Sony 2008 Annual Report Download - page 12

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10
E
xpand 1 Trillion Yen Business Cate
g
ories
LCD TVs
PC
Digital Imaging
Blu-ray
Mobile Phones
Components/Semiconductors Game
Following the success of our 2005 revitalization
plan, Sony is now in a position to aim for further
growth and greater effi ciency; and has the fl exibility
to navigate in today’s uncertain markets and invest
for tomorrow’s growth.
In addition to a restructured cost base and united
organizational structure, Sony’s global scale,
superior design and engineering and world-
renowned brands will allow us to handle economic
uncertainty and evolving consumer demands to
become even stronger. With this in mind, we have
set a new mission: “To be the leading global
provider of networked consumer electronics and
entertainment.”
We believe Sony is uniquely positioned to
achieve this mission, and we are undertaking
strategic initiatives to accomplish it, specifi cally
by strengthening our core businesses, providing
network connectivity services across our devices,
and capitalizing on international growth, particu-
larly in the BRIC countries—Brazil, Russia, India
and China.
Overview of Corporate Strategy
Fiscal Year 2008 – 2010
Further Strengthen Our Core Businesses
“Trillion Yen Businesses”
One method of strengthening our core businesses is to grow our
number of “trillion yen businesses”—those with annual sales
exceeding ¥1 trillion. We have already achieved this milestone in
our LCD television and digital imaging businesses, as well as the
mobile phones business of Sony Ericsson. In addition to these three
Electronics categories, our Game segment has already passed the
trillion yen milestone. Furthermore, by fi scal year 2010, we plan to
grow our VAIO PCs, Blu-ray Disc-related products and devices,
and external components/semiconductor sales each into trillion
yen businesses.
TV and Game Business Profi tability
While increasing sales are essential to expanding our presence in
strategic markets, profitability in all of these businesses is
imperative—in particular our TV category and Game segment, which
recorded losses in fi scal year 2007.
In fi scal year 2008, we plan to improve profi tability substantially
in the TV category, and we have a number of initiatives in place to
do this. First, we exited the rear-projection and cathode ray tube
(CRT) TV business and expect losses associated with these
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