1
Table of Contents
Introduction……………………………………………………………………………..2
The Industry in Canada…………………………………………………………………2
Sony in Canada – An Overview………………………………………………………..3
Vision, Mission, Goals for the Company……………………………………………...3
Company Background………………………………………………………………..4
Current Annual Company Sales in Canada………………………………………….4
Company’s Major Customers and Channels of Distribution………………………..4
Target Market……………………………………………………………………………5
Company Official Interviewed………………………………………………………….6
Major Competitors for Main Product……………………………………………….9
Main Product…………………………………………………………………………….9
Direct Competitors………………………………………………………………………9
Market Share…………………………………………………………………………...10
Indirect Competition……………………………………………………………………10
Main Product…………………………………………………………………………..11
Description……………………………………………………………………………...11
Market Positioning……………………………………………………………….…….12
Pricing Theories and Strategies……………………………………………………...13
BRAVIA FABs………………………………………………………………………….14
FABs of Major Competitor – Sharp AQUOS………………………………………..14
Promotional Strategies………………………………………………………………..15
Promotional Activities of Competitors Compared………………………………….17
Buying Factors and Typical Objections………………………………………….18
Important Factors………………………………………………………………………18
Typical Challenges…………………………………………………………………….18
Dealing with Challenges………………………………………………………………19
Preplanning……………………………………………………………………………..20
Appendices……………………………………………………………………………21
Appendix A: Sony of Canada Sales Organization Chart…………………………..21
Appendix B: Sony of Canada Marketing Organization Chart……………………..23
Appendix C: Sony Location-Free TV Sales Guide…………………………………24
Appendix D: Sharp AQUOS Advert………………………………………………….24
Appendix E: Canadian LCD TV Market Share……………………………………...25
Appendix F: $100 Rebate Coupon for Sony Home Theatre Systems……………25
Appendix G: October 2005 Top 25 LCD TV Model List / BRAVIA Models………26
Appendix H: Endnotes and Bibliography……………………………………………27
Appendix I: Business Cards/ Documentation of Company Contact……………...29
2
Introduction
The Industry in Canada
With the end of World War II, as many people began to settle back into a calm,
more relaxed life without the stresses of an ongoing global conflict and political upheaval,
they looked to diversify their free time with many electronic gadgets available on the
market. Though primitive by today’s standards, the consumer electronics industry
presented customers with windows into the future. Things like telephones and record
players had already become readily available, and now the television was making its way
into the average Canadian household amongst other inventions.
Since then the industry has expanded at a breakneck speed, providing consumers
with more and more products and options. Today we need only to look at the composition
of a typical Christmas wish list to realize how big and important the consumer electronics
industry is in Canada. Products such as digital cameras, DVD players, ipods, and more
are flying off the shelves only to be replaced with new models every year. Also, the
industry is showing no signs of slowing down. A perfect example is the amount of times
the standard formats of audio and video playback have changed since those post-war
years, leaving us to repurchase that beloved Beatles collection on yet another form of
media storage.
The Canadian marketplace is dominated by 5 multinational corporations; Sony,
Toshiba, Panasonic, Hitachi, and Samsung. Certain categories of consumer electronics,
like personal music players, involve other companies in the mix, but the above mentioned
firms are the overall leaders in the entire industry. Competition is tight with most of the
products being sold through retailers such as Future Shop, Best Buy, and department
3
stores. Price is often the differentiation point as companies constantly strive to produce
their products at lower costs.
