November 25, 2014 Masashi Imamura Representative Director and President, Sony Visual Products Inc. Ichiro Takagi SVP, Corporate Executive / President of Video and Sound Business Group Representative Director and Vice President, Sony Visual Products Inc. Agenda 1. Business Overview 2. Forecasted Market Trends 3. Mid-term Business Direction Audio and Video 4. Business Overview 5. Forecasted Market Trends 6. Mid-term Business Direction 7. Business Performance 8. Summary 64
1-1. FY2013 LCD TV Sales Unit / Value Share FY2013 Sales by Key Product 4K TV Sales 754.3 bln yen 2K TV FY2013 Sales by Region Other Areas Asia-Pacific Japan United States Sales 754.3 bln yen China Europe FY2013 LCDTV Unit Share by Manufacturer Source: Sony FY2013 LCDTV Value Share by Manufacturer Source: Sony #3 #3 65 1-2. TV Business Operation Sites EMS Sony Visual Products Inc. Shanghai Factory Aichi Inazawa Factory EMS Malaysia Factory Brazil Factory =Transferred site =Production, assembly factory =D&D, R&D site 66
2-1. Forecasted LCD TV Market Trends (Thousand Units) 4K LCD 2K LCD CAGR* (100 mil yen) 3.3% 120,000 250,000 226,596 233,102 240,608 249,886 100,000 200,000 16,996 8% 33,621 14% 51,906 67,989 22% 27% 80,000 150,000 60,000 4K LCD 101,743 100,066 19,395 19% 29,826 30% 2K LCD 97,205 37,823 39% CAGR -2.5% 94,238 42,826 45% 100,000 50,000 209,600 199,481 188,701 181,897 40,000 20,000 82,348 70,240 59,382 51,412 0 FY15 FY16 FY17 * CAGR: Compound Annual Growth Rate * Source: DisplaySearch 0 FY15 FY16 FY17 Although the market is expected to grow slightly on a unit basis, it is expected to decline on a value basis due to a decline in ASPs. Even in this environment, the 4K market will grow steadily. 67 2-2. Forecasted LCD TV Market Trends by Area (Million Units) Europe 48.2 47.9-0.5% FY17 * Source: DisplaySearch 63.0 48.7 +29% FY17 Pan-Asia ME&A China 58.0 62.6 +8% FY17 +43% 6.0 8.6 FY17 Japan North America 40.0 40.6 +1.4% FY17 25.7 27.3 +6% FY17 Latin America Overview by Area (Business Opportunity) Developed Market Countries China Emerging Market Countries NA and EU units will remain flat as these markets are mature. Value will decline slightly due to a decrease in prices. Japan is recovering from the impact of the switch from analog to digital broadcasting. Market is growing on both a unit and value basis, thanks in part to the upcoming Tokyo Olympics. Units will increase slightly but value will decline due to a slow down in the market expansion caused by first time buyers. Pan-Asia market will grow slightly, especially in India and Vietnam. LA market is maturing. Units will increase slightly and value will decrease due to a decrease in prices. Developed markets are expected to level out, however emerging markets, especially Pan-Asia, are expected to grow steadily. 68
3-1. Mid-term Business Direction Establish a stable, profitable business by differentiating our products and selecting and concentrating where we use our resources ~FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 <bln yen> OP -147.5* OP -69.6 OP -25.7 TV Turnaround Plan Breakeven (waypoint) Get ticket to enter business Current position (1) Move away from structure which was based on growth - remove waste and inefficiencies - transform organization, reduce fixed costs - improve quality, closely control inventory, reduce idle factory spaces (2) Reduce panel costs - cancellation of S-LCD joint venture (3) Enhance product competitiveness Establish Stable Profitable Business (1) Differentiation by enhancing basic functions (2) Selection and concentration of where to use resources Profitable business structure even if sales fall by 20~30% * A 60 billion yen loss related to the sale of Sony s shares of S-LCD is not included. 69 3-2. Mid-term Business Direction Establish a stable, profitable business by differentiating our products, and selecting and concentrating where we use our resources Enhance basic functions: Fascinating products that meet our customers needs 1) Enhance essential values: picture quality, cosmetic design, ease of use 2) Combine our differentiated technologies and industry standard technologies - Differentiated technologies: back lights + signal processing - Commoditized panels - Utilization of the Android Platform 70
