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Analysis: CBI v. Arif Azim

Published by muskan bansal on 17/07/2020 17/07/2020.

Also known as Sony Sambandh Case.

Introduction:

In the concerned case, the petitioner CBI has filed the case against the defendant Arif Azim, a call center employee, on the grounds of cybercrime committed by him. This case deals with the Information Technology Act, 2000 and India Penal Code, 1862. It being one-of-its-kind in the field of cybercrime, holds the importance of national level, as India saw its first cybercrime conviction in this case.

A complaint was filed by Sony India Ltd, which runs a website named www.sony.sambandh.com . Which enables NRIs to send the Sony products to their friends and family in India by making an online payment. Under the identity of Barbara Campa, someone logged onto the website. Also ordered a Sony Color Television set and a cordless headphone. The payment by the user was done using the Credit Card. She requested to deliver the product to Arif Azim in Noida. The payment was duly cleared by the credit card agency. The products deliver to Arif Azim by completing the necessary procedures. That are require for the record like clicking of pictures for the evidence of the acceptance of the delivery.

 The transaction was closed at that. But after one and a half months, the Credit Card agency informed the company. That the transaction was done by an unauthorized person. As the real owner refused having made the transaction.

Thereupon, the company complained to the CBI, which register the case under Section 418, 419, 420 of Indian Penal Code. After the investigation, it was revealed that Arif Azim while working at a call center in Noida. He got access to the details of the Credit Card Number of an American National. So he used to make the unauthorized purchase of Sony products on the website.

The Color Television and the cordless headphones were recovered by the CBI, and Arif Azim was arrested.

• Whether the Indian Penal Code can be applied to cybercrimes.
• Whether the punishment should be grave or lenient.

Rule of Law

Under indian penal code.

1.       Section 418 of Indian Penal Code states “Cheating with knowledge that wrongful loss may ensue to person whose interest offender is bound to protect”

 Whoever cheats with the knowledge that he is likely to cause unjust harm to a person whose interest in the transaction to which the cheating relates, has been obliged to protect, either by statute or by a legal contract, shall be punished with the imprisonment of either description for a period that may extend to three years, or with fine, or both.

2.       Section 419 of Indian Penal Code states “Punishment for cheating by personation”

Whoever cheats by personation shall be punished with fine, or imprisonment of either description for a term which may extend to three years, or with both.

3.       Section 420 of Indian Penal Code states “Cheating and dishonestly inducing delivery of property”

Anyone who cheats and thus dishonestly induces the deceived person to deliver any property to any person or to make, alter or destroy the whole or any part of a valuable security or anything that is signed or sealed and that can be converted into a valuable security shall be punished with the imprisonment of any description for a term of up to seven years, and shall also be liable to fine.

Under the Information Technology Act

Section 66 of the Information Technology Act, 2000 deals with the computer-related offenses and the punishment for committing such offenses.

Section 66C of IT ACT defines- “Punishment for identity theft”

Identity theft means the phenomenon of stealing another person’s identity. A person committing identity theft shall be punished with imprisonment up to 3 yrs, or fine up to Rs.1 lakh, or with both.

The court, based on evidence of witnesses and material before it found Arif Azim guilty of an offense under Section 418, 419, 420, of Indian Penal Code and convicted him for cyber fraud and cheating. However, the court felt that a lenient punishment should be given considering it to be the first time conviction of cybercrime criminal and the accused has no past criminal record and was a 24-year old young boy. Keeping same in the mind, the accused was ordered the release on probation for one year. Also, it was held that all types of crimes, be it cybercrime, are covered under the India Penal Code.

The decision is of utmost significance for the country as a whole. Aside from being the first in the case of cybercrime, the conviction has shown that the Indian Penal Code can be implemented and applied specifically to other types of cyber-crimes not protected by the Information Technology Act 2000. Second, a decision of this nature sends out a strong opinion to everyone that the law can’t be taken for a ride.

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Shariaaa · 18/07/2020 at 10:35 AM

Very helpful and nicely written:))

Muskan Bansal · 18/07/2020 at 8:09 PM

Thank you Sharia, glad you liked it.

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SONY.SAMBANDH.COM CASE

India saw its first cybercrime conviction in 2013. It all began after a complaint was filed by Sony India Private Ltd, which runs a website called www.sony-sambandh.com, targeting Non-Resident Indians. The website enables NRIs to send Sony products to their friends and relatives in India after they pay for it online. The company undertakes to deliver the products to the concerned recipients. In May 2002, according to the cybercrime case study, someone logged onto the website under the identity of Barbara Campa and ordered a Sony Colour Television set and a cordless headphone. She gave her credit card number for payment and requested the products to be delivered to Arif Azim in Noida. The payment was duly cleared by the credit card agency, and the transaction was processed. After following the relevant procedures of due diligence and checking, the company delivered the items to Arif Azim. At the time of delivery, the company took digital photographs showing the delivery being accepted by Arif Azim. The transaction closed at that, but after one and a half months the credit card agency informed the company that this was an unauthorized transaction as the real owner had denied having made the purchase. The company lodged a complaint about online cheating at the Central Bureau of Investigation which registered a case under Section 418, 419 and 420 of the Indian Penal Code. The matter was investigated, and Arif Azim was arrested. Investigations revealed that Arif Azim while working at a call centre in Noida gained access to the credit card number of an American national which he misused on the company’s site. The CBI recovered the colour television and the cordless headphone, in this one of a kind cyber fraud case. In this matter, the CBI had evidence to prove their case, and so the accused admitted his guilt. The court convicted Arif Azim under Section 418, 419 and 420 of the Indian Penal Code – this being the first time that cybercrime has been convicted. The court, however, felt that as the accused was a young boy of 24 years and a first-time convict, a lenient view needed to be taken. The court, therefore, released the accused on probation for one year. The judgment is of immense significance for the entire nation. Besides being the first conviction in a cybercrime matter, it has shown that the Indian Penal Code can be effectively applied to certain categories of cyber crimes which are not covered under the Information Technology Act 2000. Secondly, a judgment of this sort sends out a clear message to all that the law cannot be taken for a ride.