Sony in Canada – An Overview
Sony’s history in Canada began in 1955 when Albert Cohen, an entrepreneur from
Winnipeg came in contact with TTK Ltd. (which would later become the Sony
Corporation) and began importing transistor radios from Japan. The radios were so
successful in Canada that they propelled Mr. Cohen’s company, General Distributors, to
success. Throughout the years that followed, the relationship between Sony and General
Distributors grew stronger as the product line expanded. In the 1960s Sony created its
own subsidiary under the care of General Distributors, and then bought out the company
outright to establish Sony of Canada.3
In 2005 the company is doing extremely well for itself on Canadian soil. Of the
five main consumer electronics manufacturers, Sony currently holds 26% market share
and has been averaging 25% yearly for the last ten years. Currently, the company has just
unveiled its newest line of LCD Television, named Bravia (Best Resolution Audio Video
Integrated Architecture), which will be the focus of this report.1 4
Vision, Mission, Goals for the Company
Sony of Canada is looking towards the future while building on its past successes
and lessons learned. The company hopes to reach one million yen by its 50th anniversary
in Canada and remain the leader in consumer electronics. Its mission: “To lead the
Canadian market by creating and satisfying demand for superior-quality, innovative
audio-visual and information technology products.”3
4
Company Background
Current Annual Company Sales in Canada
In 2004, total Sony Canada sales were around $1.425 Billion of which
$1.14 Billion, or 80%, was generated by consumer electronics. This sector of the
company experienced a 10% growth over 2003. The other 20% of sales came from other
products Sony manufactures, such as broadcasting equipment.1
Company’s Major Customers and Channels of Distribution
Channel of Distribution Major Current Customers
Power Retailers
Future Shop, Best Buy
Department Stores
Sears Canada, The Bay
Specialist Stores
Staples Business Depot
Warehouse Clubs
Costco, Sam’s Club
A channel of distribution which is very important to the company but is not
mentioned above because it is part of the firm is The Sony Store. Sony does not look to
its 72 stores to generate most of its revenue but relies on them to provide customers with
valuable information presented in a friendly, Sony-controlled environment, by very
knowledgeable Sony staff. Hence, it is a very valuable marketing tool. Customers who
visit the Sony Store will often make their actual purchase through one of the other
channels of distribution as stores in those channels are able to offer lower prices.
A product will be pushed through a particular channel of distribution depending
on its position in the product life cycle.1
5
Target Market
Portable Audio: With regards to portable audio, Sony targets both males and females
(split equally) aged 16 to 34. Target customers have a higher than average income and
typically hold a diploma or degree from university or college. They are tech savvy and
musically inclined, living mostly in urban rather than rural areas. 1
Digital Imaging: The target market for digital imaging consists of males and females
aged 25 to 44 with a higher than average income. Just as the target market for portable
audio, they are tech savvy, hold credentials from a post secondary institution, and live
mostly in urban centers. 1
6
Televisions: In this category, Sony leans towards the male customers when marketing its
products, using such themes as watching the game with the boys. The age range of the
target market is 25 to 54. It is a market with a higher than average income, typically
college or university educated. However, women are very important to the marketing of
televisions, as they influence 70% of TV sales. Also, they are being targeted more often
with regards to LCD TVs, as the designs are sleeker and appeal to the home décor. 1
Company Official Interviewed
Initial contact within the company was made with Mr. John Challinor II, General
Manager of Advertising & Corporate Communications. Upon review of the requirements,
Mr. Challinor decided that Mr. Mark Saddleton, Sales Manager of National Accounts
would be best suited to answer questions related to Sony’s sales to distributors. Mr.
Saddleton was interviewed and provided the bulk of the information, with help from
Marketing Manager of Consumer Displays, Mr. Patrick Lapointe. (See appendix B)
7
Mark Saddleton
Sales Manager, National Accounts
AVIT Sales Group
Sony of Canada Ltd
Tel: 416 791 4018
Fax: 416 499 2093
Mr. Saddleton hails from the United Kingdom where he began his career with
Sony UK. He was employed by the company for four and a half years and rose to the
rank of Product Manager for Sony VAIO notebook computers. His responsibilities
included pricing and positioning of the VAIO laptops as well as inventory management.
Five years ago he was transferred to Sony Canada and began working as a Strategic
Account Manager. In March of this year he was promoted to Sales Manager of National
Accounts. He currently oversees two Strategic Account Managers, a Sales Representative,
and a Sr. Strategic Account Manager. (See appendix A)
Mr. Saddleton is responsible for managing all national accounts with Sony’s
distributors. While his Strategic Account Managers handle most of the face to face selling
to the retailers, he plans out the overall strategy for the accounts and coordinates their
selling efforts. This is done through extensive data mining, reviewing sales figure and
forecasts, as well as keeping up to date with industry trends. Mr. Saddleton sees himself
in the business of ‘people management’. He reports directly to the Senior Vice President
of Audio/Video and Information Technology, Mr. Martin Huntington.
With regards to the company’s sales recruitment strategy, Sony brings in most of
its salespeople from within the Sony Stores. This ensures that they are acquainted with
the Sony culture and have had ample opportunity to familiarize themselves with the
family of products. Once promoted, they become Retail Support Specialists (RSS), who
train floor sales people in the other channels of distribution on the sales of Sony products
8
using such sales tools as product guides (See appendix C). They are also responsible for
merchandising. Opportunity exists for promotion to Sales Representative, a position
which reports to Mr. Saddleton as seen in appendix A. Sales representatives receive a
base salary with a quarterly bonus program. Quarterly bonuses are handed out based on
forecast accuracy and in-store activity for the Sales Reps and for in-store activity for the
RSSs.
