It was suggested I post the remainder of my original article here, as there may be some discussion it stimulates, since I am not certain if this would do the same as a reaction on the main page (as was suggested to me also). As my writing style and emphasis seek to extrapolate problems and propose solutions where possible (because of Sony's 'hit-and-miss' approach to quality, where it seems to succeed with TVs, but curiously doesn't focus the same way in other departments), because I approach things from the standpoint of a consumer with limited funds: if someone makes a great product but has a shoddy past record, I'll praise them for succeeding with that one product, *but* I will raise the question "why couldn't this have been done in the past, and will it be done in the future?" I approach it from the standpoint that the buyer should 'be aware and informed' *before* buying something strictly on brand name or past reputation, as I know I'm not the only person that realizes one can no longer rely on these as a guide for finding 'quality items.'

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While Sony’s TV line appears to be a boon for Sony, it has not taken equal interest in developing other product lines to the same level of ‘wow’ this TV seems to promise. What is also interesting is that Sony claims the display technology as proprietary, meaning Sony also planned its development and obviously brought it to a possibly eye-popping result. Of course, this begs the following questions: since Sony can produce quality merchandise that is well-reviewed (another item being the SLV-D370P VCR/DVD combo player), why has it taken such a nonchalant approach with PS3 development and why does it DVD media (assumed to be proprietary), but by results is outclassed by the likes of Taiyo Yuden and Verbatim, even being handily beaten in some cases by certain Optodisc, Moser Baer India mids and a close to no-name brand such as Gigastorage? Given the obvious conclusion Sony is doing many things timely and correctly with its television line, why was project planning, management and execution so absent to the point Sony rushed the PS3 into the market (likely because of the Xbox introduction) without achieving so many of its goals? Also, why was the same—plus a total lack of quality control and relevant manufacturing oversight—absent in the 5.9 million lithium-ion notebook batteries that were recalled and it produced for 2 years before they caused laptops to burst into flames? Given these facts, it is clear Sony should implement some kind of top-to-bottom review of those involved with the manufacturing, project development and quality control/assurance in these areas it is failing in. Also, the CEO should be taking heat for this, but also being the one leading the charge to set things straight, as it is the CEO’s responsibility to work his ‘magic’ to make the company’s stock as attractive as possible, as well as the company itself as profitable and efficient as possible. Although seemingly a little unlikely, given the very poor decisions or lack thereof in the PS3 and lithium-ion battery production, it may signal some lack of recruiting the necessary talent required and a definite lack of reviewing employee performance in a standardized fashion to have changed these outcomes. It definitely means Sony needs appropriate infusions of ‘new blood’ to properly plan and supervise projects and products in these areas. Does this ‘bash’ Sony? Absolutely not! This merely points out obvious problems based on the reported facts, in concert with the results or lack thereof. This simply highlights the fact since Sony can succeed with its TV line, that it should seriously examine and change those areas named as shortcomings—and expeditiously—as these are correctable oversights Sony can change. How quickly it modifies its approach and stops shooting itself in the foot are things clearly up to Sony.