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Cyber Case Study: Sony Pictures Entertainment Hack

by Kelli Young | Nov 8, 2021 | Case Study , Cyber Liability Insurance

In the final months of 2014, Sony Pictures Entertainment (SPE)—a well-known entertainment company responsible for producing and distributing a myriad of famous movies—experienced a large-scale cyber incident. A foreign hacking group infiltrated SPE’s network via malware, compromising the company’s digital operations and accessing a wide range of sensitive employee data, private emails and upcoming films. The incident led to major disruptions, leaked information and significant controversy surrounding an upcoming movie premiere.

The Sony Pictures Entertainment hack—which was formally attributed to North Korea as an attempt to prevent SPE from releasing a political comedy film centered around assassinating the nation-state’s leader—has since become known as one of the worst cyber incidents in the entertainment industry’s history, showcasing the importance of safeguarding company data and intellectual property. In hindsight, organizations can learn various cybersecurity lessons by reviewing the details of this incident, its impact and the mistakes SPE made along the way.

The Details of the Sony Pictures Entertainment Hack

In June 2014, SPE released the first trailer for a comedy movie titled “The Interview” to the public, stating an October 2014 release date. The film’s plot focused on two Americans who run a popular talk show getting recruited by the Central Intelligence Agency to interview Kim Jong-un—North Korea’s political leader—and assassinate him in the process.

From there, the film’s distribution was rescheduled for Dec. 25, 2014.

On Nov. 24, 2014—approximately one month before the movie was set to be released—SPE’s network was compromised by a foreign hacking group known as the Guardians of Peace (GOP) via an advanced form of malware. This malware was able to evade SPE’s antivirus software and came equipped with a digital backdoor that allowed the cybercriminals to repeatedly enter the company’s network. Upon logging into their workplace devices that morning, SPE employees were met with a daunting message from the GOP. This message stated that the cybercriminals had stolen several terabytes of SPE’s sensitive data and intellectual property, wiped the original copies from all company technology and planned to release this information if SPE failed to meet their demands. Initially, the GOP demanded money in exchange for the restoration of SPE’s data.

At this time, SPE did not respond to the cybercriminals’ demands. But the company’s network was still largely compromised, causing them to shut it down temporarily. It took several days for IT professionals to repair SPE’s damaged technology, forcing employees to conduct tasks without their workplace devices and significantly disrupting digital operations. Employees had to resort to using old fax machines, issuing paper checks, writing on whiteboards and scheduling exclusively in-person meetings while the company’s network was down.

Even after SPE regained access to its network, the GOP maintained a hidden entry point through the malware’s digital backdoor. As a result, the cybercriminals proceeded to leak the company’s information to both the media and the general public over the next several days. This leak included thousands of current and past employees’ personal records (e.g., names, addresses, contact information, network credentials, Social Security numbers, insurance plans and salary data), as well as a variety of private emails between SPE employees and film executives. Further, the GOP posted five of SPE’s films on digital sharing sites—four of which hadn’t been released yet. Consequently, these movies were illegally downloaded millions of times. At this point, the GOP’s demands changed. In exchange for preventing further data leaks, the cybercriminals demanded that SPE cancel the distribution of “the movie of terrorism”—which was assumed to be referring to “The Interview.”

On Nov. 28, 2014, several media organizations released initial details regarding the ongoing hack to the public. During this time, the media began speculating whether North Korea was responsible for the incident. However, the nation-state denied involvement. Despite the leaked information, SPE pressed forward with its film release plans. That is, until Dec.16, 2014, when the GOP called out “The Interview” by name and used increasingly violent language to demand the film’s distribution be canceled. The cybercriminals’ message referenced the Sept. 11, 2001, terrorist attacks and threatened to cause physical harm at any theater that screened the film. This threat prompted the FBI to launch an official investigation of the incident and led SPE to cancel the movie’s release the following day.

Yet, on Dec. 19, 2014, the Obama administration claimed that shelving the film was a mistake and doing so would only reward the GOP’s unacceptable behavior. The U.S. Department of Homeland Security also confirmed that there was no evidence of any actual plot to cause harm at theaters planning to show the film. As such, SPE announced that it had reversed its decision on Dec. 23, 2014, and released the movie two days later to over 300 independent theaters that were willing to screen the film. Because many large theater chains still refused to show the movie, SPE also decided to release it during the opening weekend on several video-on-demand platforms, such as YouTube and Google Play. The GOP’s threats ceased following the movie’s distribution.

After completing its investigation of the incident, the FBI confirmed that North Korea was likely responsible, seeing as the malware’s code was written in Korean and the hackers’ IP addresses were traced back to the nation-state. Nevertheless, North Korea still denies being involved.

The Impact of the Sony Pictures Entertainment Hack

SPE faced several consequences following the large-scale incident. These include the following:

Recovery costs SPE is estimated to have spent at least $35 million in the process of recovering from the hack, consisting of expenses related to informing impacted employees and U.S. authorities of the incident, hiring IT professionals to recover the company’s compromised technology, conducting an internal investigation of the hack and implementing improved cybersecurity measures to prevent future incidents.

Lost revenue Apart from recovery costs, the incident likely contributed to reduced revenue for several of SPE’s film releases. First, the mixed distribution of “The Interview” between independent theaters and online platforms due to the hack somewhat diminished the movie’s box office success, seeing as SPE lost any revenue that would have been made from large theater chains screening the film. While the movie grossed $40 million in digital rentals, it only generated $12.3 million in box office ticket sales—representing a relatively small overall profit against a $44 million budget. In addition, the GOP’s leak of four other SPE films on digital sharing sites before their theatrical releases probably minimized those movies’ box office ticket sales, considering some individuals subsequently downloaded and viewed these films early (and for free).