9
Major Competitors for Main Product
Main Product
The main product being focused on is Sony’s new line of LCD televisions,
BRAVIA.
Direct Competitors
Sony’s top 5 direct competitors are: Sharp, Panasonic, Toshiba, Hitachi, and
Samsung.2 These firms compete directly with Sony in almost every single product
category. With regards to LCD TVs, Sharp has been the historical market leader, with
over 35% of the market share in June of 2005 thanks to such successful LCD models as
the popular AQUOS series (appendix D). The Sharp product enjoyed this position
because of its superior picture quality and rave reviews. The other competitors, including
Sony, hovered in the 3-13% range of market share. (See appendix E)
In October of this year however, Sharp lost its market share leader position for the
first time to none other than Sony. This unprecedented development is being attributed to
the very successful launch of the BRAVIA series and the marketing efforts behind it. In
the month of October, four BRAVIA models made it into the top ten models by sales, the
KDL-V40XBR1, KLV-S32A10, KDL-V32XBR1, and KLV-S26A10.1 (See appendix G)
Sony has also taken great steps to reduce the cost of producing flat panel displays by
recently teaming up with Samsung in a 200 billion yen deal to construct a flat panel
factory together in Korea. This will allow them to share some costs associated with
production as well as take advantage of quantity discounts on the glass purchased.1 5
10
Market Share
Canadian Consumer Electronics Market Share 2004
26.0%
29.0%
Sony
Toshiba
Samsung
Panasonic
Hitachi
13.0%
10.0%
13.0%
Other
9.0%
*NOTE: The ‘other’ category includes Sharp
Indirect Competition
At the moment, the biggest indirect threat for Sony’s LCD Televisions are plasma
TVs. This popular format is doing quite well especially in North America, although in
Europe and Asia it is the LCDs that are coming out on top.1
Any company selling a part of the home theatre experience must be prepared to
face indirect competition from other products which make up that home theatre. Many
customers must often make the choice between a new television set and a sound or
gaming system. Because of this, Sony must always be aware of how much money is
being spent on televisions as opposed to other parts of the home theatre.
11
Main Product
Description
A Liquid Crystal Display Television is a television using LCD technology as
opposed to traditional cathode ray or the now popular plasma technology. This
technology utilizes two sheets of polarizing material with a liquid crystal solution
between them to create a superior image and colour.6 7
In August of this year, Sony announced a new line of LCD televisions in its
Trinitron brand category. The brand is named BRAVIA, which stands for Best
Resolution Audio Visual Integrated Architecture, and features 7 models ranging from 26”
to 40”. (See appendix G) BRAVIA offers a higher definition picture, clearer contrast, and
a wider viewing angle. Also, with the new televisions, Sony has almost completely done
away with the delay between turning on your set and the picture flickering into view.4 All
models feature HDTV screen resolution of 1,366 x 768 pixels, 178-degree viewing angle,
8-millisecond response time, and 1,000:1 contrast.8
I chose this product because it is a brand new and exciting item, in a fast paced,
innovative industry, being introduced by a market leader in consumer electronics. I have
been a loyal Sony customer for many years and enjoyed the chance to learn about how
the company works.
12
Market Positioning
Higher End
PRICE
Cheaper
Worse
Quality
Top of the Line
SONY SHARP TOSHIBA PANASONIC HITACHI SAMSUNG
In the LCD market, Sony holds a position which is quite high relative to its
competition on quality and price. Sony wants to be seen as the choice which may cost
you a little more than the competition, but is worth it because of the superiority of the
product. For this reason, Sony targets people with above average incomes, something
which is visible in its market communications as seen below.
13
Pricing Theories & Strategies
9
Company
Pricing Strategy
Sony
Premium
Sharp
Premium
Toshiba
Premium/Economy
Panasonic
Skimming/Penetration
Hitachi
Skimming/Penetration
Samsung
Premium/Penetration
Sony BRAVIA occupies the ‘Premium’ quadrant of the Pricing Strategies Matrix.
