Corporate Strategy Meeting - Sony · Corporate Strategy Meeting For the Fiscal Year ending March 31, 2014 1) Assessment of the Current State and Direction of the Sony Group 2) FY

Sony Corporation

Corporate Strategy Meeting For the Fiscal Year ending March 31, 2014

1) Assessment of the Current State and Direction of

the Sony Group

2) FY 2012 Initiatives and Achievements

3) Key Strategies for FY 2013

4) Achieving Sony’s Mission

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the Sony Group




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Value that only Sony can provide

1) Assessment of the Current State and Direction of the Sony Group

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the Sony Group




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FY 2011 FY 2012 FY 2011 FY 2012

FY 2012 Consolidated Results

6,493.2 billion yen

6,800.9 billion yen

Sales Net Income (Loss)

-456.7 billion yen

43.0 billion yen


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FY 2012 Results by Business

Sales

Operating

Income

(Loss)

Electronics 5 segments

Entertainment

1,174.4 billion yen

85.0 billion yen

Financial Services

1,007.7 billion yen

145.8 billion yen

4,051.7 billion yen

-134.4 billion yen


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5 Key Initiatives


Strengthening core businesses Digital Imaging / Game / Mobile

Turning around the television business

Expanding business in emerging markets

Creating new businesses & accelerating innovation

Realigning the business portfolio and optimizing resources 8


・Defining business objectives

・Building a new management structure

・Accelerating decision-making and execution

FY 2012 Management Strategies for

Revitalizing the Electronics Business

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Strategic Investments for New Business Creation and Strengthening Core Businesses, and

Initiatives to Enhance Sony’s Financial Foundations and Management Structure


2012.5.24 Terminated joint venture with Sharp Corporation to produce and sell large-sized LCD panels and modules

2011.11.11* Acquired EMI Music Publishing

2012.6.14 Increased stake in Multi Screen Media, a company operating television networks in India

2012.6.22 Increased production capacity for stacked CMOS image sensors

2012.6.25 Announced collaboration with Panasonic Corp. for joint development of next generation OLED panels

2012.6.28 Sold the chemical products related business

2012.7.2 Acquired US-based Gaikai Inc.

2012.8.9 Made So-net Entertainment into a wholly-owned subsidiary

2012.9.28 Olympus Corp. issued new shares to Sony through a third-party allotment under a capital alliance agreement

2012.9.28 Established a medical business venture with Olympus under a business alliance agreement

2012.10.19 Accelerated restructuring initiatives for Headquarters and domestic Electronics businesses

2012.11.14 Issued yen-denominated convertible bonds due in 2017

2013.1.17* Sold Sony Corporation of America’s U.S. headquarters building

2013.2.20 Sold a portion of Sony’s holdings of M3, Inc.

2013.2.28 Sold the Sony City Osaki office building and premises

2013.3.4 Sold Sony’s entire stake in DeNA Co. Ltd.

* U.S. EST

2012.6.20

2012.6.29*

2013.3.20

2013 First half

Within 2013

2012.9.28

2012.8.10

2013.1.1

2013.2.22

2013.4.16

2013.3.31

2012.11.30

2013.3.15*

2013.2.25

2013.2.28

2013.3.7

Announcement

Date Closing

Date Activity

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Turning Around the Television Business

Sales

Operating

Income

(Loss)

840.4 billion yen

-207.5 billion yen

581.5 billion yen

-69.6 billion yen

FY 2011 FY 2012 FY 2013

Profitability


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Reinforced Sony’s Sales and Marketing Operations in

Emerging Markets


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DSC-RX1


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the Sony Group




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・Group

Sales 8.5 Trillion Yen

OPM 5%+

ROE 10% ・Electronics Businesses

Sales 6 Trillion Yen

OPM 5%

FY 2014 Targets


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FY 2011 FY 2012 FY 2011 FY 2012 FY 2013 FY 2013

Rapid growth in the smartphone and tablet market

Smartphone/Tablet Market AV Market

Changes in the Market and Business Environment


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Further Strengthen Profitability in the Entertainment and

Financial Services Businesses

Continue to Reinforce Sony’s Financial Foundations

Key Strategies for FY 2013

Electronics Business

• Accelerate execution of updated strategies in the three core businesses

(Mobile, Imaging, Game)

• Return the TV business to profitability

• Accelerate execution of growth strategies in emerging markets that leverage the overall strength of the

Sony Group

• Reinforce new businesses (such as Medical and Security) to deliver sustained growth

