元器件交易网讯 5月15日消息，据外媒报道，现年54岁的索尼新任CFO吉田健一郎（Kenichiro Yoshida）在记者发布会上解答索尼在消费电子业务失败原因，并表示“2014财年我们将完成重组。”

　　吉田分析了索尼消费电子业务失败的四个原因：

　　1.金融和娱乐部门稳定的利润使得索尼对消费趋势的变化反应缓慢。消费电子销售情况滑落后，重组措施才得以出台。

　　2.此前的重组止步于业务的出售。此次索尼将出售个人电脑业务。

　　3.虽然索尼削减了制造成本，但没有削减销售和总部部门的开销。此次索尼计划削减电子消费公司20%、总部30%的成本，同时平井及其他高管将放弃奖金，年薪减少30-50%。

　　4.陷入困境的电视业务高管十年内更换了五次，改革措施难以持续。最近一任电视业务高管已担任职位近三年。

　　批评者说索尼需要长期战略来取代此前主导增长的电视等业务。但吉田认为索尼首先要转型成为重视成本效益的公司，只有这样索尼才能专注于智能手机、成像技术和游戏三大业务的增长，并拓展新业务。（元器件交易网毛毛  摘译）

　　以下为原文：

　　Kenichiro Yoshida could barely have pickeda worse time for his first public appearance as Sony's6758.TO -5.88% chieffinancial officer: The company on Wednesday said that restructuring charges tofix its consumer electronics business will drag the company to its sixth annualloss in seven years.

　　The 54-year-old Yoshida, appointed CFO lastmonth, appeared unfazed. At a press conference to explain Sony’s results, hegave a blunt assessment of why the Japanese tech giant had failed so many timesto turn around its electronics division. And he promised that this time wouldbe different.

　　“Fiscal 2014 is the year to finish off our restructuring measures,”he said.

　　Followers of Sony’s recent track record ofpromising to fix its electronics business, then failing to do so, may well beskeptical. At the press conference, reporters peppered Mr. Yoshida withquestions asking “How is it different this time?” and “How can you be sure thiswill be it?”

　　Yoshida’s earnings presentation, at least,was distinctive.

　　First, he outlined, unprompted, figuresthat spoke to the depth of Sony’s troubles.

　　For example, the company’sconsumer-electronics sales – excluding mobile phones and games – have nearlyhalved to 3.2 trillion yen ($31 billion) from its peak seven years ago. Its TVdivision racked up losses of Y790 billion over the past decade, even as Sonypromised each year that it would turn the business profitable.

　　In another change, Sony also outlinedannual revenue and operating profit targets for each business segment for thefirst time, a move that will likely put more pressure on individual divisionsto achieve their numerical goals.

　　Yoshida also gave a long list of reasonsthat Sony had failed to fix its consumer electronics business, despite pastrestructuring attempts.

　　Here they are:

　　1. Sony was slow to respond to changes in consumer trends partly becauseits financial and entertainment arms were still generating stable profits. Itcarried out restructuring only after consumer electronic sales  started falling.

　　2. Previous restructurings stopped short of selling or terminatingsignificant business lines. This time, it’s selling its personal-computerbusiness.

　　3. While Sony carried out cost cuts on the manufacturing side, it didn’ttrim enough in its sales and headquarters divisions. This time, Sony plans tocut costs for electronics sales companies by 20% and HQ costs by 30% over thenext few years. Hirai and other executives will forgo bonuses this year,resulting in a 30-50% reduction in annual pay.

　　4. The head of the struggling TV business changed five times over the pastdecade, and steps taken to fix the division were not consistent. The currenthead has led the TV division for nearly three years.

　　Critics say Sony needs to compile long-termstrategies to replace former engines of growth like TVs. But Mr. Yoshida saidturning Sony into a more cost-effective company comes first. Only then can Sonyfocus on its three growth pillars of smartphones, imaging technology and games,and explore new businesses, he said.

　　“Since we’re in a very difficult situation, the order of how we movethings forward is important. We must not get the priorities mixed up,”  Yoshida said.