Ebook Made in Japan: Akio Morita and Sony, by Akio Morita
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Made in Japan: Akio Morita and Sony, by Akio Morita
Ebook Made in Japan: Akio Morita and Sony, by Akio Morita
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From Publishers Weekly
Cofounder and chairman of Sony Corporation, Morita, who personifies Japan's postwar technological ascendancy, ascribes his interest in electronics to his mother's love of Victrola recordings of European music. With the help of Time magazine's Tokyo bureau-chief Reingold and Japanese journalist Shimomura, he traces the development of his multinational firm, starting with a primitive tape recorder he built amid Tokyo's wartime rubble. Determined to change the image of Japanese goods to one of quality in foreign markets, especially in the U.S. where he established a subsidiary, he was gratified that Sony products were soon copied by global competitors. While retaining the mental discipline of his native education, Morita has adopted features of the Western world. He contrasts the Japanese familial, long-term concept of employee relations and other business practices with those of the U.S., which he criticizes for its litigious, hasty and often uncompromising attitudes. Liberalization of trade on both sides, he avers, would be a positive step in solving the worldwide economic crisis. Photos not seen by PW. 100,000 first printing; major ad/promo; Fortune Book Club dual main selection; BOMC and Executive Program alternates; author tour.Copyright 1986 Reed Business Information, Inc.
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From Library Journal
This volume provides a biography of the legendary co-founder and chairman of the Sony Corporation, Akio Morita. Beginning in the waning days of World War II and spanning to the present, Morita deftly comments on a variety of topics ranging from the post-war reconstruction of Japan to his views on world trade. Of special interest to managers will be Morita's chapter "On Management," which unlocks some of the issues he believes to account for Japanese economic success. Items of discussion here include the Japanese philosophies of lifetime employment, job rotation, long-run orientation, and quality control. This book seems destined to be the Japanese version of Iacocca. BOMC alternate; Fortune Book Club selection. Gene R. Laczniak, Coll. of Business Administration, Marquette Univ.Copyright 1986 Reed Business Information, Inc.
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Product details
Hardcover: 309 pages
Publisher: E. P. Dutton; 1st edition (October 20, 1986)
Language: English
ISBN-10: 0525244654
ISBN-13: 978-0525244653
Product Dimensions:
20 x 20 x 20 inches
Shipping Weight: 1.2 pounds
Average Customer Review:
4.4 out of 5 stars
25 customer reviews
Amazon Best Sellers Rank:
#377,524 in Books (See Top 100 in Books)
Below are key excerpts from the book that I found particularly insightful:1- "I have always believed that a trademark is the life of an enterprise and that it must be protected boldly. A trademark and a company name are not just clever gimmicks—they carry responsibility and guarantee the quality of the product. If someone tries to get a free ride on the reputation and i the ability of another who has worked to build up public trust."2- "In the beginning, when our track record for success was not established, our competitors would take a very cautious wait-and-see attitude while we marketed and developed a new product. In the early days, we would often have the market to ourselves for a year or more before the other companies would be convinced that the product would be a success. And we made a lot of money, having the market all to ourselves. But as we became more successful and our track record became clearer, the others waited a shorter and shorter time before jumping in. Now we barely get a three-month head start on some products before the others enter the market to compete with us with their own version of the product we innovated. It is flattering in a way, but it is expensive. We have to keep a premium on innovation."3- "My point in digressing to tell this story is simple: I do not believe that any amount of market research could have told us that the Sony Walkman sensational hit that would spawn many imitators. And yet this small item has literally changed the music-listening habits of millions of people all around the world."4- "It was this kind of innovation that Ibuka had in mind when we wrote a kind of prospectus and philosophical statement for our company in the very beginning: "If it were possible to establish conditions where persons could become united with a firm spirit of teamwork and exercise to their hearts' desire their technological capacity," he wrote, "then such an organization could bring untold pleasure and untold benefits." He was thinking about industrial creativity, something that is done with teamwork to create new and worthwhile products. Machines and computers cannot be creative in themselves, because creativity requires something more than the processing of existing information. It requires human thought, spontaneous intuition, and a lot of courage, and we had plenty of that in our early days and still do."5- "My view was that you must first learn the market.. learn how to sell to it, and build up your corporate confidence before you commit yourself. And when you have confidence, you should commit yourself wholeheartedly."6- "...no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire. To put it a bit more dramatically, the fate of your business is actually in the hands of the youngest recruit on the staff."7- "When most Japanese companies talk about cooperation or consensus, it usually means the elimination of individuality. At our company we are challenged to bring our ideas out into the open. If they clash with others, so much the better, because out of it may come something good at a higher level. Many Japanese companies like to use the words cooperation and consensus because they dislike individualistic employees. When I am