Sanyo's 'Think GAIA' Vision and Turnaround Efforts

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Case Details:

Case Code : BSTR251
Case Length : 21 Pages
Period : 2004-2006
Pub Date : 2007
Teaching Note :Not Available
Organization : Sanyo Electric Co. Ltd.
Industry : Electricals and Electronics
Countries : Worldwide

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts Contd...

Corporate DNA Evolution Plan

The second component of the implementation plan was called the "Corporate DNA Evolution Plan" and was intended to transform Sanyo's corporate culture, organization structure, and management processes.

It was also meant to reinforce corporate identity and create a strong centralized global headquarters to improve coordination and management of the company's business units across the world...

Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

Financial Evolution Plan

In the third component of the implementation plan, called the "Financial Evolution Plan", Sanyo was to improve its financial position within three years by changing from a company that emphasized sales growth into one that focused on business value and profitability...

Implementing 'Think GAIA'

Based on the 'Business Portfolio Reforms', Sanyo reorganized its businesses. In November 2005, it brought out a 'Medium Term Management Plan' with the reforms that had to be carried out. The plan called for dividing Sanyo's businesses into core businesses and businesses needing structural reforms. Core businesses such as Power Solutions, HVAC products & Commercial Equipment and Personal Mobile Devices, where Sanyo was believed to have an edge over competitors, were to receive increased investments and managerial resources. The company aimed to achieve sales of 2 trillion yen from these core businesses by 2007...


In November 2006, Sanyo cut an additional 2,200 jobs (2% of its workforce) from overseas and domestic operations. It also decided to further shift mobile phone manufacturing to overseas locations. Sanyo had already reduced the number of subsidiaries from 300 to 200. It planned to further reduce the number of subsidiaries by another 100 in the next three years. These reform measures were expected to cost 40 billion yen...


Exhibit I: The Sanyo Word-mark
Exhibit II: Worldwide Mobile Phone Market Shares (Q2 2006)
Exhibit III: Top Companies in the Digital Camera Market as of 2005
Exhibit IV: Sanyo's Solar Ark
Exhibit V: Sanyo's Business Divisions
Exhibit VI: Tomoya Nonaka
Exhibit VII: James Lovelock's Think Gaia Hypothesis
Exhibit VIII: Sanyo's Environment Policy and Action Plan
Exhibit IX: Corporate Declaration - Sanyo Evolution
Exhibit X: Sanyo's Business Strategies
Exhibit XI: Eneloop Battery
Exhibit XII: Sanyo's Financial Highlights

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