Reputational damages Following the incident, SPE faced widespread criticism. In terms of cybersecurity, the company experienced scrutiny for failing to utilize various measures that could have helped protect against the hack. Although IT experts confirmed that the GOP’s malware would have been difficult for even the most sophisticated companies to stop, SPE’s protocols for safeguarding its sensitive data, email systems and intellectual property were inadequate. The company’s valuable records were stored in poorly protected locations with obvious file names (e.g., “Computer Passwords”). Further, SPE’s company email settings allowed for up to seven years’ worth of messages to remain within the network, giving the GOP access to a plethora of communications. Regarding SPE’s overall reputation, the GOP’s leak of private emails painted the company badly on various fronts. Some of these emails disclosed the details of sensitive company matters (e.g., ongoing negotiations with other film studios), while other messages revealed offensive comments that SPE executives had made about members of the entertainment industry— including high-profile actors, producers and directors. These emails likely minimized SPE’s reliability across the entertainment industry.

Legal ramifications Lastly, the incident carried numerous legal issues for SPE. Company employees whose records were exposed during the hack filed a class-action lawsuit against SPE, totaling nearly $8 million. This total includes $2.5 million to reimburse employees for potential identity theft concerns, $2 million to offer employees fraud protection services and $3.5 million in additional legal fees. The incident also motivated the Obama administration to update federal regulations to ensure that national officials better respond to cybercrimes involving international parties.

Lessons Learned from the Sony Pictures Entertainment Hack

Several cybersecurity takeaways can be gleaned from the SPE hack. Specifically, the incident emphasized these critical lessons:

Basic security measures can’t be ignored. In the aftermath of the hack, SPE prioritized bolstering a range of their digital protection protocols, especially related to threat detection and email security. Many of these basic measures could have helped mitigate the damages that resulted from the incident. Simple security steps for all organizations to consider include:

• Utilizing various forms of threat detection software (e.g., network monitoring systems, endpoint detection products and patch management tools) and updating this software on a routine basis
• Installing email filters and firewalls to minimize cybercriminals’ access capabilities
• Developing an effective email retention policy to ensure messages are deleted after an appropriate period of time (typically no more than three years)
• Instructing employees to refrain from sharing sensitive data or discussing confidential company details over email

Sensitive data and intellectual property require proper safeguards. One of SPE’s biggest downfalls related to the incident was failing to adequately protect its most sensitive data and intellectual property. There are many ways for organizations to keep such information better safeguarded, such as:

• Storing sensitive data and intellectual property in safe and secure locations
• Encrypting all confidential workplace records and giving them discreet file names
• Restricting employees’ access to sensitive data and intellectual property on an as-needed basis
• Requiring employees to utilize multi-factor authentication before accessing sensitive data or intellectual property
• Segmenting workplace networks to prevent cybercriminals from gaining access to all sensitive data and intellectual property after infiltrating a single system or device
• Conducting routine data backups in a secure, offline location

Cyber incident response plans are vital. When SPE’s network was shut down, its employees struggled to cope and faced significant operational disruptions. This scenario highlighted the value of having a cyber incident response plan in place. This type of plan can help an organization establish timely response protocols for remaining operational and mitigating losses in the event of a cyber incident. A successful incident response plan should outline potential cyberattack scenarios, methods for maintaining key functions during these scenarios and the individuals responsible for doing so. It should be routinely reviewed through various activities—such as penetration testing and tabletop exercises—to ensure effectiveness and identify ongoing security gaps. Based on the results from these activities, the plan should be adjusted as needed.

Targeted, state-sponsored attacks must be considered. Seeing as North Korea was likely responsible for this incident, it’s critical for organizations to be aware of the potential for future targeted attacks or other cyber-related losses stemming from political conflicts. Depending on their specific operations, organizations should evaluate their likelihood of being involved in incidents with foreign attackers and adjust their basic security measures, data protection protocols and cyber incident response plans as needed.

Proper coverage can provide much-needed protection. Finally, this breach made it clear that no organization—not even a major entertainment company—is immune to cyber-related losses. That’s why it’s crucial to ensure adequate protection against potential cyber incidents by securing proper coverage. When securing such coverage, organizations must clearly understand key policy terminology and conditions, particularly as they relate to physical destruction and cyber warfare.

This may entail confirming whether the policy covers physical damage to technology amid cyber incidents (also known as bricking), as well as reviewing policy definitions for “cyber warfare” and “cyber terrorism” to better comprehend how coverage could assist in such circumstances. Organizations should work with trusted insurance professionals when evaluating their policies and navigating coverage decisions.

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Regardless of the type of business, one thing is certain, if you’re a business in operation today, you face cyber risks. Which means you need to thoroughly understand your risk of a loss, how you would respond if a loss did occur, and whether  Cyber & Data Breach Liability  coverage makes sense for you.

The level of coverage your business needs is based on your individual operations and can vary depending on your range of exposure. It’s important to work with an Insurance Advisor that can identify your areas of risk, and customize a policy to fit your unique situation.

If you’d like additional information and resources, we’re here to help you analyze your needs and make the right coverage decisions to protect your operations from unnecessary risk. You can download a free copy of our eBook , or if you’re ready make Cyber Liability Insurance a part of your insurance portfolio,  Request a Proposal or download and get started on our Cyber & Data Breach Insurance Application  and we’ll get to work for you.

