Panasonic

Strategic Concepts & Mechanics

Cornerstone MoveSell the Sequel to Fund Survival Today Signature MoveBudget Is a Banned Word Cornerstone MoveBulldoze First, Partner Second Capital StrategyEach Round Buys More Control Competitive AdvantageApple-Store DNA Without Apple-Store Obsession Signature MoveSkip-Level Communication as Survival Obligation Strategic PatternMule-Car Conviction Theater Capital StrategyPublic Markets as Distraction Tax Signature MoveSpecial Forces Hiring, Not Headcount Filling Cornerstone MoveGallery Loophole Before Lawmakers Reconvene Signature MoveFlippant Until Focused, Then Total Possession Decision FrameworkHigh-Velocity Reversible Decisions Risk DoctrineCourage to Retreat Over Reckless Advance Competitive AdvantageAsia's Digital Gravity as Location Advantage Cornerstone MoveSmall Fish Swallows Big Fish at Timing Inflection Risk DoctrineSeventy Percent Victory Threshold Relationship LeverageTen Generals Who Would Give an Arm Signature MoveTwenty-Five Characters Before Every Decision Signature MoveMeter-High Research Stacks Before Commitment Cornerstone MoveNine-Filter Gauntlet Before Any Business Strategic PatternInfrastructure Toll Booth Over Hit Products Signature MoveFifty-Year Life Plan as Operating Calendar Operating PrincipleThree-Hundred-Year Company Horizon Decision FrameworkAspiration Before Vision Before Strategy Strategic PatternNinety Percent Won Before Battle Begins Capital StrategyBankrupt Audacity in Early Fundraising Signature MoveTen-Person Teams with Daily Profit Closing Signature MoveInstall Winning Habit Then Compound It Cornerstone MoveInvention as Capital Creation Machine Risk DoctrineLifebuoy Group Strategy Against Single-Point Failure

Primary Evidence

"To win over Panasonic, Straubel needed to convince Yamada that Tesla meant business. He had a plan. It harked back to how Tesla had cajoled early investors into taking a chance on a little startup. To stoke Daimler and Toyota for the Model S, years before it was ready, they had worked up mule cars—dummies that were close enough to the real thing to give their audience a taste of what was to come. Tesla needed something they could showcase, a mule factory. Blueprints for a factory, however, failed to capture the kind of excitement their prototype cars had. The Tesla team became convinced that they needed to demonstrate to Panasonic and other suppliers how serious they were about the project. Quietly, they forged a deal with landowners in Sparks and began preparing the site for construction. They called bulldozers and earth movers from around the state, erected massive lights, began moving tons of dirt. The bill was enormous, climbing to $2 million a day. Straubel wanted to have a site prepped for a demonstration to Tesla’s would-be partners. He had to make it convincing enough to suggest that Tesla was charging forward—with or without them."

Source:Power Play

"Consumer electronics revolution─① Konosuke Matsushita (Panasonic), ② Masaru Ibuka & Akio Morita (Sony)"

Source:Son's Square Law (translated)

"Obviously, every company started as a small venture. This applies to even the major corporations like Toyota and Panasonic today. What commonalities exist among the leaders who grew small ventures into massive corporate groups? It is the ability to read the trends and swiftly act to capture burgeoning industries. Allow me to provide some examples."

Source:Son's Square Law (translated)

"◆ Identify changes in “trends” early and act swiftly This is where the second character “流” [to go with the flow of the times, not against the tide] comes into play. Obviously, every company started as a small venture. This applies to even the major corporations like Toyota and Panasonic today. What commonalities exist among the leaders who grew small ventures into massive corporate groups? It is the ability to read the trends and swiftly"

Source:Son's Square Law (translated)

Appears In Volumes

Power Play Son's Square Law (translated)