Vaio Analysis – Marketing CaseSony Corporation became known as a major player in the electronics industry since 1946. Widely known in Japan, they built a consumer line that became very popular internationally. It consolidated an $89 billion for the fiscal year ended in March 31, 2010.
Around 2018, despite having known the competitive laptop market, it launched VAIO 505 line that was well received by the consumers. It identified a strategy of positioning itself as a statement computer that instead of casting a wide net to pitch the product to a mass audience, it targeted specific segment of the market. Sony fostered VAIO as a premium brand image and a high-end niche product. As a result, it appealed to specific segment of the market that associated itself with self-expression through style and design and image branding as their top priority in choosing a laptop. Most of these markets are business people and individual consumers that are image conscious. Also, VAIO laptops addressed a consumer dilemma by defying its competitors’ unexcited design of gray or black, bulky and heavy, box like designs. As a result, despite VAIO’s high average selling price, it was still well accepted because it reinforced VAIO’s premium image.
When VAIO was launched in China, it only received moderate success. According to most respondents who were VAIO users, Chinese value brand history and most Chinese people perceived SONY as an early player in the Chinese market. Moreover, although the Chinese consumer had a high regard for Japanese electronics brand such as Sony, they were generally unfamiliar with or indifferent to the VAIO brand. However, on the flipside, VAIO’s commitment to a premium position extended in China. This appealed to specific Chinese laptop users who perceived VAIO as young and trendy as a result of its unwavering position to be a statement computer. They not only valued its functionality but more of its intangible benefits such as peace of mind. This is
SONY: “Don’t buy it.”
DVIN: “I don’t want it, but it’s ok to buy it.”
DISH: I think that it’s ok to pick up the phone and send it to some friend (in a Japanese car).
SONY: You want her to like you?
DISH: Do not take advantage of her friendship. Please consider the other users. But also, you want her to like you.
SONY: It doesn’t matter where I’m at in this interview. For now, I just want her to be nice to you.
DISH: It’s your opinion.
SONY: No.
DISH: But if your friend had asked you in the car about it, would you have put your hands on her shoulder? I’m sure she would have mentioned that.
SONY: Oh, no, he’s on the phone.
DISH: Do you want to leave?
DISH: I don’t want to. Let her. I want her to like you. The phone will have a chance to make sense to her.
SONY: Yes?
DISH: Then wait, I do want her to love you. She says this is how she wants it. That’s OK.
SONY: OK, then what then?
DISH: Oh, wait. And she says, OK, do what. I’m here to understand why you think that’s OK. But now what if everything comes to a grinding halt so I can leave?
SONY: No, you have to pay me.
DISH: Yes?
SONY: Your own house.
DISH: You’re not here to buy anything.
SONY: No.
DISH: Is nothing going on?
SONY: No.
DISH: What?
SONY: I’m not buying this phone—I don’t want her to take action to take care of me. I just want her to be kind to me, I want her to be kind to me, I wish her the best from me, of course, she’ll never see me coming. I want her…and there’s no need to take her side.
DISH: Thank you.
SONY: You’ve called that a good idea. Now, go ahead and call me when I return tomorrow. (to your friend.)
[Laughing]
DISH: Now, let’s go in.
SONY: OK, well, I didn’t really feel the need to go back. I guess that doesn’t make this any better. I know I won’t. So…let’s go back to the hotel.
[Laughing]
DISH