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Home » Management Case Studies » Case Study: The Collaboration Between Sony and Ericsson

Case Study: The Collaboration Between Sony and Ericsson

Nowadays, it’s very common for companies from different countries and sector to work together. In 2001, a joint venture company – Sony Ericsson Mobile communication has been established by a Japanese electronics company Sony Corporation and Swedish telecommunications company Ericsson. The aim of this cooperation is to produce the mobile phone with multimedia communication solution to customers all over the world. The initial for this collaboration is to associate the Sony’s multimedia consumer electronics expertise and Ericsson’s technical knowledge in telecommunications. Once Sony Ericsson established, both of the companies stopped their individual mobile business. The Sony Ericsson Mobile Communications is a London-based 50:50 joint venture business. Before the collaboration, Ericsson ran its mobile business in the market for years and obtained 10.7% in the handset market in 2000. It has a great loss when faced the cheaper mobile phone producer as Nokia. Mobile phone is one of the core businesses in Ericsson. Thus they can’t abandon this part of business. Ericsson had the advantage of the leading infrastructure. Meanwhile, Sony had just 10% market share in Japanese handset market and 1% in all over the world. However, Sony obtained the multimedia technology enable to enter the global market. Sony Ericsson employed 2500 stuff from Ericsson and 1000 stuff from Sony. Sony and Ericsson both obtain 50% of the capital. And each of them obtains half of the board’s positions. This business had been expected to take over all the mobile phone technology from the parents and to be able to compete with Nokia and Motorola in the market.

How does the Collaboration between Sony and Ericsson Conducted

The initial of Sony is to look for a partner to explore the GSM and CDMA technologies. Sony had soft alliance with Qualcomm and Siemens in the 1990s. In the experience with Qualcomm, Sony developed CDMA technology together with Qualcomm, but products have been sold separated under two brand name. The competition leaded this soft alliance to the end as well as the collaboration with Siemens. However, Sony realized it’s a huge investment to conduct R&D alone in telecom technology. Before Sony and Ericsson arrived a Memorandum of Understanding, many partner candidates as Motorola, Alcatel and Nokia had been considered. At that time, Ericsson gained a big operation loss in 2000. And it was looking for a partner to take over the handsets operations. There were many potential candidates had been chose. Sony was one of them. Sony held the advantage of the multimedia consumer electronics expertise but had been limited on designing and innovations. Initially, Sony want to take over all the operation include the core technology, design, distribution and marketing. However, the top management of Ericsson didn’t want to abandon the core technology of handset, which was developed in Ericsson Mobile Platforms (EMP). Thus Ericsson proposed soft alliance which had been turned down by Sony who insisted the joint venture deal.

Ericsson obtained the core handset technology, however Sony at that moment don’t want any cash contribution. In that time, Ericsson played the major role in that deal according to its global market share and handset technology. Thus the Ericsson Mobile Platforms has been excluded in the joint venture deal. Thus EMP has to reduce the operating cost and sell technology to other company as LG.

The final agreement was finalized in the end of 2000 between the two companies. Then followed a group of discussion on how to conduct this collaboration in terms of management, manufacturing, Research and Development , and governance, etc. The board of the joint venture was formed 50-50 from two companies, and with a president to be named by Sony. 1,500 staff came from Sony and Ericsson brought its organization of products, sales and marketing. The new joint venture has been named Sony Ericsson Mobile Communications. There were many challenge issues for two big company’s collaboration. The intellectual property rights (IPR) is one of the critical issues. Since it was very difficult to identify how much the two companies should transfer IPR to the joint venture at the beginning. Sony built up a team called Functional Integration Team to tackle the joint venture issues. Sony decided to take over the management of manufacturing by controlling the Sony-Ericsson’s own production plant with Chinese partners. And Sony also is in charge of the supply chain management which Ericsson had long-term operational experience in. Thus Sony took many important positions in Sony-Ericsson management: Sony executives had been transferred to take over the business units and supply chain management. While Ericsson ex-executives took over HR and other departments. The operation of the joint venture started at Oct-1 2001.

There are three main issues occurred at the beginning of collaboration in Sony-Ericsson. Design is one of the issues. Sony’s designers had different understanding on the outlook and functions with the Ericsson’s designers. For example, the Sony designers proposed that streamline shape of mobile phone is better than straight line mobile phone. However, it’s difficult for Sony’s designers to explain this concept to Ericsson’s designers. In Sony, the information of design philosophy is tacit instead of explicit, thus in the joint venture, designers from each company can’t understand the in-house words from each other. This was solved by re-designing a new set of internal terms in Sony-Ericsson. The few number of published mobile phone model lead to a big loss in the first two years. However, another side, the conflicts between the two types of culture also enabled Sony-Ericsson to enter the international market. There was an argument on the product design in Japanese market. The Sony designers claimed that design is the most important part and Japanese market need attention due to the customers’ high standard needs. Japanese market is the most advanced mobile phone market and more than 10 major mobile phone manufacturers existed in the market at that time. Sony-Ericsson obtained a lot of important experience, and also able to learn the technology trends from Japanese market.

The second issue in Sony-Ericsson is the supply chain management, which didn’t work well. Firstly, the manufacturing had been divided into three manufacturing facilities in Sony-Ericsson: Ericsson manufacturing contracts with EMS, Sony manufacturing company, Ericsson manufacturing plant in China. There was a huge challenge on managing the manufacturing since it’s very difficult to manufacture products ordered and meet the requirement of quality. Especially the outsource supplier – EMS, which met great challenge on delivering qualified products on time. The different type of manufacturing source brought Sony-Ericsson a critical problem. Secondly, Time to market is a very important criterion in mobile phone market due to the fierce competition. The management of platform in Sony-Ericsson is a weak point compare to the other competitors as Samsung and Nokia. Due to lack of management, in the platform, it was found the new orders were laid without organization. This became worse when the marketing strategy had been set to increase the market share. The issue occurred because Sony-Ericsson lack the knowledge on management of production process and supply chain management.

The third issue was technology transfer . Sony contributed the screen and camera technology to Sony-Ericsson. All the related technology was explored in Japan and transferred to Europe. It took a long time for the technology can be applied based on the telecom infrastructure in Europe. The core handset technology came from Ericsson. EMP combined the software and chip as product, which is a new business model . As above information indicated, EMP didn’t be included in the joint venture deal. And the cost of EMP was really high because of the exploration of 3G and GSM at the same time. Thus EMP served Sony-Ericsson as customer, as well as Siemens, LG, and Samsung.