The LCDs are priced 8-10% higher than the competition because of the premium offering
of design and picture quality.2 Sharp is the competitor which prices its products closest to
Sony’s. Sony also utilizes psychological pricing10, by setting their Manufacturer’s
14
Suggested Retail Prices such that a customer may perceive a price to be lower than it is.
For example, a price of $3,499.99, gives the illusion that the price is lower than $3,500.
BRAVIA FABs
Features
Advantages
Benefits
16:9 Aspect Ratio
Bigger Picture
Compact flat-panel design
Space Saving
178-degree viewing angle
8-milliisecond response
time
Screen visible clearly from
many angles
No delay between powering
on and viewing picture
1,000:1 Contrast Ratio
Clearer, sharper images
Enjoying full film look and
feel of DVD movies
Aesthetically pleasing. Put
in anywhere in the home.
See the picture perfectly
from anywhere in the room
You don’t miss a single
second of what you want to
watch
Enjoy breathtaking picture
quality and don’t miss any
details
FAB’s of Major Competitor – Sharp AQUOS
Features
Advantages
Benefits
Detachable Speakers
Customization of Home
Theatre
20 years of 8 hour/day
viewing with no colour
degradation
Connects easily with other
parts of home theatre
Modifiable to suit the
conditions of your room
Longer life of product
60,000 Hour Lamp Life
Connectivity
170-degree viewing angle
800:1 Contrast Ratio
Screen visible clearly from
many angles
Clearer, sharper images
Compatibility with all your
existing audio/video
components
See the screen from
anywhere in the room
Enjoy breathtaking picture
quality and don’t miss any
details
15
While both products are of high quality and premium price and boast some similar
features, Sony has an edge on Sharp. It is a solid advantage coming in the form of better
specifications. BRAVIA boasts a better viewing angle and a higher contrast ratio while
its 8 millisecond response rate leaves Sharp in the dust. Sony’s competitive advantage is
that it has created a superior product with many distinguishing features.
Promotional Strategies
Selling: Sales to retailers are handled by the sales representative and strategic account
managers. They meet with the buyers to discuss new developments in their relationship,
the re-stocking of current products, new product launches, and other issues. Product
information brochures are often used to demonstrate and discuss product attributes and
benefits, since it is often impractical to bring the product to the meeting, as in the case of
LCD TVs.
Advertising: The retailers Sony sells to, get most of their information about products from
the sales people who visit them personally. Therefore there is not a lot of advertising
aimed specifically at the distributors, since that would mean duplicating expenses.
However, advertising which appears in consumer electronics magazines can be
considered a form of advertising to distributors, since it is viewed as an unbiased source
of information for the newest technologies. At times, this advertising takes on very
simple tones, with its main goal to make potential buyers aware that a new product exists,
as seen in the ad on the next page.
16
Sales Promotion: Sony does a very thorough job of providing its distributors with a lot of
POP material, in-store information pamphlets, and discount coupons. (See appendix F)
All of these play a strategic role in marketing Sony’s product in the store. Also, they help
the retailer as they contribute to the store’s ability to provide their customers with
information. Below is an example of POP displays for the new BRAVIA line.
Unfortunately I was not privy to information regarding price discounts to retailers, though
it was confirmed that some exist.1
17
Public Relations: Sony is an expert in the Public Relations game. After all, you don’t
become a market leader without having a great PR strategy. Sony has a strong PR team
which is always at the forefront of any product or line launch, as was the case with
BRAVIA. The company commands a lot of attention with regards to any announcements
they make because of their size and impact on the industry. Therefore, press conferences
or launches put on by the PR department are very closely watched and anticipated.
A perfect example of the integration of these functions was the launch of the
BRAVIA line in the summer. Before the official launch and public awareness, the sales
team visited the distributors armed with sales promotion tools discussed above, and
ensured that the product would be in the stores and available after the launch. The Public
Relations team then came out with press releases and a news conference to make the
market aware of the new products available. The advertising was almost simultaneous so
as to boost the awareness of the new line. Effectively, customers could go out and
purchase the product soon after being informed of its existence. 1
Promotional Activities of Competitors Compared
Sony’s main competition consists of large firms who, like Sony, have had a long
time to perfect their promotional strategies and activities. With the passage of time, most
promotional practices have become standard across the industry. Hence, Sony’s
competitors use similar strategies to promote their top selling products. They share the
same long standing relationships with retailers as Sony, due to the time they have been
around and dealing with these distributors.
