In an interview with Bloomberg, Vice President of Sony, Mike Abary, revealed that Sony had previously explored the tablet market and was now deliberating on whether to proceed with producing their own iPad-like tablet device.
Even with 1 million sales of the iPad in the first month, Sony remains undecided about whether the tablet market is substantial enough for them to design, create, and launch a tablet. Instead, they are considering enhancing their already existing Sony Reader device. The Sony Reader, once a leader in the e-reader market, has been overtaken by the Amazon Kindle in sales, losing its number one slot.
Abary told Bloomberg:
We have been taking a deep look at developing a tablet for a number of years, not just because of Apple but because it creates some interesting opportunities. […] The iPad has created a new opportunity. Now we can get a good judgment as to whether the market is truly accepting of it.
The Competitive Landscape
The tablet market has become increasingly competitive, with numerous tech giants vying for a share. Apple’s iPad has set a high benchmark, not just in terms of sales but also in user experience and ecosystem integration. For Sony, entering this market means they would need to offer something unique to stand out. The success of the iPad has shown that there is a significant demand for tablets, but it also means that consumers have high expectations.
Sony’s hesitation is understandable. The development and launch of a new tablet would require substantial investment in research, design, and marketing. Moreover, they would need to build a robust ecosystem of apps and services to compete with Apple’s well-established App Store. This is no small feat, and the risk of failure is high.
Potential Strategies for Sony
If Sony decides to enter the tablet market, they have several potential strategies to consider. One approach could be to leverage their existing strengths in hardware design and multimedia. Sony has a long history of producing high-quality electronics, and they could use this expertise to create a tablet with superior build quality and performance.
Another strategy could be to integrate their tablet with other Sony products and services. For example, they could create a seamless experience for users who own Sony TVs, PlayStation consoles, and other devices. This kind of ecosystem integration could provide a compelling reason for consumers to choose a Sony tablet over competitors.
Additionally, Sony could focus on niche markets that are not fully addressed by existing tablets. For instance, they could develop a tablet specifically designed for creative professionals, with advanced features for graphic design, video editing, and music production. By targeting specific user groups, Sony could carve out a unique position in the market.
Abary’s comments suggest that Sony is aware of these opportunities and challenges. He noted that the iPad has created a new opportunity and that Sony can now gauge whether the market is truly accepting of tablets. This indicates that Sony is taking a cautious but strategic approach, carefully evaluating the potential before making a move.
If Sony is going to act, they need to do it quickly, or they risk missing out on opportunities. The tech industry moves fast, and delays can result in lost market share and relevance. However, a rushed product that fails to meet consumer expectations could be equally damaging.
In conclusion, Sony’s decision on whether to enter the tablet market is a complex one, involving numerous factors and significant risks. While the success of the iPad has demonstrated a strong demand for tablets, it has also set a high bar for any new entrants. Sony will need to leverage their strengths, carefully consider their strategy, and act decisively if they are to succeed in this competitive landscape.
Via TFT’s
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