In the first year of the joint venture’s operation, Sony-Ericsson lost 292 million and didn’t made profit until 2003. Sony and Ericsson were not satisfied with the performance of the joint venture. However, they still tried to inject capital into Sony-Ericsson in 2003. The Sony-Ericsson walkman branded mobile was doing well at the beginning. However, it had been over taken by music mobile from other manufacturer as iPhone and other brand recent years.

The collaboration between the two big companies has been considered as one of the most complex one. It took long time to implement and consolidate. Compare to the previous soft alliances, Sony aimed to build a stable collaboration to expand the mobile business. In summary, the joint venture is able to combine the technical strength from both sides. As identified before, Sony is good at the multimedia customer electronics. The first series of products is walkman portfolio. Sony transferred their multimedia technology to Sony-Ericsson. While Ericsson contributed the core handset technology and telecom infrastructure which enable Sony-Ericsson to release series of mobile phone based on cooperation with telecom operators. But due to Sony don’t want to invest at the beginning. The core handset technology still has been kept in EMP. This is one of the mistakes of Sony in this collaboration. EMP was focusing on integration of software to system. And it became one of the advanced research center on GSM and 3G. However the operation cost of EMP kept on increasing. Sony-Ericsson purchased chip with software from EMP, which was a high-cost component. Even though, EMP couldn’t balance the cost and income. It had to supply other mobile companies for sustaining. Sony-Ericsson can’t involve the management of the EMP. This will become a weak point in the future.

The managers of Sony-Ericsson initially came from Sony and Ericsson, but the management was isolated from Sony and Ericsson. The challenge issue here is the different culture of the two companies. Globalization is a common phenomenon everywhere. Even difference of culture can be solved in personal level. It’s quite difficult to merge a big group of people with totally different culture. Sony is a big international company. However, it still holds a perspective of business strategy , marketing, design, and product development , etc different with other western companies. Compare to Sony, Ericsson is a low masculinity organization which has low work stress, high gender quality, equality between employees, and team work. In traditional Japanese company, staff can’t question the boss’s instruction which is observation in western company. Thus Sony-Ericsson created their own company value as ‘Passionate, Innovation and Responsive’.

The difference of business strategy between the two organization cause many friction in the collaboration. The CEO of Sony mentioned this issue in 2008, that if the Sony-Ericsson can’t work towards the same goal, it’s very difficult for this collaboration to continue. Generally speaking, the joint venture ran with several issues at the first two years. This directly affected the financial performance of Sony-Ericsson. Due to this bad performance, it almost leaded to an end of the collaboration. However, finally both Sony and Ericsson injected a certain amount of capital to the joint venture. Sony-Ericsson performs relatively well. But this collaboration didn’t enable Sony-Ericsson to compete with Nokia and Samsung in the market.

Discussion on Outcome from Sony and Ericsson’s Point of Views in Terms of Success and Failure of this Collaboration

From both of Sony and Ericsson’s point of views, it is benefit to look for a partner to establish a joint venture. This alliance can bring advantage as risk reduction, international expansion , technology transfer, sharing capital facilities and equipment. Once the joint venture establishes, the tangible and intangible assets will be transferred from parents to the joint venture. The tangible assets include capital facilities and equipment, technology and patents. The intangible assets may include the brand name, explored market, reputation of company, etc.

Sony was in a reasonable good place in Japan before the collaboration. And they found the mobile business is a growing business. However, Sony was not a major player in GSM market in the global market. However, Sony is very excellent on product design. It wouldn’t be difficult for Sony to gain more market share from the initial 2%. But if Sony want to be a major player, it’s not enough to rely on product design and multimedia expertise only. According to the previous experience on soft alliance, Sony realized joint venture would be the best choice to work with partner in this business. The benefit to conduct this collaboration with Ericsson is Ericsson is experienced in European market; It obtains the infrastructure of telecom and it has handset technology; in 2000, Ericsson rank number 3 in mobile phone market. Sony can enter European market easily with this partner and also can built the brand name for other business of Sony as TV. Sony doesn’t have to invest on infrastructure and technology on this deal. However, the failure of this collaboration to Sony is the EMP. Sony didn’t want to invest in EMP initially in 2000. Consequently Sony is not able to learn from the Ericsson for the core handset technology. Furthermore, EMP is one of the most advanced research center for GSM and 3G technology. To sustain the operation, EMP sells products to Sony-Ericsson, Samsung, and Nokia. And Sony-Ericsson didn’t have any advantage from it. From Sony’s point of view, it’s able to enter the international mainstream market of mobile phone via the joint venture. In this collaboration, Sony can utilize the advantage of product design. Sony also learn a lot from western company on business management for example supply chain management, which contributes a lot on Sony’s global expansion. The experience of collaboration also has been considered as internal ‘good practice ‘. After collaborated with Ericsson, Sony also collaborates with companies as DoCoMo in other business. The performance of Sony-Ericsson compare to the initial purpose isn’t so good. Especially in 2008, Sony and Ericsson had to inject 1.8 million Euro to Sony-Ericsson again to overcome the economic crisis. And Sony showed disappoint on this collaboration in terms of disagreement on business strategy. Up to now, even Sony entered the mainstream market. It still can’t compete with other major competitors in the market.

