Sony 2001 Annual Report Download - page 8

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Sony Corporation Annual Report 2001
6
investments, and expanded outsourcing of production. By concentrating resources on the most attractive
fields, the Electronics business improved the efficiency of its invested capital and achieved a significant
improvement in EVA®. During the year, Sony enlarged its EVA®-linked compensation system to cover higher-
ranking managers as well as corporate executive officers. As a result, in each of our Electronics business
units, awareness of the cost of capital increased significantly. In the fiscal year ending March 31, 2002, we
plan to apply EVA® to our Music and Pictures entertainment businesses. Thereafter, we plan to take more
decisive steps to use EVA® to evaluate corporate management, investment decisions, and to examine
operating results throughout the Sony Group.
Speedy and Unique Management
Today, many companies are aiming to speed up management by taking advantage of networks and informa-
tion technology (IT). Sony is no exception. As we seek to reform our business processes, applying IT to
management and accelerating the speed of it are positioned as important company-wide themes. However,
integrating IT into and increasing the speed of corporate activities do not constitute the whole of Sony’s
management strategy. While pursuing greater management speed, we are also seeking to reap the fruits of a
growth strategy under which we will create products and services that embody Sony’s unique value. Sony’s
integrated strategy is to focus concurrently on both speed and uniqueness.
April 27, 2001
Nobuyuki Idei Kunitake Ando
Chairman and Chief Executive Officer President and Chief Operating Officer