KDDI

Strategic Concepts & Mechanics

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

"Masayoshi Son, in the globally reorganizing telecommunications industry, acquired the Japanese subsidiary of Vodafone for about 2 trillion yen. While Vodafone had consolidated sales of 1.47 trillion yen and an operating profit of 158 billion yen (both in the fiscal year 2004), SoftBank, for the fiscal year ending March 2005, had consolidated sales of about 840 billion yen and an operating loss of about 25 billion yen. It had been posting deficits of several hundred billion yen up to that point. The acquisition of Vodafone Japan was precisely an M&A where a small entity swallows a larger one. At that time, to compete with NTT and KDDI as a telecommunications infrastructure provider, SoftBank was heavily investing in Yahoo BB and had just acquired Japan Telecom, a fixed-line phone company."

Source:Son's Square Law (translated)

"Vodafone, lagging behind NTT DoCoMo and KDDI’s au in transitioning to third-generation mobile phones, indicated a withdrawal from Japan as part of its revised global strategy. It was the opportunistic Masayoshi Son who responded sensitively to this. He decided to capitalize on the hard-earned license and made the bold move to acquire at 2 trillion yen."

Source:Son's Square Law (translated)

Appears In Volumes

Son's Square Law (translated)