Before the collaboration, Ericsson obtained 10% market share in the mobile phone market. But Ericsson kept on losing money and market share. Meanwhile, the high operation cost of EMP drive the company to seek for a partner to share or take over the operation cost. Ericsson has a good base in terms of infrastructure, handset technology, and operator relationship. However, the mainstream of mobile phone became multi-functional mobile. Ericsson has no experience and strength on that. Sony became the best choice to cooperate. The initial idea of Ericsson is to sell all handset business include the core technology. But top management didn’t want to abandon the mobile business and then it’s very important to keep the technology within the company. The collaboration with Sony enables Ericsson to focus on 3G technology development. From Ericsson’s point of view, the collaboration with Sony brought them technology of multimedia expertise which Sony is one of the advanced companies in the world. However, all the Research and Development of screen and camera are conducted in Japan directly. Ericsson has not been involved in it. The success point of this collaboration to Ericsson, it’s able to produce the mobile phone to satisfy customers’ increasing needs. Through the collaboration, Ericsson also learned product design from Sony, which is different with Ericsson. And the Japan-based company enable the company understand the trends from the advanced mobile market. Furthermore, Ericsson also learned management skill from the Japanese company. But according to the performance of Sony-Ericsson, the market share can’t catch with Nokia and Samsung. They have fiercely competition with Motorola and LG in the main market.

From both of their view, this collaboration is not easy to be conducted. Due to many issues and conflicts, Sony-Ericsson can’t achieve a maximum profit and increase the market share as expected. Technically, Sony Ericsson combined the core technology from Ericsson mobile business and Sony’s multimedia technology. This form of collaboration worked well in the first 3 years. Walkman mobile phone was released very successful. However, today’s mobile phone has been expected a lot from customers. Sony-Ericsson didn’t cooperate well to work on the R&D on new technology. The two companies still have a lot of conflicts on the business concept, and the inefficacy management on that may lead to an end of the cooperation. From the point view of the profitability , this collaboration didn’t achieve the expectation in the first two years until the third quarter of 2003. During the economic crisis period, Sony-Ericsson experienced tough time. The parent companies have expected payback in the last 10 years.

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FIDM Sonys Battle for Video Game Supremacy Case Study

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Business Finance

Fashion Institute of Design and Merchandising

Question Description

I need help with a Business question. All explanations and answers will be used to help me learn.

• What is the general landscape of gaming customer segments?
• Do competitors attract appeal to different customer segments?
• What is the market landscape?
• What are the key aspects of competing products that Sony will need to consider?
• Describe the customer segments for the PS3
• What are Sony’s key differentiators?
• (Note: Remember to consider all forms of competition both direct and indirect - make sure to read the entire case)
• Describe how they affect key players in the industry and their ability to attract their target segments
• How does game development affect Sony’s ability to compete?
• How is the positioning for PS3 versus competitors as well as the prior PS2 model? What are key considerations Sony will need to make with the PS3?
• Who are the target segments Sony should try and appeal towards with the PS3 and why? (Remember to consider different segments and their expectations in terms of price, features and service)

How does this targeting impact the offering and the features it should include and why? (Hint: Sony will need to differentiate. They also cannot offer just anything and everything as they may not have the capability to offer every single feature under the sun and each feature (including games) will impact their costs, pricing to consumers. Think as real world as possible as Sony PS3 is a real world example.)

• Overview of the situation / Describe the company and its marketplace
• Include background about the situation and the key opportunities and issues that are under consideration
• Overview the competitive landscape
• Target segments 

textbook link: https://drive.google.com/file/d/1XN8ENGUQEVLLvkRX2...

