sony Corporations have concentrated on the needs of their customers and developed customer strategies that can give new high-quality goods and services over an extended years. Therefore, the success companies stand at their capability to participate well in the market and their innovativeness towards customer satisfaction. List of References Flanigan, M. 2016. Diagnosing and Changing Organizational Culture in Strategic Enrollment Management. Strategic Enrollment Management Quarterly, 4(3), pp.117-129. Pearson, J. and Merkert, R. 2014. Airlines-within-airlines: A business model moving East. Journal of Air Transport Management, 38, pp.21-26. Rowlinson, M. 2013. Management Organizational History: the continuing historic turn. Management Organizational History, 8(4), pp.327-328. Zhu, X., Wang, Z. and Cao, J. 2017. NOMA-Based Spatial Modulation. IEEE Access, 5, pp.3790-3800.