3-3. Mid-term Business Direction Establish a stable, profitable business by differentiating our products, and selecting and concentrating where we use our resources Selection and concentration Profitable business structure even if sales fall by 20~30% 1) Accelerated decision-making after splitting out the TV Business 2) Reduction of product line-up - 30% reduction from FY2014 to FY2017 3) Clear focus on sales strategy by area - US: Shop in shop - EU: Build up shop front (as an interface to our customers) 4) Further improvement in design efficiency and low cost operations by global mother factory in Malaysia 5) Reduction of headquarter costs and fixed sales cost 71 4-1. FY2013 Business Overview FY2013 Sales by Key Product FY2013 Sales by Region Headphones Home Video Video Others Sales 431.5 bln yen Audio Growing Category Audio Others *1 Sound Bars Wireless Speakers Asia-Pacific Other Areas Sales 431.5 bln yen China Europe Japan United States WALKMAN System Stereos Amplifiers *1: Audio Growing Category includes Sound Bar, Wireless Speaker and Headphone as its main products. *2: Sales are based on the organizational structure as of October 2014, which includes a transferred business. 72
4-2. Key Products Market Share (Value basis) Headphones Wireless Speakers Sound Bars #2 Japan / US / EU5 *1 #1 Japan #3 Japan / US / EU3 *2 #1 in Japan Digital Music Players (WALKMAN) Home Video (Blu-ray Recorders) #2 1 位 Japan #3 Japan *Source: Sony *1: EU5: UK, France, Germany, Italy, Spain *2: EU3: UK, France, Germany #1 (latest) as of November 2014 #2 since October 2014 73 4-3. Business Operation Sites Thailand Factory Sony City Osaki Malaysia Factory =Manufacturing factory Brazil Factory =R&D / Design site R&D / Design base sites are located in Tokyo (Osaki). Malaysia and Thailand manufacturing sites also have some design functions. Brazil factory performs local manufacturing. 74
5. Forecasted Market Trends by Product (Value basis) (bln yen) CAGR -5% 2,500 2,000-19% -15% -15% 1,500-17% -12% -10% 1,000 500 11% 6% 4% 0 FY15 FY16 FY17 * Source:Sony Product Outlook Home Video Audio, Others Audio Growing Category (Headphones, Sound Bars, Wireless Speakers) Business Opportunity Deliver brand-new audio & visual experiences through improved basic functions and linkage with mobile devices. Go after remaining players profit through efficiency in design & operations. Utilize current technology and know-how to respond to changes in the market or customers and expand peripherals. Deliver high-res products with Sony s original sound technology to meet the growing demand for high quality sound and offer new exciting sound experiences more easily. By FY2017, the audio growing category (Headphones, Sound Bars, and Wireless Speakers) will expand to almost 50% of the market, while the Home Video portion of the market will shrink. 75 6-1. Mid-term Business Direction Establish firmly profitable structure without relying on sales growth Strategy Ⅰ: Deliver the best sound and picture to customers through high value-added products with high-res technology. Increase sales and profit through high value-added products in the audio growing category (Headphones, Sound Bars, and Wireless Speakers) positioning high-res as our core technology. Improve profitability by reviewing regional strategy to meet market and competition changes. Strategy Ⅱ: Strengthen design and operational efficiencies. Save fixed costs and loss costs through strong operational ties between design and manufacturing which is led by key factories. Strategy Ⅲ: Enhance brand with the best sound & the best picture. With high-resolution products, raise Sony brand awareness as high-quality sound and picture brand. 76
6-2. Mid-term Business Direction Aim to improve profitability through an expansion of our high-res product portfolio Expand SONY s audio products in living room by its original high-res experience 77 7-1. HE&S Segment: Change in FY2014 Operating Income (bln yen) 1 2 Improvement in model mix, cost reduction Significant improvement through an increase in high value-added models, and a reduction in material costs Reductions in sales company costs Sales 1,016.8 1,199.3 1,230.0-21.0 13.4 3 Negative impact of foreign exchange rates Operating Income -82.2 1 2 3 4 4 Increase in design & manufacturing costs FY12 FY13 (Forecast as of October 2014) Significant improvement due to an increase in high value-added models, and a reduction in cost *The figures for sales and operating income are based on the organizational structure as of October 2014, which includes a transferred business. 78