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Explanation & Answer

View attached explanation and answer. Let me know if you have any questions. 1 Teaching Experience Students Name Instructors Name Course Date of Submission 2 Teaching Experience Background One of the most significant responsibilities of nurses, other than patient care and therapy, is educating patients on their detailed health conditions. It is often a continuous learning process that begins when the patient steps into a healthcare facility up to when they are discharged from the facility (Hartley et al., 2020). With this regard, this paper evaluates a labor teaching scenario involving a 20-year-old Caucasian patient known as Anna, who has just delivered a post-term baby through an emergency primary C-section because of Chorioamnionitis and fetal decelerations. General Comprehensive Evaluation The patient's medical records show that she is GBS positive, and when she was admitted, she reported having flu-like symptoms, uterine contractions, and a few days of 'leaking off and on.' Her social history is that she is a smoker with marijuana substance use, although she claims to have stopped smoking after discovering she was 12 weeks pregnant. She is unemployed, didn’t finish school, is not married, and with an incarcerated boyfriend who is the baby’s father. She currently stays with her divorced mother and receives her first prenatal care during her third trimester. The first comprehensive assessment plan will portray that Anna has positively adjusted to the current postnatal changes. The objective here is to assess whether she is in a good-positive mood, appears interested, and is ready to learn. This assessment can be effectively done if the nurse creates a friendly rapport (Hartley et al., 2020). Secondly, there is a need to practically evaluate her strengths and weakness in connection to the learning needs during the teaching 3 process. For instance, although she might appear eager and willing to learn, there is a possibility that she might be depressed in connection to her relationship and stressful social life, hence, tend to enclose her weakness. Ultimately, it is necessary to evaluate her level of knowledge related to maternal and neonatal infection and care. Being a new mother, Anna might be hearing about this subject for the first time; hence, her primary health-educare diagnosis could be ‘ineffective familiarity.' Assessing Anna’s Maternal and Neonatal Learning Needs For an effective teaching program, assessing the patient's learning needs is crucial (Marcus, 2014). The main objective here is to find out what Anna wants to learn, her learning capability, subject areas of maternal and neonatal infection to emphasize, and the best practice approach of teaching her. Therefore, an oral inquiry will be the best functional assessment approach, which will be based on; the care concerns of her GBS condition, her purpose of learning how to take care of herself and her newborn child, what she needs to know to achieve the care objective, challenges, healthcare learning interests, and maternal and neonatal infection care management. Furthermore, it is essential to evaluate the appropriate daytime that she can learn best and whether she learns best by reading first, through verbal and practical communication. Nonetheless, it is essential to note that it should only focus on her relevant ones to her social and healthcare condition and apply recommended labor resources for the program to be effective. For instance, emphasis should be placed on caring for the CS-incision to avoid bacterial infection and the significance of antibiotics for managing her GBS condition. 4 Provision of Evidence-based Learning In Anna’s situation, a friendly rapport creation is essential for the success of the whole teaching process. And so, the first thing to do when having the first encounter with her is to introduce myself and use simple questions to help break the ice. Then, the learning session should begin with a brief and straightforward background description of the subject matter, inquiring about her knowledge on the subject to capture her attention, and engaging her in the learning process while embracing her eagerness to learn. The goal is to ensure that she has a comprehensive understanding of safely caring for herself and the newborn child; they are both free from any infection, there is no possible form of neglect, and provide a practical opportunity for Anna to bond with her child. Hence, it is also essential to be more a listener than just presenting relevant maternal and neonatal information, to emphasize the whole learning process on her main areas of concern. Furthermore, information demonstration and repetition are also crucial in increasing her adequate comprehension and self-recollection. Thus, the application of evidence-based healthcare reference information is recommended (Marcus, 2014). The presentation of this information should be well organized, simple, and straightforward in that it can effectively enhance Anna's learning and information retention. Other essential aspects to consider when providing evidence-based learning are; using appropriate body movements and eye contact during the learning process, sitting close to her, feeling relaxed and showing confidence in the presentation, use of a clear speech and moderate tone, and letting the whole learning process flow naturally while encouraging Anna's active participation. The involvement of a close friend or family member in the learning process can also be effective. 5 References Hartley E., Fuller-Tyszkiewicz M., Skouteris H., and Hill B., (2021). A Qualitative Insight into the Relationship between Postpartum Depression and Body image. Journal of Reproductive and Infant Psychology, 39(3), 288-300. https://www.tandfonline.com/doi/abs/10.1080/02646838.2019.1710119 Marcus, C. (2014). Strategies for Improving the Quality of Verbal Patient and Family Education: a Review of the Literature and Creation of the EDUCATE Model. Health Psychology and Behavioral Medicine: An Open Access Journal, 2(1), 482-495. Retrieved from: https://www.tandfonline.com/doi/full/10.1080/21642850.2014.900450 Please view explanation and answer below.If no amendments are needed, you can end the contract, post your review, and rate me. Looking forward to your next order. Thank you. 1 Sony and Video Game Supremacy Author’s Name School of Affiliation Date 2 Introduction Several companies have utilized people’s leisure time to promote their business. Sony has been doing this for a while through the production of video games. The sale of these video games does rely mostly on impulse buying of the gamers. In video production, other companies do exist that offer competition to what Sony produces. Microsoft produced Xbox 360, which had approximately 4 million sold, offering a stiff completion to Sony’s new product, PS3. Another notable competitor is the Nintendo, which affected Nintendo Wii, already in the market and affordable compared to the earmarked price for PS3. To beat this competition, PS3 did include Blu- ray disc player, which could hold more information and produce high-definition images compared to others. This development set a good match across the video game market, as prices for the products remained prominent. Although the PS3 could retail at $500, other video game product that uses Blu—Ray, did retail at a double price, meaning PS3 could still have a better edge. With the success of the previous product, PS2, still in their records, getting PS3 into the same level was the intention. Replicating this success could require a better understanding of market demand and the better use of technology in producing quality products (Sterman et al., 2011). Game developers and publishers. Game developers play a critical role in the production of soft wares used in video games. Independent companies mainly do this. More control fell to this independent company, which invested into this development process through funding, testing the games, marketing, and retailing (Sterman et al., 2011). The developers then publish these titles. They are entitled to own intellectual property and brands. They ensure the money used in development is recoup through 3 sales. Publishers did evolve to acquire studios and finally recruit top developers to reduce competition within the video game markets. Game development and Sony’s competitive ability Game development did influence Sony’s ability in the market. The PC gamers could play online with each other, a feature tha...

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Sony and PRINCE2 Agile® Case Study

• Project management
• Project planning
• Project progress

June 26, 2017  |

  7  min read

This Case Study shows how Sony used PRINCE2 Agile® to manage the development and delivery of enhanced functionality for their file-based workflow programme. The driver behind the project was the need to be more responsive to customers’ demands.

As Sony was already a PRINCE2®-aligned organization and wanted to adopt a Scrum-based agile approach, PRINCE2 Agile was chosen as the project management method.

This case study is also available to read in Japanese (PDF, 754KB) .

Introduction

The organization.

Sony Corporation is a multinational organization with its headquarters in Japan. The business includes consumer and professional electronics, gaming, entertainment, and financial services and is one of the leading manufacturers of electronic products for the consumer and professional markets.

The Media Solutions Department is part of Sony Professional Solutions Europe and delivers broadcast equipment, software and media solutions into organizations across Europe. The Media Solutions Department has three key business areas:

• live production, incorporating studios, outside broadcast vehicles and production facilities
• news, covering newsroom editors, agency newswire systems and playout systems
• content management and archive solutions.

Summary of the project and its outcomes 

This Case Study shows how Sony used PRINCE2 Agile® to manage the development and delivery of enhanced functionality for their file-based work flow programme. The driver behind the project was the need to be more responsive to the Media Solutions Department’s customers’ demands.

The system was built around Sony’s Media Backbone Conductor and Navigator products. An infrastructure with base functionality was delivered in the early phases of the project and Sony wanted to continue the development of the product with enhanced features and services. They identified a requirement for a more flexible way of selecting the next features to be developed that would ensure that the needs were always assessed and prioritized.

What was the problem?

Keeping pace with change .

The initial phases of the project involved a long design period, followed by delivery and then deployment of the software. This was usually three to six months after the requirements had originally been agreed, during which time some had changed.

The need for process and technology transformation was driven by the need to realize the benefits of the true end-to-end file-based operation. It was very important to keep all stakeholders involved and part of the process. This included prioritizing features with the user community, measuring return on investment (ROI) and introducing changes in a controlled manner. Key to the success of this project has been the creation of a culture of continuous improvement.

