Saab

Strategic Concepts & Mechanics

Signature MoveWorld's Top Hair Stylist for a Virtual Avatar Signature MoveEx-Gurkhas Guarding a Website Company Competitive AdvantageMedia Buzz as Substitute for Product Readiness Decision FrameworkInsider Empathy as Restructuring Poison Identity & CultureAdversity Loyalty Mirage Cornerstone MovePrestige Names as Fundraising Stampede Risk DoctrineBurn Rate Denial Until the Doctor Arrives Cornerstone MoveCut Cruel But Never Cruel Enough Cornerstone MoveBuild Utopia in One Apollo Mission Capital StrategyValuation Without Revenue is Pure Narrative Cornerstone MoveZero-Valuation Last-Chance Triage Signature MoveThirty Employees Memorizing a Philosophy Book With Zero Customers Signature MovePrivate Jets as Money-Raising Machines Relationship LeverageInvestor Prestige ≠ Investor Governance Signature MoveCall Centre in London's Most Expensive Postcode Signature MoveBamboo Root Growth Before Public Emergence Identity & CultureSpark That Ignites the Prairie Fire Identity & CultureEntrepreneur Not Businessman Identity Signature MoveAbsorb Global Systems Not Just Assets Signature MoveDecade-Long Transformation Cycles Competitive AdvantagePrivate Insurgent vs State Monopoly Cornerstone MoveAll Eggs in One Basket Then Outwork the State Capital StrategyCrisis as Acquisition Window Cornerstone MoveEight-Year Stalk Then Crisis Strike Strategic PatternThree-Phase Brand Elevation Doctrine Signature Move700-Invitation Confidence Before Proof Strategic PatternFast Fashion Volume Over Margin Strategy Operating PrincipleAssisted Self-Learning Development Method Relationship LeverageElite Network Building Through Board Positions Signature MoveCulture Adjustment Over Strategy Changes Cornerstone MoveDesigner Collaboration Marketing Plays Strategic PatternWorking Chairman Control Structure Cornerstone MoveGeographic Expansion Through Test Markets Capital StrategyTax Structure Engineering for Wealth Preservation Signature MovePersonal Presence for Critical Negotiations Signature MoveReverse Price Engineering from Customer Willingness Competitive AdvantageSupermodel Marketing as Legitimacy Play Signature MoveFlat Organization with Early Responsibility Push

Primary Evidence

"We had support and funding from all the Nordic governments, and were given an office in the Finnish consulate on Madison Avenue. They regarded our festival as just the sort of initiative they had been looking for to promote Scandinavia abroad. We took on a couple of staff and somehow our plans, which had started out quite modest, just grew and grew. Soon, we also had sponsorship from some of Scandinavia’s biggest companies — Ericsson, Saab, Ikea, Carlsberg, Absolut Vodka. We were never afraid or too embarrassed to ask for money. In New York we sent out flyers to all the literary associations and put up posters in universities, libraries, theatres. We called up writers, who introduced us to other writers, and soon we found that we had infiltrated New York’s literary set. We became the talk of the town, the crazy Swedes that everyone wanted to hang out with. Even Esquire wrote a piece on us. ‘All this wasn’t particularly difficult to pull together,’ I was quoted as saying. “Everyone was so friendly. Americans have so many friends — friends, very good friends, best friends.’ The tone of the article was one of amused astonishment that a poetry festival should have taken New York:by storm."

Source:Boo Hoo - A Dot-Com Story From Concept to Catastrophe

"The 2008 global financial crisis provided Chinese capital with the opportunity to acquire quality assets worldwide. In the automotive industry, there were numerous cross-border acquisitions, such as Nanjing Automobile Group acquiring the British Rover, Shanghai Automotive Group acquiring South Korea’s SsangYong, and BAIC acquiring Sweden’s Saab. The most famous of these was Geely’s acquisition of Volvo."

Source:The Era of New Manufacturing: Li Shufu and the super manufacturing of Geely and Volvo (translated)

"There are many meetings now. Stefan Persson has taken the time to commute between several boardrooms outside of H&M for a couple of years. He cannot say no when the Wallenberg family calls and gives him a seat on the board of the appliance company Electrolux, where Jacob Wallenberg, among others, sits. Wallenberg has been a leading industrial family for a long time, and there is a lot to learn from that experience. The family controls a dozen Swedish large corporations the size of H&M, such as Ericsson, Electrolux, and Saab, but without serving as CEOs. Typically, they govern as board members instead."

Source:The Big Boss (translated)

Appears In Volumes

Boo Hoo - A Dot-Com Story From Concept to Catastrophe The Era of New Manufacturing: Li Shufu and the super manufacturing of Geely and Volvo (translated)The Big Boss (translated)