asked, and sometimes when I am not, I say that a manager who talks too much about cooperation is one who is saying he doesn't have the ability to utilize excellent individuals and their ideas and put their ideas in harmony. If my company is successful, it is largely because our managers do have that ability."8- "Management officers, knowing that the company's ordinary business is being done by energetic and enthusiastic younger employees, can devote their e and effort to planning the future of the company. With is in mind, we think it is unwise and unnecessary to define individual responsibility too clearly, because everyone is taught to act like a family member ready to do what is necessary. If something goes wrong it is considered bad taste for management to inquire who made the mistake. That may seem dangerous, if not silly, but it makes sense to us."9- "I cannot understand why there is anything good in laying off people. If management takes the risk and responsibility of hiring personnel, then it is management's ongoing responsibility to keep them employed. The employee does not have the prime responsibility in this decision, so when a recession comes. why should the employee have to suffer for the management decision to hire him? Therefore, in times of boom we are very careful about increasing our personnel. Once we have hired people, we try to make them understand our concept of a fate-sharing body and how if a recession comes the company is willing to sacrifice profit to keep them in the company."10- "What you are showing to your employees is not that you are an artist who performs by himself on the high wire, but you are showing them how you are attempting to attract a large number of people to follow you willingly and with enthusiasm to contribute to the success of the company. If you can do that, the bottom line will take care of itself."11- "It may sound curious, but I learned that an enemy of this innovation could be your own sales organization if it has too much power, because very often these organizations discourage innovation. When you make innovative new products, you must re-educate the sales force about them so the salesmen can educate and sell the public. This is expensive; it means investing sufficient money in R&D and new facilities and advertising and promotion. And it also means making some popular and profitable items obsolete, often the items you can make the most profit on because your development costs are paid for and these products have become easy for your salesmen to sell."12- "The primary function of management is decision-making and that means professional knowledge of technology and the ability to foresee the future direction or trends of technology. I believe a manager must have a wide range of general knowledge covering his own business field. It also helps to have a special sense, generated by knowledge and experience—a feel for the business that goes beyond the facts and figures—and this intuitiveness is a gift only human beings can have."13- "Next to lawyers, I think these people are the most overused and misused businessmen on the scene in the United States and Japan. I use consultants selectively and have found the best ones can do valuable information gathering and market analysis. But their use can be brought to ridiculous extremes, and it has been."14- "I think one of the main advantages of the Japanese system of management over the American or the Western system in general is this sense of corporate philosophy. Even if a new executive takes over he cannot change that. In Japan the long-range planning system and the junior management proposal system guarantee that the relationship between top management and junior management remains very close and that over the years they can formulate a specific program of action that the years they can formulate a specific program of action that will maintain the philosophy of the company. It a also may explain why in the initial stages progress is very slow in a Japanese company. But once the company communicates its philosophy to all employees, the company has great strength and flexibility."15- "My point is that it is unwise merely to do something different and then rest on your laurels. You have to do something to make a business out of a new development, and that requires that you keep updating the product and staying ahead of the market."16- "My prediction is that we can enjoy our lives with less energy, less of the old materials, fewer resources, more recycling, and have more of the essentials for a happy and productive life than ever. Some people in the world, especially the Americans, will have t to learn something of the meaning and spirit of mottainai and conserve more. Step by step, year by year, we must all learn how to be more skillful and efficient in using our resources economically. We must recycle more. As to the expanding populations, that will be a challenge to everyone, for they will have to be fed. clothed, and educated. But as the standard of living of a people increases, the population tends to level off, people live a different way, acquire different tastes and preferences, and develop their own technologies for survival."17- "I believe there is a bright future ahead for mankind, and that future holds exciting technological advances that will enrich the lives of everybody on the planet. Only by expanding world trade and stimulating more production can we take advantage of the possibilities that lie before us. We in the free world can do great things. We proved it in Japan by changing the image of the words "Made in Japan" from something shoddy to something fine. But for a single nation or a few nations to have accomplished this is not enough. My vision of the future is of an exciting world of superior goods and services, where every nation's stamp of origin is a symbol of quality, and where all are competing for the consumers' hard-earned money at fair prices that reflect appropriate rates of exchange. I believe such a world is within our grasp. The challenge is great; success depends only on the strength of our will."
