Sony is, therefore, attempting to achieve a positive recovery associated with its brand reputation. However, when the company is actually able to innovate and launch products with distinct and revolutionary features, competition in the industry is able to easily replicate these innovations. This causes a substantial shortening of the life cycle of products that Sony believed would be long-standing in its select international markets. Sony is forced, therefore, to continue to invest and reallocate its capital resources in an effort to come up with revolutionary product innovations, but the company is simply not achieving its goals of gaining market share and rebuilding its historical brand reputation.As a result, Sony has developed the absolutely revolutionary Sony 3D-R Virtual Visor, a personal viewing device that allows consumers to experience 3D content without the utilisation of traditional projection and other television mediums. The Virtual Visor is fully adjustable and head-mounted that gives consumers an unprecedented 60 degree viewing experience. Equipped with the device is an advanced surround sound system. This premium product also allows consumers to insert their own content materials via USB devices and the Virtual Visor will instantly transform this content into three-dimensional imagery for personal viewing. The visor is also fully attachable to televisions and other projection devices which will display the user-generated content in 3D format, thus making the visor a portable projection and viewing device that can be enjoyed by other individuals in the buyer’s social environment. There has never before been a device this revolutionary in the electronics industry capable of transforming 2D content into 3D content virtually instantaneously.In 2012, Sony reported that the company had lost a total of 67 billion yen (Hirai 2012) which is rather unprecedented in the consumer electronics industry. To even further complicate recovery efforts, the company reported a substantial loss of 199 billion yen, giving the company much less capital availability and cash flow that continues to erode the company’s position as a past leader in the electronics industry. Sony must, therefore, focus its capital resources and labour-related expertise to the innovation process if the business wants to improve its market share and gain a new respect
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