18
Buying Factors and Typical Objections
Important Factors
The first thing business customers consider when buying LCD Televisions from
Sony or its competitors is the current market situation. Depending on how the market is
doing, retailers will decide how much product they wish to purchase and from which
company. For this reason, Sony salespeople meet with retailers every April, when
products change, and present the products to them along with the market situation and
Sony’s position within it.
Other important factors are company performance and new product lines. A
retailer does not want to stock the merchandise of a supplier who is doing poorly, as this
will reflect badly on its sales. Conversely, carrying the products of a successful
manufacturer will be beneficial to the store and its bottom line. New product lines have
the potential to be a big boost for the retailer, especially if well marketed. This is due to
the nature of the industry in which many customers pride themselves on being the first to
own new models of electronics.
Typical Challenges
The first major challenge that Sony salespeople encounter with regards to
BRAVIA and other LCD TVs is that retailers in Canada do not give these type of
televisions priority. At the moment the HDTV and Plasma technologies are still more
popular in North America and this means that LCDs have the burden of trying to catch up.
Another objection faced by Sony is that its LCD TVs do not make up as big a part
of TVs produced as other companies such as Sharp. 50% of Sony’s consumer electronics
19
produced are TVs, but only 10% of those are LCDs. Some retailers feel that companies
who devote more resources to the technology may be better suited to provide the product.
Finally, BRAVIA has the disadvantage of entering the LCD market fairly late.
This presents a challenge when competing with brands who have established product
lines and track records with regards to selling LCDs to distributors. Having already dealt
with the other companies, retailers will often go back to them and make repeat purchases,
something Sony must combat.
Dealing with Challenges
Objections relating to LCDs popularity compared to Plasma and HDTV are tough
to deal with. Salespeople tackle this challenge by pointing out LCDs popularity in other
regions of the world such as Asia. Also they compare the product directly to the more
popular technologies, with feature comparisons which show LCD’s edge.
When encountering objections related to the small percentage of Sony’s business
spent on LCDs, they use such figures as seen in appendix G, which clearly show how
well the new BRAVIA series is doing. It is hard to argue with hard figures which clearly
show Sony’s success in the field.
Sony has more than made up for its late entry into the LCD market. Objections
dealing with this issue are countered with such facts as BRAVIA’s share of the market
achieved in October 2005, only 5 months after its introduction. (see appendix E) These
kinds of results show retailers that although new in the LCD game, Sony is a competitor
to be reckoned with.
20
According to Mr. Saddleton, Sony’s biggest asset in dealing with challenges from
retailers is being credible, not pushing too hard for sales, and never letting a customer
down.1
Preplanning
Before a meeting with a new prospect, salespeople go through a slew of
preparations. The market is thoroughly researched and all current trends are identified.
This information is then examined again to determine how it can be used to show Sony in
the best possible light. Market share figures are reviewed and prepared to show retailers
how well Sony is doing. The competition is also researched, so the salesperson can be
prepared to answer questions on the benefits Sony’s products offer versus competing
products. The company’s relationship (if any) with the retailer is reviewed, as well as the
relationship with similar retailers, so as to show Sony’s strengths in dealing with these
companies. Most importantly of all, the salesperson thoroughly familiarizes himself with
the product he is selling and prepares brochures, POP material, and other product support
info for the meeting with the prospect. He is then ready for the exciting challenge of
winning over a new customer.1
21
Appendix A
Sony of Canada Sales Organizational Chart
22
Appendix A cont.
23
Appendix B
Sony of Canada Marketing Organizational Chart
24
Appendix C
Sony Location-Free TV Sales Guide
Appendix D
Sharp AQUOS Advert
25
Appendix E
Canadian LCD TV Market Share
LCD TV Market Share (CAN$ amount)
Sony attains #1 ranking in LCD in Canada for the first time thanks to Bravia!