It was essential to improve the sharing of content and automate some of the processes to free up valuable user time for core production activities.

The proposed solution 

As Sony had identified a need to be able to respond to user requirements faster, they decided to consider an agile-based methodology.

The solution had to ensure that:

• new developments are always relevant to the current business needs
• there is flexibility to reprioritize future software deliveries without the need to raise change requests and seek top management approvals.

Project Governance 

The project followed the PRINCE2 governance structure and had a project board with user, supplier and business representation, see Figure 2.1. The structure illustrates how local role names can be mapped onto the overall PRINCE2 governance framework, retaining customer/business supplier representation. For example, the Director of Technology effectively approved decisions around the backlog and was ultimately responsible for acceptance of the product.

Figure 2.1 Project governance structure

Communications, progress and issue reporting were strongly based on the management by exception principle and PRINCE2 reporting guidance. End stage and highlight reports were still used as communication channels between the project manager and the project board.

Aims and objectives

The major objective for the Media Solutions Department was to reduce project delivery time and reduce project risk by increasing product quality. The aims of this work were to create and adopt a workable agile approach under PRINCE2 and to prove it on a real project.

Sony already had PRINCE2 elements in place and delivery teams familiar with agile development. The approach was to combine the two, using the PRINCE2 Agile approach, to make sure that the strengths of PRINCE2 were not lost in using agile: in particular, the governance, communication and quality management aspects.

The adoption of a PRINCE2 Agile approach has been phased into the organization, partly through training and partly through adoption and implementation of the method.

We started by involving the delivery project managers, but then realized that all the stakeholders across the business needed to be engaged to achieve the desired improvements and flexibility in delivery.

The approach required more user involvement during development than the previous development method, but provided better business value because the solutions solved the business problems of the user stakeholders. Frequent demos took place involving the user stakeholders which encouraged discussion of the product features during development. The user acceptance process was much easier than in previous projects as the users were already familiar with the products and had been involved in their evolution through the project.

The development team used automated tools to support agile activities such as backlog management (Figure 4.1), progress tracking (Figure 4.2, sprint report) and Kanban boards (Figure 4.3).

Figure 4.1 Backlog velocity chart

Figure 4.2 Sprint report

Figure 4.3 Kanban board

The project used the PRINCE2 Agile guidance about contracts to help build agreements with their clients based on throughputs rather than end products alone. Traditional fixed price and scope or time and materials contracts were not suitable, so a new model based on throughput of functionality was established. Developer estimates based on planning poker sessions fed directly into this mechanism, and the customer was directly involved in the sessions to ensure confidence and integrity in the process.

Sony has been a PRINCE2-aligned organization for some time and is used to delivering predominately hardware/software application solutions in a traditional design, build, and commission approach.

We quickly realized the limitations of this process, as our software offerings became more customizable and projects started to exceed a three to six month turnaround. Therefore we needed to look at:

• the end-to-end lifecycle
• how we identify agile-based opportunities, and when agile might not be applicable
• contracts for agile projects
• manage the sprints of specification and delivery
• supporting a continuously evolving live environment through new services, changes in workflows, partners or integrated systems.

One of the key challenges was setting up a commercial and legal framework which supported the scope not being fixed until the start of each sprint, and without the overhead of using the existing change control process. This was addressed by using an agile approach to building agreements based on throughputs.

What was the biggest success factor?

From a Sony prospective, PRINCE2 Agile has enabled us to better manage the changes delivered to the users. The methodology has allowed us to reduce the overheads of change requests/impact assessments and to focus on delivering exactly what is needed and ultimately supporting the acceptance of the delivery and faster release back into the operation.

Benefits already realized

The project has already resulted in reduced delivery costs because of:

• less upfront design
• simpler contracting of projects
• shorter time to completion, roll out
• minimized rework
• reduced administration through the use of automation tools.

All of which have contributed to increased customer satisfaction because of:

• better customer engagement during the project
• better alignment to business needs
• more of the required features being delivered.

Lessons learned

1. Initially we took the decision that going agile would be mainly for project managers involved in product delivery and our in-house development teams. This proved to be far from reality. It is key to involve everyone from account management and sales, bid teams, architects, support, legal and procurement teams, so that the entire lifecycle can be assessed.

2. All parts of the organization need to understand the agile approach, not just the delivery project managers.

3. Sales and bid managers, support managers and engineers, need to agree on how to sell the approach and then support the solution as more features are being developed.

Axelos’ view

Combining the governance strengths of PRINCE2 with the flexibility of agile delivery was the driving force behind AXELOS’ development of PRINCE2 Agile. The Sony experience is a very good example of how the benefits of both PRINCE2 and agile can be brought together to provide a delivery solution that matches the project environment.

As experienced PRINCE2 users, Sony recognize the need for good project governance and have retained the strengths of PRINCE2’s controls but adapted for agile working. Agile was identified as the appropriate delivery approach to improve delivery times and engage with users. The synthesis PRINCE2 and agile has provided a delivery approach that is already realizing benefits.

About the author

Yucel Timur is Head of Project Management for Sony Professional Solutions Europe, with over 15 years’ project delivery experience in the Broadcast and Media Industry. Yucel has built a Project Management group that is delivering a variety of complex projects across Europe. As Sony’s solutions have become more customizable, the Project Management group continues to adapt processes, techniques and skills to improve project delivery and quality. This supports Sony with the objective of always being at the forefront of delivering solutions into the broadcast industry and is leading the way in providing feature rich tools and applications to customers across the globe.

For more information, visit pro.sony.eu

Camilla Brown has 15 years’ experience in software product development and solution delivery in the broadcast and media industry. During the last few years, Camilla has ventured into the world of project management while still holding on to agile software development processes, bringing change to the way Sony delivers some of its professional solutions.