PRIME MOVERS
Entity Dossier
entity

NTT DoCoMo

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

"A recent example would be SoftBank’s acquisition of “Vodafone Japan Corporation (now SoftBank Mobile)” in March 2006. At the time, Vodafone was constantly lagging behind NTT DoCoMo and au and had never experienced being “number one.” When Son spoke with the executives back then, he immediately felt that “their eyes were dead,” they “lacked confidence,” and they had a “habit of losing, thinking everything they do fails.” So, he told them: “Even if it’s just for a month, we will definitely achieve a net increase of being number one at least once.” It takes time to achieve cumulative number one. So, we take the challenge for one month. Son believed that even if it’s just for one month, experiencing a net increase in being number one would instill a “habit of winning” once they realize, “Oh, we can be number one.” What was the result? “Once we achieved a net increase of being number one, we’ve continued to achieve net increases of being number one almost every month since then, except for a few months. Once this position becomes the home position, it feels unsatisfactory and unpleasant not being number one.” A recent example is the catchphrase “No.1 in smartphone connection ease,” which reflects Masayoshi Son’s strong commitment to the “number one principle.”"

Source:Son's Square Law (translated)

"A recent example would be SoftBank’s acquisition of “Vodafone Japan Corporation (now SoftBank Mobile)” in March 2006. At the time, Vodafone was constantly lagging behind NTT DoCoMo and au and had never experienced being “number one.” When Son spoke with the executives back then, he immediately felt that “their eyes were dead,” they “lacked confidence,” and they had a “habit of losing, thinking everything they do fails.” So, he told them:"

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)