7-2. HE&S Segment: Initiatives to Improve Profitability (FY2014 to FY2017) ング 1 2 Improvement in profitability through product differentiation by enhancing basic functions Fixed cost reductions realized by selecting and concentrating where to utilize our resources プロフェッショナル ソ リューション ] 1 Increase in sales and operating income due to the introduction of premium products such as high-res 2 Fixed cost reductions through efficiencies in design and manufacturing. Sales 1,016.8 1,199.3 1,230.0 Operating Income Margin -82.2-21.0 13.4 1.1% 1,000 ~ 1,100 FY12 FY13 FY17-8% -2% (Forecast as of October 2014) (bln yen) 2~4% (Target) Target a 2~4% operating margin by improving product margins through stronger products and fixed costs reductions. *The figures for sales and operating income are based on the organizational structure as of October 2014, which includes a transferred business. 79 8. Summary FY2017 Financial Targets Sales 1,000~1,100 billion yen Operating Income Margin 2~4 % Target a 2~4% operating margin by improving product margins through stronger products and fixed costs reductions. *The figures for sales and operating income are based on the organizational structure as of October 2014, which includes a transferred business. 80
Cautionary Statement Statements made in this presentation with respect to Sony s current plans, estimates, strategies and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Sony. Forward-looking statements include, but are not limited to, those statements using words such as believe, expect, plans, strategy, prospects, forecast, estimate, project, anticipate, aim, intend, seek, may, might, could or should, and words of similar meaning in connection with a discussion of future operations, financial performance, events or conditions. From time to time, oral or written forward-looking statements may also be included in other materials released to the public. These statements are based on management s assumptions, judgments and beliefs in light of the information currently available to it. Sony cautions investors that a number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, and therefore investors should not place undue reliance on them. Investors also should not rely on any obligation of Sony to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Sony disclaims any such obligation. Risks and uncertainties that might affect Sony include, but are not limited to: ( i ) the global economic environment in which Sony operates and the economic conditions in Sony s markets, particularly levels of consumer spending; ( ii) foreign exchange rates, particularly between the yen and the U.S. dollar, the euro and other currencies in which Sony makes significant sales and incurs production costs, or in which Sony s assets and liabilities are denominated; (iii) Sony s ability to continue to design and develop and win acceptance of, as well as achieve sufficient cost reductions for, its products and services, including televisions, game platforms and smartphones, which are offered in highly competitive markets characterized by severe price competition and continual new product and service introductions, rapid development in technology and subjective and changing consumer preferences; (iv) Sony s ability and timing to recoup large-scale investments required for technology development and production capacity; ( v ) Sony s ability to implement successful business restructuring and transformation efforts under changing market conditions; (vi ) Sony s ability to implement successful hardware, software, and content integration strategies for all segments excluding the Financial Services segment, and to develop and implement successful sales and distribution strategies in light of the Internet and other technological developments; (vii) Sony s continued ability to devote sufficient resources to research and development and, with respect to capital expenditures, to prioritize investments correctly (particularly in the electronics businesses); (viii) Sony s ability to maintain product quality; (ix) the effectiveness of Sony s strategies and their execution, including but not limited to the success of Sony s acquisitions, joint ventures and other strategic investments; ( x ) significant volatility and disruption in the global financial markets or a ratings downgrade; (xi) Sony s ability to forecast demands, manage timely procurement and control inventories; (xii) the outcome of pending and/or future legal and/or regulatory proceedings; (xiii) shifts in customer demand for financial services such as life insurance and Sony s ability to conduct successful asset liability management in the Financial Services segment; (xiv) the impact of unfavorable conditions or developments (including market fluctuations or volatility) in the Japanese equity markets on the revenue and operating income of the Financial Services segment; and (xv) risks related to catastrophic disasters or similar events. Risks and uncertainties also include the impact of any future events with material adverse impact. Sony Corporation Investor Relations 105