A prime example is the BRAVIA brand. The role of this line is gradually changing: from a simple consumer product, it is turning into a part of Sony's global strategy, combining devices with cinema, streaming, and gaming. This is a signal that the company no longer wants to compete solely as an equipment manufacturer.
The key now is three pillars: Sony Pictures, Sony Music, and PlayStation. They are the ones that bring scalable profits in the digital model, from subscriptions to the sale of content and online services. This business is less dependent on expensive production and price wars than classic electronics.
Today, a console is not just a physical product, but an entry into a closed ecosystem. The PS5 works on principles similar to Apple smartphones: the device stimulates profitable sales of digital copies of games and subscriptions. Players form libraries and friend lists, which keeps them from switching to competitors. Sony sees consoles as a profitable tool for maintaining the engagement of millions of loyal fans.
