Diversification Strategy of Sony Group

The Sony Group got a historical high result with the 8,999 billion yen of revenue, 972 billion yen of operating profit under the Coronavirus pandemic untact period in 2020. After the 1990s, the Sony Group completely trans- formed as a contents company covering music, movie, games while going out of the electronics manufacturing. Since the mid-2010s, the operating profit has largely improved. So this study managed the differentiation of diver- sification strategy of Sony Group from the ‘Arena’ perspective. Firstly, the revenue, operating profit trend and the business structure change from 2010 to 2020 were reviewed. In particular, the revenues and operating profits for the seven business segments of Sony Group were traced in detail for recent four years since 2017 when the operating profit skyrocketed. Secondly, this study reorganized all the businesses of seven segments by industry and compared it with the reorganization results for the Samsung Electronics and Nintendo. As a result, the diversification strategy of Sony Group turned out to be the unrelated diversification, and has a strong ‘Arena’ attribute by collaborating with different industries for preoccupying new territories as much as it can. After all, the managerial flexibilities to keep such ‘Arena’ attribute improves the value of Sony Group in an era of uncertainty like Coronavirus pandemic.