• Further realign Sony’s business portfolio


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Mobile Smartphones/

Tablets

• Reduce time to market, quickly launch attractive products that showcase

the power of Sony

• Strengthen relationships with key carriers and expand sales channels

• Reform cost competitiveness and operations including supply chains

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Imaging -Image Sensors

-Professional

-Consumer

• Commercialize new image sensor technology and actively invest in

expanding production capacity

• Expand applications of Sony’s image sensors, and accelerate the shift of

resources to growth areas (such as Security, Sports and Medical)

• Shift to high value-added lineup within consumer-use products 20


Game • PS3: Maintain stable hardware and software sales and profits

• PS Vita: Secure further sales and profit through various hardware sales

initiatives and the introduction of compelling software titles

• PS4: Expand business by providing new experiences

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Three Core Electronics Businesses

FY 2014 Targets


OPM 10%+

Imaging

Sales 1 Trillion Yen

OPM 2%

Game


OPM 4%

Mobile (Smartphones/Tablets)


Sony is projecting approximately 65% of total sales and approximately 80% of operating income

for the entire electronics business will be generated by these three businesses by FY 2014

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TV • Achieve profitability by enhancing product strength and continuing cost

reductions

• Bolster high value-added lineup with larger screen sizes and features such

as improved picture and sound quality

• Launch products that are tailored to local needs in emerging markets

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Medical • Establishment and growth of Sony Olympus Medical Solutions Inc.

• Strengthen the Life Electronics and Medical Key Device Businesses

• Create new business opportunities utilizing Sony Group’s assets

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Pictures • Focus on the production of motion picture titles with high profit potential,

and seek to grow profit through the expansion of the television

production and television network businesses

Music • Increase market share by unearthing and nurturing new talent

• Further expand business by utilizing a rich content catalog

Financial

Services • Steadily contribute to profit growth by continuing to provide high-quality

services 26


the Sony Group




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Statements made in this presentation with respect to Sony’s current plans, estimates, strategies and beliefs and other statements that are not historical facts are forward-looking

statements about the future performance of Sony. Forward-looking statements include, but are not limited to, those statements using words such as “believe,” “expect,” “plans,” “strategy,”

“prospects,” “forecast,” “estimate,” “project,” “anticipate,” “aim,” “intend,” “seek,” “may,” “might,” “could” or “should,” and words of similar meaning in connection

with a discussion of future operations, financial performance, events or conditions. From time to time, oral or written forward-looking statements may also be included in other materials

released to the public. These statements are based on management’s assumptions, judgments and beliefs in light of the information currently available to it. Sony cautions you that a

number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, and therefore you should not place undue

reliance on them. You also should not rely on any obligation of Sony to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

Sony disclaims any such obligation. Risks and uncertainties that might affect Sony include, but are not limited to:

(i) the global economic environment in which Sony operates and the economic conditions in Sony’s markets, particularly levels of consumer spending;

(ii) foreign exchange rates, particularly between the yen and the U.S. dollar, the euro and other currencies in which Sony makes significant sales and incurs production costs, or in which

Sony's assets and liabilities are denominated;

(iii) Sony’s ability to continue to design and develop and win acceptance of, as well as achieve sufficient cost reductions for, its products and services, including televisions, game

platforms, and smart phones, which are offered in highly competitive markets characterized by severe price competition and continual new product and service introductions, rapid

development in technology and subjective and changing consumer preferences;

(iv) Sony’s ability and timing to recoup large-scale investments required for technology development and production capacity;

(v) Sony’s ability to implement successful business restructuring and transformation efforts under changing market conditions;

(vi) Sony’s ability to implement successful hardware, software, and content integration strategies for all segments excluding the Financial Services segment, and to develop and implement

successful sales and distribution strategies in light of the Internet and other technological developments;

(vii) Sony’s continued ability to devote sufficient resources to research and development and, with respect to capital expenditures, to prioritize investments correctly (particularly in the

electronics businesses);

(viii) Sony’s ability to maintain product quality;

(ix) the effectiveness of Sony’s strategies and their execution, including but not limited to the success of Sony's acquisitions, joint ventures and other strategic investments;

(x) Sony’s ability to forecast demands, manage timely procurement and control inventories;

(xi) the outcome of pending and/or future legal and/or regulatory proceedings;

(xii) shifts in customer demand for financial services such as life insurance and Sony’s ability to conduct successful asset liability management in the Financial Services segment;

(xiii) the impact of unfavorable conditions or developments (including market fluctuations or volatility) in the Japanese equity markets on the revenue and operating income of the Financial

Services segment; and

(xiv) risks related to catastrophic disasters or similar events. Risks and uncertainties also include the impact of any future events with material adverse impact.

Cautionary Statement

Documents

Corporate Strategy Meeting - Sony · Corporate Strategy Meeting For the Fiscal Year ending March 31, 2014 1) Assessment of the Current State and Direction of the Sony Group 2) FY