Ever since I have known about management or have been involved in any kind of management activities at work, my management style has been a footprint of the American way of managing things. One of the primary reasons for this is the fact that I have always worked with American clients. However, having said that I am a very emotional person at heart and I always put people before anything else, which is actually something that goes against the American way of managing things. This might be the striking reason why I enjoyed "Made in Japan" so much.Before reading "Made in Japan" I used to feel that I am a little out of place at times, when it comes to People management because I have always put my heart before my head. However it seems there is a management style which agrees to it and it is the Japanese way of managing. Akio Morita has in this book spoken at length about the distinctions between the American or the Western style of management and the Japanese way of management. While in the western world "processes" play an absolute role and then people are aligned along these processes, in the Japanese world "people" play the central role and processes are aligned based on the kind of resources at hand. We might debate this at length, but it will not deny the fact that we have had more than a handful of successful companies from Japan.Before Akio, gets into the management distinctions, he narrates the evolution of SONY from the burned down departmental shop affected by the bombings of World War-2. The kind of hardships he and Masaru Ibuka had to go through to get the company in action is an example of the dedication that the Japanese people are known for. Let me quote an example, in the days just after the second world war, SONY did not have proper resources to even separate the chemicals they were using for their research, so they had to use a frying pan to separate chemicals. It was through these hardships that SONY set its foot in the industrial market of Japan.Through their amazing hard work and innovation skills, SONY played a crucial role in putting Japan back on the world map after the destruction's it faced post the world war. The next major step for SONY was international expansion. Given that they specialized in technology, USA was a natural market for them but to setup in USA, they had to go through a lot of political barriers given the background of the war between the two countries and also the fact that Japan itself had a market which was literally closed for exports. Akio through his diplomatic skills made sure these obstacles were surpassed and SONY spread its wings to USA and eventually to Europe.One of the other striking things that I learned from this book was the complexities of foreign trade and the role cultural differences play in international trade. This book also talks to length about the impact of exchange rate rules on international trade and also the impact of regional trade laws.Akio, as an individual was in some ways similar to Steve Jobs or vice-versa. I found it striking that when Akio was asked what prompted him to develop the tape-recorder when nobody had even heard of one, he said "People do not know what they want, we as technical people know it" Also he was of the firm belief that there is no need of middle men when trying to sell something to a customer and so he pioneered setting up SONY retail stores, again an attribute that Steve championed all his life. They say "Great minds think alike", this justified it.I am very thankful to my best friend's father who recommended this book to me. Unlike books from other CEO's which focus primarily on management within their organizations, this book covers a broad spectrum of topics which one has to consider when setting up a new business and specially when planning to expand globally.
Although I disagree with some of his perspectives, I very much agree with his general scope of approaching business (and economics in general). This book is essentially the japanese version of "made in america" by Sam Walton. Both are inspiring business leaders who, with passion and dedication, made their dreams come alive.
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