Sharp loses historical first place. 40” analog (KLV-S40A10) not even fully launched in the market
(%)
35
Sony
23.3 %
30
25
Sharp
22.5 %
20
15
Panasonic
9.4%
Toshiba
5.3 %
Samsung
5.3 %
LG
3.6%
10
5
0
Apr-05
May-05
Jun-05
Jul-05
Aug-05
Sep-05
Oct-05
Source: INTELECT
Appendix F
$100 Rebate Coupon for Sony Home Theatre Systems
26
Appendix G
October 2005 Top 25 LCD TV Model List / BRAVIA Models
LCD TV Top 25 model list – CAN$ base (Oct., 2005)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Brand / Model Name
SONY
KDLV40XBR1
SONY
KLVS32A10
SHARP
LC32DA5U
SHARP
LC37DB5U
PANASONIC
TC32LX50
PANASONIC
TC26LX50
SHARP
LC26DA5U
SONY
KDLV32XBR1
ACER
AT3201
SONY
KLVS26A10
TOSHIBA
32HL85
SHARP
LC26GA5U
SONY
KLVS40A10
TOSHIBA
20DL75
PANASONIC
TC23LX50
SAMSUNG
LNR328W
SHARP
LC32GA5U
LG ELECTRONICS RM26LZ50
SHARP
LC20S4US
SHARP
LC37GB5U
SONY
KDLV26XBR1
SONY
KLVS23A10
TOSHIBA
27HL85
ACER
AL2671
JVC
LT32X506
Can $
Can $ % UNITS UNITS % Ave. Price
$3,000,177
8
738
2.4
$4,065
$2,045,934
5.5
857
2.8
$2,387
$1,760,217
4.7
815
2.6
$2,160
$1,470,657
3.9
492
1.6
$2,989
$1,366,023
3.7
605
2
$2,258
$1,140,296
3.1
703
2.3
$1,622
$1,087,424
2.9
740
2.4
$1,469
$990,274
2.7
311
1
$3,184
$769,023
2.1
557
1.8
$1,381
$704,711
1.9
381
1.2
$1,850
$652,918
1.7
336
1.1
$1,943
$527,767
1.4
427
1.4
$1,236
$495,972
1.3
156
0.5
$3,179
$503,062
1.3
687
2.2
$732
$444,721
1.2
335
1.1
$1,328
$404,112
1.1
177
0.6
$2,283
$398,133
1.1
212
0.7
$1,878
$349,945
0.9
252
0.8
$1,389
$335,861
0.9
412
1.3
$815
$324,055
0.9
118
0.4
$2,746
$332,206
0.9
138
0.4
$2,407
$320,528
0.9
197
0.6
$1,627
$329,745
0.9
210
0.7
$1,570
$307,688
0.8
315
1
$977
$294,643
0.8
141
0.5
$2,090
KDLV26XBR1 || KDLV32XBR1 || KDLV40XBR1 || KLVS26A10
26”
32”
40”
26”
KLVS26A10W || KLVS32A10 || KLVS40A10
26”
32”
40”
27
Appendix H
Endnotes and Bibliography
1
Saddleton, Mark. Sony of Canada Ltd., Sales Manager, National Accounts AVIT Sales
Group. Personal Interview, October 21, 2005
2
Lapointe, Patrick. Sony of Canada Ltd., Marketing Manager, Consumer Displays LCD
TV, Location-Free TV, Front Projectors Consumer AVIT Group. E-mail
questionnaire, November 24, 2005.
3
“Sony of Canada History” Sony.ca. 2005. Retrieved 29 October 2005.
<http://www.sony.ca/sonyca/view/english/corporate/corporate.shtml>
4
“Sony hopes fortune favors the BRAVIA” JoongAng Daily. 17 November 2005.
Retrieved 21 November 2005.
<http://joongangdaily.joins.com/200511/16/20051116215816210990009060906
1.html>
5
“Sony’s market strategy for TVs” CNET Asia. 16 November 2005. Retrieved 21
November 2005.
<http://asia.cnet.com/reviews/home_av/tvs/0,39037594,39252757-2,00.htm>
6
“Liquid crystal display television” Wikipedia. 2005. Retrieved 21 November 2005.
<http://en.wikipedia.org/wiki/Liquid_crystal_display_television>
7
“LCD” Webopedia. 2005. Retrieved 21 November 2005.
<http://www.webopedia.com/TERM/L/LCD.html>
8
“Sony Unveils New Bravia Flat-Panel LCD TVs” Marketnews.ca. 19 September 2005.
Retrieved 29 October 2005.
<http://www.marketnews.ca/news_archive_detail.asp?nid=1161>
28
9
“Pricing Strategies” Marketing Teacher. 2005. Retrieved 29 October 2005.
<http://www.marketingteacher.com/Lessons/lesson_pricing.htm>
10
“Psychological Pricing” Wikipedia. 2005. Retrieved 21 November 2005.
<http://en.wikipedia.org/wiki/Psychological_pricing>
29
Appendix I
Business Cards/ Documentation of Company Contact