Companies

Sony Electronics Corp. HQ is being built in Rancho Bernardo, CA (North San Diego). Due to open June 15, 2009. The General Contractor is a joint venture made of Sundt Construction and Pacific Building Group.

(As of 6/8/09) locate the Corporation pertaining to your product by viewing PlayStation.com, then click on "about SCEA" then either "management" of person overseeing that department or calling 650-655-8000. This number is in Foster City California, just be sure your product pertains to the same subsidary. They can also help direct you. Good luck. I located a toll free number-888-780-7690.

In Business,

Different business organisations will have a large number of aims, which will influence the way that they behave. An aim is what a business wants to achieve - This is normally long-term. Aims tend to be where a business wants to be in 1-5 years and this is communicated to all its stakeholders e.g. Employees. Some of the most common business aims are. Some of the most common business aims are shown below. Aims tend to be a general statement of purpose:

· To make a profit - entrepreneurs risk their capital in a business and profit is their reward for risk-taking. If a business is to grow it needs to make a profit. Some of the profit could be used to buy new equipment, staff or premises.

· To increase market share - If a firm is able to increase its market share, it shows that it is winning customers from its competitors; so many businesses have increasing market share as one of their key aims.

· To provide services to costumers - most businesses provide a service to customers and therefore, they need to provide services to customers in order to make a profit.

· To improve the quality of the product or service ­- In most markets, customers have a choice about the product or service that they use. If the quality of a product is not as good as that of its competitors it is likely to loose market share.

In order to achieve an aim objectives are usually set. Objectives tend to be linked to the Aims and are how the Aims are met. A business can have several objectives that are all linked to a single aim. Objectives are measureable targets e.g. we want to achieve sales of €10 million in European markets in 2012.

Most business objectives tend to be:

S M A R T

Specific - objectives are aimed at what the business does.

Measured - objectives can be measured to see if the target has been met.

Achievable - completion of the objectives is possible.

Realistic - objectives can be met with the current resources available to the business

Timed - target is time specific e.g. in 8 months.

1. Believe in your company's purpose.

The person who asked this question probably cares about his/her company, and wishes to become a more constructive and positive force in the growth and success of that company. That desire only comes from a sense of purpose and belonging. To help your company, you must believe in it and its people. Because, to help a company grow, you will have to commit your own time and emotional involvement. When you believe in the company you work for, that commitment becomes a worthwhile and rewarding investment.

The corollary to this statement is a stark and sometimes bitter pill, but deep down you will recognize it as the truth. If you do not believe in your company, then leave and find a new place to work. If you do not believe that your company can achieve something purposeful, then you are only along for the ride - you are coasting. Your time and emotional commitments will become resented burdens, if they are not already. You will not be switched on.

There could be many reasons you don't believe in your company: maybe management doesn't listen; maybe there is no accountability; maybe it is in a dwindling industry - or any one of countless causes. It doesn't matter why - if you cannot bring yourself to believe in your company, then find a company you can believe in.

2. Learn more than just your job.

Too many people just do their job, and they don't take the time or energy to learn and understand how their job interacts with the rest of the company. A procurement clerk, for example, who takes the time to understand how her tasks interconnect with sales and production will gain key insights into growth opportunities. Not only will she better understand how to improve her own performance, but she will become better equipped to suggest improvements across the entire sales, procurement, and production departments.

3. Learn and understand your company's strategy and mission.

Companies don't just grow. There are competitive pressures - other companies are trying to grow too. There is only so much room for growth in the industry, and so one company's growth will ultimately come at the expense of another's. What is your company's growth strategy, given the prevailing and future market pressures?

At this point, I need to stop and define strategy, because it is the most overused and yet most poorly understood term in business. Strategy is the process of understanding what is happening - and what will happen - outside your company, and then developing a plan that best positions your company to capitalize upon those external events when they occur. For example, in the recession of the early 1990's Hewlett Packard (HP) developed a strategy based on the prediction that the economy will someday improve, and when it does, business will start buying new computers and peripheral equipment. During the recession, HP invested heavily in new technologies, and when the recession did end, HP was ideally positioned to start selling advanced printers at extremely competitive prices. Within a few years, HP grew its printer division from an insignificant supplier to a global leader in computer printers. HP did that through strategy - by looking at what is happening (or going to happen) outside the company, and then repositioning the activities inside the company to exploit those events to the benefit of the company.

If your company does not have a strategy, it will not sustain growth. Period. If you can't find your company's strategy, ask. If no one knows, then demand your company develop a strategy. If your company does not seem interested in a strategy, see the corollary note to point number 1.

4. Make decisions that support the strategy.

Now that you have a strategy, you have a guiding principle that will shape every decision you make. Imaging yourself in Hewlett Packard in the early 1990s, and you had a choice to make: either keep an employee and go into further debt, or lay off that employee limit the losses. Now that you have a strategy - to position the company to sell high-value computer printers at competitive prices when the recession ends - you have a guide, or yardstick, that will help you make that decision. Will this employee help you make better printers? If so, you better keep that employee. If not, it might be time to say goodbye.

You can make these decisions in confidence because you know what direction the company is headed. As long as you make sound and defensible decisions, you will make these decisions knowing you are supporting the company's growth. It is like huskies on a sled dog race - as long as they all pull in the same direction, then the sled moves nicely. But if the dogs are not given a direction - a heading - then each dog will pull in the direction that it alone things is the best way. No matter how hard the dogs pull, the sled will not go any faster until the musher leads the way for all the dogs to pull together.

5. Measure your progress.

How can you tell if you are helping your company, hurting it, or simply irrelevant? You can't tell, unless you measure your progress. If, for example, you have decided that you need to increase your overall employee morale, then you need to measure and track employee morale so that you can assess whether the measures you are taking are in fact working. In this example, you could engage an independent third party company (that has no bias) to conduct surveys among the employee population every six months. This will give you successive readings on the employee morale, and therefore provide concrete feedback about the success of the initiatives you took to improve employee morale.

6. Communicate, communicate, communicate.

Most problems in business happen because people did not know enough about what was going on elsewhere in the same company, department, and team. Seek out your subordinates, peers, and superiors, and discuss with them what you are doing and find out what they are doing. Hold and attend regular status review meetings - not just with your team, but with members from every department involved (see point number 2). Become the person that everyone counts on to know what is happening and how to make things happen.

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